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www.cabe.org.uk/large-scale-urban-design
A new approach
Large scale urban design is about the bigger picture. It deals with the economic, social and environmental issues over large areas that cannot be solved through local action. In a tough fiscal climate, distinctive places play a critical role in generating community pride and attracting investors. CABE has developed a new approach to planning and urban design which crosses local authority boundaries, responding to the way people live their lives. The guide provides a flexible new framework to inform decisions on where to invest limited resources for infrastructure, or where to focus the energies of developers and public service providers.
efficiencies to be made through involving all parties in a timely way. This is a key benefit from using large scale urban design.
or themes, consider scenarios, draw up preferred proposals and projects and finalise plans for delivery.
5. It is focused on delivery
An integral part of the approach is developing an implementation plan that sets out a programme of what to do now, with the future in mind. By providing a clear policy and delivery framework, it stabilises, coordinates and directs development activity and, in areas with low values and little or no developer interest, creates more attractive conditions for developers and investors. It makes clear to key partners their part in funding, investment, the provision of land, public services and infrastructure.
6. It is flexible
Implementing a large scale strategy takes a long time and the context may change, sometimes radically. The new approach accommodates new data being included, and proposals being re-tested and revised. While being capable of providing flexibility and change, the process and its outputs provide nonetheless enough guidance and detail to ensure quality of the final projects, and effective decision making and delivery.
The outputs
Large scale urban design delivers across spatial scales: from an inspiring expression of the story of change, down to the standards and tools to guide masterplans and proposals. At the end of the large scale urban design process, the people involve will have an inspiring story of change backed by a database, analysis, proposals and principles. Those involved will have:
an overarching story of change a clear description of the transformation to be brought about by a package of interventions and investments in the built and natural fabric of the wider area, based on its identity and potential. a creative and inspiring visual expression of this story of change that can be communicated easily to a wide range of interest groups a database of quantitative and qualitative information which can be analysed spatially, and through multi-layered analysis. This allows a whole range of issues to be considered together, to identify conflicts, synergies and priorities, develop effective proposals and coordinate their delivery a distillation of this analysis into key areas of interest which need to be addressed at this scale or which require greater coordination an agreed set of proposals which define the type and location of priority projects under key themes, including specific sites and design briefs for those sites a set of design and sustainability principles, standards and tools to guide masterplans and more detailed urban design and building proposals.
The benefits
Large scale urban design is suited to organisations and partnerships in the public and private sector which are tasked with delivering solutions to big scale challenges, whether economic, financial or environmental. Large scale urban design will help those organisations and partnerships often a mix of public and private sector partners tasked with delivering solutions to the challenges outlined. Key players will include those most responsible for delivery; local or regional government or other cross-boundary partnerships; developers and others delivering large scale projects; urban design and planning practitioners and policy makers. Those whose lives are affected the community are the most important people to be involved in the process. This urban design approach will particularly benefit local partnerships that:
want to improve coordination between sector-specific or local strategies, initiatives and projects want to improve the quality and distinctiveness of what gets built in their area have a concentration of social, environmental or economic problems in the area and need to have a thorough approach to dealing with decline constructively are performing well and growing, and wish to either accommodate this growth or spread its benefits across the wider area, particularly significant housing growth or regeneration need to strengthen the links between town and city centres or within a natural economic area need to plan strategic infrastructure such as water or waste management, energy production or a network of green spaces are planning new facilities such as hospitals or large leisure and shopping centres want to protect or enhance important natural, cultural or heritage assets.
The new large scale urban design approach could be used at a variety of spatial scales (regional, city or town wide), in different delivery contexts (statutory or informal), and internationally.
Workshop-based process
The new approach to large scale urban design uses a workshop-based process split into three phases - prepare, design, implement.
Three phases
1. Prepare understand the challenge Define the project scope, select a spatial boundary, choose your project team, inform stakeholders, gather information, analyse and write a brief for the design phase. 2. Design - develop a spatial strategy This phase is based on one or more intensive workshops that are guided by expert facilitators. 3. Implement - deliver the strategy The implementation plan sets out how the strategy will be delivered and by whom. This is based on the earlier exploration of delivery issues and its preparation may culminate in a dedicated workshop with delivery partners.
a shorter time scale: the design process is compressed into a number of workshops, making it cheaper and less likely to be out-of-date before it is finished iterative working: frequent feedback loops and immediate design responses are built in integration: all parties are engaged, and work brought together at different spatial scales in a single design process engagement and sense of ownership: active participation in developing design solutions helps stakeholders to be positive and to own the project conflict resolution: with all parties working together, any conflicts become evident quickly stakeholders can discuss and resolve them immediately consensus building: working alongside each other allows participants to develop an understanding of the wider issues capacity building: participants become informed decision-makers who are able to develop strategic solutions in a structured and inclusive manner increased probability of implementation: the workshops consider delivery issues from the start through a process that includes multi-disciplinary teamwork and engages politicians, funders, delivery bodies and the wider community.
Despite these advantages, challenges remain. The biggest of these is how to reconcile different views and avoid consensus as compromise, that is, reaching decisions that no one objects to but no one believes in either. The new approach as outlined in this guide addresses difficult issues head on: this will be a tough process and not everybody is going to get everything they hoped for. It selects a handful of good, deliverable projects rather than agreeing to a long list of untested ones. And it develops strategic themes, spatial options and proposals for
key projects to a level that is detailed enough for the wider community to engage with, allows for proper testing and forecasting of impacts, and provides adequate guidance for delivery partners.
Setting up a project management structure o Select the project team o Select the project steering group o Select a project champion o Write your project management plan Scoping the project o Organise a scoping workshop o Determine the spatial boundary Preparing the stakeholder communication plan o Identify all potential stakeholders o Plan the stakeholder involvement Gathering background information o Review existing documents o Source missing data o Explore place identity o Create a dataset resource Summarising and mapping information o Select relevant data o Use GIS where possible o Present data clearly Analysing information o Analyse data o Do a positioning study o Present analysis to stakeholders Writing a brief for the design phase o Re-affirm project aims and boundary o Review the project structure o Consider delivery challenges o Finalise design quality aspirations o Publish the brief
Developing the strategy o Plan the design workshops o Check workshop logistics o Hold the design workshops o Share the results Testing the options o Create a testing process o Present the findings o Choose a preferred option
Preparing a design guide o Review existing design guidance o Draft design guide o Develop the guide o Publish design guide Finalising the spatial strategy o Write your report o Publish and promote the report
Developing an implementation plan o Understand the challenges o Hold an implementation workshop o Write your implementation plan Planning the delivery o Understand delivery mechanisms o Identify the delivery options o Compare commitments to requirements o Decide who will do what o Attract new delivery partners Delivering the strategy o Decide on planning measures o Develop a phasing plan o Deliver design quality Monitoring and revising the strategy o Measure the impact of the strategy o Revise the strategy
project team responsible for overall project management and delivering project outputs project steering group responsible for governing the project, including providing strategic guidance to the project team, signing-off key stages of work, raising awareness of the project and coordinating work on the strategy with other activities of the partners project champion from the steering group who is responsible for promoting the project internally and externally, and taking the lead for getting political support.
manage the complexities of a large-scale project, including multi-agency and multi-sectoral interests combine project management and technical expertise with excellent communication and partnership facilitation skills.
a group of representatives of the partner organisations (for example, secondments from partner local authorities) an externally procured team that runs the project on behalf of the partnership this approach will need in-house capability and expertise to project manage the consultants.
During the course of the project, particularly its design phase, the project team will have to be supplemented by teams of specialists to complete specific elements of work. For instance a cross-disciplinary team may have to be brought in to help facilitate or run design workshops and to guide the preparation of materials before, between and after the workshops. Whatever model the project takes, including a component of local expertise in the project team (for example, local authority staff) will be valuable, to bring in local knowledge, ensure strategy deliverability and knowledge transfer.
make sure that stakeholders and the public understand the merits of the project be instrumental in agreeing the overall objectives of the project amongst the partners keep the partners and the project team firmly focused on delivering those objectives during the course of the project lead and motivate the project team provide signoff at key stages of work raise awareness of the project internally and externally undertake high-level negotiations amongst the partners and with external parties transfer knowledge from the project to the stakeholders help coordinate the work on the strategy with other activities of the partners and other relevant bodies in the area.
To be able to fulfil its role, the steering group must be both partisan and nonexecutive, as well as representative in terms of various locations within the area and the relevant disciplines and sectors. The group derives its legitimacy from its members, which should come from both public (and therefore representative) and private sector stakeholders. It should also include independent members - individuals with a strong track record in delivering large projects and cross-boundary strategies, to act in an advisory role.
the project aims, outputs and outcomes: at this early stage these will be at a rather general level, but will be amended and expanded as the project progresses (see Scoping the project) project organisational structure, including roles and responsibilities an outline of the process, including key phases and milestones, timeline and the level of resources required (see Scoping the project) a risk management plan that includes a risk register and sets out the general approach to tackling different types of risks that may arise during the course of the project a communications plan that identifies the stakeholders, sets out their communication needs and states how the results of the various stages of the project will be disseminated (see Preparing the stakeholder communication plan).
defining the problem that the project will address outlining the project aims, including specific outcomes and outputs, as well as success indicators outlining the process proposing the organisational structure that will manage the project.
Scoping the project also includes determining the projects spatial boundary. It is unlikely that a projects boundary will correspond directly with administrative boundaries. Drawing a large scale urban design project boundary is not a precise science it often remains fuzzy. It is important to remain flexible in your approach and to make judgements based on the issues that need to be addressed by the project.
labour market definition (travel to work pattern) economic activity (links between business, interrelated economic clusters) service use (travel to study, travel to shop, travel to travel and so on) housing market boundaries (residential moves).
Alternatively you might use other factors that places have in common:
historic and cultural traditions (for example, a shared post-industrial heritage) shared natural and built environment features (such as unifying landscape features, canal or river corridors, particular townscape features) bioregions, which are interrelated natural and social systems relevant to environmental sustainability media coverage (for example, the catchment of a local or sub-regional newspaper or TV station).
Recent research has also begun to review non-tangible networks of interaction such as information flows or levels of knowledge exchange (physical & virtual). In most cases the eventual project boundary will be based on a combination of a number of these methods. Most importantly the boundary should encompass the area within which the causes of the problem at the heart of the project can be studied and the solutions for it tested.
local authorities (planning, regeneration, housing, economic development, transport and highways, green space and other relevant departments) through senior officers and elected members, particularly relevant portfolio holders national governmental departments, cross-boundary authorities and partnerships through senior officer and elected political representatives education and health authorities and key institutions (such as universities) housing companies and agencies highways agency in charge of major roads and motorways the environment and waterways agencies and organisations economic development organisations development or regeneration companies natural environment and heritage authorities and organisations tourism organisations, visitors and convention authorities chambers of commerce major sub-regional institutions and beacons (for example, key cultural institutions, , major employers) large infrastructure providers and owners (for example, airports, port authorities) private sector delivery companies such as utility providers, investors, developers, businesses and entrepreneurs relevant third sector organisations, community and voluntary groups (interestor place-based).
formal representation on the steering group (primary stakeholders or project partners) participating and contributing in workshops and meetings (secondary stakeholders), or as observers (tertiary stakeholders).
Alternatively, others may be content to receive information and updates as project outputs become available.
list of stakeholders classification of stakeholders according to their role and level of engagement how often will the project team communicate with different types of stakeholders what forms of communication will be used for different types of stakeholders, at different stages of the project.
identify the data already available investigate the range, age and relevance of data identify gaps such as additional data that needs to be obtained from other sources or through bespoke surveys and studies.
Identifying the data that is already available should include a review of the following:
population studies (existing profile, growth projections and demographic profile) vision documents (community aspirations) urban design or morphology studies landscape or townscape characterisation studies regeneration strategies key statutory planning documents, strategies and plans housing market strategies economic development strategies retail studies tourism studies transport plans communications and marketing strategies landscape management strategies environmental protection and management strategies (for example, water, energy, waste) green infrastructure and public realm strategies land capacity studies masterplans for significant areas (for example, urban extensions, town centres, major employment areas) development briefs for sites of strategic importance strategies and proposals related to the distribution and provision of key community facilities (health, education, leisure and physical activity, cultural) urban design, design quality or placemaking guides, charters and protocols.
Data sources
Large scale urban design projects may not need information on all of the sections below, but you will need data on at least some of the following.
position in regional, national and international context spatial boundary, size, shape settlements and sub-areas urban configuration and structure
topography, key natural features, key views and vistas (including from key roads and railways), protected views landscape characterisation geology green infrastructure, parklands, green links forests key wildlife habitats and ecological areas water system and coastline major public spaces key historic buildings and sites historic and townscape characterisation protected areas (natural and historic)
3. Environmental data
flood plains and flood protection water supply, aquifers air pollution CO2 emissions waste management (key sites)
4. Demographics
population profile (age, gender, ethnicity) working population profile and percentages population density social deprivation levels migration levels and patterns population projections household growth including relative contribution of household formation and (separately) economic development to projected population increase
5. Employment/economic development
income per capita (including breakdown across major sectors, for example, knowledge-based, services, manufacturing) employment locations by type (including number of people employed at major sites such as town centres, names and locations of major employers, floorspace) established economic clusters and what they specialise in links between businesses or economic clusters projected growth of different industries including land requirement forecast major sub-regional, national and international institutions and firms proportion of national versus local firms types of employment, for example, percentage contribution of knowledgebased and service industries to GDP in the area agricultural uses, productive land (including number of people employed by site) travel to work areas or commuting patterns including to major economic centres outside the area
6. Housing
location and spatial structure of residential neighbourhoods density, typology, age, quality of stock, state of repair mix of tenures
principal road links including volume of traffic car ownership railway links including frequency of service and journey times to major destinations in the country other public transport systems including frequency of service and number of passengers accessibility of public transport (revealing gaps in provision or areas with no easy access to public transport within walkable distance) nearest airports, accessibility and number of passengers from the area who use them
retail locations, floor space, type of retail offer, number of employees in the sector catchment areas major visitor infrastructure hotels, visitor attractions visitor volume, profile, pattern
major cultural facilities including significant public art major sports and leisure facilities (of cross-boundary significance) education facilities (predominantly secondary and tertiary) health facilities social and civic services catchment areas
development opportunities current applications major land ownerships boundaries of government bodies (for example, local authorities) boundaries of development and infrastructure delivery bodies boundaries of statutory documents and current policies
11. Other
local and regional media coverage significant residents history internal and external perceptions of the area: results of public surveys or coverage in regional, national and international media photographs or videos related to the place identity and design quality in the area
on what constitutes the identity of the sub-region as a whole and the locations within it held by those who live or work in the area and those from outside it held by people from all sections of the society.
This can be done by holding a place identity workshop, and through media such as local papers, TV or web sites. A place identity workshop may combine the work on defining the areas current identity with the beginnings of the design phase to start to explore how this may change.
a list of relevant datasets for informing strategic projects and monitoring performance a process of regular data gathering and updating.
Many partnerships already have to monitor performance indicators so expanding these to include key spatial data will make the job of developing a spatial strategy much easier. It will also help to monitor the partnerships performance and effectiveness and generate information to communicate to a wider audience. Integrating data gathering into the partnerships regular work programme, especially if combined with an in-house resource to do it, may be less costly than continuing to commission consultants to carry out bespoke studies and surveys.
make the data easy to comprehend, especially for non-professional audiences synthesise data and to detect the most relevant issues communicate and promote the strategy and key issues.
Analysing information
Use a range of analysis techniques including comparisons with other similar areas to identify the critical issues that need to be considered further. Once you have gathered the information you need to analyse it to identify the physical aspects of place that need to be addressed in order to achieve project aims. For instance the analysis may uncover critical issues related to the provision of transport infrastructure, health or education provision in particular parts of the area or inadequate range of housing offer for the given population profile. This may seem overwhelming because of the sheer volume of data. You can overcome this by using a range of analysis techniques. The results of the analysis need to be considered by all stakeholders to decide what issues will be selected as the most important and form part of the design brief for the next phase of the project. The analysis should also include comparison with similar areas in the country and internationally, to better understand the qualities and challenges of your area. This type of analysis called positioning may help to:
establish a starting point for the strategy - a position in relation to other comparable areas against which its impact will be measured set the ultimate goals and to consider how radical the transformation of place and strategy targets could and should be highlight specific issues and aspects of the area that are particularly weak in comparison to its competitors and need to be moved up the list of priorities highlight where the places performance may be good in comparison to others.
Analyse data
Undertake a SWOT (strengthsweaknessesopportunitiesthreats) analysis to understand further the areas problems and what is causing them, as well as to understand its potentials and qualities that will the starting point for developing the strategy. Use a variety of techniques to do that, including some or all of the following:
analyse the different overlays of data to study conflicts or detect potentials and synergies (e.g. Liveable Arterials Plan, Auckland, New Zealand) translate sets of data into a form that can be used to inform the design phase (e.g. Northamptonshire Workstyle Trends Study) use models to analyse the relationship between different aspects of place, principally its physical structure or characteristics and social, economic and environmental performance (e.g. Jeddah Strategic Planning Framework, Saudi Arabia) analyse characteristics of individual places within the sub-region and the roles and relationships between them (e.g. City Links) synthesise key information about the sub-region in a place identity or strategic characterisation document (e.g. Thames Gateway identity project) analyse internal potentials and threats, including attitudes to change (e.g. Cambridge Futures) analyse key global environmental, economic and social trends that may affect the strategy (for instance national or international carbon reduction targets, changes in the nature of the global economic market, ageing population, growth of single person households (e.g. Central Florida Region, USA Where in the World are We?).
Do a positioning study
Your positioning study should use a range of indicators to compare the your areas position in relation to other comparable areas. If resources are limited, then restrict this study to those aspects of the wider area that are related to the key objectives of the spatial strategy. For example, if the aim is to boost economic performance through improvements in the quality of the built environment then your positioning study should focus on the indicators related to economic performance and quality of the environment. This may subsequently highlight the aspects of the environment that need to be addressed.
a summary of project motivations (the problem), re-affirmed aims and success indicators confirmed strategy boundary summary of key information about the place analysis of this information (results of the SWOT analysis) what the delivery challenges are design quality aspirations and principles.
At the same time the project management plan should be updated, to re-affirm project organisational structure, process and budget. Most of these elements will continue to be revised throughout the remaining phases of the project. Now is the time to communicate the aims and the inclusive and positive nature of the large scale urban design process to external audiences, particularly prospective investors and developers. If you can engage prospective delivery partners early on in the project they may bring valuable new perspectives and fresh ideas, and a new set of demands and interests, to inform the second design phase of the project.
projects coming out of the strategy will have to adhere to. This may take the form of a design charter or a section of the vision statement.. 5. Publish the brief You are now in a position to finalise and publish the design brief, which will inform the next two phases of work.
vision statement design charter delivery issues paper compendium of sub-regional information and analysis, including strategy boundary (sometimes published separately as a 'place atlas').
Spread positive messages about the prospects for the large-scale urban design process beyond the your area.
developing the vision into a more detailed story of change that includes strategic themes and a number of priority projects under these themes developing and testing a number of spatial options for implementing the themes and projects agreeing the preferred spatial option developing a design guide that includes principles, detailed guidance and quality standards to underpin the delivery of strategic themes and projects.
Throughout the design phase, the various aspects of the spatial strategy - themes, projects and spatial options - are developed in parallel, and tested against the indicators set out in the brief, including indicators concerning deliverability. This is an iterative process; there will be several rounds of testing and adjusting until the final strategy is agreed. It is important that a wide range of stakeholders is involved in the design phase this is the central creative phase of the project, so their active involvement will be crucial for maintaining the positive attitudes and enthusiasm generated in the initial phase of the project.
Design workshops Design workshops must be carefully structured to enable different groups of stakeholders and technical teams to work together, and to allow for a series of different types of enquiry to occur in a controlled manner. A story of change Creating a story of change a joint narrative or scenario that sets out how the area will change over time - helps to make the complex change process easier to comprehend for the many stakeholders and for the general public. Spatial options Spatial options have to be developed to explore how they may be realised in the areas physical context. It is always good to explore a number of genuine options, based on different combinations of projects or themes.
an experienced facilitation team thorough preparation the right people at the same place at the same time good interaction between the participants who all work on an equal footing and actively input into the process.
Even with all these elements in place, be realistic about what you can achieve and build flexibility into the process so that you can respond to any unplanned situations should they arise. For a strategic urban design project to succeed, political consensus is just as necessary a condition as a good design solution.
based on individual disciplines or development sectors - for example, delivering specific types of housing or employment space projects on a specific type of sites (e.g. Emscher Landschaftspark, Germany) multi-disciplinary or multi-sectoral (e.g. Montpellier, France).
Multi-disciplinary or multi-sectoral themes act as containers for different types of projects linked by a certain, recognisable pattern or a reference to a particular aspect of place identity. They offer a way of structuring content across sectors by considering both physical and functional aspects of place and forming a basis for mutual understanding and joint action. Strategic themes are implemented through projects, so the identification of projects runs in parallel to development of themes. Themes are evolutionary - their content and meaning can be altered, adjusted, expanded or reduced over time reflecting new trends or challenges. This means that new project may be identified and added to the existing list as the strategy develops.
A large-scale masterplanning project focusing on public transport provision and associated mixed use development is likely to require relatively detailed and prescriptive spatial options and proposals for specific sites (e.g. Glattal light railway, Switzerland). A more explorative strategy aimed at addressing general development pressure or economic decline in the area is more likely to develop and test broad spatial options and set key spatial parameters. This will be supplemented by more detailed strategic design briefs or masterplans for a small number of priority projects identified by the strategy (e.g. Emscher Landschaftspark, Germany or Montpellier, France) or by generic illustrations of how the broad options may be realised at local level (e.g. Hertfordshire Charrette).
Regardless of the final form of the strategy and the level of detail in the final documents, testing spatial options should be based on real spatial proposals and sites, ideally developed to street level, to make sure that project partners make a reliable assessment.
The early workshop/s will focus on developing the story, exploring themes, discussing potential projects, while the subsequent workshops may focus more on translating these ideas and concepts into spatial options, testing and evolving options. Not all important gaps in the information can be identified in advance; some research may be required between workshops. While many attendees may have participated in workshops, few are likely to have experienced this particular type of intensive, hands-on design exploration. Multiple workshops allow them to gain the confidence to participate meaningfully. While there is some overlap, it is important to ensure that the workshops serve a different purpose based on a detailed programme of theme and place-based group and plenary sessions. Following a design workshop you may need to do wider community consultation on the options and then organise another workshop to incorporate the results of this consultation in the final options.
Several groups of people will be involved in the workshop during all or some of its sessions:
the workshop team headed by the workshop leader made out of project team, supplemented by a team of multi-disciplinary specialists brought in to help facilitate or run the workshops and lead in the preparation of design material during and between the workshops. the technical team, including local authority officers, representatives of relevant governmental and non-governmental agencies and consultants working for them; the primary stakeholder group, including elected political representatives and senior management level in key stakeholder organisations a wider stakeholder group, including secondary stakeholders (e.g. environmental groups, community groups, business and development community, transport etc) and the general public.
Consider carefully how to involve technical experts where there is a deficiency in local knowledge. Their involvement must not bias any one discipline or interest area over others.
You can also communicate progress via live web updates, blogs or continuously updated exhibitions of the key outcomes at the reception area of the workshop or other dedicated exhibition space nearby. These mediums can also help to keep stakeholders who dont attend up to date on progress. During the workshops live GIS/CAD should be available to test emerging proposals, get measurements, generate quick overlays etc.
the multi-disciplinary strategic themes developed during the course of the previous workshops or the individual key disciplines or sectors involved in the development of the strategy.
green network (green / open space, biodiversity, land form character, recreation, etc.)
movement network (public transport, vehicular traffic, cycling and pedestrian movement etc.) blue network (waterways/lakes/sea) social network (community facilities, cultural issues, wellbeing/health, affordability, crime and safety etc.) employment network (knowledge-based and service sectors, manufacturing, economic initiatives, etc.) activity centres (the functions/roles of district, town or city centres, centres hierarchy and complementarity, relationship to surrounding areas etc.) housing issues (housing preferences, development economics, etc.) environmental quality and climate change (energy, clean water supply, flooding/surface water, recycling, carbon emission, etc.).
Early involvement of the primary stakeholders in the workshop is important for getting project support among their constituents and staff. Politicians should be engaged in the first workshop presentation session, which sets out preliminary ideas and major issues. Midway through each workshop, invite primary stakeholders to attend a review. This provides an opportunity for politicians to:
indicate whether there are any provisional ideas to come out of the workshop that carry high political risk assess if the scope of the workshop has sufficiently covered key areas.
The final day of the workshop presents the summary of the work carried out for stakeholder approval and decisions regarding next steps.
Feedback from these presentations should be combined with the feedback gathered during the workshops through live web blogs, updates, exhibitions etc. to feed into the selection of the preferred option.
more detailed guidance and advice on the application of the agreed design principles across a range of spatial scales, and design standards that all the projects coming out of the strategy must adhere to.
Depending on the type of strategy and its scope, the design guide may be specifically developed for the projects resulting from the strategy. Alternatively, it may be developed for application across the sub-region and beyond the particular sectors and projects covered by the strategy.
delivery mechanisms delivery partners costs, funding requirements and sources phasing and timing managing risks coordinating and monitoring of delivery monitoring the impact of the strategy revising and refreshing the strategy
This may highlight gaps in expertise or investment that need to be filled to make sure that the strategy can be delivered. Throughout the process, design quality needs to be continued to be made a priority, for example by strengthening existing design policies or introducing new ones into statutory plans; setting up design review or quality panels; or running design competitions. They also need to agree how to measure the impact of the spatial strategy. This can be a complex task, performed consistently over a long period, possibly decades.
a strong partnership, where each project partner is willing and able to engage in a constructive and proactive process an entrepreneurial delivery agency, that can deal with multiple demands and keep everyone focused on the objectives.
securing continuity of the ideas, principles and the project team managing risks: a long-term strategy carries with it greater risks phasing development over a long period refreshing, updating or revising the strategy.
Several other factors relating to public sector governance structure will affect the delivery of a spatial strategy at this scale:
the nature of administrative boundaries for example many local authority boundaries in England are too tightly drawn, necessitating involvement of several local authorities in addressing significant social, economic and environmental concerns existence of elected mayors at sub-regional or city-regional level with adequate decision making power and financial resources in England this is only in place, in Greater London existence of various types of sub-national governance structures and delivery models - over the recent years in England these included growth area delivery vehicles, development companies, corporations and partnerships and multi area agreements (MAAs), each with a different governance structure and remit financial autonomy of local authorities the lack of financial autonomy of local authorities in England necessitates the engagement of private and third sectors in the delivery of large scale strategies division of responsibilities over different elements of the built environment across different levels of government for example the responsibilities for education and health facilities, economic development, housing and transport in England are split between numerous agencies and non-departmental public bodies, local authorities and central government departments, with different governance structures, geographical remit, funding mechanisms and timetables range and management of assets such as land and infrastructure in public ownership - the shrinking ownership of public assets in England means that involving the private sector in developing infrastructure is almost inevitable.
An implementation workshop may be organised at the point of a different project structure or a newly formed delivery organisation taking over the project management role. A dedicated implementation workshop may also focus on promoting the strategy to potential investors and developers.
implementation mechanisms delivery partners costs, funding requirements and sources phasing and timing managing risks coordinating and monitoring of delivery monitoring the impact of strategy revising and refreshing the strategy
Regulation
This includes statutory instruments, such as:
local or cross-boundary spatial plans various supplementary planning policies and guidance.
Investment
This might be through regular or targeted new investment by the public, private or third sector, and include:
the participating organisations regular programmes of investment, but with higher priority than before, for example, road, public or green space maintenance programmes, ongoing housing upgrading programme, communication and marketing programmes etc. new programmes and projects identified by the strategy as priorities for investment to be delivered by public or private sector authorities, agencies or companies, or by public/private partnerships, such as new housing areas, major green infrastructure projects, hospitals, colleges or universities, shopping centres, cultural centres etc. third sector programmes and initiatives, for example, community arts, environmental restoration, heritage projects etc.
Pricing
This includes fiscal measures, such as taxation incentives or development levies, and charging, for example, congestion charging.
such as regulation, have longer timescales that will be important for implementing the full strategy vision.
significance of individual projects for the delivery of strategys aims type, size and implementation period of individual projects planning procedures that apply to individual projects availability of funds and land the economic strength of the area and level of developer interest the state of the global economy and property market requirements for early provision of infrastructure.
Pay particular care to selecting early projects as they will serve as benchmarks for design quality and send a signal about the partnerships aspirations and commitment to the existing and potential new communities, businesses, investors and developers. In some cases it will be necessary for the project partners to establish complex funding mechanisms in order to deliver the early projects, such as key transport or community infrastructure.
strengthening the existing or introducing new design policies in statutory plans: this is the best way of ensuring adherence to the agreed design quality principles and standards and an obvious mechanism to be used for strategies led by local authorities or developed within the statutory system setting up design review or quality panels: these are groups of external experts set up by the partnership to review emerging design for projects and initiatives arising from the strategy. These could be bespoke panels, established to oversee the emerging designs over a set period of time. Alternatively, an arrangement can be reached with an established national, regional or local design review panel to have a regular programme of reviews. setting up enabling panels: groups of external experts dedicated to advising delivery partners in the early stages of projects on issues of design process, brief development and design and development procurement; as with the design review, these may be bespoke panels or the existing local, regional or national enabling panels can be used. setting up design and development framework panels: the partnership may decide to establish a framework agreement with a number of design and development teams or consortia, based on a stringent tendering procedure and strong design criteria. Teams from the framework panel could then be appointed to deliver various projects within the strategy through mini-tenders. running design competitions: a good way of raising the profile of a large scale spatial strategy and achieving design quality is to procure design for the key projects through competitions. International competitions in particular can help to promote the strategy and attract investors and developers. Design competitions create opportunities for smaller creative teams and new talents to work on significant projects.
cross-boundary partnerships do not always have the longevity, resources or skills necessary to undertake this task the project team, which is ideally placed to take on the management of, if not directly carry out the task of monitoring, is often in place for a fixed period. It is sometimes dissolved even during the implementation phase as the delivery may take years or decades. After the project team is dissolved it is often unclear who is to take on the monitoring task (e.g. Greater Zurich Themeworld).
Choose indicators
When deciding the indicators the project partners should bear in mind the following:
be realistic about what is achievable at different stages, keeping the long-term horizon in mind focus on assessing long-term values rather than short-term costs measure economic, social and environmental benefits over the short, medium and long term include qualitative as well as quantitative indicators, for example, public opinion surveys alongside hard data.
adding new projects under the strategic themes re-thinking or abandoning the projects whose deliverability or potential impact significantly changed modifying, merging or abandoning strategic themes modifying the design quality standards and requirements making more fundamental adjustments to the direction of the strategy.
a substantial revision of the strategy is required, with full participation of all the stakeholders and the public, or changes can be addressed by lighter adjustments to the strategy, approved by the project partners and carried out by the project team.
Keep in mind that strategies have to evolve in order to be beneficial and continue to provide a way forward in creating the physical environment within which peoples quality of life will improve. Appropriate review process, financial resource and time are required to do that.
City-regions in the North of England based on travel-to-work patterns One North East for the Northern Way
Functional spatial clusters based on net commuting flows One North East for the Northern Way
Proposed light rail infrastructure and urban development opportunity areas in the Glattal municipalities. VBG Verkehrsbetriebe Glattal AG
Glattal municipalities and the light rail route. VBG Verkehrsbetriebe Glattal AG
an anti-poverty objective: to help ensure an adequate supply of affordable land for housing the poor a planning objective: to lay the foundations for an effective city planning regime a transport objective: to introduce an efficient network of public transport and trunk infrastructure into expansion areas; and a financial objective: to substantially reduce the cost of putting the essential city infrastructure in place.
The project team led by Professor Shlomo Angel from New York University organised workshops with municipal officials from the planning, legal, and finance departments to investigate options and develop spatial proposals. It was found that the best way of achieving project objectives was to focus on the early introduction of an arterial grid in the expansion areas, through advance acquisition of land and laying out a system of dirt roads. They saw the project as an opportunity to take a comprehensive approach to planning transport, public space and urban and economic development in this part of Zurich. They joined forces with private sector partners to develop a sub-regional development strategy on the back of the light railway project to stimulate investment and meet wider policy objectives. Regular monitoring of new developments within the 400m radius areas surrounding the new Glattalbahn stations indicates that so far the level of private sector investment has been 15-16 times higher than the investment made in the light rail by the public sector.
Planned transit-sensitive arterial grid in Milagro, Ecuador. Reprinted from Cities vol 25, Shlomo Angel, An arterial grid of dirt roads, p 146 162, (2008), with permission from Elsevier
Planned transit-sensitive arterial grid in Rio Bamba, Ecuador. Reprinted from Cities vol 25, Shlomo Angel, An arterial grid of dirt roads, p 146 162, (2008), with permission from Elsevier
education, training and new types of jobs they included the following: Industrial monuments: retention and creative reuse of key industrial heritage The new Emscher: regeneration of the river system Working in the park: provision of new types of employment spaces Living in the park: provision of new types of housing.
The most ambitious idea was to unite all the themes under the umbrella of a regional park. This entailed tremendous efforts to improve the environmental quality of the existing green areas and to clean up and integrate former contaminated industrial sites into a green network. Naming the regional park after the river Emscher, which was for decades the main industrial drain of the area and its most polluted element, was a clear sign of the projects ambition and the project leaderships confidence and resolve. The team carried out a huge amount of consultation with local authorities in the area to overcome an initial lack of interest in addressing the decline through coordinated delivery of local projects within the agreed strategic themes. Through a process of developing the joint strategy this view gradually changed as people realised that they had to work together to attract investment and people to live and work in the area. The result of the teams design work with local partners was a non-statutory, flexible spatial strategy to guide the work at local level. Each local authority eventually took on and translated the strategic directions into local policies and projects. After the conclusion of the initial regeneration programme led by IBA, further revisions of the strategy and the coordination of projects were led by Projekt Ruhr GmbH and Regionalverband Ruhr (RVR). There have been over 400 projects delivered across the sub-region since 1989. Read more about the Emscher Landshaftspark.
Masterplan for Emscher Landschaftspark 2010. Projekt Ruhr GmbH / Klartext / Germany
More detailed proposals for key areas and sites in the Emscher region. Projekt Ruhr GmbH / Klartext / Germany
More detailed proposals for key areas and sites in the Emscher region. Projekt Ruhr GmbH / Klartext / Germany
More detailed proposals for key areas and sites in the Emscher region. Projekt Ruhr GmbH / Klartext / Germany
More detailed proposals for key areas and sites in the Emscher region. Projekt Ruhr GmbH / Klartext / Germany
More detailed proposals for key areas and sites in the Emscher region. Projekt Ruhr GmbH / Klartext / Germany
conurbation-wide plans focusing on management and conservation of the strategic environmental, economic and social assets more detailed spatial plans for six sub-areas of the conurbation at 1:25,000 scale a design guide for local planning, including guidance for preparing urban projects, local plans and street design standards design briefs for eleven strategic sites, to demonstrate the application of the SCOT principles in the range of different contexts found in the conurbation.
The 1:2500 sector plan for Montpellier (urban core of the conurbation). Montpellier Agglomeration
A design brief for one of the strategic sites (a new business park). Montpellier Agglomeration
Cambridge Futures
Integrating strategies
The Cambridge Futures project looked at ways of relieving development pressure in and around Cambridge, in the context of statutory restrictions on growth, including a green belt around the city, and a high degree of perceived community opposition to growth. A group of local stakeholders, including public and private sector representatives, initiated and managed the project. They developed and evaluated several growth scenarios for the area, including a no growth option and a green swap option (including development in the green belt). Establishing a genuine choice of options, coupled with a well structured and clearly presented assessment of options, helped the project to get a wide buy in. This opened the door to the statutory planning process, and the projects results fed into the regional spatial strategy. Read our case study about Cambridge Futures.
Option 4: green swap, showing the Cambridge Airport area after the policy is implemented. University of Cambridge / Metaphorm
Option 2: densification, showing an area in Cambridge after the policy is implemented. University of Cambridge / Metaphorm
Exploring identity
The Thames Gateway identity project, commissioned by the Thames Gateway Strategic Partnership and led by CABE, studied the character and identity of the UKs largest regeneration area, stretching for 40 miles along the Thames Estuary from the London Docklands to Southend in Essex and Sheerness in Kent. Its aim was to investigate how the unique qualities of the landscape and existing places can be used to ensure new development in the area is of a high quality, creates value and drives investment. The background research was wide-ranging, including mapping the landscape and urban character, and consultation with the people who live and work in the area and the professionals engaged in change there. The subsequent publication New things happen set out a vision for the future of the Thames Gateway based on four identity themes to help create a strong, coherent image for the region. The study informed the overarching strategic framework for the Thames Gateway. It was the basis for a further programme of work by CABE including a Design Pact for the Gateway, which sets out the standards and approaches to development that must be adopted. Read more about The Thames Gateway identity project.
Thames Gateway Love to live character map draws on research commissioned by CABE and illustrates how the character of the Thames Gateway is set to develop in the years to come. Grundy Northedge
Cambridge Futures
An example of testing the options.
Economic efficiency or the likely impact on the cost of living (housing, transport, goods and services) and cost to firms (labour, premises and transport) Social equity or the likely impact on different socio-economic groups and locations in the area Environmental quality or the likely impact in terms of available open space, use of green field land and pollution.
The results of testing were summarised and presented in a clear and simple way, in a set of communication leaflets. A 20 minutes long video was also prepared for stakeholder consultation. In parallel to intensive communication in the local media, the options were exhibited in a number of venues across the area and a survey of public opinion conducted at the exhibitions. The project was successful in attracting interest and resulted in a high number of responses. The results were a surprise to the politicians, who believed the public was against growth in the area. A majority of respondents wanted a planning strategy which combined some growth in Cambridge city through densification, with growth outside the city based on public transport links. Read more about Cambridge Futures .
Results of the survey of public opinion on the proposed growth options Cambridge Futures
Benefits of large scale spatial strategies in Australia and New Zealand Kobus Mentz (2009)
Benefits of large scale spatial strategies in Australia and New Zealand Kobus Mentz (2009)
Stakeholder grid
An example of preparing the stakeholder communication plan.
Uniting Britain
An example of gathering information.
Average commuting distance by ward (km) 2001 Source: Census 2001 Based on data from EDINA UKBORDERS, with ESRC and JISC support, using copyright material from the crown and Post Office.
Knowledge industries 2004 Source: Nomis, Annual Business Inquiry Based on data from EDINA UKBORDERS, with ESRC and JISC support, using copyright material from the crown and Post Office.
Carbon dioxide emissions 2003 Source: National Atmospheric Emissions Inventory (2006) Based on data from EDINA UKBORDERS, with ESRC and JISC support, using copyright material from the crown and Post Office.
City-regions in the North of England based on travel-to-work patterns One North East for the Northern Way
Functional spatial clusters based on net commuting flows One North East for the Northern Way
Topography Settlements structure / pattern Density pattern Predominant land use pattern Economic activity centres Economic growth and productivity (across new and old economic sectors) Average income per capita Commuter regions and pattern Movement/transport network Media coverage Significant institutions, education, financial, international, VIPs Cultural facilities, shopping centres Forests, agricultural areas
One of the illustrations from the portrait of the Geneva-Lousanne sub-region maps its nationally and internationally renown institutions, corporate headquarters, schools, cultural institutions but also residences of its wealthy international clientele. This illustrates the fact that the area is an important research, financial and the centre of many international organisations, as well as rich and famous peoples playground and tax refuge - a place that those that have the choice, relocate to and stay in. Read more about Switzerland An Urban Portrait.
Lake Geneva metropolitan region One region, two catchment areas. ETH Studio Basel
Lake Geneva metropolitan region location of important institutions, headquarters, residents and facilities, contributing to the regions reputation as an international gold coast, against the map showing the average income per capita by commune, 1992 ETH Studio Basel
Lake Geneva metropolitan region commuting pattern (one line corresponds to one hundred commuters) ETH Studio Basel
Lake Geneva metropolitan region local radio and newspaper catchment areas ETH Studio Basel
Lake Geneva metropolitan region built-up zones (land use and density) ETH Studio Basel
economic leadership education environment quality of life smart, quality growth regional resolves and cooperation.
The report also quantifies the progress being made on key regional indicators and compares it to other state, national and international comparable regions; examining the gaps where regional collaboration might exist and identifying the challenges that must be addressed. Read more about Where in the World are We?
Economics indicator: Gross domestic product per capita world position myregion.com 2009
Quality of life indicator: net global migration rate per 1,000 residents 2008 world position myregion.com 2009
Residential Futures approach One North East for the Northern Way
Understanding the capacity of neighbourhood types to respond to the future housing needs of the economy. The areas of pressure are highlighted: - Type 2: Areas of potential - the better of the municipally-built housing areas - Type 3: Areas of opportunity - mixed/transitional areas - Type 4: Areas of constraint - 'hot' market areas One North East for the Northern Way
Analysis of spatial proximity to public transport and social deprivation Prosperous Places Pty Ltd, Urbanismplus Ltd and Auckland City Council
Correlation of proximity to opportunities and land value. Green dots represent areas with lower than expected land values given their proximity to opportunities. These are likely to attract early redevelopment and future changes to higher value land uses. Prosperous Places Pty Ltd, Urbanismplus Ltd and Auckland City Council
Translating a broad economic development demand forecast to a tangible schedule of work accommodation
The Northamptonshire Workstyle Trends Study for Invest Northamptonshire and Northamptonshire County Council aimed to help the county make sure that its strategic plan for jobs growth to 2031 was supported by the right accommodation and infrastructure. The project team led by DEGW developed a new approach to planning for the provision of employment land and accommodation, based on an analysis of workstyles and a detailed investigation of economic, organisational and planning trends in the county. The purpose was to examine workplace supply issues from a user demand rather than a planning point of view. The study, in a unique way, translated specific regional economic and demand data into a tangible schedule of workstyle-based accommodation / land requirements for use by urban designers and planners. The schedule was based on three key workplace characteristics: the building characteristics, the locality or neighbourhood characteristics and the provision of infrastructure such as transport and technology and economic support. Read more about the Northamptonshire Workstyle Trends Study.
Predicting the future workplaces that will best support economic development in Northamptonshire. DEGW
City Links
An example of analysing information.
offered a shared vision and understanding of the kind of communities the partners wish to create helped communications by crossing professional boundaries and providing a common framework and a clear and shared language supported a genuinely collaborative approach to achieving growth inspired innovation and a pursuit of higher standards by showing what has been achieved elsewhere and what can be achieved in Cambridgeshire.
The Charter was organised around 4 broad themes: community, connectivity, climate and character. There was also an overarching fifth C - collaboration - which was needed to make the principles of the Quality Charter work. The participating local authorities and agencies adopted the Charter as a clear policy statement of the aspiration to create major new developments that offer future communities a fulfilling, visually pleasing and environmentally sensitive way of life. They use the Charter as a 'material consideration' in their decision-making, especially in determining planning applications. The implementation of the principles of the Charter was supported by a programme of training for practitioners in all relevant disciplines involved in the planning and delivery of new communities. A number of study tours were also planned, to encourage continued collaboration, reinforce the Charter message and address key issues as they arise. Read more about the Cambridgeshire Quality Charter for Growth.
Hertfordshire Charrette
An example of the design phase for large scale urban design.
The transport-oriented scenario one of six growth options developed during the charrette Duany Plater-Zyberk & Co.
A detailed study of the redevelopment potential of the area around the railway station in Stevenage (before), illustrating the application of the transport-oriented scenario. The University of Hertfordshire
A detailed study of the redevelopment potential of the area around the railway station in Stevenage (after), illustrating the application of the transport-oriented scenario. The University of Hertfordshire
education, training and new types of jobs they included the following: Industrial monuments: retention and creative reuse of key industrial heritage The new Emscher: regeneration of the river system Working in the park: provision of new types of employment spaces Living in the park: provision of new types of housing.
The most ambitious idea was to unite all the themes under the umbrella of a regional park. This entailed tremendous efforts to improve the environmental quality of the existing green areas and to clean up and integrate former contaminated industrial sites into a green network. Naming the regional park after the river Emscher, which was for decades the main industrial drain of the area and its most polluted element, was a clear sign of the projects ambition and the project leaderships confidence and resolve. The team carried out a huge amount of consultation with local authorities in the area to overcome an initial lack of interest in addressing the decline through coordinated delivery of local projects within the agreed strategic themes. Through a process of developing the joint strategy this view gradually changed as people realised that they had to work together to attract investment and people to live and work in the area. The result of the teams design work with local partners was a non-statutory, flexible spatial strategy to guide the work at local level. Each local authority eventually took on and translated the strategic directions into local policies and projects. After the conclusion of the initial regeneration programme led by IBA, further revisions of the strategy and the coordination of projects were led by Projekt Ruhr GmbH and Regionalverband Ruhr (RVR). There have been over 400 projects delivered across the sub-region since 1989. Read more about the Emscher Landshaftspark.
Masterplan for Emscher Landschaftspark 2010. Projekt Ruhr GmbH / Klartext / Germany
More detailed proposals for key areas and sites in the Emscher region. Projekt Ruhr GmbH / Klartext / Germany
More detailed proposals for key areas and sites in the Emscher region. Projekt Ruhr GmbH / Klartext / Germany
More detailed proposals for key areas and sites in the Emscher region. Projekt Ruhr GmbH / Klartext / Germany
More detailed proposals for key areas and sites in the Emscher region. Projekt Ruhr GmbH / Klartext / Germany
More detailed proposals for key areas and sites in the Emscher region. Projekt Ruhr GmbH / Klartext / Germany
conurbation-wide plans focusing on management and conservation of the strategic environmental, economic and social assets more detailed spatial plans for six sub-areas of the conurbation at 1:25,000 scale a design guide for local planning, including guidance for preparing urban projects, local plans and street design standards design briefs for eleven strategic sites, to demonstrate the application of the SCOT principles in the range of different contexts found in the conurbation.
The 1:2500 sector plan for Montpellier (urban core of the conurbation). Montpellier Agglomeration
investigation by individual discipline-based theme at sub-regional scale (in groups) collective investigation of the integrated growth strategy at sub-regional scale more detailed testing / urban design at the level of growth pockets (individually and in different combinations).
Over the course of the workshops each group developed a provisional theme-based strategy for the sub-region. These strategies were integrated and specific studies and calculations of growth pockets completed giving rise to the overall strategy direction. Each group then re-evaluated and finalised their individual theme spatial strategy. During the workshops, key design ideas and options were also tested against delivery and an outline implementation strategy prepared. The implementation strategy was completed after the workshops. Read our case study of Greater Christchurch Urban Development Strategy.
Key steps within the two IBD workshops, alternating between theme-based and integrated work at sub-regional level and more detailed urban design work on growth pockets (individually and in different combinations) Urbanismplus Ltd
Detailed design and land use testing of the Hornby Halswell growth pocket Urbanismplus Ltd and UDS team
give the GZA an identity beyond political boundaries and entities raise its profile worldwide define guiding principles for economic development beyond traditional clusters create a foundation for a tourism/convention strategy inform the development of a Zurich brand.
The resulting Greater Zurich Themeworld study recognised and built on the areas strengths as one of continental Europes most prominent knowledge and creative hubs, with two internationally top-ranked universities, a considerable number of knowledge-driven small to medium enterprises (SMEs), international think-tanks and a thriving creative/cultural industry. Four themes were developed and refined in workshops and focus groups: 1. Machine in the garden: Combining top performance in different sectors of the economy (applied technology, high-end products, precision, etc.) with an archetypical garden of social and natural wonders. 2. Knowledge eccentrics: Attracting the individuals of todays global knowledge society, in line with Zurichs long tradition of providing a safe haven for out-ofthe-box thinkers and artists (Lenin, Dada, Joyce, Thomas Mann, Mazzini, etc.). 3. Corporate utopia: Working towards a new interpretation of corporate world less hassle, less lost time, more personal and civilised. In Zrich you can have some of the worlds best jobs while enjoying a relaxed and organised life. 4. Cultural innovation: Supporting rich cultural life and new ideas at all levels, building on the areas unique combination of cultures and people and the typically Swiss culture of style, perfection and design. The creative sector employs almost as many people as the financial sector. Together with the supporting information and an implementation strategy, the themes were summarised in Zurich Themeworld White Book. This book provided a foundation for all the subsequent identity, positioning, economic development and tourism strategies and activities. Zurich Themeworld was conceived and developed as a long term strategy, and it has been in implementation since 2005.
Greater Zurich Themeworld - A map of projects identified under each of the four strategic themes artesia AG
Hertfordshire Charrette
An example of testing the options.
Cambridge Futures
An example of testing the options.
Economic efficiency or the likely impact on the cost of living (housing, transport, goods and services) and cost to firms (labour, premises and transport) Social equity or the likely impact on different socio-economic groups and locations in the area Environmental quality or the likely impact in terms of available open space, use of green field land and pollution.
The results of testing were summarised and presented in a clear and simple way, in a set of communication leaflets. A 20 minutes long video was also prepared for stakeholder consultation. In parallel to intensive communication in the local media, the options were exhibited in a number of venues across the area and a survey of public opinion conducted at the exhibitions. The project was successful in attracting interest and resulted in a high number of responses. The results were a surprise to the politicians, who believed the public was against growth in the area. A majority of respondents wanted a planning strategy which combined some growth in Cambridge city through densification, with growth outside the city based on public transport links. Read more about Cambridge Futures .
Results of the survey of public opinion on the proposed growth options Cambridge Futures
City-wide spatial accessibility analysis of (from left to right): the existing spatial structure; the growth plan proposed by the old Local Plan and the new Strategic Planning Framework Space Syntax Limited
The Guidance is based on ten urban design principles Tibbalds Planning and Urban Design
Diagram showing how the Guidance relates to local planning policy Tibbalds Planning and Urban Design
Birds-eye view of the proposed major development areas Amsterdam City Council
education, training and new types of jobs they included the following: Industrial monuments: retention and creative reuse of key industrial heritage The new Emscher: regeneration of the river system Working in the park: provision of new types of employment spaces Living in the park: provision of new types of housing.
The most ambitious idea was to unite all the themes under the umbrella of a regional park. This entailed tremendous efforts to improve the environmental quality of the existing green areas and to clean up and integrate former contaminated industrial sites into a green network. Naming the regional park after the river Emscher, which was for decades the main industrial drain of the area and its most polluted element, was a clear sign of the projects ambition and the project leaderships confidence and resolve. The team carried out a huge amount of consultation with local authorities in the area to overcome an initial lack of interest in addressing the decline through coordinated delivery of local projects within the agreed strategic themes. Through a process of developing the joint strategy this view gradually changed as people realised that they had to work together to attract investment and people to live and work in the area. The result of the teams design work with local partners was a non-statutory, flexible spatial strategy to guide the work at local level. Each local authority eventually took on and translated the strategic directions into local policies and projects. After the conclusion of the initial regeneration programme led by IBA, further revisions of the strategy and the coordination of projects were led by Projekt Ruhr GmbH and Regionalverband Ruhr (RVR). There have been over 400 projects delivered across the sub-region since 1989. Read more about the Emscher Landshaftspark.
Masterplan for Emscher Landschaftspark 2010. Projekt Ruhr GmbH / Klartext / Germany
More detailed proposals for key areas and sites in the Emscher region. Projekt Ruhr GmbH / Klartext / Germany
More detailed proposals for key areas and sites in the Emscher region. Projekt Ruhr GmbH / Klartext / Germany
More detailed proposals for key areas and sites in the Emscher region. Projekt Ruhr GmbH / Klartext / Germany
More detailed proposals for key areas and sites in the Emscher region. Projekt Ruhr GmbH / Klartext / Germany
More detailed proposals for key areas and sites in the Emscher region. Projekt Ruhr GmbH / Klartext / Germany
conurbation-wide plans focusing on management and conservation of the strategic environmental, economic and social assets more detailed spatial plans for six sub-areas of the conurbation at 1:25,000 scale a design guide for local planning, including guidance for preparing urban projects, local plans and street design standards design briefs for eleven strategic sites, to demonstrate the application of the SCOT principles in the range of different contexts found in the conurbation.
The 1:2500 sector plan for Montpellier (urban core of the conurbation). Montpellier Agglomeration
A design brief for one of the strategic sites (a new business park). Montpellier Agglomeration
development projects such as creative sector initiative or knowledge marketing strategy communication and marketing efforts and campaigns flagship capital project, such as the new Science City and convention centre.
The most important and strongest impact was so far achieved in two areas:
dispersing the strategy internationally, through multiplicators and ambassadors such as global players, big consulting firms, high profile individuals reinforcing the cooperation and collaboration of partners on the issues of Zurichs identity and future through an informal Zurich Themeworld Steering Committee.
City of Zurich Canton of Zurich GZA AG (representing outlying GZA cantons) Zurich Tourism Zurich Airport University of Zurich Federal Institute of Technology (ETH) Fortune-500-Companies SME association
an agreed direction in GZAs development joint budgets for studies or communication activities a more coherent presentation of Zurich at international fairs and trade shows.
a continuous internet monitoring of the GZA image, reviewing what is written and said about the area measuring growth in certain sectors of the economy monitoring Zurichs ranking in key world city rankings.
Implementation diagrams