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Strategic (Spatial) Planning Reexamined

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  • Louis Albrechts

    (Catholic University of Leuven, Institute of Urban and Regional Planning, Kasteelpark Arenberg 51, B 3001 Leuven, Belgium)

Abstract

In the 1990s a strategic approach to the organization of space at different levels of scale became more prevalent. Increasingly, it is being assumed that the solutions to complex problems depend on the ability to combine the creation of strategic visions with short-term actions. The creation of strategic visions implies the design of shared futures, and the development and promotion of common assets. Moreover, all of this requires accountability within a time and budgetary framework and the creation of awareness for the systems of power. Delivering on these new demands implies the development of an adapted strategic planning capacity and a shift in planning style in which the stakeholders are becoming more actively involved in the planning process on the basis of a joint definition of the action situation and of the sharing of interests, aims, and relevant knowledge. In this paper I aim to provide building blocks for such an ‘alternative’ strategic (spatial) planning approach. It is based on two different sources. The first source is critical planning literature and strategic thinking in business, which will be used to broaden the scope of the concept. The second source consists of European strategic planning practices.

Suggested Citation

  • Louis Albrechts, 2004. "Strategic (Spatial) Planning Reexamined," Environment and Planning B, , vol. 31(5), pages 743-758, October.
    • Handle: RePEc:sae:envirb:v:31:y:2004:i:5:p:743-758
    DOI: 10.1068/b3065
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    References listed on IDEAS

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    1. Margit Mayer, 2003. "The onward sweep of social capital: causes and consequences for understanding cities, communities and urban movements," International Journal of Urban and Regional Research, Wiley Blackwell, vol. 27(1), pages 110-132, March.
    2. Patsy Healey, 2004. "The Treatment of Space and Place in the New Strategic Spatial Planning in Europe," International Journal of Urban and Regional Research, Wiley Blackwell, vol. 28(1), pages 45-67, March.
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    Cited by:

    1. Chiara Cocco & Christian Rezende Freitas & Ana Clara Mourão Moura & Michele Campagna, 2019. "Geodesign Process Analytics: Focus on Design as a Process and Its Outcomes," Sustainability, MDPI, vol. 12(1), pages 1-24, December.
    2. Peter Newman, 2007. "Strategic Spatial Planning: Collective Action and Moments of Opportunity," European Planning Studies, Taylor & Francis Journals, vol. 16(10), pages 1371-1383, August.
    3. Guido Noto & Lidia Noto, 2019. "Local Strategic Planning and Stakeholder Analysis: Suggesting a Dynamic Performance Management Approach," Public Organization Review, Springer, vol. 19(3), pages 293-310, September.
    4. Eduardo Oliveira, 2017. "Situated practices of strategic planning – an international perspective," European Planning Studies, Taylor & Francis Journals, vol. 25(2), pages 351-354, February.
    5. Jean-Francois Guay & Jean-Philippe Waaub, 2019. "SOMERSET-P: a GIS-based/MCDA platform for strategic planning scenarios’ ranking and decision-making in conflictual socioecosystem," EURO Journal on Decision Processes, Springer;EURO - The Association of European Operational Research Societies, vol. 7(3), pages 301-325, November.
    6. Eduardo Oliveira, 2014. "Making Strategies in Spatial Planning-Knowledge and Values," European Planning Studies, Taylor & Francis Journals, vol. 22(4), pages 885-888, April.
    7. Constantina Alina Hossu & Ioan Cristian Iojă & Maria Pătroescu & Adrian Dușa & Anna M. Hersperger, 2019. "Dispute Resolution and Collaborative Decision-Making: What Accounts for Their Effectiveness? The Case of Romania," Sustainability, MDPI, vol. 11(24), pages 1-13, December.

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