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- 3. “ Analysis of the factors and policies that contribute to the design and execution of the Strategic Planning of big cities and metropolitan areas - based on the experiences of Barcelona, Bilbao and Valencia” (28 de febrero de 2006- Cum laude-)
- 8. State-of-the-art. The borderlines. Department of Engineering, Cambridge: The Institute of “ Governance Public Policy and Social Research ” ( Queens ’ s University Belfast): This is the field to investigate
- 10. State-of-the-Art. –Non-structured Decisiones.
- 11. State-of-the-Art. Process of Urban Strategic Planning (PEU) F.Güell
- 15. State-of-the-Art. Impulsion: http :// www.ebropolis.es /
- 23. Quantitative Research. Analysis of results and resistance of hypothesis 9 Models . Diap 7.11 7.12 7.13 7.14 7.15 7.16 7.17 7.18 7.19 P 0.0 0.0 0.4 0.9 0.0 0.02 0.8 0.4 0.0 GFI 0.3 0.5 0.9 0.9 0.7 0.92 0.9 0.9 0.77 AGFI -0.0 -0.4 0.9 0.9 0.4 0.75 0.2 0.9 0.49 RMSEA 0.4 0.7 0 0 0.2 0.13 0 0 0.28 NFI 0.2 0.4 0.9 0.9 0.7 0.93 0.9 0.9 0.73 CFI 0.2 0.4 1 1 0.8 0.96 1 1 0.75 R*R 49% 76% 46%
- 24. Quantitative Research. Analysis results and resistance of hypothesis; final model.
- 27. Quantitative Research. . Analysis of results y comparison to hypothesis: Non-standardized Output. Covarianza Ceficientes de regresión
- 30. Quantitative Research. Analysis of results y comparison to hypothesis: Significative Effects. Standardized total effects . lidrecgi lidgen cag temciv mc acot omarco mc ,261 ,000 ,276 ,352 ,000 ,000 ,000 acot ,000 ,314 ,000 ,447 ,000 ,000 ,000 omarco ,320 ,082 ,332 ,290 ,492 ,262 ,000 exitorot ,237 ,093 ,247 ,324 ,545 ,296 ,493
- 32. Quantitative Research. Analysis of results y comparison to hypothesis: Stability Estimations. Parameter Estima. Lower Upper P MC .554-.570 0.423 0.712 0.004 Acot .363-.382 0.239 0.520 0.004 Omarco .822-.833 0.767 0.891 0.004 Exitorot .764-.776 0.699 0.852 0.004
Editor's Notes
- My name is José Quintás Alonso and I am pleased to be able to talk you. You will hear another voice, of Andrew, a Scot who has helped to make this display was more comprehensible. Thanks Andrew. Madams, Sirs…Thank you very much for your attention; I hope you enjoy it and that we can collaborate on the project. Responding to the METREX invitation to present projects for debate , we have elaborated a project proposal whose showing time is about 30 minutes long. We are going to talk about the following proposal: work together into this project “Basic Investigation into Urban Strategic Planning Processes”. We have developed this project in three parts: 1. Theoretical-practical foundations. 2. Proposal. 3. Commitments.
- We begin with the foundations which are structured into six points, that is to say:
- These theoretical foundations are based on the doctoral Thesis read the 28 of February of 2006 at the Polytechnic University of Valencia and whose title is:
- We thought that this study would be justified by the amount of resources used by the cities that carry out these processes; also by the political activity generated, the variety of demographic types, political echoes and resources put into play by such heterogeneous actors. For all these reasons, also we hope that METREX theoretically would support project BIUSPP, based on this investigation. Number and profile of protagonists: The first process was in San Francisco 1982. Other cities to which the process jumped were: NY, Chicago, Detroit, Miami, Philadelphia… Barcelona (1988), Bilbao (1990-91), Valencia (1993). All big, important cities!!. In 1993 a meeting took place that proposed the creation of the Latin American Center of Urban Strategic Development; cities like Amsterdam, Lisbon, Lille, Barcelona, Toronto and Santiago de Chile, Inter-American Development Bank, World Bank… were the promoters of the “Latin American Center of Urban Strategic Development” (CIDEU) The number of people effected in Spain by these processes: Around 90 processes and more than 13 Million inhabitants.
- Political attention: DGXIII and The European Awareness Scenario Workshop (EASW): was sent by the European Commission in 1994, as an action pilot to explore possible interventions to favor social background to promote innovation in Europe. Law 57/2003 art 13 that in its article 131 says: “ Article 131. The Social Council of the City: In the municipalities indicated in this title, a City Social Advise Group shall exist, made up of representatives of economic, social, professional organizations and of more representative neighborhood organizations. To this Advice Group will correspond the production of studies and proposals in the field of local economic development, strategic planning of the city and big urban projects”.
- University TESEO: Pedro Manuel Gómez Rodriguez. Faculty of Economic Sciences of the University of the Basque Country – 2001. Thesis of Ramon Sanguino. Increasing the competitiveness of the cities, as a necessary condition for development, has to do - according to the doctoral thesis “Management of knowledge and competitiveness: analysis of Spanish cities” - Ramon Sanguino Galván - European Doctor excellent “cum laude” – 24th of January 2005 - with several components; In his thesis he said:
- Demographic tendencies:
- As you may see in the graph, the investigation is beyond normal science; today, this fueld is developed by consultants who, as we know, are more interested in the practical and financial aspects of the process. Universities are not confortable in this field, METREX could animate Universities tContact:jquintas@valenciametropolitana.org o investigate into this marshy land.
- Minztberg and others (Magazine ASQ 21. 1976) studied 25 processes over 5 years through 50 work groups; each group took between 3 to 6 months. From each process they elaborated a detailed description of 2500 words. The authors came to the following CONCLUSIONS: 1. The strategic decision processes are complex and dynamic, but they have elementary components and a basic conceptual structure. 2. Seven different processes for the 25 studied cases have been identified. 3. The sensation is that we must do more than scratch the surface of these processes; little is known of the most important routines, particularly Diagnosis, Design and Bargaining-Pact. It seems that Diagnosis would be the most important as it determines the later performance to a large degree. One sets out to perhaps dedicate attention to this routine and less to evaluating the possible alternatives. 4. There are important gaps in our knowledge: such as the lack of literature describing the relationships between the processes of decision and structure, between operational decisions and the strategic ones.
- The similarities to the previous slides can be clearly seen. But as Jordi Borja and Jaume Castells said: “ A strategic plan is the definition of a city project that brings together diagnoses, makes specific public and private interventions and establishes a coherent framework of mobilization and cooperation between the urban social participants. The participation process gives high-priority to the definition of contents, since the viability of the objectives and interventions that have been set out will depend on this process. The result of the Strategic Plan is not a norm or a government program (although its being taken up by the State and the Local Government will imply it being translated into norms, investment, administrative measures, political initiatives, etc.) but a political contract between the public institutions and the civil society. For that reason the process subsequent to the approval of the plan and the pursuit and implantation of the level of intervention, is as much, or more important, than the process of consensual elaboration and approval.”
- In the processes of Urban Strategic Planning, consultants use specific tools, such as:
- In the processes of Urban Strategic Planning, consultants analyze sectors of great importance to the life of the city:
- The processes of Urban Strategic Planning, are put into action by different impulses (crisis situations not being the most usual) some of these are: crises, revitalization, public-private initiatives, the following of examples, continuous improvement, events…
- The processes of urban strategic planning are impelled by:
- Independently of the previous slide, ¿What do the experts who direct the processes of Urban Strategic Planning think? We decided to begin the Delphi process in the most open and general way. The hypothesis we came to was the following:
- USP: Urban Strategic Planning Hypothesis: We came up with seven hypotheses to try evaluate in a quantitative process:
- Values of Alpha and KMO. Reliability: A measurement is reliable if it often comes to the same results. Validity: It is the degree to which the measurement represents what was expected. Alpha de Cronbach measures the correlations between variables: moderate and positive: these values should be: 0,70 to 0,90. - If <0,5 we observe factorial saturations, if >0,4, homogeneity, the internal consistency would be considered satisfactory. KMO: Kaiser Meyer Okin is a coefficient of correlation >0,5 Determinant: Variance: > 50%. - If there are 2 variables, the correlation is >0,3
- The values of Alpha and KMO may be considered satisfactory.
- 9 models are analyzed and three fulfill the validity criteria: there are three possible models. We choose the one that has the highest R*R.
- Our model.
- Fit to the chosen model: The model shows the existing data has very good percentage: the models have a predictive power that comes determined by the value from R2. The models with a predictive power superior to 0.1 are accepted. Value Success 76.4% Framework organization 82.2% Consulting aptitude/Technical Office 36.3% Handling of Complexity 55.4%
- Significant effects? - All of them.
- We observed that the results are stable.
- The three first variables (leaderships, citizen temperature, commitment of urban agents) make up the attitudes and have a role of a necessary precondition, influencing indirectly the attainment of the success; they are necessary pre-condition.