Introduction to Strategic Planning

Brief IntroductiontoStrategic PlanningRoberto RoccoChair Spatial Planning and StrategyTU Delft !"#$%#&&#((%()r.c.rocco@tudelft.nl *!$+#$,)- !"#$$%&%()"%(*+)+,% 1

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Introduction togeneral concepts of contemporary strategic planning 3

This lecture is composed oftwo parts 1 The shift in urban planning and design 4

This lecture is composed oftwo parts 2 A brief description of strategic planning 5

The shift in urban planningand design 6

Point of Departure: Space is Socially ProducedSpatial planning deals with ‘inhabited’ space: a space of frictions but also a space of shared societal goals 7

Roots of Urbanism: Mainconcerns Hygiene/ Health Separation of activities Beauty/ grandeur/ monumentality/ representation of power Circulation/ accessibility (ﬁrst connected to control and military purposes) Mobility (car/tram/train) and the Fordist mode of production 8

Evolution of theobject of urbanismaccording todifferent ideologies,technologies andmodes of production 9

Urbanism of Monumentality, Hygiene and Military StrategyHaussmann 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 TechnicalNetworks: Barcelona Blocks 17

The messiah charles- Édouard Jeanneret, who chose to be known as Le Corbusier, October 6, 1887 – August 27, 1965) 19

Le Plan Voisin Le Corbusier: Paris 1925Modernism: 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 VoisinLe Corbusier: Paris 1925 22

Brasilia: brazil, 1956-1960 23

Brasilia: brazil, 1956-1960 24

Bijlmermeer, Amsterdam,1966-1970Siegfried Nassuth, urban designer 25

Bijlmermeer, Amsterdam,1966-1970 26

But lately, there is aradical change in howwe approach urbandevelopment 27

URBANISM Broadly, 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 scopeMind map on urbanism, MSC2 students, TU Delft 29

This is incredibly importantfor our well being 30

And this is a real challengefor planners and designersAmsterdam street scene, Photograph by the genial Arlette H.. 31

So?Spatial planning deals with ‘inhabited’ spaceThis is a space of socialfriction but also a spaceof shared societal goals 32

Peter Hall (UCL) said…Cities in Civilization: Culture, Technology, and Urban Order, London, Weidenfeld & Nicolson, 1998; NewYork, Pantheon Books, 1998 33

Peter Hall’s sending a man to the moon X planning and designing a city Planning and design a city is more complex than sending a man to the moon. 34

Governance: positive tension createssome kind of equilibrium in society Notice: this is a stupidly SIMPLIFIED model of forces operating in society 35

In liberal democracies: thereis friction and negotiation 36

Because it is all aboutpeople and how they usespace, we need to havean ethical attitude(social responsibility) X 37

Ethics The 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 handTo understand the context,the role and wishes ofstakeholders and the socio-political forces thatultimately produce ‘realworld’ space in order to beable to interveneeffectively. 41

Increasingcomplexity? 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

Delft DelftUrbanisation in the Netherlands, 1950 Urbanisation in the Netherlands, 2010 45

DelftDelftUrbanisation in the Randstad, 1950 Urbanisation in the Randstad, 2010 46

Complexenough foryou?Commuting patterns in TheRandstad (2008), source:VROM. 47

KLM Routes 1964 KLM Routes 2004 48

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 UrbanismThe stretched scope ofurbanism, with its large rangeof inputs drawn from variousdisciplines, demands anotherapproach by urban plannersand designers, wherecommunication and negotiationhave a more central role. 52

A briefdescriptionof strategic planning 53

Introduction on Strategic Planning 54

Let us start with a Metaphor 55

STRATEGY Military origins: Strategos in ancient Greek means “General of the Army”: The Strategosformulated the strategy to win the war 56

In many ﬁeldsA 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. 57

Origins of StrategicPlanning WAR + BUSINESS = COMPETITION (M. Porter: Competitive Advantages) 58

Origins of StrategicPlanning 1920: Harvard Business School: New Policy Model for Businesses: emphasis on organisational policy and structure 1950s: emphasis on risk, growth and competitiveness: strategic decisions derive from analyses of competitive power relationships Mid 1980s: leakage into the public sector and public management ▶ “run the government like business” ► city competitiveness ▶strategic planning 59

In the 1980s and 90s Rapid Transition From 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 VoisinLe Corbusier: Paris 1925 61

Bijlmermeer, Amsterdam,1966-1970Siegfried Nassuth, urban designer 62

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

Today: A new ParadigmThe Three PsPeoplePlanetProﬁtProsperity! 65

New Emphasis in StrategicPlanningSYNERGY +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 isabout…1. A tool for local development which conceives strategic interventions that guarantee the quality of life, and economic and social progress2. A mechanism to promote progressive forms of governance, substantially improving local democracy through collaboration between public and private urban stakeholders3. A modern, participatory and democratic form of thinking about urban development which allows the establishment of references for all economic and social actors4. 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 RisksGenerally, strategic planning involves continuous/ periodical/reassessment of these aspects 68

A quick overview Generally, Government the state is in programme: charge of set of goals planning and objectives 69

A quick overview Several Multi- Spatial plansecretaries/ sectoral (many forms)departments approach 70

Spatial strategy 71

National spatial structure 72

Swansea bay strategic plan 73

National spatial strategy 74

A quick overview Based on socio economic trends Importance of research understands the role and the wishes of stakeholders 75

The spatial plan Possible Based on scenario socio economic trends Alternative or desirable Desirable scenarios scenariounderstandsthe role andthe wishes ofstakeholders Probable scenario 76

Scenarios (a metaphor)Today In 2 weeks 77

Divergent scenarios(but I eliminated already several possibilities!) Scheveningen Most desirable Shopping TV! Most probable 78

OUTSIDE Active in The the water perfect scenario tan scenarioRAINY  SUNNY! Cozy and Cozy and cuddly sticky scenario scenario INSIDE 79

Active in the water 80

Cosy and cuddly 81

The Perfect Tan 82

VISION: Active and healthyin all weather scenario 83

But what do I need todo to get there?TheSTRATEGY! 84

A strategy 85

The STRATEGY is...a ﬂexible set of steps andactions taken over a certaintime frame, within the .framework of a desirableVISION, used in order tofulﬁl the achievement ofsocietal goals connected tothe organisation of space 86

In other words, A strategyis... 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 (theobjectives) is likely tochange over time. Moreover,we cannot control allfactors, so the role of thestrategy is to STEERtowards a desirable overalloutcome, rather than FIX aprecise 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 ESSENTIAL One 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 1992 2009 92

Bilbao: Aban 1992 2009 93

Bilbao 1992 2009 94

Please visit!Bilbao Ria 2000http://www.bilbaoria2000.org/ 95

Randstad Key projects Den Haag centraal Utrecht centraal Rotterdam centraal 96

Amsterdam Zuidas 97

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 groups values, ideals, and goals. 101

Steps or Co-ordinatedActionsThese 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 andThe 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► Vision1. 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► Vision1. 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

STEP 4: VISION▶StrategyThe ‘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. 108

STEP 4: VISION▶ StrategySetting 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. 109

Rotterdam Feijnoord (gebiedsvisie) 110

Rotterdam Feijnoord (gebiedsvisie) 111

The Olympic legacy, London 112

London Olympic legacy Olympic Legacy London [UK] The Olympic Legacy Masterplan can be considered as one Client of the biggest London’s redevelopment projects from London Development Agency the last decades; it consists on the redevelopment of the Olympic Park and Lea Vally, after the 2012 Summer Program Vision for the structural development of Olympic Games. the Lower Lea Valley following the Olympic KCAP’s vision for the Legacy is based on an urban mo- games; 7 ha saic structure that develops on a ﬂexible way, from time to time. The mosaic will become an organism, con- Time centrations of social groups and functional differen- 2007 - present tiations, an overlapping archipelago of social and urban islands. The ‘open city’ will emerge through the Role interaction, cross-fertilization and friction among Masterplanner these groups and networks, which leads to the emer- gence of new architecture, networks and urban cul- tures.KCAP Architects&Planners Olympic Legacy London 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 : SpatialInterventionsSpatial 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

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 listeningAny questions? 125

Prepared byRoberto RoccoR.c.rocco@tudelft.nlChair Spatial Planning and Strategy,TU Delft 126

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Introduction to Strategic Planning

by Roberto Rocco

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