How to approach a green infrastructure strategy without getting lost in the diagnosis
In many municipalities, the green infrastructure strategy starts with momentum but then stalls amidst paperwork. Sometimes this is due to over-analysis; other times it's because it's perceived as... unapproachable For small teams or those without specialists. Here's how to go from data to direction: shared vision, clear priorities, and a dynamic plan that moves from paper to the field.
Published October 9, 2025 · Green Infrastructure Strategy
1. Diagnosing is not the goal
A solid diagnosis is valuable, but only if it guides decisions. Too often, the process becomes an end in itself: extensive catalogs of data that don't change the course of events. The problem is compounded when it's led by entities with a highly academic view of ecosystems but little experience in project management and leadership: the report is impeccable from an ecological standpoint, but operationally confusing.
Diagnosis as a destination
Months of analysis, fact sheets and maps without prioritization or responsible parties.
Diagnosis as a starting point
Sufficient information to decide and prioritize with clear deadlines and owners.
A strategy is not built with more data, but with clear decisions about what to do with the data that already exists.
How to avoid paralysis
- Define from the beginning what will it be used for the diagnosis (planning, grants, works, communication).
- Do not collect information that don't change decisions.
- Fixed time and scope limits. With no closing date, the analysis expands endlessly.
- Assign a executive officer that translates results into action plans.
2. Shared vision comes first
Each municipal department (environment, urban planning, maintenance, citizen participation, health) has its own language and rhythm. Without a common and civic vision, The strategy is fragmented into disconnected projects. The first phase must align that vision: a cross-cutting framework that describes the desired city (more shade, better thermal comfort, healthy and resilient spaces).
How to build that vision
- Brief, focused session between key areas to identify points of convergence.
- Define three strategic axes (e.g., ecological connectivity, citizen well-being, climate resilience).
- Link each project to a central theme; anything that doesn't fit is postponed or discarded.
The EU Mission Adaptation to Climate Change It highlights that the fastest-advancing cities start from a shared vision rather than a technical list.
3. City strategy, not just environmental
Reducing green infrastructure to a purely “environmental” issue limits its scope. It is a urban strategy which affects mobility, health, planning, and communication. A city with a solid strategy doesn't just plant trees: plan well-being and resilience networks.
Isolated actions
Green interventions with no connection to mobility, health or public space.
Wellbeing Network
Corridors, shade and schoolyards aligned with health, education and uses of space.
Why consider it as a city strategy?
- Connect with health, education and public space policies (cross-funding and less duplication).
- Define cross-cutting indicators: thermal comfort, use of space, citizen perception.
- Measure tangible benefits, not just green space or planted species.
Greenery does not compete with the city: it makes it more livable, more coherent, and more humane.
4. From analysis to action: prioritize
The strategic leap happens when analysis is transformed into actionable decisions. This requires a map of priorities: what to do first, with what resources, and what impact to expect. A useful method is Impact vs. Effort, which identifies visible and feasible actions.
| Type of action | Example | Perceived impact | Effort |
|---|---|---|---|
| Quick and visible | Shadows in school square and benches | High (families and seniors) | Low-medium |
| Connectivity | Green corridor between two parks | Medium-high (ecological and social) | Half |
| Structural | Renaturalization of urban ravine | Very high (resilience) | High (multi-year) |
He MITECO recommends prioritizing interventions scalable, measurable, and with clear tracking, instead of perfect but inert plans.
5. From document to citizen narrative
Strategy is not consolidated with reports, but with public legitimacy. Each project must explain what improvements, who benefits, and how will it be measured. It's not about simplifying, but about translate The technique becomes everyday experience.
Technical jargon
“We implement nature-based solutions.”.
Plain language
“More shade and less heat in your neighborhood this summer.”.
Good storytelling practices
- Specific messages: that change, when and for whom.
- Visualization: simple maps, comparative photos, quarterly progress reports.
- Coherence: connecting each action to a narrative thread (“a city that breathes green”).
Reinforce it with Institutional communication and citizen participation: gives continuity to the technical work and legitimizes decisions with clarity and active listening.
6. Case study: Mediterranean city (~40,000 inhabitants)
A fictional coastal municipality with very hot summers, a tight budget, and a small technical team. They start with several scattered documents and incomplete maps. Over four weeks, the town council implements a strategic green infrastructure approach focused on shared vision, prioritization and clear narrative.
Scattered diagnosis
Lists and maps without owners or deadlines. Technical messages that the public ignores.
Priority route
3 city axes; 6 visible actions within 12 months; simple KPIs and clear communication.
What they did (and it worked)
- Interdepartmental session to set city vision (shade, connectivity, comfort).
- Matrix Impact vs. Effort: school shadows and a stretch of green corridor like quick wins.
- Messages in plain language: “More shade in 3 squares this summer.”.
- Quarterly KPIs: space usage, perceived thermal sensation, neighborhood satisfaction.
Key to success: decide soon With sufficient information and coordinated team + narrative. The diagnosis does not disappear, it dimension to enable actions that build trust and open doors to larger projects.
7. Governance and continuity: the silent key
Many strategies fail not for lack of ideas, but for lack of internal structure to support them. The governance of green infrastructure should be lean, but consistent: who decides, who executes, and who evaluates.
The important thing is not to create new units, but provide continuity and criteria to the existing ones. A minimum coordination of three people —environment, urban planning and communication— can keep the strategy alive if they meet once a month with concrete objectives and measurable decisions.
Green strategies don't die from lack of budget, but from lack of continuity and clear responsibilities.
Organizations such as ICLEI – Local Governments for Sustainability They recommend creating small operational committees that accompany the implementation, adjusting priorities and resources each quarter without redoing the entire plan.
8. Quick Checklist
- Is there a shared vision between key areas?
- Does the diagnosis have purpose and closing date defined?
- Are there those responsible for Translate analysis into action?
- Do you prioritize by impact and effort, Not due to data volume?
- Do you communicate in plain language with tangible benefits?
👉 Do you want to advance in green infrastructure without getting stuck at the diagnostic stage?
In Direction & Results We turn planning into action: shared vision, realistic priorities, and measurable results.
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