CONTENTS

J. Duhok Univ., Vol. 14, No.1 (Pure and Eng. Sciences), Pp 1-8, 2011
“metaproject” amongst the proposed strategic
projects.
The construction and the use of a polyvalent
evaluation model go towards the direction to
conceive the strategic planning process as an
intelligent guide of sectorial and precise actions
being already operational, be them policies or
works: evidencing and exploiting the positive
energies existing in the territory. In any case it is
thus necessary a cognitive apparatus (a record of
the projects and of the actions being carried out
in the project’s area, be it institutional or not)
which could allow the evaluation and, case by
case, exploitation, correction, integration
(Piroddi E., 1999).
The target is that of selecting projects and
policies which might contribute to the increase
of the territorial and environmental quality. If
the development sustainability depends from the
equilibrium and the synergies between
economical, territorial, environmental and social
transformations, to increase the territorial
patrimony, it is just on the inter-sectorial
relations that the single actions’ coherence must
be searched. The construction of a polyvalent
evaluation model of policies, plans and projects
referred to each strategic project area constitutes
a prominent element of the proposed planning
methodology. In this picture the evaluation
which means to attribute to a project or to a plan
quality or criticity characteritsics becomes
intrisecally tied to the decision and projectual
action, making explicit and verifiable the
projectual choices towards the local territorial
impact optimization criteria.
THE PROSPECT OF THE PLAN IN
LOCAL DEVELOPMENT
It is typically a planning activity of integrated
type, in the sense that it points to exploit the
effects that derive from putting in a net different
sector's policies and interventions demand
crucial (Mazza L., 1977). It is a creative process,
in which each involved subject, bearer of a
specific definition of the problems, of the
priority and the development necessity,
contributes to elaborate the basic orientation and
the missions of the community. In this sense it
intends to activate – and this constitutes perhaps
its most important result – an actors’ selfreflection
process (Forester J. 1989, Porter
M.1987) about the future of a territory.
The plan has therefore, as aim, the
construction of a document which can
individuate the problems, the opportunities, a
territory’s development targets 7 and scenarios.
Certainly the plan takes the territory as its’
application field (Mazza L., 1997), but it looks
towards the town as the possible policies’ space
and therefore from time to time its reference
changes. It can be a specific dimension because
it is recognized by the local actors as worth of
particular attention (requalification of the
historical town) or in a wider sphere, referred to
the different development geographies (the role
of the town in a territorial context).
The plan reference territory therefore is not a
data but a sequence (construction), it depends
from the places toward which the actors’
attention is drawn and from the level at which
the questions that they put can be treated.
In order to respond to the challenges that the
future delineates it is necessary to take into
consideration some principles.
1.The first principle refers to the assumption of a
pragmatic approach, which doesn’t wait the
completion of a comprehesive project to be able
to operate, but which starts to work in the sense
of the anticipation of that general project.
Between comprehensive project and details
choices it is necessary to establish a co-evolution
connection, in the sense that the second
contribute to define the first but that from this
they are also conditioned.
Let’s take the case of the historical town. It
deals with a town’s area that seems to require the
activation of a regeneration complex policy (that
is to say made of different interventions and
integrated between them) which can’t wait the
conclusion of the general variant’s iter
to be started, but that, instead, can supply to
the General Town Plan interesting test elements
and, more in general, useful indications to the
urban policies on how to plan multidimensional
interventions. The strategic plan intends to
consider the pragmatic approach as its own
orientation principle, indicating those actions
which can be immediately started or that it is
necessary to discuss for their relevance.
2. The second principle is that of subsidiarity, as
the modality to define the relations between the
institutional subjects and, more in general,
between the public policies’ actors. The
subsidiarity concerns the appointment of
competences towards those subjects who are the
nearest to the treatment of the problems (be
these public or private) and therefore an
assumption of responsibility by them.
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