After the starting-up of various projects in many European cities, Venice too embarked on the path of the Strategic Plan as a mean for focusing on medium term goals, activities and perspectives, all of which are shared and supported by a multitude of active participants. The Strategic Plan is a scheduling document in which the creation of conditions for local development is assumed both as a goal of the city goverment itself and as a process which will start policies able to grant the social, economic and cultural quality of the community in question. This strategical approach to development issues allows to:
 spot the system’s possible future landscapes;
 help the single parts of which the local system is composed to share a common view of the landscape of development, and promote a general activity whose aim is to define projects and to evaluate comparatively the size of their impact;
 support cooperation agreements between the public and the private sector;
 evaluate projects on the basis of their adherence to the general strategy and to the urbanistic compatibility and sustainability principles;
 set a list of priorities between the different interventions necessary to the fulfilment of goals;
 promote an effective use of the available resources;
 monitor the realization of the proposed projects.

In Venice, the city council has been approaching to this model since the mid 90’s, trying to relate each urban and territorial transformation project to articulated intervention policies, referable to a strongly shared city development landscape.

As a matter of fact, the city council administration considers this idea of feasible city both as a landmark for its activities and as an aim to pursue even by means of all the different innovative procedures which have been determined and tested during the 90’s, and whose success and exploitation have always been depending on the ability on behalf of the promoting body to intensify and strenghten both gathering relationships with the private sector and suggesting / participating relationships with the public sector.