The concept of the new solution
Central to this approach are two interconnected elements: identifying “white spots” (topics overlooked in the formal planning) and adapting the “governance” structures. Stakeholders not traditionally involved in the metropolitan planning, such as local non-state actors, scientists, civil society groups, and small and medium enterprises (SMEs), should be actively included. Their targeted involvement allows their specific issues and needs, previously unnoticed, to be addressed. The consequence of this is that the governance structure must be adapted so that it can meet the new objectives. This shifts from dominantly top-down strategic metropolitan planning to a more inclusive bottom-up process. These steps form the new solution:
1. Identify the appropriate point in time
The first step is to determine when the new solution can be integrated into existing planning practice. This often occurs when strategically important agreements or legally binding planning documents are due to be revised. This marks the entry point for initiating change.
2. Expand the circle of stakeholders
To open the updating process, the circle of stakeholders must be expanded to include actors who were previously not involved or not sufficiently involved, especially non-state actors from the local level, science, civil society, and the economy, such as SMEs. A targeted address and invitation enable their participation.
3. Identify and integrate “white spots”
The needs and objectives of these newly included actors represent “white spots” − cooperation topics overlooked by those legally responsible for planning. The new solution identifies them in advance and are taken as a starting point. This allows a more focused and strategic approach to stakeholder discussions. The integration of these new topics contributes to a more comprehensive approach to metropolitan development.
4. Define the appropriate spatial framework
Integration also requires identifying the appropriate spatial framework. Some topics may concern the entire metropolitan area, while others are relevant only to sub-regions. Areas with specific development concepts, e.g. urban-rural relationships or axis concepts, should be particularly emphasized.
5. Link topics and areas cooperatively
By linking specific topics (introduced bottom-up) with specific areas (defined cooperatively), the basis is created to develop an appropriate governance structure. This structure must be derived from the goal. The goal determines the means and ways.
6. Develop flexible and temporary governance
Governance should be flexible and temporary, with its spatial scope appropriate to the specific problem. At the metropolitan planning level, it must be accepted and integrated, for example through information loops, monitoring, or continuous reporting. In the medium term, informal and formal structures can be more closely connected. A SWOT analysis can support this process. Governance is adapted to the spatial and thematic priorities, promoting cooperative networks over fixed hierarchies.
7. Use workshop formats and design thinking
Workshops and subsequent events (for continuing work on solutions) are essential to both elements. Methods are based on design thinking, with break-out sessions, plenum sessions, and world café formats, fostering cooperative negotiation and communication.
Innovativeness of the new solution
The new solution is innovative in areas where strong participation has not been part of development strategies yet. It improves the workshop tool created by the City of Warsaw by taking the white spots as a starting point and expanding them to the spatial aspects. It offers a governance structure where the informal participation is fundamental.
Strengthening metropolitan cooperation
This new solution significantly impacts the metropolitan cooperation by establishing stronger links between formal and informal planning instruments, enhancing engagement of stakeholders from different sectors, and reinforcing trust within the metropolitan governance structure. The approach creates a deeper sense of community and metropolitan responsibility.
Replicability of the new solution
The methodology requires minimal financial resources, no extensive management structures, and fits seamlessly into existing legislative frameworks. Its adaptability and transferability make it particularly suitable for metropolitan areas transitioning from top-down strategies toward more dynamic, bottom-up metropolitan development practices.
The solution was based on the pilot action focused on the participatory planning to the vision process for the Metropolitan Area Berlin-Brandenburg, enhancing the best practice “Organization of workshops” developed by the City of Warsaw. More details about the pilot action can be found here.
Overall, “Bottom-up process-oriented stakeholder involvement” presents an innovative, effective model fostering comprehensive participation, strategic development, adaptability, and strengthened metropolitan cooperation and governance, ultimately enhancing democratic processes and institutional trust. More details about the new solution can be found here.