Roberto RoccoChair Spatial Planning and StrategyTU Delftr.c.rocco@tudelft.nl

Brief Introduction to

Strategic Planning

!"#$$%&'%()"%(*+)+,%

!"#$%#&'&#((%()*!$+#$,)-

1

!"#$%#&'&#((%()*!$+#$,)-

2

Introduction to general concepts of

contemporary strategic planning

3

This lecture is composed of two parts

1The shift in urban planning and

design

4

This lecture is composed of two parts

2A brief description of

strategic planning

5

The shift in urban

planning and design

6

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

7

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

8

Evolution of the object of urbanism according to different ideologies, technologies and modes of production

9

Urbanism of Monumentality, Hygiene and Military

Strategy

Haussmann Renovations : Paris1852-1870

10

Haussmann:Urbanisme Militariste et Higieniste

New road system in Paris under the Second Empire (Histoire de la France urbaine, tome 4, p. 90)

11

Haussmanization

12

Haussmanization

13

The Urbanism of Technical Networks:Cerda: Barcelona 1897

14

The Cerda block

15

The Urbanism of Technical Networks:Cerda: Barcelona 1897

16

The Urbanism of Technical Networks: Barcelona Blocks

17

The Urbanism of Technical Networks:Cerda: Barcelona 1897

18

The messiahcharles-Édouard Jeanneret, who chose to be known as Le Corbusier, October 6, 1887 – August 27, 1965)

19

Le Plan Voisin Le Corbusier: Paris 1925

Modernism: Rationality, order and the motorcar

20

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.

21

Le Plan Voisin Le Corbusier: Paris 1925

22

Brasilia: brazil, 1956-1960

23

Brasilia: brazil, 1956-1960

24

Bijlmermeer, Amsterdam, 1966-1970

Siegfried Nassuth, urban designer25

Bijlmermeer, Amsterdam, 1966-1970

26

But lately, there is a radical change in how we approach urban development

27

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.

28

A very wide scope

Mind map on urbanism, MSC2 students, TU Delft29

This is incredibly important for our well being

30

And this is a real challenge for planners and designers

Amsterdam street scene, Photograph by the genial Arlette H..

31

So?Spatial planning deals

with ‘inhabited’ space

This is a space of social friction but also a space of shared societal goals

32

Cities in Civilization: Culture, Technology, and Urban Order, London, Weidenfeld & Nicolson, 1998; New

York, Pantheon Books, 1998

Peter Hall (UCL) said…

33

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

34

Governance: positive tension creates some kind of equilibrium in society

Notice: this is a stupidly SIMPLIFIED model of forces operating in society

35

In liberal democracies: there is friction and negotiation

36

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”)

38

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.

39

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:

40

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.

41

Increasing complexity?

42

Sao Paulo, Brazil, pop. 16 million (2010)

43

But THIS is not so complex... Or is it?

Delft, The Netherlands, pop.: 96.000 (2008)

44

Urbanisation in the Netherlands, 1950 Urbanisation in the Netherlands, 2010

Delft Delft

45

Urbanisation in the Randstad, 1950 Urbanisation in the Randstad, 2010

Delft Delft

46

Complex enough for you?Commuting patterns in The Randstad (2008), source: VROM.

47

KLM Routes 1964 KLM Routes 2004

48

49

The future looks more like thisVisualizing Friendshipsby Paul Butler on Tuesday, 14 December 2010 at 02:16

50

Metropolitain de Paris 2005 Tokyo Subway system 2008

51

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.

52

A brief description of strategic

planning

53

Introduction on Strategic Planning

54

Let us start with a Metaphor

55

STRATEGYMilitary origins:

Strategos in ancient Greek means

“General of the Army”: The Strategos

formulated the strategy to win the war

56

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

57

Origins of Strategic Planning

WAR + BUSINESS =

COMPETITION(M. Porter: Competitive

Advantages)

58

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

59

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’

60

Le Plan Voisin Le Corbusier: Paris 1925

61

Bijlmermeer, Amsterdam, 1966-1970

Siegfried Nassuth, urban designer62

63

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.

64

PeoplePlanetProfit

Prosperity!

Today: A new ParadigmThe Three Ps

65

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)

66

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)

67

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

68

A quick overview

Generally, the state is in

charge of planning

Government programme: set of goals

and objectives

69

A quick overview

Several secretaries/departments

Multi-sectoral approach

Spatial plan (many forms)

70

Spatial strategy

71

National spatial structure

72

Swansea bay strategic plan

73

National spatial strategy

74

A quick overviewBased on

socio economic trends

understands the role and the wishes of stakeholders

Importance of

research

75

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

76

Scenarios (a metaphor)

Today

In 2 weeks77

Divergent scenarios (but I eliminated already several possibilities!)

Scheveningen

Shopping

TV!

Most desirable

Most probable

78

SUNNY!RAINY

OUTSIDE

INSIDE

Active in the water scenario

The perfect

tan scenario

Cozy and cuddly

scenario

Cozy and sticky

scenario

79

Active in the water

80

Cosy and cuddly

81

The Perfect Tan

82

VISION: Active and healthy in all weather scenario

83

But what do I need to do to get there?

The STRATEGY!

84

A strategy

85

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

86

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

87

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.

88

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

89

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

90

Bilbao Ria 2000 project:The trigger

All rights reserved by johnjohn1974 at FLICKR

91

Bilbao

1992 200992

Bilbao: Aban

1992

200993

Bilbao

1992 200994

Please visit!Bilbao Ria 2000

http://www.bilbaoria2000.org/

95

Randstad Key projects

Den Haag centraal

Utrecht centraal

Rotterdam centraal

96

Amsterdam Zuidas

97

98

99

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)

100

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.

101

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.

102

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.

103

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.).

104

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).

105

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.

106

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.

107

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

108

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

109

Rotterdam Feijnoord (gebiedsvisie)

110

Rotterdam Feijnoord (gebiedsvisie)

111

The Olympic legacy, London

112

113

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]

114

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!)

115

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.

116

117

118

119

120

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.

121

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.

122

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)

123

Governance

124

Thanks for listening

Any questions?125

Prepared by

Roberto RoccoR.c.rocco@tudelft.nlChair Spatial Planning and Strategy, TU Delft

126