|- The Best Practice Model „Networkcity Glattal“ in the Zurich Metropolitan Area, Switzerland 89 kb|
|by Gabi, Simone | firstname.lastname@example.org |
|This case study reflects on experiences of the process management team from the Best Practice Model „Networkcity Glattal“. The distinctive aspect of this Best Practice Model is the dual objective: defining possible futures for an attractive, livable region as well as identifying the necessary processes and organizational structures in order to gain more capabality for action. |
|Organization and Responsibilities of the Best Practice Model „Networkcity Glattal“|
The Best Practice Model is part of the „agglomeration policy programme“ of the swiss federal government, which aims to support cooperation between communities and superior administrative and political levels.
The responsibility and lead for the best practice model „Networkcity Glattal“ lies in the hands of the regional initiative „glow.das Glattal“, an association formed by executive members of eight local authorities. The initiative is cooperating with partners from federal and canton levels.
The process management is carried out by an interdisciplinary team, composed of planners and experts for social and economic issues from the ETH and a private planning agency.
The objectives of the Best Practice Model, which started in September 2003 and will run until September 2005, are defined through two parallel levels of action:
On the content level, the goal is the development of an attractive, livable region in the urbanised landscape. On the process level, the goal is the establishment of forms of cooperation such as organizational structures and roles for communication as well as a shared perception of problems and tasks. The manifested outcome is an action package, composed with the commitment of all participants.
Generation of Experiences
The process management team is in charge of coordinating the participants and guiding through the process of this open-result-project. The team is developing and adapting strategies as the process evolves, in order to operate flexible, offer adequate working methods, set the right pace and perceive and handle problems of cooperation. All participants, including the project leaders and the process management team, are thus generating insights as a result of the learning process. The case study will reflect on the experiences and insights and share them with other Agglomeration Policies Projects and the ISoCaRP Congress Participants.
|Metropolitan Govnernance, Swiss Federal Agglomeration Politics, Best Practice Model, Zurich Glattal Stadt|
Case Study presented on the ISOCARP Congress 2004: Management of Urban Regions
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