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Madrid Strategic Plan 1994: Phase 1
  Madrid Strategic Plan Metro Matrix Metropolitan
  Madrid in 1989 confronted many challenges. It had to take a leading role in National and International terms.

The Strategic Plan of 1994 played two very relevant goals:
1) It developed a Dialogue among decision-makers. Overall 400 were involved. 400 leaders of all economic, social, academic and political sectors. They were able under the Strategic Plan to achieve a consensus about the future of Madrid. This had many beneficial effects on coordination Public and Private policies, strategies and efforts. A multiplier effect was the outcome and it propelled Madrid economic and social role in Spain as never before.

2) It defined the Economic and Social Targets and objectives for the future of Madrid. All of them consistent and coordinated. These socio-economic objectives fed the 1996 Metropolitan Plan of Madrid. (see: ) The Metropolitan Plan became the physical expression of these strategies and supported them for an interactive synergic effect.

Madrid was able due to this Plan and its implemented proposals (see: Madrid Metropolitan (Regional) Plan effects 10 years later. At: ) to become the turning table between Europe and Latin America as proven by the fact that Madrid Airport jumped from 9 to 53 million passengers generating 220.000 jobs.

Some local politicians, like the later to be President of the Region, Esperanza Aguirre, unaware of the relevance of dialogue as part of the effects of efficient Governance, made public their local ideological approach by declaring that the Plan, as not to be approved for compulsory enforcement, was useless.
Madrid Strategic Plan 1994: Phase 2
  Madrid Strategic Plan Metro Matrix
  There are 2 ways to produce a Strategic Plan: with ‘figures’ or with ‘words’.
- A ‘figures’ Strategic Plan requires a strong technical background, the extrapolation of tendencies in economics and social terms, and the setting up of policies that will take those tendencies to the desired direction.
- A ‘words’ Strategic Plan requires to build up a consensus among the stakeholders: Corporate and citizens in general. Corporate stakeholders organized around discussion tables where they bring about their complex objective and subjective knowledge share at the end of the Plan a common set of objectives for the metropolis, Region or City.

The discussion/consensus building takes 4 Phases:
1) Analysis of problems and potentials.
2) Determination of the factors that affect the issues.
3) Definition of the actions to influence those factors.
4) Design of the programs to undertake those actions.

Up to 400 decision-makers were involved in this process. In the phase upfront they were more academic and theoretical thinkers. At the later phases they were action men involved in political and entrepreneurial management. The substitution was progressive and some of them were involved in two consecutive phases to provide continuity.

The result was a success of flowing discussion and consensus building. Madrid became even more the motor of Spain with a defined global-international role.