In this section, we answer frequently asked questions from local authorities, associations, the public and our clients. We will gradually explore different parts of the field and briefly explain key terms and fundamental issues. If you are unsure about something, you can also contact us with your question.

What is urban planning, how does it affect everyday life, and how can we recognise a well-designed city?

Good urban planning brings housing, services, employment, transport, greenery and public spaces together into a coherent whole. It can be recognised by the ease of everyday life, short travel distances and a range of choices.

How should a city decide where to develop, and when is it better to grow inwards rather than consume more open land?

The first priority should be to use vacant plots, underused sites and brownfields, as well as locations where infrastructure already exists. Development in the open countryside should occur only when the need for it has been demonstrated and its impacts are acceptable.

How can a city increase density sensitively without reducing housing quality, greenery or access to services?

Higher density must be accompanied by schools with sufficient capacity, services, transport, greenery and public spaces. What matters is not only the number of residents, but also the quality of the resulting environment. An ideal urban density ranges from 80 to 240 residents per hectare.

How can we create a city of short distances where people can comfortably live, work, shop and spend their leisure time?

The foundation is a diverse mix of uses and a safe network of walking and cycling routes, supported by low vehicle speeds. Everyday needs should be accessible within 15 minutes without requiring every journey to be made by car.

How can a new neighbourhood be connected to the existing city so that it does not become an isolated dormitory district?

A new neighbourhood needs multiple connections, continuity in its street and transport networks, and shared public spaces. It is also important to combine housing with services and employment opportunities.

Which services, jobs and public spaces need to be created alongside new housing?

Schools, care services, shops, public transport, parks and community spaces must be delivered in good time alongside housing. Their capacity must be based on the expected number and composition of residents.

How can older planning mistakes be corrected and barriers created by roads, railways, rivers or closed sites be overcome?

The barrier must first be mapped accurately and the key missing connections identified. New crossings, footbridges, passageways, active ground floors and the gradual opening of closed sites can help. It is equally important to prevent such barriers from being created in new projects.

How can a city plan for population growth, stagnation or decline while maintaining functional infrastructure?

A city should work with several demographic scenarios or forecasts, as well as adaptable buildings and services. Investments should remain functional both during growth and under lower demand. Large regional capitals and district centres face strong development pressure, while rural areas and parts of the Czech borderlands are losing residents—a phenomenon known as the shrinking city.

How can a city coordinate numerous private development proposals while protecting the public interest?

A clear vision, planning rules, development agreements and a consistent approach to negotiations with investors all help. Public requirements must be predictable, proportionate and equal for comparable projects. We recommend establishing the position of a city architect, who can make a substantial contribution to coordination and the protection of the public interest.

How can a city develop in a contemporary and confident way while preserving its character, identity and important places?

The values of the place must first be identified: its street structure, scale, landscape, landmarks and way of life. New development can respect these qualities while interpreting them in a contemporary way. Residents and long-standing members of the community should also be asked for their views at an early stage.

What is a spatial plan, how does it affect property owners and residents, and why should every citizen care about it?

A spatial plan defines the basic use of land and the conditions for its development. It affects land values, the character of the surrounding area, transport, the landscape and access to public services. Its importance is often underestimated, but it effectively acts as the municipality’s law for its territory and development: without it, change is not possible.

How can someone find out what the spatial plan permits on a particular plot and what other conditions may affect development?

Both the drawings and written provisions of the plan must be reviewed, along with local constraints, utility networks, access and protection zones. The interpretation should be discussed with the planning authority—usually the spatial planning department of the building authority—or with a specialist.

Who decides the content of a spatial plan, how long does its preparation take, and when does a municipality need a new one?

The plan is approved by the elected municipal council through a legally prescribed process. A new document is needed particularly when the existing plan no longer reflects current needs, data or legislation. An existing plan can also be amended. These processes generally take approximately 18 months to four years.

How can citizens participate in the preparation of a spatial plan?

The public can participate through officially announced consultations conducted under the applicable rules. A submission must be specific, supported by relevant reasoning, and made at the correct stage and in the required form. Residents therefore need to check the municipality’s official notice board actively and regularly—at least once a month.

When can a spatial plan be amended, who pays for the amendment, and how should a municipality decide whether to support it?

An amendment is appropriate if it is consistent with the municipality’s overall development concept and does not impose disproportionate costs on the public. Costs and procedures are assessed individually under the current rules and may be covered by the applicant or developer, or by the municipality.

How can a municipality prepare a high-quality brief for a spatial plan and avoid the most common mistakes?

A good brief identifies problems, values, objectives and the alternatives to be explored without prescribing a single solution in advance. It must be based on data and analysis, as well as a realistic vision that has been confirmed politically. We recommend first preparing an urban development concept through a public participation process in which the vision can be tested and clarified.

What is the difference between a spatial plan, a regulatory plan and a planning study, and when should each tool be used?

A spatial plan establishes the overall concept and rules. A regulatory plan provides more detailed, binding requirements, while a planning study tests possible solutions and may refine regulation or provide a basis for amending the spatial plan. The appropriate instrument depends on the complexity of the situation and the required level of legal force.

How can spatial planning be coordinated with neighbouring municipalities, regional authorities and transport and utility infrastructure operators?

Shared issues should be addressed using a map of the entire region rather than stopping at administrative boundaries. A regular working group involving municipalities, the region and infrastructure operators can help.

What should a city regulate, and where should it leave room for architects, developers and future change?

Regulation should focus on characteristics that matter to public space and the surrounding neighbourhood, such as parking, fences, building volume and plot subdivision. Internal layouts, architectural expression and technical solutions should remain open as long as they do not threaten the public interest.

How should building height, density, street lines, setbacks and scale be regulated together to create a high-quality urban environment?

These parameters must be assessed together and in relation to the specific place. A height or density limit on its own does not guarantee a high-quality street or good housing.

How can the character of a neighbourhood or village be protected without turning regulation into a ban on contemporary architecture?

The genuine values of the environment—not merely its visual appearance—must first be identified. Regulation should protect scale, structure and relationships while allowing a high-quality contemporary layer to be added.

When does it make sense to regulate the design of roofs, façades, fences and building colours, and when does this become too detailed?

Detailed rules make sense where these features have a significant effect on the shared character of a place or on heritage values. Elsewhere, general principles and a high-quality professional assessment by the city architect are usually sufficient.

How should rules be set for advertising, café terraces, technical equipment and other elements that affect the appearance of public space?

The rules should define permitted locations, dimensions, materials and methods for coordinating these elements. The goal is a clear and coherent environment, not the complete removal of life and information from the streets.

How can new development be regulated in a historic setting while still allowing high-quality contemporary interventions?

A new intervention should respect the scale, street structure and significance of the historic environment. Contemporary architectural expression is possible when the design is of high quality and responds sensitively to its context.

How should rules for new neighbourhoods on the edges of municipalities be designed to prevent closed, single-use residential estates?

Regulation should require a connected street network, public spaces, services and a variety of housing types. Enclosed developments with a single entrance weaken both the city and relationships between neighbours.

What requirements should a municipality set for greenery, water management, public spaces and affordable housing in new developments?

Requirements should be measurable, predictable and proportionate to the size of the project. They should be established before negotiations with a specific developer begin.

How should parking for new buildings be regulated, and are minimum parking standards still an appropriate tool?

Parking requirements should reflect the location, access to transport and actual demand. Excessively high minimums increase construction costs and consume space, while requirements that are too low can place pressure on the surrounding area.

How can regulation be written so that it is clear and enforceable, and how can its results be reviewed regularly?

Good regulation uses clear terminology, maps and examples, and assigns responsibility for enforcement. Its impact should be evaluated after several years and the rules adjusted where necessary.

What is the difference between a vision, a strategy, a development concept and an action plan, and how should these documents relate to one another?

A vision describes the desired future, a strategy sets out the route towards it, a development concept addresses a specific field, and an action plan defines the tasks. The documents must share common objectives and coordinated timelines.

How can a long-term vision for a city or municipality be created so that it is understandable and does not end up forgotten in a drawer?

The vision should be based on the values of the place, data and agreement on a small number of long-term priorities. It must be concise, understandable and connected to specific decisions.

Who should be involved in creating the vision, and how can the perspectives of politicians, officials, experts, businesses and residents be aligned?

The process should involve the municipal leadership, the opposition, the administration, experts and diverse groups of residents. The outcome does not have to be unanimous, but it should be a transparent and well-reasoned agreement.

What time horizon should planning use, and how can broad objectives be turned into concrete, measurable and fundable projects?

A long-term horizon should be complemented by shorter phases and measurable targets. Every project should have an owner, a deadline, a budget and an expected benefit.

How can a strategy be connected to the budget, spatial plan, funding opportunities and the authority’s everyday decisions?

Strategic priorities must be reflected in the multi-year budget and the project pipeline. The spatial plan and preparation for funding applications then create the conditions needed to implement them.

How many priorities should a strategy contain, and how can a genuine strategy be distinguished from a long wish list?

There should be few enough priorities for them to have a real influence on the allocation of money and capacity. If everything is a priority, the strategy provides no guidance for decision-making.

Who should be responsible for implementing the strategy, and how often should its results be evaluated?

Every objective needs a responsible person or department and several outcome indicators. Progress should be evaluated regularly and the results made publicly available.

How can different municipal development concepts be connected so that their objectives and measures do not contradict one another?

A shared set of objectives, consistent data and a coordinator who monitors links between the documents can help. Contradictions should be resolved before the individual concepts are approved.

How can the continuity of a long-term vision be maintained after elections, with both the governing coalition and opposition involved?

The fundamental direction should be agreed across the political spectrum and grounded in public data. Priorities and the pace of implementation may change after elections, but agreed objectives should not be abandoned without explanation.

How can a small municipality with a limited budget identify the first steps that will initiate long-term change?

A small municipality can begin with a simple diagnosis, three priorities and several feasible steps. Regular implementation and evaluation matter more than the length of the document.

Why should a city work with several future scenarios instead of relying on a single forecast?

The future cannot be predicted reliably with one number. Multiple scenarios reveal risks, shared priorities and decisions that work under different conditions.

How can different scenarios for population growth, stagnation, decline and ageing be prepared?

Scenarios should combine changes in population size, age structure, migration and household types. Each must show the implications for housing, services and the municipal budget.

How should schools, housing, transport and social services be planned when demographic development is uncertain?

Capacity should be planned in modular form and updated regularly in response to actual developments. Buildings should allow for shared use or a change of function.

What scenarios should be prepared for changes in the labour market, remote work, energy prices and economic crises?

Several credible alternatives and their local impacts should be monitored. A diverse range of employment opportunities, flexible spaces and energy savings all improve resilience.

How should climate risks, water scarcity, heatwaves and extreme rainfall be incorporated into scenarios?

Climate risks should be reflected in hazard maps, building standards and investment priorities. Every scenario should quantify both the cost of inaction and the impact of the measures required.

How can a new motorway, railway or major development project change a municipality and its surroundings?

Major infrastructure can change accessibility, land prices, traffic and development pressure. The municipality should prepare alternative scenarios and the conditions under which it can benefit from the change.

How would a city change if car traffic were significantly reduced or travel behaviour shifted?

Such a scenario shows how much space could be reassigned to greenery, recreation and safe movement. At the same time, it must assess deliveries, access to services and social impacts.

How can different scenarios be visualised clearly, presented to the public and used in political decision-making?

Comparable maps, timelines and a small number of clear indicators work best. The public must understand the assumptions, benefits and risks of each alternative.

Which indicators should be monitored so that a municipality can recognise early when actual development is diverging from its assumptions?

Useful indicators include population, housing prices, school capacity, transport, employment, energy consumption and climate events. Predefined thresholds for action are essential.

How can adaptable projects be designed to perform well under different scenarios, and how should reversible and irreversible decisions be distinguished?

Priority should be given to measures that deliver multiple benefits, can be implemented in phases and are easy to change. Irreversible decisions require more thorough assessment and broader agreement.

What does a city architect do, and when might even a small municipality need their services?

A city architect safeguards long-term spatial quality and coordinates projects and investors. Even a small municipality can benefit from their expertise when preparing a development concept or project brief and making important decisions.

How should a city architect be selected, and should they be a municipal employee, an external consultant or a specialist shared by several municipalities?

Selection should consider professional expertise, independence, communication skills and knowledge of public administration. The form of cooperation depends on the volume of work; several municipalities can share a stable team.

Which powers and responsibilities should a city architect have, and how should they work with politicians, officials and the building authority?

They must have timely access to projects and a clearly defined advisory or approval role. Cooperation should be based on regular processes rather than personal relationships.

How can a city architect coordinate private investors, major public projects and the city’s long-term development?

They help establish conditions, lead negotiations, review connections and protect public space. They should not replace the project designer or the local government’s decision-making authority.

When does it make sense to establish an office of the city architect, and which professions, data and budget does it need?

An office makes sense when there are numerous projects and a need for interdisciplinary coordination. It requires expertise in architecture, urban planning, landscape architecture, data and participation, as well as administrative support.

How can continuity of development be maintained after elections and knowledge about decisions and ongoing projects preserved?

Important decisions, alternatives and their underlying reasons should be documented continuously. Long-term projects should have politically approved milestones and professional leadership that extends beyond a single electoral term.

How can individual municipal departments be coordinated and a responsible project manager appointed for a major investment?

Every project needs one accountable manager and a clear decision-making structure. Departments should meet around a shared timetable, budget and risk register.

How can a clear decision-making process be established and priorities set when a municipality cannot implement every proposal?

Priorities should be determined according to public benefit, urgency, readiness, cost and risk. The criteria and results should be public and updated regularly.

How can a public map of planned projects and their current status be created and kept up to date?

The map should show each project’s location, phase, cost, responsible party and next step. It should serve both the public and internal coordination and must have a designated data manager.

How can a municipality learn systematically from completed projects and build a culture of high-quality public investment briefs?

Once a project is complete, its process, budget, operation and user experience should be evaluated. The findings should be incorporated into model briefs, standards and training.

Which data does a municipality need for decision-making, and how can useful information be distinguished from readily available but misleading figures?

Data should address a specific question and support a decision. Its age, coverage and methodology must be understood, along with which groups are not represented.

How can a municipality find out where people move, where they spend time and how they actually use public spaces?

Counts, observation, route tracking and interviews at different times should be combined. Movement and stationary activity should be monitored separately because they reveal different qualities.

How can motor traffic, parking occupancy, pedestrian movement, cycling and public transport use be mapped?

Measurements should capture both normal and peak periods and distinguish the purpose and duration of use. Applying the same methodology before and after a change enables proper evaluation.

How can a perception map be created and residents’ subjective experiences connected with measured data?

A perception map should capture places and the reasons behind people’s experiences, not merely points on a map. The results should be compared with patterns of use, collisions, noise and other measurements.

How can physical, social and information barriers within a municipality be mapped and priorities for their removal determined?

An audit should examine complete journeys and the effect of each barrier on different groups. Priorities should reflect safety, the number of people affected, the importance of the destination and removal costs.

How can open data, geographic information systems, anonymised mobile data and other digital sources be used?

Digital sources make it possible to study broader patterns, but the data must be anonymised and the methodology clearly explained. On-site verification remains essential.

How can data from social media or digital platforms be used safely and ethically to understand urban life?

Privacy, platform terms and biases in the user base must be respected. Such data is a supplement, not a representative picture of all residents.

How can quality-of-life indicators be defined and access to services measured in different parts of a municipality?

Indicators should combine travel time, capacity, cost and accessibility. Results should be mapped for small areas and different population groups.

How should measurements be established before a project is implemented and its actual impact evaluated afterwards?

Objectives, indicators, the baseline and the review date should all be defined before the project begins. Post-occupancy evaluation should inform operational adjustments and future standards.

How can results be published clearly and data made to influence political and investment decisions in practice?

The output should be concise, visually clear and accompanied by an explanation of the methodology and its limitations. Decision-making documents must show how the data supports a specific choice.