This document provides an overview of strategic planning in 3 parts. It begins by describing the shift in urban planning from master plans to more flexible strategic plans and collaborative governance. Next, it explains that strategic planning involves analyzing trends, developing scenarios and visions, and engaging stakeholders. The key elements of a strategic plan are outlined as analyzing the context, setting goals and priorities through a vision statement, and developing a flexible strategy with coordinated actions to steer toward the vision. Trigger projects are identified as important to initiate change. Examples from Bilbao, Rotterdam, and London are provided.

1. Brief Introduction
to
Strategic Planning
Roberto Rocco
Chair Spatial Planning and Strategy
TU Delft
r.c.rocco@tudelft.nl
Challenge(the(future
SpatialPlanning
&Strategy

2. SpatialPlanning
&Strategy
Challenge(the(future

3. Introduction to
general concepts of
contemporary
strategic planning

4. This lecture is composed of
two parts
1
The shift in urban planning and
design

5. This lecture is composed of
two parts
2
click
to part
2
A brief description of
strategic planning

6. The shift in
urban planning
and design

7. 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

8. Roots of Urbanism: Main
concerns
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

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

10. 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.

11. A very wide scope
Mind map on urbanism, MSC2 students, TU Delft

14. So?
Spatial planning deals
with ‘inhabited’ space
This is a space of social
friction but also a space
of shared societal goals

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

16. Peter Hall’s sending a man to the moon X planning and designing a
city
What’s so
different?

17. Governance: positive tension
creates some kind of equilibrium

18. In liberal democracies: there
is friction and negotiation

19. Because it is all about
people and how they use
space, we need to have
an ethical attitude
(social responsibility)
X

20. 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”)

21. 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.

22. Increasing complexity
The increasing complexity of
research paradigms in
urbanism results in the
perception that a practical
education on design skills
alone is insufficient to deal
with the broader task at
hand:

23. The broader task at hand
To understand the context,
the role and wishes of
stakeholders and the sociopolitical forces that
ultimately produce ‘real
world’ space in order to be
able to intervene
effectively.

24. Increasing
complexity?

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

26. But THIS is not so complex... Or is it?
Delft, The Netherlands, pop.: 96.000 (2008)

27. Delft
Urbanisation in the Netherlands, 1950
Delft
Urbanisation in the Netherlands, 2010

28. Delft
Urbanisation in the Randstad, 1950
Delft
Urbanisation in the Randstad, 2010

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

30. KLM Routes 1964
KLM Routes 2004

32. The future looks more like this
Visualizing Friendships
by Paul Butler on Tuesday, 14 December 2010 at 02:16

33. Metropolitain de Paris 2005
Tokyo Subway system 2008

34. 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.

35. A brief
description of
strategic
planning

36. Introduction on Strategic
Planning

37. Let us start with a analogy
jump
to 42

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

39. In many fields
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.

40. Origins of Strategic
Planning
WAR +
BUSINESS =
COMPETITION
(M. Porter: Competitive
Advantages)

41. Origins of Strategic
Planning
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

42. In the 1980s and 90s
Rapid Transition
From Land Use Planning to Strategic
Planning
&
From Hard Planning to ‘Soft Planning’
&
From ‘master plans’ to ‘Strategic Plans’
&
From ‘Zones’ to ‘Networks’
&
from ‘government’ to ‘governance’

43. Le Plan Voisin
Le Corbusier: Paris 1925

44. Bijlmermeer, Amsterdam,
1966-1970
Siegfried Nassuth, urban designer

46. 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.
✤

47. Today: A new Paradigm
The Three Ps
People
Planet
Profit
Prosperity!

48. 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)

49. TODAY 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)

50. So what is ‘Strategic
Planning’?
Long-term plans based on overall
objectives. Strategic plans are typically
long term plans that use Scenarios and
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

51. Spatial strategy
H e t k a b in e t k ie s t
- V e ilig h e id te g e n o v e r s tr o m in g e n
- V a n G r o e n e H a r t n a a r G r o e n b la u w e D e lta
w a t e r r ijk e r, a a n t r e k k e lijk e r, g r o t e r
- In z e t o p in te r n a tio n a le , e c o n o m is c h e k r a c h te n in d e R a n d s ta d
m e t r o p o lit a n e p o s it ie A m s t e r d a m , s p e c if ie k e k r a c h t e n R o t t e r d a m ,
D e n H a a g e n U t r e c h t , h a v e n s , lu c h t h a v e n , g r e e n p o r t s , k e n n is c lu s t e r s ,
a a n s lu it in g o p in t e r n a t io n a a l v e r v o e r s n e t w e r k
- B r u is e n d e s te d e n in e e n a a n tr e k k e lijk e o m g e v in g
v e r d ic h t in g , h o o g b o u w , u it b r e id in g v a n A lm e r e , k a n s e n v o o r O V ,
m e t r o p o lit a n e p a r k e n e n g r o e n b la u w e w o o n -w e r k m ilie u s

52. National spatial structure

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

54. The spatial plan
Possible
scenario
Based on
socio
economic
trends
Alternative
or desirable
scenarios
understands
the role and
the wishes of
stakeholders
Desirable
scenario
Probable
scenario

55. Scenarios (a metaphor)
Today
In 2 weeks

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

57. OUTSIDE
The
perfect
tan
scenario
Active in
the water
scenario
RAINY !
SUNNY!
Cozy and
cuddly
scenario
Cozy and
sticky
scenario
INSIDE

58. Active in the water

59. Cosy and cuddly

60. The Perfect Tan

61. VISION: Active and healthy
in all weather scenario

62. 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)

63. Scenarios are tools
for the formulation of
a vision. But why do we
need a vision?

64. The VISION
In the Dutch language, the use
of the word ‘visie’ (vision)
refers to a vsualization of
one or various desirable
aspects of ‘scenarios’.
The ‘vision’ is an ‘image of the
future’ which articulates an
individual’s or group's
values, ideals, and goals.

65. But what do I need to
do to get there?
The
STRATEGY!

66. 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

67. 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

68. But…
But the vision (the
objective) 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.

69. 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

70. 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.

71. 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.

72. 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

73. Bilbao Ria 2000 project:
The trigger
All rights reserved by johnjohn1974 at FLICKR

74. Bilbao
1992
2009

75. Bilbao: Aban
1992
2009

76. Bilbao
1992
2009

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

78. Randstad Key projects
Den Haag centraal
Utrecht centraal
Rotterdam centraal

82. STEP 1: Analysis/ Research:
Problem Statement
1. 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.).

83. 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).

84. 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.

85. 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.

86. STEP 4: VISION▶Strategy
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.

87. STEP 4: VISION▶ Strategy
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.

89. Rotterdam Feijnoord (gebiedsvisie)

90. The Olympic legacy, London

92. London Olympic legacy
Olympic Legacy London [UK]
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 mosaic structure that develops on a flexible way, from
time to time. The mosaic will become an organism, concentrations of social groups and functional differentiations, 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 emergence of new architecture, networks and urban cultures.
KCAP Architects&Planners
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

93. London legacy development
corporation
http://
www.londonlegacy.co
.uk/
http://
learninglegacy.indep
endent.gov.uk/

94. But there are serious
concerns:
http://www.youtube.com/watch?
v=6MiBv72WP4o
http://www.youtube.com/watch?
v=2BsZxDAaTE0

95. 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 objectives
change along the way!)

96. STEP 6 : Spatial
Interventions
Spatial 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 (nonspatial 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.

101. Regeneration of EAST
LONDON
•
The future of eight out of eight retained
Olympic Park venues has been secured within one
year of the Games.
•
Queen Elizabeth Olympic Park is re-opening to
the public between summer 2013 and spring 2014.
•
iCity has been confirmed as the occupier of the
Press and Broadcast Centre with tenants including
BT Sport, Loughborough University and Infinity.
•
£6.5 billion of transport investment has
supported development across London.
•
11,000 homes are planned and more than 10,000
jobs will be created on the Park – conversion of
the Athletes’ Village into homes is well advanced
and developers are preparing to start building on
Chobham Manor.
Inspired by 2012: The legacy from the London 2012 Olympic and Paralympic Games
A joint UK Government and Mayor of London report JULY 2013 https://www.gov.uk/

102. STEP 7 : Repositioning
Assessment and Repositioning
Strategic 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.

103. STEP 7 : Repositioning
Assessment and Repositioning
Thus, 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.

104. 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)

105. Governance

106. Thanks for listening
Any questions?

107. Prepared by
Roberto Rocco
r.c.rocco@tudelft.nl
Chair Spatial Planning and Strategy,
TU Delft

108. APPENDIX:
Evolution of the
object of urbanism
according to
different ideologies

109. Urbanism of Monumentality,
Hygiene and Military
Strategy
Haussmann Renovations :
Paris1852-1870

110. Haussmann:
Urbanisme Militariste et Higieniste
New road system in Paris under the Second Empire
(Histoire de la France urbaine, tome 4, p. 90)

111. Haussmanization

112. Haussmanization

113. The Urbanism of Technical Networks:
Cerda: Barcelona 1897

114. The Cerda block

115. The Urbanism of Technical Networks:
Cerda: Barcelona 1897

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

119. Le Plan Voisin
Le Corbusier: Paris 1925
Modernism: Rationality, order and the motorcar

120. 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.

121. Le Plan Voisin
Le Corbusier: Paris 1925

122. Brasilia: brazil, 1956-1960

124. Bijlmermeer, Amsterdam,
1966-1970
Siegfried Nassuth, urban designer