VISION AND STRATEGY BUILDING

IN AREA DEVELOPMENT

LILIANE GEERLING SEPTEMBER 23RD 2013

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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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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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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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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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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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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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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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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MISSION

“Our mission: to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.”

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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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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. SEPTEMBER 23RD 2013

MISSION

Mission statements should be: • Concise • Outcome-oriented • Inclusive

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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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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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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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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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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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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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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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VISION

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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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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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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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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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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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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 SEPTEMBER 23RD 2013

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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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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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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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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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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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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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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STRATEGY

STRATEGIC DIRECTIONS

STRATEGIC INTERVENTIONS

& ACTIONS

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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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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;

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.

systems

people places

social structures

RESILIENCE ISN’T JUST ABOUT INFRASTRUCTURE

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behavior & values

natural& manmade

urban & rural

interaction& dependency

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. SEPTEMBER 23RD 2013

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. SEPTEMBER 23RD 2013

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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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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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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Forecasting is ‘ [..] to estimate the consequences of current developments and our own intervention on long-term effects.’

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FORECASTING

FORECASTING: USE OF SCENARIOS Different scenarios for the Guadelete region towards 2050 -> different spatial impacts

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Backtracking is basing solutions ‘on historical circumstances at the time there still was a sustainable equilibrium.’

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BACKTRACKING

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

EXAMPLE: ROTTERDAM WATERCITY

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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”

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

Groeten uit Rotterdam

The assignment: 1+1=3

To use the waterproblems as a chance for a better city.

The singelplan after 150 years

Discovery 1: Rotterdam watercity?

The current mental map of the urban water is very fragmented.

The water should be more visible and useful.

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.

Discovery 3: the river as development area

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

Discovery 5: The city needs a pair of kidneys

TRADITIONAL APPROACH

Safetyproblems

Not enough storage capacity

Waterquality

Water = thread

INNOVATIVE APPROACH

Water = opportunity for an attractive city!

Safetyproblems

Not enough storage capacity

Waterquality

Urban challenges (

Rivercity

Singelcity and ‘sponge’

Canalcity

watersolutions + good housing + public space

VISION ROTTERDAM WATERCITY 2035

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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VISION FOR GUADELETE REGION: FOR EXAMPLE

“In 2025 the Guadelete region is water sensitive and an attractive place to work, live and recreate.“ ……………………. ……………………….

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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