oliveira, e (2017) how strategic spatial planning contributes to the development of urban regions

Eduardo Oliveira,

Postdoc researcher,

Swiss Federal Institute for Forest, Snow and Landscape Research WSL

TUESDAY, June 13th 2017,

Dep. of Human Geography, Stockholm University, Sweden

1

Oslo ViennaCopenhagenStockholm

How strategic spatial planning contributes

to the development of urban regions

1. Introducing myself & research trajectory;

2. Introducing WSL;

3. Introducing the CONCUR project;

4. Detailing the 2nd aim of the project on territorial governance & SPP;

5. Clarifying the aims of this short research visit;

6. Sharing forthcoming event;

7. Sharing future research ambitions.

2

Agenda


1. Introducing myself & research trajectory;

2. Introducing WSL;

3. Introducing the CONCUR project;

4. Detailing the 2nd aim of the project on territorial governance & SPP;

5. Clarifying the aims of this short research visit;

6. Sharing forthcoming events;

7. Sharing future research ambitions.

3

Agenda


Myself & Research trajectory

1982

2004

2008

2010

2011

2012-2016

2016 - 2017

Working experience Academic experience

Research trajectory: PhD stage

Objective: Lending a more geographical/spatial consciousness to the

process of place branding…+ responsible and more grounded in theory

Strands of reasoning

Place branding – THEORETICAL FRAMEWORK – strategic planning

( based on Albrechts et al., 2003; Kavaratzis, 2008)

Research trajectory: PhD stage

Challenges of regional branding integrated in strategic spatial planning

• The consensus challenge: difficulties of aligning all regional actors

• The decision-making challenge: some regions are devoid of a regional

authority with the autonomy or decision-making capacity to decide upon their

own future developments.

• The storyline challenge: coordinating the messages communicated and

streamlining efforts, not only across national and regional governments, but also

across the private sector.

• The consistency challenge: Regions, either functional or political

administrative, are composed of cities, towns and villages.

• The geographical location challenge: Some regions, either functional or

those well defined politically and administratively, are identified “simply” by

geographical coordinates such as North/Northern, South/Southern regions,

which does not highlight any distinctive element.

Main out puts

Oliveira, E. & Ashworth, G.J. (2017), Place branding in strategic spatial planning: challenges and opportunities of branding regions, in Adriana Campelo (Ed.), Handbook of place branding, Edward Elgar publishing.

Oliveira, E. (2016), Place branding as a strategic spatial planning instrument: a theoretical framework to branding regions with references to northern Portugal, Journal of Place Management and Development*, 9(1), pp. 47-72.

· Oliveira, E. (2015), Constructing Regional Advantage in Branding the Cross-border Euroregion Galicia-Northern Portugal, Regional Studies, Regional Science, 2(1), pp. 340-348

· Oliveira, E. (2015), Place Branding in Strategic Spatial Planning: a content analysis of development plans, strategic initiatives and policy documents for Portugal 2014-2020, Journal of Place Management and Development*, 8(1), pp. 23-50. = Outstanding Paper in the 2016 Emerald Literati Network

· Oliveira, E. & Panyik, E. (2015), Content, context and co-creation: Digital challenges in destination branding with references to Portugal as a tourist destination. Journal of Vacation Marketing*, 21(1): 53-74.

· Oliveira, E. (2015), Place branding as a strategic spatial planning instrument. Place Branding and Public Diplomacy*, 11(1): 18-33.

· Oliveira, E. (2014), The Tourism Potential of Northern Portugal and Its Relevance for a Regional Branding Strategy, Advances in Hospitality and Tourism Research Journal, 2(2): 54-78.

Oliveira, E. (2013), Digital complexity in destination branding: a preliminary analysis to destination Portugal, Journal of Environmental Management and Tourism*, (Volume IV, Winter), 2(8):65-76.

• Introducing myself & research trajectory;

• Introducing WSL;

• Introducing the CONCUR project;

• Detailing the 2nd aim of the project on territorial governance & SPP;

• Clarifying the aims of this short research visit;

• Sharing forthcoming events;

• Sharing future research ambitions.

9

Agenda


10Swiss Federal Institute for Forest, Snow and Landscape Research WSL

Introducing WSL

Is part of the Swiss Federal Institute of Technology ETH-Zürich domain

Introducing WSL

WSL “headquarters” in Birmensdorf


• Development and protection of natural and urban spaces;

• Solving problems to do with the responsible use of

landscapes and forests;

• Provides groundwork for sustainable environmental policies

in Switzerland.

Introducing WSL


Landscape, Birmensdorf*

Biodiversity*

Snow, avalanches, Davos

Natural Hazards, Davos

Forest*

Introducing WSL

Spatial Planning

Land change

Landscape Dynamics

research unit

Landscape ecology

research group








14

Agenda


• Total budget of CHF 2 million at WSL

• 5 years project (2016-2020)

• Timeframe of the current stage 1st Jan. 2016 – 31st Dec. 2017

• 1 project coordinator, 4 postdoc researchers & 3 PhDs

students during the 5 years of the project.


Introducing the CONCUR project


Postdoc – AIM 1:Simona R. GrădinaruPhD in Urban Studies

Principal investigator, head of landscape ecology RG project coordinator:Anna M. Hersperger

Postdoc – AIM 3:Sofia PagliarinPhD in Urban & Reg. Studies

Postdoc – AIM 2:Eduardo OliveiraPhD in Spatial Planning

Postdoc – AIM 4:Gaëtan PalkaPhD in Spatial Planning

3 PhDs:Starting in July 2017

Introducing the CONCUR projectLandscape ecology research group

“To date land-change science has devoted little attention to spatial

planning in urban landscapes despite the widely accepted premise

that planning affects urban land change”


Research need

Conceptualizing the impact of strategic spatial planning on land

change through spatial information expressed in plans (A1),

territorial governance (A2), and supra-regional conditions (A3)


Main overall goal


The development of the theoretical model will be achieved in the

following specific aims

Aim 1

Aim 3

Establishing a method for measuring spatial information

contained in strategic plans (eg, maps, spatial diagrams).

Identifying the key components of territorial

governance in strategic spatial plan making and plan

implementation.

Identifying the main supra-regional conditions, and

their combinations in strategic spatial planning

Developing a systematic application of the theoretical

model in the context of land chance modelling &

developing operationalization tools to describe and

measure the components and their relationships.

Aim 4

Aim 2

Test applicability of

theoretical model

Test usefulness of

operationalization

tools

Bucharest

Austin, Texas

Test

Core concept 1:

Spatial information contained in spatial strategic plans

Core concept 3:

Supra-regional conditions

Theoretical model

Core concept 2:

Governance performance

Zürich

Operationalization tools


Scientific Approach

2016-2017 by 4 postdoc


2018-2020

By 3 PhD students

2016 2020

Driving forces(potential selection)

• Population

• GDP

• Accessibility

• Technology

• Agricultural policy

• Topography

• Flood risk

• Other…

• Stra. Spa. Plan

TODAYFUTURE 1

FUTURE 2

SCENARIOSMODEL INPUTS

Time 1 Time 2

Driving force strategic spatial planning composed of:

1. Spatial intention (map) (Aim 1)

2. Governance (Aim 2)

3. Supra-regional conditions (Aim 3)

• Separation between plans and projects under development

• Operationally no distinction between plan-making and plan-

implementation

• Governance and supra-regional conditions to urban functions,

such as housing/commercial uses, transportation.

• Multi-criteria analysis or similar techniques are used to

aggregate the influence of the three elements of spatial

planning into input map(s) for the LUCC model

A1. Spatial intention:

• Current land use

• Trend (derived from past and current)

• Strategic projects

• Plan content

• spatial concepts eg green belts,

polycentricity

A2. Governance:

• Most important governance components for

plans and projects

A3. Super-regional conditions:

• Conditions affecting plan content, conditions

affecting projects implementation.

LAND DATA

Conceptual integration of strategic spatial planning as a driver in

Land Use & Land Cover Change (LUCC) Models in urban regions

PAST

Aim 4

Introducing the

CONCUR project

Case studies

Vienna

Aim 1

22 urban regions

Multiple planning

systems/cultures

Various territorial

governance

approaches

Network

Availability of

strategic plans

ESPON

METREX

Societyat Large

more livable environments

SpatialPlanningScience plan evaluation

Land Change Science

Conceptualizing strategic spatial planning as driver of land change


Impacts

Introducing

the

CONCUR

project








24

Agenda


Detailing the 2nd aim of the project

Working hypothesis

“A governance framework will be useful to describe real-world spatial

plan making and plan implementation processes and to provide tools to

describe the key components” (in line with research proposal)

Objectives

• Investigate existing territorial-oriented governance approaches.

• Conduct qualitative research through practice-oriented interviewing

and documentary analysis.

• Develop a set of governance components in strategic spatial plan

making (step 1, output 1) and plan implementation (step 2, output 2).

• Contribute to the conceptual model and operationalization tools.

Detailing the 2nd aim of the project Background: The conceptual and operational framework for analysing

territorial governance in strategic spatial planning processes (M & I)

Detailing the 2nd aim of the project The conceptual and operational framework for analysing territorial

governance in strategic spatial planning processes (M & I)

7 key components Academic references Policy-oriented references

Coordination

Schmitt & Van Well (2016a);

Peterlin (2010);

Malone & Crowston, (1990).

ESPON/Nordregio (2013);

OECD (2001);

GDRC (1999).

Interest groups

Foster and Barnes (2012);

Healey et al. (2006);

Burby (2003).


Barnes et al. (2012);

Working agenda

Foster & Barnes (2012);

Healey et al. (2006).

Barnes, Foster & Malakoff (2012);

GDRC (1999).

Citizen participation

Buijs et al. (2017);

Kahila-Tani et al. (2017);

Davoudi et al. (2008).


OECD (2001);

GDRC (1999).

Scientific knowledge


Klijn & Koppenjan (2016);

Healey et al. (2006).


Barnes et al. (2012) ;

GDRC (1999).

Accountability


Mäntysalo et al. (2015).


GDRC (1999).

Leadership


Davoudi & Cowie (2016);

Foster & Barnes (2012).


Barnes et al. (2012) ;

GDRC (1999).

Components Definitions

Coordination

CONCERNS THE PURPOSEFUL AND COLLABORATIVE ALIGNMENT OF THE

INTERESTS AND PERSPECTIVES of governments (e.g. national, regional [including

formal states, as in the German system], metropolitan and municipal), of quasi-

governmental organizations (e.g. chambers of commerce and industry), of NGOs (e.g.

nature protection), of educational institutions (e.g. universities, research centres) and of

for-profit organizations (e.g. retail companies and real estate developers).

Interest groups

This component reflects the GROUPS, FORMALLY OR INFORMALLY

CONSTITUTED, THAT MIGHT, OR MIGHT NOT, SHARE COMMON INTERESTS

regarding a specific territory or the accomplishment of a working agenda.

Working agenda

Must reflect, and COMPREHENSIVELY IDENTIFY, WHAT NEEDS TO BE

ACCOMPLISHED, such as ongoing social (e.g. gentrification), economic (e.g. the need

to boost jobs), cultural, housing (e.g. social housing), planning (e.g. urban sprawl) and

environmental issues (e.g. protecting green areas), together with possible solutions to

those issues, AVAILABLE RESOURCES AND THE RELEVANT INTEREST GROUPS.


Citizens play a role in IDENTIFYING CONSTRAINTS AND THREATS, AS WELL AS IN

IDENTIFYING OPPORTUNITIES TO SUPPORT PLAN-MAKING. Citizens contribute to

the environmental, social and institutional resilience of urban regions.

Scientific

knowledge

Is the KNOWLEDGE PRODUCED BY UNIVERSITIES, research centres and other

scientific organizations.

Accountability

Is about ensuring that those in POSITIONS OF AUTHORITY, for instance the chief

planners of a regional planning department, ARE RESPONSIBLE TO THE PUBLIC

FOR MAKING DECISIONS that affect specific territories and for preparing strategic

plans that reflect the interests and utmost necessities of those territories

Leadership

Is the ability to ORGANIZE, COORDINATE AND GUIDE THE ACTIONS OF

RELEVANT INTEREST GROUPS IN PLAN-MAKING. Leadership may be performed

by individual actors (e.g. the director of a regional planning department) or by whole

institutions (e.g. a regional government)



Working definition:

Territorial governance is defined in this project as both formal and

informal processes through which an array of governmental institutions

(e.g. regional governments), non-governmental organizations (NGOs;

e.g. environmental NGOs), private actors (e.g. real estate agents),

educational institutions (e.g. universities) and civic-minded

developers come together to:

• share interests and knowledge of a territory,

• to identify key priority areas of intervention,

• to scrutinize the available resources, and

• to make decisions regarding the development of a territory.

(Schmitt & Van Well, 2016a; Mäntysalo, Kangasoja & Kanninen, 2015;

Legacy, 2010; Davoudi et al., 2008; Healey et al., 2006).

Detailing the 2nd aim of the project Case study approachQualitative Methodology

Face to face in-depth interviews

Governance In planning

process?

Document analysis

43 interviews with regional planners & planning experts, in…

+/- 4000 minutes of conversations

14 European urban regions, about…


Interview guide

Coordination

Interest groups

Working agenda



Accountability

Leadership

Detailing the 2nd aim of the project 14 case studies

Vienna

Case study Organizations interviewed Discussed plans

Barcelona Àrea Metropolitana de Barcelona.

Mediaurban Agency.

Metropolitan Urban Master Plan (to be released in 2018)

with references to the General Metropolitan Plan 1976.

Cardiff Cardiff City Council.

Cardiff University.

Expert of practice in connectivity and regional

transportation.

Strategic Development Plan for the Cardiff City Region

(forthcoming) with references to the Cardiff Local

Development Plan 2006-2026, to the Cardiff Capital Region

City Deal and to South Wales Metro project.

Copenhagen Danish Business Authority.

University of Copenhagen.

Rudersdal City Council.

The Finger Plan 2015 - A Strategy for the Development of

the Greater Copenhagen Area with references to the Finger

Plan 2013 and 2007.

Dublin Dublin City Council.

Eastern and Midland Regional Assembly.

University College Dublin.

Regional Planning Guidelines for the Greater Dublin Area

2010-2022 with references to the Dublin City Development

Plan 2016-2022.

Edinburgh City of Edinburgh Council.

The Edinburgh and South East SESplan - Scotland

Strategic Development Planning Authority.

RTPI - Royal Town Planning Institute, Scotland.

University of Dundee.

Proposed Strategic Development Plan 2016 and Edinburgh

Local Development Plan 2016 with references to the

Strategic Development Plan 2013, to the Action

Programme 2016 and to the Main Issues Report 2015.

Hamburg Hamburg Metropolitan Region.

HafenCity University Hamburg.

Regional Plan 2005 with references to the Regional

Development Concept and to the Strategic Framework

2010.

Hannover Region Hannover.

Leibniz University Hannover.

Regional Spatial Planning Program (RROP) 2016 with

references to RROP 2005.


Case study Organizations interviewed Discussed plans

Helsinki-

Uusimaa

City of Helsinki.

Helsinki-Uusimaa Regional Council.

Regional Land use Planning for Helsinki-Uusimaa Region

2016 with references to Helsinki City Plan - Vision 2050

Urban plan - the new Helsinki city plan.

Lyon Le Sepal - Syndicat mixte d’études et de

programmation de l’Agglomération Lyonnaise.

University Lumière Lyon

Schéma de cohérence territoriale de l'Agglomération

Lyonnaise – SCOT 2030.

Milan Città Metropolitana di Milano.

Politecnico di Milano.

Piano strategico triennale del territorio metropolitan

2016-2018 with references to “City of cities: A project for

Milan” (see Balducci, Fedeli and Pasqui, 2011).

Oslo-

Akershus

Akershus County Council.

Oslo City Council.

Regional Plan for Land Use and Transport in Oslo and

Akershus 2015.

Stockholm Stockholm City Council.

Stockholm County Council.

Nordregio - Nordic Center for Spatial

Development.

Regional development plan for the Stockholm region

RUFS 2010 with brief references to RUFS 2050.

Stuttgart Verband Region Stuttgart.

Cardiff University (on Stuttgart).

Regional plan 2009 with references to The Stuttgart

Region's Landscape Park, the Neckar Landscape Park.

Vienna Vienna City Council.

Austrian Institute for Regional Studies and Spatial

Planning.

Vienna University of Technology.

Planning cooperation for the Spatial Development of the

City Region of Vienna, Lower Austria and Burgenland

2011 (PGO 2011) with references to STEP 2025 - Urban

Development Plan Vienna.


Territorial governance components influencing processes of

strategic plan-making in the selected 14 European urban regions

(i) What are the components of territorial governance strongly/weakly

influencing processes of strategic plan-making in each of the 14 case

studies?

(ii) What are the components of territorial governance playing a

primary/secondary role in influencing processes of strategic plan-

making in the overall context of the case studies?

(iii) What are the components of territorial governance influencing processes

of strategic plan-making in each case study that have not been considered

in the proposed framework?

Research questions, step 1, output 1

Case study*

STRONGLY influence plan-making

WEAKLY influence plan-making

Also influence plan-making

Barcelona Interest groups; Citizen participation; Leadership.

Coordination; Working agenda; Scientific knowledge; Accountability.

Consolidated practices of strategic plan-making.

Cardiff Coordination; Working agenda; Interest groups; Citizen participation.

Scientific knowledge; Leadership; Accountability.

Negotiation.

Copenhagen Coordination; Interest groups; Accountability;Scientific knowledge.

Leadership;Citizen participation; Working agenda.

Negotiation; Consensus-building;Trust; Consolidated practices of strategic plan-making.

Dublin Coordination; Interest groups; Scientific knowledge; Accountability.

Citizen participation; Working agenda; Leadership.

Negotiation.

Edinburgh Interest groups; Working agenda; Citizen participation.

Coordination; Scientific knowledge; Accountability; Leadership.

Negotiation.

Hamburg Coordination; Interest groups.

Working agenda; Citizen participation; Accountability;Scientific knowledge; Leadership.

None.

Hannover Working agenda; Coordination; Interest groups; Citizen participation; Leadership;Accountability.

Scientific knowledge; Consolidated practices of strategic plan-making;Negotiation;Consensus-building.



Case studySTRONGLY

influence plan-makingWEAKLY

influence plan-makingAlso influence plan-making

Helsinki-Uusimaa

Working agenda; Coordination; Interest groups; Citizen participation; Scientific knowledge.

Accountability;Leadership.

Consensus-building.

Lyon Working agenda; Interest groups.

Coordination; Citizen participation; Scientific knowledge; Accountability;Leadership.

Negotiation.

Milan Coordination;Interest groups.

Citizen participation; Scientific knowledge; Accountability; Leadership.

Negotiation.

Oslo-Akershus Coordination; Interest groups; Working agenda; Citizen participation;Accountability; Leadership.

Scientific knowledge. Negotiation; Consensus-building;Trust.

Stockholm Interest groups;Coordination;

Working agenda.

Citizen participation; Scientific knowledge;

Accountability;Leadership.

Negotiation;Consolidated practices of

strategic plan-making.

Stuttgart Coordination;Interest groups; Accountability;Leadership.

Citizen participation; Scientific knowledge;Working agenda;

Negotiation.Consolidated practices of strategic plan-making.

Vienna Coordination;Interest groups.

Working agenda; Accountability;Citizen participation; Scientific knowledge;Leadership.

None.

In the

overallcontext

PRIMARY ROLE• Interest groups (in 100% of N); • Coordination (in 79% of N), and• Working agenda (in 50% of N).

SECONDARY ROLEScientific knowledge (in 79% of N); Leadership (in 71% of N); Accountability (64% of N), and Citizen participation (57% of N).

OTHER COMPONENTS• Negotiation• Consolidated practices of

strategic plan-making• Consensus-building• Trust

Territorial governance components influencing processes of strategic

plan-making in the selected 14 European urban regions



• Territorial governance has the potential to inform and support strategic spatial

planning in several ways.

• Territorial governance is not only planning-systems-sensitive but also

sensitive to the institutional settings;

• In cases of formally constituted regional authorities, such as in Hannover or

Stuttgart, strategic regional plan-making is considered at the heart of

planning efforts.

• Findings confirm the context sensitivity of territorial governance in

practice.

• In cases where plans are prepared in a more informal, but purposeful,

coordination among public, private and civil society, as in Oslo-

Akershus, regional planning is maximized and gains effectiveness.

Key findings

Oliveira, E. and Hersperger, A.M. (under review) Investigating the Components ofTerritorial Governance Influencing Processes of Strategic Plan-Making in UrbanRegions: A European Perspective, Planning Practice & Research

Main Out puts


Oliveira, E. (2016), Book Review - Territorial Governance across Europe - Pathways, Practices and Prospects, Regional Studies, 50(11): 1943-1944.

Oliveira, E. (2017), Book Review - Situated Practices of Strategic Planning— An international perspective, European Planning Studies, 25(2): 351-354.

Oliveira, E. (2017), Book Review - Decentralization in Environmental Governance -A post-contingency approach, Journal of Planning Literature*, online first

Oliveira, E. (in press), Book Review - Local Government and Urban Governance in Europe, Planning Theory & Practice

Oliveira, E. (in press), Book Review - Governance Networks in the Public Sector, Governance





• Plan implementation




40

Agenda



strategic plan-implementation in the selected cases

Research questions, step 2, output 2

(i) What are the components of territorial governance influencing

processes of strategic spatial plan implementation in each of the 14 case

studies?

(ii) What is the role of negotiation, interest groups, funding schemes and

leadership in strategic spatial plan implementation in selected cases?

(iii) To what extent the interrelationships between interest groups, funding

schemes and leadership impact urban land change?

Case study Components

Barcelona Coordination

Leadership

Cardiff Interest groups

Negotiation

Multilevel government cooperation

Funding schemes

Copenhagen Negotiation


Role of regional planners

Dublin Interest groups

Negotiation


Funding schemes


Edinburgh Interest groups

Leadership

Negotiation

Interdepartmental cooperation

Funding schemes

Hamburg Interest groups

Leadership

Negotiation


Funding schemes

Hannover Interest groups

Coordination

Leadership


Negotiation

Consensus building



Funding schemes

Case study Components

Helsinki-Uusimaa Interest groups

Coordination

Expert knowledge

Negotiation


Action program

Lyon Interest groups

Negotiation




Milan Interest groups


Funding schemes


Oslo-Akershus Coordination

Negotiation; Consensus building



Stockholm Interest groups

Leadership

Negotiation; Consensus building



Stuttgart Leadership; Negotiation; Consensus

building; Multilevel government

cooperation

Funding schemes

Vienna Expert knowledge; Negotiation;

Consensus building; Multilevel

government cooperation;

Interdepartmental cooperation; Role of

regional planners

Territorial governance components influencing plan implementation

• Negotiation (12 of the 14 case studies)

• Multilevel government cooperation (12 of the 14 case studies)

• Interest groups (9 of the 14 case studies)

• Funding schemes (7 of the 14 case studies)

• Role of regional planners (6 of the 14 case studies)

• Leadership (6 of the 14 case studies)

• Consensus building (5 of the 14 case studies)

Main territorial governance components influencing processes of strategic

plan-implementation in the selected 14 European urban regions

In the overall context

The Role and Interrelationships of Interest Groups, Leadership, Negotiation

and Funding Schemes in processes of Strategic Plan Implementation

Source: Authors’ own elaboration.

Plan

Making

Interest groups

Coordination


Spatial transformation and urban land change

Leadership

Accountability


Territorial governance components

Plan

Implementat

ion

Negotiation

Interest groups

Funding Schemes

Leadership

Strategic spatial plans

Schematic representation of the interrelationships between negotiation,

interest groups, funding schemes and leadership in plan implementation.

Negotiation

Leadership

2) Influence 3) Contribute 4) Seek

5) Bring together

6) Lobbying

1) Discuss

Source: Authors’ own elaboration based on the literature.

Strategic spatial (regional) plan implementation process

7) Organize; lead; facilitate

communication

Funding Schemes

Interest groups

8) Support

1) Funding schemes are often discussed during negotiations ahead of plan implementation.

(Buček, 2016);

2) Interest groups of different nature (e.g. social, economic, environmental) sit at the

negotiating table to influence the process of plan implementation by setting up priorities,

by establishing compromises and balance public with private interests (Breunig and Koski,

2017);

3) Private interest groups, often as result of negotiations (a bargaining process) contribute with

money to funding schemes (Lax and Sebenius, 1986);

4) Leadership has a core responsibility of seeking funding to support plan or project

implementation, when plans are implemented through projects (Healey, Purdue and Ennis,

1995);

5) Leadership interacts with interests groups and bring them together to support plan

implementation (Sotarauta and Beer, 2017);

6) Interests groups do lobbying a leadership in place to favour their interests to the detriment

of others (Davoudi and Cowie, 2016);

7) Leadership must organize, lead and easy the communication during negotiations

(Horlings, Collinge and Gibney, 2017).

Schematic representation of the interrelationships between negotiation,

interest groups, funding schemes and leadership in plan implementation.

The Role and Interrelationships of Interest Groups, Leadership, Negotiation

and Funding Schemes in processes of Strategic Plan Implementation

• Plan implementation involves negotiation as a bargaining of public versus

private interests.

• Private interest groups do lobby a regional leadership to prioritising

certain land interventions, such as new housing developments or retail

facilities; while non-for-profit groups, such as environmental NGOs, strain

to safeguard green infrastructures and public spaces.

• The political capacity of a leadership and the behaviour of regional

leaders is determinant in the decision-making regarding which land

intentions would be primarily implemented.

Key preliminary findings

Oliveira, E. and Hersperger, A.M. (in preparation) The Role and Interrelationships of

Interest Groups, Leadership, Negotiation and Funding Schemes in processes of

Strategic Plan Implementation, Land Use Policy

Main Out puts


Oliveira, E. (in press), Book Review - Citizen Empowerment and Innovation in the Data-Rich City, Journal of Urban Technology

Oliveira, E. (in press), Book Review - Sustainable Landscape Planning in Selected Urban Regions, Journal of Urban Affairs

Oliveira, E. (under review), Book Review - Land Ownership and Land Use Development: The Integration of Past, Present, and Future in Spatial Planning and Land Management Policies, Landscape Journal





• Implementing Strategic Regional Plans through Urban-Regional

Development Projects




49

Agenda


• RQ1: What are the REASONS for the implementation of strategic spatial plans

through urban-regional development projects?

• RQ2: How are the TERRITORIAL GOVERNANCE ARRANGEMENTS behind

the implementation of strategic plans through urban-regional development

PROJECTS CHARACTERIZED?

Implementing Strategic Regional Plans through

Urban-Regional Development Projects


Urban regions, in a scenario of limited resources, have been implementing

strategic spatial PLANS THROUGH AREA-SPECIFIC and FUNCTIONALLY-

ORIENTED urban-regional development projects.

The hypothesis of departure

Research questions

Case study Examples of projects Main urban function

of the projects

The reasons for the implementation

plans through projects

Territorial governance

behind project-making

Barcelona Several urban

regeneration projects

Urban regeneration

Residential

City-making

Limited financial resources, mainly at

the municipal level.

Collaboration between

municipalities and the AMB.

Cardiff South Wales Metro. Residential

Retail

Transportation

Limited financial resources. Collaboration between the

UK and the Welsh

governments and city

councils.

Copenhagen Nordhavn & others. Residential

Retail

Transportation

Cruise tourism

Scarce land resources.

The need to repurpose outdated

harbour facilities.


municipalities and the

Danish government.

Dublin North Lotts & Grand

Canal Dock Strategic

Development Zone

Planning & others.

Residential

Retail

Business

Public spaces

Transportation

Limited financial resources.


harbour and industrial facilities.


public authorities such as

Dublin City Council and

private interest groups

Edinburgh Several projects (names

not specified during

interviews).

Innovation hubs

Infrastructures

Residential

Cultural tourism

Limited financial resources. Collaboration between

the six local authorities and

the UK and Scottish

Governments.

Hamburg Several projects (names


interviews).

Retail; Tourism

Culture

Transportation

Residential Green

infrastructure

Scarce land resources. Limited financial

resources at the municipal level.

Limited technical resources.


harbour facilities.


Hamburg Metropolitan

Region and municipalities

located in Hamburg Region.

Hannover Several projects (names


interviews).

Residential

Transportation

Retail

Green infrastructure


Limited financial and technical

resources at the municipal level.


industrial facilities.


Region Hannover and

municipalities in the region.

Examples of projects & reasons for the implementation through projects

Case study Examples of projects Main urban function

of the projects

The reasons for the implementation

plans through projects

Territorial governance

behind project-making

Helsinki-Uusimaa Several projects (names


interviews).

Residential

Transportation



Limited financial resources at the

municipal level.


Helsinki-Uusimaa Regional

Council and municipalities.

Lyon Redeveloping of Lyon

Part-Dieu district &

others on housing and

transportation.

Residential

Food; Energy

Retail; Industrial



Environmental preoccupations


Greater Lyon and private

interest groups.

Milan Welfare project

Urban; Regeneration

project; Habitability

project.

Residential

Urban regeneration



Projects promoted by a

variety of interest groups.

Oslo-Akershus Several projects (names


interviews).

Residential

Retail; Transportation


Public spaces


Environmental preoccupations.


harbour and breweries facilities.

Partnership between

Akershus County Council and

Oslo City Council.

Stockholm Stockholm Royal

Seaport & others

Residential;

Transportation; Retail


Public spaces


Scarce built up areas.


Partnership between

Stockholm City Council and

Stockholm County Council.

Stuttgart Neckar Landscape Park Green infrastructure

Public spaces;

Residential; Industrial;

Transportation

Limited financial resources at the

municipal level; Scarce land resources.


Collaboration between VRS

and municipalities.

Collaboration between VRS

and private groups.

Vienna Project for reconversion

of rail facilities into

residential and

commercial areas;

Aspern Seestadt project.

Residential;

Transportation

Industrial; Green

infrastructure

Water front

regeneration



Scarce built up areas.

The need to repurpose outdated railway

facilities.

Partnership between Vienna

City Council and Austrian

Railway network owner

(ÖBB-Infrastruktur AG).

Other public-private

collaborations.

Examples of projects & reasons for the implementation through projects

MAIN URBAN FUNCTION OF

THE PROJECTS

MAIN JUSTIFICATION FOR PLAN

IMPLEMENTATION THROUGH PROJECTS:

MAIN TYPE OF TERRITORIAL

GOVERNANCE ARRANGEMENTS

1) Residential;

2) Transportation;

3) Green infrastructures;

4) Retail;

5) Public spaces;

6) Industrial.

1) Limited financial resources;

2) Scarce land resources;

3) Repurposing of outdated facilities;

4) Environmental preoccupations.

1) Collaborations among public

entities;

2) Collaborations between

public entities and private

interest groups.

RESIDENTIALLIMITED FINANCIAL

RESOURCES

COLLABORATIONS

AMONG PUBLIC

ENTITIES

Implementing Strategic Regional Plans through

Urban-Regional Development Projects

Source: Authors’ own elaboration.

STRATEGIC

REGIONAL

PLAN

IMPLEMENTATION

Urban-regional

development

projects

Local

development

plans

Residential

Transportation

Green infrastructures

RQ 2: Collaborations between multilevel tiers of government

Funding schemes at EU, national and regional levels

RQ 1: Scarce financial and land resources + repurposing of

outdated facilities + environmental preoccupations

Retail

Public spaces

Industrial

Imple.

Path BImple. Path A

Schematic representation of strategic regional plan implementation in the

selected cases.

A = implementing local development plans in an organic manner (i.e., through a concerted implementation effort without projects):

B = obliged to engage with national or regional governments to seek funding so they can implement plans through projects.

Oliveira, E. and Hersperger, M.A. (2017) Overcoming Resource Scarcity byImplementing Strategic Regional Plans through Urban-Regional DevelopmentProjects: A European Perspective, Paper accepted for presentation during the AESOPcongress, 11-14 July, Lisbon, Portugal.

Main Out puts


Oliveira, E. & Hersperger, M.A. (2016) The impacts of strategic spatial planning on land change in European urban regions, Global Land Programme - 3rd Open Science Meeting, 24-27 October 2016, Beijing, The People's Republic of China.








56

Agenda


Knowledge exchange

Clarifying the aims of this short research visit

Territorial

governance

Nordic

planning

system

Stockholm

examples

Research

avenues

Refine a conceptual framework

Contribute to the overall aim of the

CONCUR project








58

Agenda


Expert Workshop, CONCUR Project, WSL Zürich, November, 9-10 2017

Sharing forthcoming events

How strategic spatial planning and land-change science interact.

• Peter Austin, City of Oslo, Norway

• Thomas Houet, University Rennes 2, France

• Gertrud Jørgensen, University of Copenhagen, Denmark

• Raine Mäntysalo, Aalto University, Finland

• Frank Moulaert, KU Leuven, Belgium

• Peter Schmitt, Stockholm University, Sweden

• Jasper Van Vliet, VU University Amsterdam, The Netherlands

• Peter Verburg, VU University Amsterdam, The Netherlands

Main goal

Confirmed experts








60

Agenda


Sharing future research ambitionsOperationalization tools: Governance performance calculator (ongoing work)

SURVEY

https://palka-test.limequery.com/221284

Sharing future research ambitionsOutput 3

The interplay between territorial governance, strategic spatial plans

and urban land change

Funding proposal

Thank you

Eduardo [email protected]

http://www.wsl.ch/fe/landschaftsdynamik/projekte/CONCUR/index_EN

http://cms.wsl.ch/info/mitarbeitende/oliveira/index_EN

Swiss Federal Institute for Forest, Snow and Landscape Research WSL 63

mailto:[email protected]



oliveira, e (2017) how strategic spatial planning contributes to the development of urban regions

Education