1. VISION AND STRATEGY BUILDING
IN AREA DEVELOPMENT
LILIANE GEERLINGSEPTEMBER 23RD 2013
2. Alice: Which way should I go?
Cheshire cat: That depends on where you are
going
Alice: I don’t know where I’m going
Cheshire cat: Then it doesn’t matter which way
you go!
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3. VISION
Or….the dream
Your vision communicates what your organization
believes are the ideal conditions for your
community – how things would look if the issues
important to you were perfectly addressed.
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4. VISION STATEMENT
As an example, the vision for Ho Chi Minh City:
“To develop HCMC into a modern industrial city
in 2025 in which fast economic development is
connected with sustainable development so that
social progress and fairness are realised whilst
protecting the environment. “
Climate Adaptation Strategy
Ho Chi Minh City
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5. VISION STATEMENT
As an example, the vision for Amsterdam:
“Amsterdam develops further as a core city of
an internationally competitive, sustainable
European metropolis.“
Structuurvisie Amsterdam 2040
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6. VISION STATEMENT
As an example, the (water)vision for Rotterdam:
“Water is an opportunity to make Rotterdam a
safe, livable and economically strong city.“
Waterplan 2
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7. VISION STATEMENT
By developing a vision statement, your
organization makes the beliefs and governing
principles of your organization clear to the
greater community (as well as to your own staff,
participants, and volunteers).
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8. VISION STATEMENT
In general, vision statements should be:
• Understood and shared by members of the
community;
• Broad enough to encompass a variety of local
perspectives;
• Inspiring and uplifting to everyone involved in
your effort;
• Easy to communicate.
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9. MISSION
The what and why
Developing mission statements are the next step
in the action planning process.
An organization's mission statement describes
what the group is going to do, and why it's going
to do that.
Mission statements are similar to vision
statements, but they're more concrete, and they
are definitely more "action-oriented" than vision
statements.
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10. MISSION
“Our mission: to inspire and nurture the human
spirit – one person, one cup and one
neighborhood at a time.”
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11. MISSION
The mission might refer to a problem, such as
inadequate housing, or a goal, such as providing
clean drinking water for everyone.
The mission can hint - very broadly - at how the
organization might go about fixing the problems
it has noted.
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12. MISSION
HZ University of Applied Sciences is a knowledge
institute with a strong regional anchoring and a
worldwide orientation. It specifically wants to
position itself within the durability, water, safety,
innovation & enterprise knowledge domains.
The various target groups can master their chosen
competencies via custom made education, for a
lifelong career in a multicultural and multiform
society. HZ wants to be a partner to companies,
institutes and authorities, in order to look after
their knowledge and innovation need.
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14. OBJECTIVES
Once an organization has developed its mission
statement, its next step is to develop the specific
objectives that are focused on achieving that
mission.
Objectives refer to specific measurable
results for the initiative's broad goals.
An organization's objectives generally lay out
how much of what will be accomplished by
when.
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15. OBJECTIVES
For example, one of several objectives for a
community initiative to promote care and caring
for older adults might be:
"By 2015 (by when), to increase by 20% (how
much) those elders reporting that they are in
daily contact with someone who cares about
them (of what)."
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16. OBJECTIVES
EXAMPLE
“The city will offer its citizens a safe, healthy and
pleasant environment in which to live and work.
Safe meaning, amongst others, that the city is
safe from catastrophic floods.
Healthy meaning that the levels of air, water and
soil pollution are controlled and reduced to
internationally accepted norms for human
health. …
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17. OBJECTIVES
EXAMPLE
“…Becoming a healthier, pleasant and safe city
also has an economic pay-off: the city becomes
more attractive, not only for tourists but also for
international service oriented companies that
want to provide their highly skilled employees
with a pleasant living and working environment.”
Climate Adaptation Strategy Ho Chi Minh City
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18. OBJECTIVES
There are three basic types of objectives:
Behavioral objectives
These objectives look at changing the behaviors
of people (what they are doing and saying) and
the products (or results) of their behaviors.
For example, a neighborhood improvement
group might develop an objective around having
an increased amount of home repair taking place
(the behavior) or of improved housing (the
result).
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19. OBJECTIVES
Community-level outcome objectives:
These are related to behavioral outcome
objectives, but are more focused on a
community level instead of an individual level.
For example, the same group might suggest
increasing the percentage of decent affordable
housing in the community as a community-level
outcome objective.
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20. OBJECTIVES
Process objectives
These are the objectives that refer to the
implementation of activities necessary to achieve
other objectives. For example, the group might
adopt a comprehensive plan for improving
neighborhood housing.
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22. STRATEGIES
The how
Strategies explain how the initiative will reach its
objectives. Generally, organizations will have a
wide variety of strategies that include people
from all of the different parts, or sectors, of the
community. These strategies range from the very
broad, which encompass people and resources
from many different parts of the community, to
the very specific, which aim at carefully defined
areas.
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23. STRATEGIES
Five types of specific strategies can help guide
most interventions. They are:
• Providing information and enhancing skills
(e.g., offer skills training in conflict
management)
• Enhancing services and support (e.g., start a
mentoring programs for high-risk youth)
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24. STRATEGIES
• Modify access, barriers, and opportunities
(such as offering scholarships to students who
would be otherwise unable to attend college)
• Change the consequences of efforts (e.g.,
provide incentives for community members to
volunteer)
• Modify policies (e.g., change business policies
to allow parents and guardians and volunteers
to spend more time with young children).
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25. ACTION PLAN
What change will happen; who will do what by
when to make it happen
An action plan describes in great detail exactly
how strategies will be implemented to accomplish
the objectives developed earlier in the process.
The plan refers to: specific changes to be sought,
and the specific action steps necessary to bring
about changes in all of the relevant sectors, or
parts, of the community.
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26. ACTION PLAN
For example, in a program whose mission is to
increase youth interest in politics, one of the
strategies might be to teach students about the
electoral system.
Some of the action steps, then, might be to
develop age-appropriate materials for students,
to hold mock elections for candidates in local
schools, and to include some teaching time in the
curriculum.
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27. ACTION PLAN
Action steps are developed for each component
of the intervention or changes to be sought.
These include:
• Action step(s): What will happen
• Person(s) responsible: Who will do what
• Date to be completed: Timing of each action step
• Resources required: Resources and support (both
what is needed and what's available )
• Barriers or resistance, and a plan to overcome
them!
• Collaborators: Who else should know about this
action
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28. URBAN / REGIONAL PLANNING
Urban & Regional Planning moved away from
comprehensive master plans, controlling the
spatial development of the entire territory to
more flexible strategic plans and visions.
Urban planners must be able to translate
strategies and visions into a range of concrete
action plans.
.
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29. STRATEGIC PLANNING
Strategic planning includes economic,
environmental and social dimensions alongside
the physical and spatial dimensions of planning.
It is focused on creating synergies and aims to
build on the potential of existing initiatives and
ongoing activities and development in cities.
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30. STRATEGIC PLANNING
Urban planners need to become urban managers
who can formulate strategic spatial plans which
are feasible to be implemented even in the
challenging circumstances of today such as
rapidly growing cities with informal housing,
social deprivation and economic decline and
changing climatic circumstances.
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31. WHY A VISION & STRATEGY
• It encourages stakeholders to invest and
behave according to a vision, effectively pulling
in one direction (getting priorities right is
crucial to success);
• It (cost-effectively) allocates resources to a few
key strategic areas;
• It helps a city anticipate future shocks and
rapidly changing contexts (the risk
environment) and raises its understanding of
how stakeholders would respond under various
scenarios;
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32. WHY A VISION & STRATEGY
• It enables a city/region to anticipate the rate,
type, and physical direction of growth and to
develop infrastructure ahead of growth.
• Strategic planning is flexible and oriented
towards the larger picture. It aligns the
city/region with its environment, setting a
context for meeting goals and providing a
framework and direction to achieve the desired
future.
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33. WHY A VISION & STRATEGY
• Strategic planning creates a framework for
competitive advantage through thorough
analysis of the city/region, its internal and
external environment, and its potential.
This enables cities/regions to respond to the
emerging trends, events, challenges, and
opportunities within the framework of the
vision and mission they have developed
through the strategic planning process.
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34. WHY A VISION & STRATEGY
• Strategic planning is a qualitative, idea-driven process.
It integrates “soft” data that are not always supported
quantitatively, such as experiences, intuition and ideas,
and involves stakeholders in the on-going dialogue with
the aim of providing a clear vision and focus for the
city/region.
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36. PLANNING FOR CLIMATE CHANGE
A major challenge when planning for climate
change is to deal with uncertainties.
The pace and magnitude of climate change and
the future socio-economic development of a
region cannot be predicted accurately.
Uncertainties do not have to cause delay in
decision making. To deal with uncertainties, one
can develop an adaptive strategy.
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37. AN ADAPTIVE STRATEGY
• links short-term actions and long-term
developments and includes ways to deal with
uncertainties;
• is flexible and uses a stepwise approach in
order to take cost effective corrective actions
depending on the future speed of climate
change and urban development;
• is based on an integrated approach, using
sectoral synergism to increase the
attractiveness of an area. It contributes to the
socio-economic development ambitions of a
region and takes the potentials and constraints
of area development into account;
38. AN ADAPTIVE STRATEGY
• connects to or incorporates ongoing
developments and plans to create synergy and
connect to various investment schemes;
• uses the adaptive capacity of economic
sectors to incorporate adaptive developments
or systems through policy measures;
• applies the technique of the adaptation
pathways to analyse possible sequences of
measures.
40. DESIGN FOR DELTA AREAS
Delta areas show extreme difficulties in finding a
balance among different claims and interests,
such as on-going urbanisation, port-development,
agriculture, environmental and ecological
qualities, flood-defence systems and fresh-water
supply.
Balancing competing claims in deltas requires new
relationships to be forged between design,
engineering, science and governance.
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41. DESIGN FOR DELTA AREAS
In deltas this tension between urbanisation and
the natural environment is present in an
extreme way.
Thus, urban planning and design in delta areas
is forced to integrate many factors more
comprehensively through multi and
interdisciplinary design and planning
approaches.
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42. How can a balance of economy, urbanisation,
environmental quality and safety be made in
delta areas?
How can fruitful interdisciplinary approaches of
design, engineering, science and governance be
created and
maintained?
DESIGN FOR DELTA AREAS
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43. How can we define a new balance between
planned, designed and engineered
interventions in the system
of the delta on the one hand, and a freedom for
self-organization of natural and societal
processes on the other?
DESIGN FOR DELTA AREAS
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44. DESIGN FOR DELTA AREAS
How do all the suitable elements form an
integrated regional strategy?
How can the intervention areas be spatially
integrated on a local scale?
What are the effects of the local interventions on
the regional scale?
What are the generic qualities of the regional
strategy and the local interventions?
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45. Forecasting is ‘ [..] to estimate the consequences
of current developments and our own
intervention on long-term effects.’
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FORECASTING
46. FORECASTING: USE OF SCENARIOS
Different scenarios for the Guadelete region towards
2050 -> different spatial impacts
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47. Backtracking is basing solutions ‘on historical
circumstances at the time there still was a
sustainable equilibrium.’
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BACKTRACKING
48. Backcasting is ‘involving the description of a
desired future state [...] and translating this
state back to strategies and measures we need
to develop now.’
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BACKCASTING
50. 240.000 m3
1. Research; facts and figures on water
Extra storage capacity for water needed before 2050 in
city centre and “old city neigbourhoods”
51. Rotterdam followed an adaptive strategy and can adapt
to climate change and sealevel rise.
In 2300 Rotterdam stays an attractive and strategic city
WORST CASE SCENARIO: + 6 M
55. Discovery 1: Rotterdam watercity?
The current mental map of the urban water is very
fragmented.
The water should be more visible and useful.
56. Discovery 2: dealing with uncertainties
Whether the sealevel will rise 60 cm or 6 meters Rotterdam stays
an attractive port city. De area with the main sea dikes will be
transformed in a dynamic development zone.
58. Discovery 4: The north and south of
Rotterdam are hydrologically very different
• Differences in morphological surface:
north=peat, south = clay
• Differences in watersystem:
a ‘boezem’system in the north and a
closed watersystem at one level in
the south
• Differences in urban lay-out
63. ROTTERDAM WATERCITY
- Rotterdam is the most important port city of
Europe in knowledge and innovations
- Rotterdam builds in existing urban area
- Rotterdam focuses on public space and water
assignment as accelerator of spatial developments
- Rotterdam treasures its accessability in a
sustainable way
- Rotterdam combines the approach of
environment and spatial development in a creative
way
- Rotterdam puts cultural heritage and
architecture forward as a force of development
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64. VISION FOR GUADELETE
REGION:
FOR EXAMPLE
“In 2025 the Guadelete region is water sensitive
and an attractive place to work, live and
recreate.“
…………………….
……………………….
65. TO DEVELOP A STRATEGY FOR
GUADELETE REGION
To become a water sensitive region requires:
- socio-technical changes
- technologies, infrastructure and urban form are
diverse and flexible, continually evolving
- normative values are related to the
environment, health, liveability (a.o.)
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