机动化与城市人居环境的协调发展

,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,机动化与城市人居环境的协调开展Harmonious Development between Mobilization and Urban Habitat Environment,开展与挑战Development and Challenge,城市化所带来的挑战Challenge From Urbanization,快速的城市化进程将在今后的20年期间，造成3亿左右的人口进入城市，这意味着有相当一批50-80万人口的城市将要快速开展成为百万人口以上规模。,In the next 20 years,3 billion people will move in the city during rapid urbanization.It will push some cities with 500,000800,000 population into large cities with more than a million population.,这种变化意味着相当数量城市的交通骨架需要巨大的变化，土地和环境资源的紧缺更加凸现。,Transport Arterial Networks in many cities are requested to increase a lot under this great change.Shortage of Land and environmental resources emerges.,大规模的交通根底设施建设会极大地影响城市原有的气氛与环境。,Large-scale Transportation Infrastructure construction will greatly influence the original feeling and environment of the city.,城市的管理者缺乏对于未来挑战的思想准备，却期待城市产业规模、人口规模、用地规模的巨大扩展。,Urban Mangers are lack of preparation for future challenge,but expect the huge expansion of industry,population and Land.,惠州市惠城区顶峰小时交通流量分布情况,Peak Hour Traffic flow distribution of Huizhou City,LEGEND,原有城市格局局限了主城区干线道路的扩展能力。,Original Urban form limits the expansion ability of Arterial Roads in the city center.,依托高速公路开展起来的城区需要彻底调整原有布局,Urban areas which developed by Freeways needs to adjust the configuration totally.,Planned city entrance in the east,Planned city entrance in the west,Current entrance,To Shenzhen,To Shenzhen,To Shenzhen,To Chenjiang,To Huicheng,To Shanwei,To Shanwei,Freeway,原有小规模城市在扩展过程中所遇到的路网结构调整问题,Road Network needs to be adjusted in the expansion process of small-sized city.,Revision of Urban Master Plan of Huaian City,第二产业开展与城市环境的冲突对于道路功能的影响港口造成的冲突,Conflicts between Second Industry Development and City Environment influence road network functionsCaused by Ports,有待开发的水上交通资源,Undeveloped Water Transport Resources,Bus Routes along the Huangpu River,战略与实施,Strategies and implementation,城市交通战略规划的结构模型,Structure Model of Urban Transportation Strategic Planning,明确战略要点的方法与途径,Four Approaches to Strategic Issue Identification,途径,Approaches,途径描述,Descriptions,适用条件,Adaptive Conditions,适用范围,Adaptive Areas,直接法,规划者直接通过使命、责任和,SWOT,分析等阐释战略要点。,对于目标未形成共识或目标过于复杂；不存在已有的愿景或愿景无法描述；不存在具有强制各方接受统一目标的机构或个人；环境过于多变难以形成统一的目标和愿景，局部的、应急的行动更为有效。,适用于大部分公共部门。,一般情况下，需要有一个组织（往往具有联合性）承担战略要点的明确与相关问题的解决（至少是部分承担）。,The direct approach,Planners go straight from a review of mandates,mission,and SWOT analyses to the identification of strategic issues.,(1),There is no agreement on goals,or the goals on which there is agreement are too abstract to be useful.,(2)There is no preexisting vision of success,and developing a consensually based vision will be difficult.,(3)There is no hierarchical authority that can impose goals on the other stakeholders;,(4)the environment is so turbulent that development of goals or visions seems unwise,and partial action in response to immediate,important issues seems most appropriate.,Adaptable for most public organizations.,Generally,there must be a coalition that is fully committed to identifying and resolving at least some of the key strategic issues the organization faces.,途径,Approaches,途径描述,Descriptions,适用条件,Adaptive Conditions,适用范围,Adaptive Areas,间接法,通过组织内部共同参与的形式明确战略要点。,当规划者与组织内的部分主导性成员意识到部分战略需要重大转变，甚至往往是反向性转变的同时，尚未完全把握现存战略的问题以及重大转变的必要性。,与直接法相同。,The indirect approach,The planner team work together to identify strategic issues.,When mayor strategic redirection is necessary but members of the planning team and the organization redirection has not yet grasped the need for it or can not sense where such changes might lead.,Same as the direct approach.,途径,Approaches,途径描述,Descriptions,适用条件,Adaptive Conditions,适用范围,Adaptive Areas,目标法,为组织确立目标，并为实现该目标而明确战略要点。,有可能为组织设立统一的目标，并且目标的明确性与具体性可以指引相关的战略要点的明确与战略的讨论。,较为适用于等级制度较强的组织，且不存在对组织具有强大影响力的外部力量。,The Goals approach,An organization first establishes goals and objectives for itself and then goes on to identify issues that need to be addressed in order to achieve those goals and objectives.,A fairly broad and deep agreement on the organizations goals and objectives must be possible,and the goals and objectives themselves must be specific and detailed enough to provide useful guidance for developing issues and strategies.,This approach is also more likely to work in organization with hierarchical authority.,途径,Approaches,途径描述,Descriptions,适用条件,Adaptive Conditions,适用范围,Adaptive Areas,愿景法,为组织描绘完美的愿景，并为实现该愿景明确其战略要点。,组织有较高的战略整合的要求，即各方意识到直接法、间接法、目标法无法整合各方的战略意向的情况下。,更适合于非盈利组织。公共部门往往在领导换届等情况下较为适用。,The vision of success of approach,The organization is asked to develop a“best”picture of itself in the future as it fulfills its mission and achieves success.,Integration across a variety of strategies is necessary.In other words,the approach can be used when sponsors,champions,and planning team members believe that simply identifying issues directly or indirectly or articulating goals is unlikely to promote the level of strategy integration that is perceived as necessary.,More dependable for nonprofit organizations.It also is likely