Frequently asked questions about the local economy, urban development and urban dynamics

CityD strengthens local and regional dynamism through targeted research, clear policy visions and  feasible action plans.

We focus primarily on: 

• City marketing and city centre management
• Trade, hotel & catering industry and the local economy
• Spatial economy
• Real estate and area development
• Keynote speeches and inspirational sessions
• Tourism and leisure

Our aim is to create attractive and future-proof regions for residents, visitors, entrepreneurs and businesses.

CityD works for public and private clients, such as: 

• cities and local authorities;
• counties and regional authorities;
• Flemish and federal government organisations;
• inter-municipal bodies and regional organisations;
• business and trade associations;
• city centre management organisations;
• project developers and investors;
• companies, retailers and property owners;
• tourism and leisure organisations.

We tailor our approach to the policy context, scale and specific challenges of each client.

CityD has offices in Bruges and Genk. We operate in Flanders, Brussels and Wallonia, and also carry out projects in the Netherlands.

Our approach is firmly rooted in the local community. At the same time, we draw on insights and practical examples from Belgium and the Netherlands.

CityD and DataD are part of CityD-WES group. 

CityD focuses on policy advice, spatial-economic strategy, urban dynamics and implementation.

DataD focuses on market research, feasibility studies, data analysis and marketing strategy.

By combining both areas of expertise, we can translate research directly into a policy vision, investment decision or action plan.

Data provides insight into what is happening. Advice clarifies which choices need to be made.

CityD combines data with fieldwork, consultation with stakeholders and strategic expertise. The result is not a report to be shelved, but a realistic framework for policy and implementation.

Each project is tailored to the client’s needs. We usually work in four phases:

• analysis of the current situation;
• research and participation;
• development of scenarios and strategic options;
• translation into a concrete action or implementation plan.

Each phase has clear deliverables. This ensures the process remains manageable and transparent. 

See also our core values here

Yes. We begin by carrying out a review of the available research and data, policy documents and data sources.

We reuse whatever is relevant and still up to date. Only missing information is supplemented. In doing so, we avoid duplication of effort and unnecessary research costs.

The methodology depends on the research question. Possible tools include:

• analysis of policy and market data;
• spatial and economic analyses;
• trade and supply analyses;
• surveys of residents, visitors or business owners;
• interviews and focus groups;
• workshops and participatory processes;
• site and competitive analysis;
• feasibility and needs assessments;
• analysis of visitor, shopping and travel flows.

For specialised market and consumer research, CityD works closely with DataD.

Participation is organised in a targeted manner. We involve all parties who have relevant knowledge, experience or decision-making authority.

This is achieved through:

• interviews;
• surveys of business owners;
• surveys of residents;
• focus groups;
• round-table discussions;
• participatory workshops;
• joint site visits.

The results are systematically analysed. Participation is therefore more than just providing information.

CityD does both.

We draw up strategic plans, but can also provide support with their implementation. This includes town centre management, area coordination, communication with businesses, project coordination, monitoring and the practical roll-out of initiatives.

The client decides which role CityD will take on.

That depends on the scale of the project, the available data and the number of parties involved.

A defined analysis can take a few weeks. A policy vision or participatory process usually takes several months. Long-term support, such as centre management or area coordination, can extend over several years.

At the start, we set out a clear phasing, schedule and timeline.

Possible outcomes include:

• a well-founded policy vision;
• a retail and/or hospitality policy plan;
• a city marketing strategy;
• an action plan for strengthening the town centre;
• a definition of the core shopping area;
• a strategy to tackle property vacancies;
• a spatial and economic policy framework;
• a (supra-local) land-allocation policy for business estates;
• a feasibility or needs assessment;
• a vision for repurposing;
• a tourism and leisure development plan;
• an implementation programme setting out timelines and responsibilities.

The recommendations are linked to feasible actions and clear priorities.

We map out the economic, spatial and social dynamics of the city centre.

In doing so, we examine, amongst other things:

• the range of retail and hospitality outlets;
• vacancy rates;
• visitor flows;
• accessibility;
• property;
• perception and identity;
• cooperation between public and private sector stakeholders.

The analysis is translated into a widely supported vision and a workable action plan.

City marketing defines the identity, positioning and desired image of a city or municipality.

City centre management translates that vision into collaboration and practical initiatives on the ground. It brings together the local authority, businesses, property owners, residents, visitors and other local partners.

The two reinforce each other. A strong brand needs to be put into practice. An action programme needs clear positioning.

Yes. City marketing starts with strategic choices.

It’s about what a city, local authority or region wants to stand for, and what image it wants to develop. That positioning then guides policy, service provision, communication, investment and collaboration with stakeholders.

A slogan or corporate identity may form part of that, but is never the starting point.

Yes. We analyse the extent, location, causes and characteristics of the vacancy rate.

We then examine possible measures, such as:

• active property management;
• repurposing;
• temporary use;
• support for owners;
• targeted acquisition;
• more compact core shopping areas;
• better coordination between uses;
• cooperation between the public sector and the property market.

The approach is tailored to the local property and business context, in consultation with the local authorities.

Yes. We analyse the existing structure, market trends, consumer behaviour and local needs.

The result is a policy framework setting out spatial and economic choices. This may relate to key retail areas, retail parks, the hospitality sector, everyday amenities, new developments and the desired mix of uses.

Yes. Strengthening town centres is not only relevant for major towns, but certainly also for smaller towns and neighbourhoods.

Smaller towns and neighbourhoods often face specific challenges. These include the disappearance of everyday amenities, limited collaboration between businesses, vacant premises and competition from larger towns.

CityD is developing an approach that takes into account the scale, identity and capacity of each town centre.

Spatial-economic consultancy links economic needs with available space, mobility, sustainability and spatial policy.

CityD investigates where businesses and functions are best located. In doing so, we aim for the right business in the right place.

Yes. We analyse the economic profile, the business climate, the available space and future needs.

This leads to strategic decisions on, amongst other things:

• space for business;
• local retail and hospitality;
• integration;
• industrial estates;
• office locations;
• business support;
• cooperation between local authorities;
• future-oriented economic sectors.

Yes. CityD supports local authorities, business park managers and entrepreneurs with:

• business park management;
• park management;
• area coordination;
• restructuring;
• densification;
• sustainability;
• space requirements analysis;
• collaboration between businesses;
• supra-local land allocation policy.

We combine policy expertise with on-site consultation.

An allocation policy sets out which businesses are preferred for establishment on a particular industrial estate and the conditions they must meet.

It helps public authorities and site managers to allocate scarce commercial space carefully. Criteria may relate to land use, employment, sustainability, mobility, local integration and economic added value.

Yes. Interweavingis about combining housing, work, commerce, tourism, services and other functions.

We investigate where economic activities are compatible with their surroundings. We also identify the key considerations relating to mobility, nuisance, land use and quality of life. Read more about that in this blog.

Yes. A feasibility study may consist of: This provides developers, investors and public authorities with greater certainty before they take important decisions.

• analysis of supply and demand;
• research into market potential;
• competitive analysis;
• planning analysis;
• pricing and sales analysis;
• financial feasibility;
• residual land value;
• research into policy-related conditions.

This gives developers, investors and public authorities greater certainty before they make important decisions.

Yes. We are exploring new uses for vacant, derelict or valuable buildings and (heritage) sites.

Potential scenarios are assessed on the basis of:

• market demand;
• spatial suitability;
• financial feasibility;
• social added value;
• heritage value;
• mobility;
• public support;
• feasibility.

This results in a transparent assessment framework.

Yes. CityD works for both public and private clients.

Our role remains independent and objective. We seek solutions that bring together market needs, spatial quality, policy and societal interests.

Yes. We identify the stakeholders involved and their interests.

Through interviews, consultation sessions, workshops and participatory processes, we develop a shared understanding of opportunities and challenges. This strengthens strategic decisions and reduces the risk of bottlenecks during implementation.

Real estate financial modelling involves the financial assessment of a property project or area development. It brings together all relevant costs, revenues, investments, risks and returns in a financial model.

The aim is not only to determine whether a project is profitable, but also to explore how its financial viability can be improved.

Real estate financial modelling  supports decisions regarding land acquisition, programme planning, construction volumes, mixed-use development and investments.

Real estate financial modelling reveals whether a spatial plan is also financially viable.

A masterplan may be spatially attractive, but difficult to realise financially. Conversely, a profitable project may fail to offer sufficient social added value.

By examining spatial quality and financial feasibility together, realistic and workable development scenarios emerge.

This is particularly important for inner-city projects, town centre regeneration, repurposing and mixed-use property developments.

Ideally, real estate financial modelling should begin before the final design or masterplan is finalised.

A financial feasibility analysis is recommended in the following situations: Those who only start carrying out calculations once the design has been finalised have fewer opportunities to make financial adjustments to the project.

• The purchase or sale of development land.
• Drawing up a spatial masterplan.
• Selecting uses and building volumes.
• The repurposing of buildings or sites.
• Negotiations between the public authorities and the developer.
• Preparing an environmental planning permission application.

A real estate financial modelling analyses the entire financial structure of a project.

The main costs are:

• Land acquisition and any site remediation.
• Construction and infrastructure costs.
• Development of public spaces.
• Study, design and planning permission costs.
• Financing costs.
• Contingencies.

The main sources of revenue are:

• Proceeds from the sale of homes and buildings.
• Rental income.
• Operating income.
• Any residual value of the property.

The timing of investments and revenue is also taken into account.

Financial feasibility assesses whether a property project generates sufficient revenue to cover all costs and the required rate of return.

Market feasibility examines whether there is sufficient demand for the planned property development at the expected sale or rental prices.

A project may appear financially viable on paper, yet still lack sufficient market demand.

That is why it is important to combine financial calculations with market research and an analysis of the local property market.

A property valuation estimates the value of an existing or future property. Real estate fanancial modelling examines the overall financial viability of a development project.

In property valuation, the emphasis is on market value or investment value.

Property finance analysis also examines construction costs, land acquisition, the development programme, timing, the development margin and risks.

Both techniques can complement each other, for example when purchasing land for development or repurposing buildings.

CityD and DataD combine spatial strategy, market knowledge and financial analysis to provide a stronger foundation for property projects and area developments.

CityD brings expertise in spatial economics, local dynamics, property and area development.

DataD provides support through market research, feasibility studies, financial modelling and scenario analysis.

This integrated approach helps public authorities, developers and investors to make well-informed decisions.

The result is a better alignment between social ambitions, market demand and financial viability.

Yes. Real estate financial modelling supports cities and local authorities in assessing the financial viability of spatial policy choices.

It is useful, amongst other things, for:

• City centre regeneration and inner-city development.
• Repurposing of vacant buildings.
• Development of mixed-use residential and commercial projects.
• Evaluation of public investments.
• Negotiations regarding urban planning obligations.
• Assessment of development scenarios.

This enables local authorities to better assess which spatial ambitions are achievable and what financial implications they entail.

Real estate financial modelling creates an objective and common basis for negotiations.

A local authority often has ambitions regarding public space, green spaces, affordable housing and economic functions. At the same time, a developer must take into account costs, risks and an acceptable return on investment.

A financial model highlights the costs associated with additional spatial or social requirements.

On this basis, the parties can negotiate matters such as land value, the development programme, phasing, public investment and mutual commitments.

Yes. CityD supports cities, local authorities, counties, regions and tourist attractions in developing a forward-looking vision for tourism and leisure.

In doing so, we bring together:

• identity and positioning;
• visitor needs;
• tourism offerings;
• nature and landscape;
• culture and heritage;
• sport and leisure;
• hospitality and the local economy;
• accessibility and visitor experience.

Yes. We carry out needs, positioning and feasibility studies for locations, heritage sites, conference venues, leisure complexes and tourist attractions.

The results are translated into a realistic concept, development scenario or operational plan.

Yes. CityD can act as a research partner, subject-matter expert, process facilitator or implementing partner.

Possible forms of collaboration include:

• knowledge and research projects;
• support for local authorities;
• surveys of entrepreneurs;
• practical guides;
• inspiration platforms;
• policy recommendations;
• learning networks;
• pilot projects;
• keynote speeches and workshops.

The exact role is tailored to the objectives of the programme or project.

Yes. Many economic and spatial challenges do not stop at the municipal boundary.

CityD also supports inter-municipal and regional initiatives. These include supra-local land-use policies, regional retail, business parks, tourist regions and shared economic development strategies.

We can tender for public contracts or form part of a multidisciplinary consortium. The contract is carried out in accordance with the specifications and the agreed methodology, and the required reports are delivered within a pre-agreed budget.

Yes. Our consultants deliver keynotes and workshops on topics including:

• strengthening city centres;
• the local economy;
• city marketing;
• city centre management;
• retail and hospitality;
• collaboration between the public sector and businesses;
• business parks of the future;
• integration;
• area development;
• the tourist experience.

The content is tailored to the audience and the local or sectoral context.

At the starting point, we define specific deliverables and indicators.

Depending on the assignment, we may look at factors such as:

• vacancy rates;
• business participation;
• visitor numbers;
• supply and mix of functions;
• investments;
• project implementation;
• satisfaction;
• brand awareness and image;
• progress of initiatives;
• cooperation between stakeholders.

Monitoring enables course adjustments and ensures that strategy remains results-oriented.

Research data, reports and recommendations are treated as confidential.

The data collected is used exclusively within the scope of the agreed assignment. Personal data is processed in accordance with the applicable privacy legislation and the agreements made with the client.

Publication or reuse will only take place with the client’s consent.

The price depends on the research question, the scope of the study area, the available data, the level of participation and the level of support required.

We always provide a clear quotation, which sets out the methodology, phasing, deliverables, timing and cost.

Yes. An initial exploratory analysis can help to define the question clearly and assess the available information.

On that basis, we determine which analyses, stakeholders and next steps are actually required.

Arrange a no-obligation introductory meeting.

We’ll explore the following topics:

• the challenge;
• the desired outcomes;
• the information currently available;
• the stakeholders involved;
• the timeline;
• the possible approach.

You’ll then receive a bespoke proposal.