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This is a short introduction on Strategic Planning.
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Roberto RoccoChair Spatial Planning and StrategyTU Delftr.c.rocco@tudelft.nl
Brief Introduction to
Strategic Planning
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Introduction to general concepts of
contemporary strategic planning
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This lecture is composed of two parts
1The shift in urban planning and
design
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This lecture is composed of two parts
2A brief description of
strategic planning
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The shift in urban
planning and design
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Point of Departure:Space is Socially Produced
Spatial planning deals with ‘inhabited’ space: a space of frictions but also a space of shared societal goals
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Roots of Urbanism: Main concerns
Hygiene/ HealthSeparation of activitiesBeauty/ grandeur/ monumentality/representation of powerCirculation/ accessibility (first connected to control and military purposes)Mobility (car/tram/train) and the Fordist mode of production
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Evolution of the object of urbanism according to different ideologies, technologies and modes of production
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Urbanism of Monumentality, Hygiene and Military
Strategy
Haussmann Renovations : Paris1852-1870
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Haussmann:Urbanisme Militariste et Higieniste
New road system in Paris under the Second Empire (Histoire de la France urbaine, tome 4, p. 90)
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Haussmanization
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Haussmanization
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The Urbanism of Technical Networks:Cerda: Barcelona 1897
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The Cerda block
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The Urbanism of Technical Networks:Cerda: Barcelona 1897
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The Urbanism of Technical Networks: Barcelona Blocks
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The Urbanism of Technical Networks:Cerda: Barcelona 1897
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The messiahcharles-Édouard Jeanneret, who chose to be known as Le Corbusier, October 6, 1887 – August 27, 1965)
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Le Plan Voisin Le Corbusier: Paris 1925
Modernism: Rationality, order and the motorcar
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The modulor The Modulor is an anthropometric scale of proportions devised by the Swiss-born French architect Le Corbusier (1887–1965).It was developed as a visual bridge between two incompatible scales, the Imperial system and the Metric system. It is based on the height of an English man with his arm raised. Source: wikipedia.
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Le Plan Voisin Le Corbusier: Paris 1925
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Brasilia: brazil, 1956-1960
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Brasilia: brazil, 1956-1960
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Bijlmermeer, Amsterdam, 1966-1970
Siegfried Nassuth, urban designer25
Bijlmermeer, Amsterdam, 1966-1970
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But lately, there is a radical change in how we approach urban development
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URBANISMBroadly, urbanism focuses on INHABITED SPACES. It focuses on how people, structures and activities are distributed over space (a territory) and how they are articulated by spaces, structures and infrastructures, as well as rules.Because the task of URBANISM is very complex, the SCOPE of the discipline is very wide.
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A very wide scope
Mind map on urbanism, MSC2 students, TU Delft29
This is incredibly important for our well being
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And this is a real challenge for planners and designers
Amsterdam street scene, Photograph by the genial Arlette H..
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So?Spatial planning deals
with ‘inhabited’ space
This is a space of social friction but also a space of shared societal goals
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Cities in Civilization: Culture, Technology, and Urban Order, London, Weidenfeld & Nicolson, 1998; New
York, Pantheon Books, 1998
Peter Hall (UCL) said…
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Planning and design
a city is more complex than sending a man
to the moon.
Peter Hall’s sending a man to the moon X planning and designing a city
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Governance: positive tension creates some kind of equilibrium in society
Notice: this is a stupidly SIMPLIFIED model of forces operating in society
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In liberal democracies: there is friction and negotiation
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Because it is all about people and how they use space, we need to have an ethical attitude (social responsibility)
X37
EthicsThe field of ethics (or moral philosophy) involves systematising, defending, and recommending concepts of right and wrong behaviour. See more about ethics at the Internet Encyclopedia of Philosophy at http://www.iep.utm.edu/ethics/ (this is a peer-reviewed resource, not Wikipedia. But the article at Wikipedia is not bad! If you want to understand the point being made at the lecture, albeit in a very simplified way, please have a look at “applied ethics”)
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Increasing complexity
✤ The increasing complexity of living environments results in increasingly complex research paradigms.
✤ After all, there are new tools for analysis, new combinations of disciplines and new QUESTIONS that need to be answered.
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Increasing complexity
The increasing complexity of research paradigms in planning results in the perception that a practical education on design skills alone is insufficient to deal with the broader task at hand:
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The broader task at hand
To understand the context, the role and wishes of stakeholders and the socio-political forces that ultimately produce ‘real world’ space in order to be able to intervene effectively.
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Increasing complexity?
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Sao Paulo, Brazil, pop. 16 million (2010)
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But THIS is not so complex... Or is it?
Delft, The Netherlands, pop.: 96.000 (2008)
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Urbanisation in the Netherlands, 1950 Urbanisation in the Netherlands, 2010
Delft Delft
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Urbanisation in the Randstad, 1950 Urbanisation in the Randstad, 2010
Delft Delft
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Complex enough for you?Commuting patterns in The Randstad (2008), source: VROM.
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KLM Routes 1964 KLM Routes 2004
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The future looks more like thisVisualizing Friendshipsby Paul Butler on Tuesday, 14 December 2010 at 02:16
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Metropolitain de Paris 2005 Tokyo Subway system 2008
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The nature of Urbanism
The stretched scope of urbanism, with its large range of inputs drawn from various disciplines, demands another approach by urban planners and designers, where communication and negotiation have a more central role.
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A brief description of strategic
planning
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Introduction on Strategic Planning
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Let us start with a Metaphor
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STRATEGYMilitary origins:
Strategos in ancient Greek means
“General of the Army”: The Strategos
formulated the strategy to win the war
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A strategy is a long term plan of action designed to achieve a
particular goal.
Strategy applies to many different fields, such as: *Military strategy*Marketing strategies*Strategic
management*Football strategy*Game theoretical
strategy*Economic strategy* etc.
In many fields
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Origins of Strategic Planning
WAR + BUSINESS =
COMPETITION(M. Porter: Competitive
Advantages)
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1920: Harvard Business School: New Policy Model for Businesses: emphasis on organisational policy and structure1950s: emphasis on risk, growth and competitiveness: strategic decisions derive from analyses of competitive power relationshipsMid 1980s: leakage into the public sector and public management ▶ “run the government like business” ► city competitiveness ▶strategic planning
Origins of Strategic Planning
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In the 1980s and 90s
Rapid TransitionFrom Land Use Planning to Strategic
Planning&
From Hard Planning to ‘Soft Planning’ &
From ‘Planning’ to ‘Competitive Strategic Planning’
& From ‘Zones’ to ‘Networks’
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Le Plan Voisin Le Corbusier: Paris 1925
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Bijlmermeer, Amsterdam, 1966-1970
Siegfried Nassuth, urban designer62
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Today: A new Paradigm
✤Strategic Planning today is based on social and environmental sustainability and global awareness
✤Planning is an instrument to increase participation and strengthen societal cohesion.
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PeoplePlanetProfit
Prosperity!
Today: A new ParadigmThe Three Ps
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New Emphasis in Strategic Planning
SYNERGY + PARTICIPATION Strategic urban planning is a
process that allows the articulation of the initiatives of public and private stakeholders which seek synergies for the development of a city.
(Source: Steinberg, 2003)
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Strategic Planning is about…1. A tool for local development which
conceives strategic interventions that guarantee the quality of life, and economic and social progress
2. A mechanism to promote progressive forms of governance, substantially improving local democracy through collaboration between public and private urban stakeholders
3. A modern, participatory and democratic form of thinking about urban development which allows the establishment of references for all economic and social actors
4. A new instrument which facilitates the management of a city in a period of frequent and substantial changes (various sources)
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So what is ‘Strategic Planning’?
Long-term plans based on overall objectives. Strategic plans are typically long term plans that use Scenarios (Visions) in order to:
✤ Test Assumptions✤ Set Specific Goals✤ Investigate Strengths✤ Examine Weaknesses✤ Check Risks
Generally, strategic planning involves continuous/
periodical/reassessment of these aspects
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A quick overview
Generally, the state is in
charge of planning
Government programme: set of goals
and objectives
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A quick overview
Several secretaries/departments
Multi-sectoral approach
Spatial plan (many forms)
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Spatial strategy
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National spatial structure
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Swansea bay strategic plan
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National spatial strategy
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A quick overviewBased on
socio economic trends
understands the role and the wishes of stakeholders
Importance of
research
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The spatial plan
Based on socio
economic trends
understands the role and the wishes of stakeholders
Alternative or desirable
scenarios
Probable scenario
Desirable scenario
Possible scenario
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Scenarios (a metaphor)
Today
In 2 weeks77
Divergent scenarios (but I eliminated already several possibilities!)
Scheveningen
Shopping
TV!
Most desirable
Most probable
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SUNNY!RAINY
OUTSIDE
INSIDE
Active in the water scenario
The perfect
tan scenario
Cozy and cuddly
scenario
Cozy and sticky
scenario
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Active in the water
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Cosy and cuddly
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The Perfect Tan
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VISION: Active and healthy in all weather scenario
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But what do I need to do to get there?
The STRATEGY!
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A strategy
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The STRATEGY is...
.
a flexible set of steps and actions taken over a certain time frame, within the framework of a desirable VISION, used in order to fulfil the achievement of societal goals connected to the organisation of space
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In other words, A strategy is...
composed by several actions and interventions laid down in a time frame (short term/ middle term/ long term) which will probably lead you to the most desirable outcome within the constraints given
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But… But the vision (the objectives) is likely to change over time. Moreover, we cannot control all factors, so the role of the strategy is to STEER towards a desirable overall outcome, rather than FIX a precise objective.
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In spatial planning
The steps are represented by ACTIONS and INTERVENTIONS, many times in the form of PROJECTS or DESIGNS, but also in the form of policies
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Not all steps are the same
Some steps (projects) are more important than others.Some steps are ESSENTIAL for the strategy, other support the strategy but are not ESSENTIALOne or more steps are the TRIGGERS of change (after all, you need to give the first step. If it is a good one, others will follow and you will mobilize support
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Bilbao Ria 2000 project:The trigger
All rights reserved by johnjohn1974 at FLICKR
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Bilbao
1992 200992
Bilbao: Aban
1992
200993
Bilbao
1992 200994
Please visit!Bilbao Ria 2000
http://www.bilbaoria2000.org/
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Randstad Key projects
Den Haag centraal
Utrecht centraal
Rotterdam centraal
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Amsterdam Zuidas
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The scenario
The ‘scenario’ (perspective) is “a plausible description of how the future may develop, based on a coherent and internally consistent set of assumptions about key relationships and driving forces” (Watson et al., 1996)
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The VISIONIn the Dutch language, the
use of the word ‘visie’ (vision) refers to a mental visualization of one or various desirable ‘scenarios’. The ‘vision’ is an ‘image of the future’ which articulates an individual’s or group's values, ideals, and goals.
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Steps or Co-ordinated Actions
These steps and actions must have ‘strategic value’; they must be part of a systematic plan. In other words, each step or action must be part of a coherent and co-ordinated strategy designed to achieve those goals.
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Flexible sequence of steps
Therefore, strategic planning involves a flexible sequence of steps and co-ordinated processes, rather than a rigid set of actions towards a strict target. In strategic planning, once each step is completed, the whole strategy is re-evaluated and the targets are readjusted.
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STEP 1: Analysis/ Research: Problem Statement1. Analysis: The analysis of the political, social,
economic and technical environment and
The consideration of various driving forces in the environment considered (for example, increasing complexity of flows, technological advancements, changing demographics, etc.).
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STEP 1: Analysis/ Research: Problem Statement
Planners also look at the various Strengths, Weaknesses, Opportunities and Threats (the SWOT analysis) regarding the position of a region or a city (McNamara, 2000).
The analysis helps building up possible ‘scenarios’ (a description of possible developments) which will ground the ‘vision’ (the societal aspirations).
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STEP 3: SCENARIOS► Vision
1. Planners come to conclusions about possible scenarios and desirable visions.
2. Typically, scenarios can be very different from one another. Sometimes, planners make use of opposite scenarios or extreme scenarios in order to establish strategic goals.
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STEP 2: SCENARIOS► Vision
1. Planners work with various possible and desirable scenarios in order to talk to several stakeholders and find out what are their wishes and objectives and to ENGAGE them in the process.
2. By engaging stakeholders you warrant support (political/economic/) to your strategy later on.
3. You also deal with real world forces that will effectively support or benefit from your strategy.
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The ‘vision statement’ should be designed and explained in full detail.
It is usually an inspiring and compelling description of the benefits society will draw from the overall plan, and it is often used to engage support and participation among different actors in society.
In order to be effective, the vision statement must be specific, measurable and realistic; and it must contain a detailed explanation of the strategic goals (steps) used in order to achieve it.
STEP 4: VISION▶Strategy
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Setting a clear vision is important to engage different stakeholders in a process called ‘participatory planning’.
Very shortly put, participatory planning concerns the participation of various stakeholders at the establishment or reformulation of the vision and the elaboration of the strategy.
STEP 4: VISION▶ Strategy
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Rotterdam Feijnoord (gebiedsvisie)
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Rotterdam Feijnoord (gebiedsvisie)
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The Olympic legacy, London
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London Olympic legacy
Olympic Legacy LondonKCAP Architects&Planners
The Olympic Legacy Masterplan can be considered as one
of the biggest London’s redevelopment projects from
the last decades; it consists on the redevelopment of
the Olympic Park and Lea Vally, after the 2012 Summer
Olympic Games.
KCAP’s vision for the Legacy is based on an urban mo-
saic structure that develops on a flexible way, from
time to time. The mosaic will become an organism, con-
centrations of social groups and functional differen-
tiations, an overlapping archipelago of social and
urban islands. The ‘open city’ will emerge through the
interaction, cross-fertilization and friction among
these groups and networks, which leads to the emer-
gence of new architecture, networks and urban cul-
tures.
Client
London Development Agency
Program
Vision for the structural development of
the Lower Lea Valley following the Olympic
games; 7 ha
Time
2007 - present
Role
Masterplanner
Olympic Legacy London [UK]
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STEP 5: Strategic goals
Strategic goals are overall accomplishments or steps in a general plan that must be accomplished in order to arrive at the VISION (but the vision changes along the way!)
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STEP 6 : Spatial InterventionsSpatial Planning means laying out how the
strategic goals will be accomplished in order to arrive at the ‘vision’ using spatial interventions.
Spatial interventions can be part of a broader strategy which involves other tools (non-spatial strategies and interventions) for the achievement of the vision.
However, it is the specific task of spatial planners to plan and design space. Spatial interventions are therefore a crucial part of any spatial planning strategy.
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STEP 7 : RepositioningAssessment and RepositioningStrategic planning often includes
specifying intermediate objectives, which will produce specific midway results.
These midway results typically imply an assessment and a repositioning of the strategy and sometimes also the vision itself.
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STEP 7 : RepositioningAssessment and RepositioningThus, reaching a strategic goal
involves accomplishing a set of objectives along the way.
Once the strategic goal is reached, the whole strategy is assessed, re-evaluated and then adjusted.
Spatial interventions must be coherent and coordinated within the framework of the overall strategy and the vision.
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But: What about Governance?
Planning also includes specifying responsibilities and timelines for each objective.
In other words: who needs to do what and by when?
It should also include methods to monitor and evaluate the plan:
[1] how society will control the process[2] how different stakeholders can
participate, influence and adjust the plan
(adapted from McNamara, 2000)
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Governance
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Thanks for listening
Any questions?125
Prepared by
Roberto RoccoR.c.rocco@tudelft.nlChair Spatial Planning and Strategy, TU Delft
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