IN-PLAN PRACTICE
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Based on the previously identified local problems and the goals agreed upon with all relevant stakeholders, it is now necessary to define activities and measures and to carry out spatial scenarios and modelling, based on which a spatial plan can then be drawn up. The intersection of different thematic indicators can assist in identifying positive as well as negative interactions of spatial designs. The aim is to develop a well-founded, spatially justified decision-making basis to create a feasible formal draft of the plan and subsequently publish a final plan.
In this phase, the goal is to identify and gather measures that will help achieve the defined objectives. Start by understanding the types of measures needed. Assess the existing measures currently in place to determine which can be expanded or enhanced. Measures can generally be categorised into four main types: construction/technical measures, such as infrastructure projects and other technical enhancements; conceptual measures, including strategic plans like a heat action plan; regulatory measures, which involve creating and enforcing restrictions and regulations; and informative measures, such as educational and awareness campaigns.
In the ideal scenario, the measures you select should not only focus on achieving individual goals but also meet several additional quality criteria:
When identifying measures, it is beneficial to think creatively and interdisciplinarily, identifying a range of adaptation options to achieve the defined goals. In addition to researching databases and literature as well as having in-house experience, exchanging insights with neighbouring municipalities, counties and regions, or assembling of (inter-)national best practices can be valuable for collecting potential measures. Workshop and dialogue formats with identified public or private stakeholders as well as creativity techniques such as mind maps can support the ideation process.
Creating lists and profiles of measures provides a structured overview and facilitates a deeper understanding of the prioritised measures. To achieve this, a catalogue of measures can be developed, typically consisting of two main sections: an overview of all identified measures and a refined set of prioritised measures. The prioritised measures are then detailed into profiles through collaboration with relevant stakeholders. While there is no standardised template for a catalogue of measures, it is crucial to establish a clear structure from the outset. This ensures uniformity for comparison and facilitates the ongoing use of the catalogue in subsequent steps. A catalogue of measures is often presented in tabular format and generally includes the following basic categories: a unique code for each measure, a brief description, the associated goal, the target group, the implementation period, relevant spatial planning instruments, and potential cooperation partners. In order to prioritise measures, it might also be helpful to make a first review of potential financing options (see chapter 4).
Cities and projects that are part of the URBACT network for action planning draw up integrated action plans, which can be downloaded from the URBACT website. One project is the Health & Greenspace project, which focussed on the health benefits of urban green spaces, the lead partners created integrated action plans for their various projects and strategies. Check out how the cities of Poznań (PL) and Breda (NL) drew up their action plans.
Find the action plans of the Health & Greenspace project; Action Plan Breda; Action Plan Ponzan.
Once a pool of measures has been identified, the next step is to assess and categorise their actual impact to establish a basis for decision-making. It is crucial that these measures effectively contribute to achieving the defined goals. To quantify the impact, criteria for evaluating the measures should first be defined so that a score can be determined for each measure in the subsequent analysis. Possible criteria include goal effectiveness, climate impact, implementation timeline, spatial level, synergies, conflict potential, or resource requirements.
Depending on the available resources and in-house expertise, there are different methods to assess the effect of measures. Besides using more complex simulation tools or spatial planning software, simpler methods can be used to estimate effectiveness. For example, the created measure profiles (Phase 4.1) can be supplemented with the established categories. The criteria for each measure are then assessed with the participation of relevant stakeholders. Note that the input of colleagues from various departments can be particularly helpful to assess synergies and conflicts of measures in relation to other thematic fields.
An effective step in prioritising measures is the creation of various scenarios. A scenario consists of a set of assumptions and conditions that describe a possible future development for a specific area. When developing scenarios, you should define a specific time frame or different time horizons (long- term, medium-term, short-term) and consider key assumptions, for example related to the impact of climate change, the settlement development or economic trends. Select these topics according to their relevance to your plan. Furthermore, create scenarios with current tendencies, as well as optimistic and pessimistic scenarios to check and compare the resilience of the defined measures. The status quo analysis and forecast (phase 2.4) form the basis for scenario development.
Once the scenarios have been created, they should be analysed and compared depending on the method and tools used. A possible visualisation of the scenario results or the impact of specific measures using maps, diagrams or other formats such as dashboards could also be helpful, especially when involving citizens, to highlight the opportunities and risks of each measure. A structured approach to evaluation is essential to provide a solid basis for decision-making. The decision-making process should be transparent and easily comprehensible. This transparency is crucial for acceptance by both the public and decision-makers.
Decide Madrid is the digital platform for public participation created by the Madrid City Council. Through this platform, citizens can actively participate in developing action plans and suggest ideas, measures, and projects they believe will benefit the city. Other participants can then support these suggestions with votes and comments.
For further information see Decide Madrid.
Once the effects of the measures have been compared and evaluated, it’s time to determine which measures will be included in the plan and how they will be implemented. Detail the prioritised measures clearly to ensure that all stakeholders have a thorough understanding and to prevent any misunderstandings. Seek support from relevant stakeholders as needed, and engage in discussions to refine, clarify, and enhance the selected measures. If necessary, identify key measures that will be pivotal. Consult with the steering committee, if one has been established, to ensure political backing for the decision. Select the final measures that are both feasible and most effective in achieving the goals.
Once the measures have been selected, formulate an action and implementation plan to achieve the goals. You should clarify responsibilities, urgencies, possible collaborations, existing dependencies, expected costs and resources, target groups, and an implementation schedule. In the schedule, you define the implementation timeframe for each measure. The timing of the measures should be arranged to maximise synergies between the different subject areas. If possible, coordinate the schedule with other relevant departments and projects to create further synergies.
Now it is time to write the first draft of the plan!
The Eisenhower Matrix is a tool that categorises tasks into four quadrants based on their urgency and importance. This method aims to improve productivity and decision-making by emphasising critical activities over distractions.
For further information see Eisenhower Matrix.
Before the formal plan is drawn up, an assessment of potential negative effects and unintended consequences of the plan should be made. Additionally, you should carry out a study to assess the feasibility and viability of a spatial development plan or project and potential overarching risks associated with it. This can be done by commissioning external expertise or by starting a process involving practical expertise from different departments and stakeholders at the operational level.
First, it is important to ensure the draft plan is feasible. One objective is to determine whether the plan or project aligns with existing land use plans and objectives and if it is technically, financially, and legally viable. For the plan or each measure, potential risks must be identified, considering factors such as the implementation schedule, financing, responsibilities, possible dependencies, unrealistic expectations, or legal issues.
Next to the feasibility of the plan it is also important to recheck the spatial impact of the entire plan. A spatial impact analysis should be conducted to proof the positive effect on the existing space and spatial environment. You can assess and analyse the potential spatial impacts on the physical environment, landscape, ecosystems, social infrastructure, and other spatially related factors with a variety of methods and tools, such as environmental impact assessments (EIAs), landscape-scale analyses, social impact assessments, transportation and infrastructure impact assessments, etc. These assessments help decision makers better understand the spatial impacts of projects and make appropriate decisions to promote sustainable development.
Identifying potential risks and obstacles at an early stage is crucial, allowing for adjustments to the plan if necessary. This helps mitigate potential risks or implement preventive measures in case a risk materialises. Risks should be evaluated based on their potential impact and likelihood of occurrence. (see also phase 1.5 on risk assessment).
The Four C’S Review evaluates the effectiveness of an action plan based on coherence, completeness, concerns, and continuation. It is applicable during workshops, peer-review meetings, and for self-assessment. You can find a 4Cs review sheet in the URBACT Toolbox.
For further information see the Four C’s-method.
After reviewing the feasibility and effectiveness of the first draft, a spatial plan is drawn up. The formal plan forms your reference document and consolidates the final decisions. During this phase, the concrete drafting of the plan takes place.
After finalising the plan, a feedback loop should take place. This should involve cross-administrative and cross-thematic departments reviewing and commenting on the plan. This step proves very valuable for ensuring effective integrated planning and maintaining the political commitment for the final plan. Finally, the final plan should be confirmed and approved by the decision-makers.
Another important step is to determine how the plan will be shared with the public. Consider which different groups are affected by the plan and how you can best reach them. Lean on the stakeholder engagement plan, if available.
The City of Katowice in Poland has transformed from a city with a mining and industrial heritage into a modern city with multi-dimensional transformation processes. Key documents for its development are “Katowice 2030 City development Strategy”, the “Katowice City Adaptation Plan to Climate Change by 2030″ and the “Sustainable Energy and Climate Action Plan”.
For further information see D2.1_IN-PLAN_Stock-take-report-on-available-good-planning-practices.pdf.
