Strategic (Spatial) Planning Reexamined

TLDR

Since the 1990s, strategic spatial planning has evolved to integrate long‑term visions with short‑term actions, demanding accountability, stakeholder engagement, and shared futures within time and budget constraints. The paper offers building blocks for an alternative strategic spatial planning approach. The approach draws on critical planning literature and business strategic thinking to broaden the concept, and on European strategic planning practices.

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.