Stakeholder Involvement in City Planning

This assignment delves into the critical role of stakeholder involvement in successful city planning. Using Brisbane's 2014 plan as a case study, it examines how diverse stakeholders, including residents, businesses, government agencies, and developers, influence urban development projects. The essay highlights the benefits and challenges of multi-stakeholder engagement, emphasizing the need for collaboration and conflict resolution to create sustainable and inclusive cities.

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Individual Essay Assignment
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Stakeholder involvement in City Planning
Tourism is a significant part of urban planning. In order to blend the modern and cultural
perspectives in the development the participation of numerous stakeholders is necessary
(Harrison & Wicks, 2013). The community, travelers, employees, business owners, public
and private developers are some of the crucial stakeholders. These are important because of
they are the beneficiaries and they facilitate the successful completion of the project.
However, the multilevel number of stakeholders tends to give rise to conflict of interests
(Giezen, 2012). The stakeholder theory points out the importance of creating value across all
parties involved including competitors and suppliers. The development of new streets cannot
happen successfully without putting into consideration the people’s lifestyle, community
needs and the local council plans. Available resources determine the extent to which the
upgrade takes place. In the Brisbane plan, there is the priority and main plan. This is
important because it prevents a conflict of interest. For example, the transformation of the
riverfront considers Howard Smith Wharves, Queens Wharf and William Street precinct and
City Reach as co-projects.
Contemporary urban tourism influences change in location (Ashworth & Page, 2011).
Important factors influencing this change revolves around the ‘Place and People’ elements.
These shape the development of urban centers. The service industries in the project includes
hotels, restaurants, shopping malls and recreation parks. Business travelers search for
locations with amenities and quality services. Clean and green cities are a major attraction
today. Internal and external stakeholders are important in complex multiple stakeholder
projects (Waligo, Clarke, & Hawkins, 2013) The City Bridges have a design that considers
ways of crossing and connecting the city with its neighborhoods. The development of the

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Kangaroo point bridge and Victoria Bridge must have an insight of the best way to link with
its neighbors. City Boulevards streets have a dynamic platforms that befits its users’ lifestyle
of urban life. It improves culture, economy and city movements. As development planners
consider giving city dwellers better roads, they also have to ensure the satisfaction and
security of business owners. Focusing on Queen Street affects street users in Edward Street,
Adelaide Street and Elizabeth Streets. In the same way, the development of a Green Spine
with a subtropics corridor connecting Wickham and Roma Street Parkland comes as a boost
to the City Botanic Gardens, Wickham and Roma Street beneficiaries. Grand projects
require a multidisciplinary approach (Rydin, et al., 2012).
The grand arrivals transit stations redeveloped to facilitate the transportation also shows a
unique architecture and public space. This means it has intertwined projects like the central
station and Roma Street station. Stakeholders profiling helps to clarify the extent of their
involvement. For example the Transit city, provides convenient and comfortable travel
within the high capacity transit system and it includes the revitalization of the underground
system needs to match new development and city interconnections. This is visible in its
distinctive architecture, which is a blend of the modern subtropical design and is natural
beauty. Strategic development compliments the neighborhood plan and design with a
subtropical heritage loop and its 24/7 event city which improves trading hours, considers the
stakeholder value (Morrison, 2013). Therefore, the 2014 Brisbane plan ensures that the
creative economic center provides a meeting place and creative industry to meet all kinds of
needs. Brisbane is a haven for business and cultural tourists. Developing a successful
business center needs consultations from all parties involved or affected. Street lighting

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benefits the businesses and assures visitors of security. Professionals in engineering,
construction and project development come into play for a successful project.
Culture as an important people element features greatly in this urban plan. The Howard
Smith Wharves shows an exclusive destination with a landmark site filled with heritage
details. Within the plan is the development of an environment that considers the people’s
outdoor lifestyle. The location is a revitalized natural asset whose reflection resembles its
geographical natural beauty and the dwellers’ heritage. It is also a tourist attraction center
with events. The crucial economic factor is the people and places (Vanhove, 2011). The
project has a framework and river walk link with refurbished building and it shows the
redevelopment of a commercial location. Conflict of interest could arise between the Queens
Wharf and William Street precinct because of the refurbished city buildings, venues of
entertainment and waterfront city. Stakeholders here include the Ministry of local
government, business owners, the Museum management and the Brisbane City Council.
Employees working on the creation of beautiful sceneries like the Spring Hill to Kangaroo
Point may detest poor salaries and unsafe working conditions. This stakeholder partnership
agenda seeks to create a breathtaking retail environment with benefits such as an ample
footpath, spacious green environment and improved buildings. It provides a beautiful public
space with lighting and functional streets.
In conclusion, the success of a city refurbishment plan involves the project workers, project
managers, city dwellers, the business community and its ministries. The involvement of
professionals in the project calls for consultations from all sectors. The technical and
advisory teams work together to deliver a satisfactory location. People and place is an

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important factor in an urban development project because the location targets and involves
people. The Brisbane plan is an example of a city development with a myriad of
stakeholders. It includes development partners, beneficiaries and interested parties. Those
affected in the project are the host community members, professional project developers,
city visitors or travelers, the business community, the national government, local
government and competitors. The people and place shapes the success of the service sector
to determine the successful completion of the successful completion of the project. The
development of Brisbane as a tourist and business location inputs attributes that attracts
people to its places. Nature, landmark sites and heritage attractions are some of these
attractions. Therefore, the refurbishment of a city must incorporate stakeholder interests. In
order to avoid a conflict of interest, it is necessary to prioritize and to engage the
stakeholders in the process.

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References
Ashworth, G., & Page, S. J. (2011). Urban tourism research: Recent progress and current
paradoxes. Tourism Management, 32(1), 1-15.
Giezen, M. (2012). Keeping it simple? A case study into the advantages and disadvantages of
reducing compelxity in mega project planning. International Journal of Proect
Management, 30(7), 781-790.
Harrison, J. s., & Wicks, A. C. (2013). Stakeholder theory, value, and firm performance.
Business Ethics Quarterly , 97-124.
Morrison, A. M. (2013). Market. Routledge.
Rydin, Y., Bleahu, A., Davies, M., Davila, J. D., Friel, S., De Grandis, G., & Lai, K. M. (2012).
Shaping cities for health: complexity and the planning of urban environments in the 21st
Century. Lancet, 2079.
Vanhove, N. (2011). The economics of tourism destinations. Routledge.
Waligo, V. M., Clarke, J., & Hawkins, R. (2013). Implementing sustainainable tourism: A multi-
stakeholder involvement management framework. Tourism management, 36, 342-353.