1

How can Public Leadership

affect the realization of

strategic projects in urban

development?

RESEARCH QUESTION

2

3

INTERDISCIPLINARY

Planning

Sociology

Public administration

Spatial economics

Management

4

The establishments of national, regional,

and local government agencies that

administer, oversee, and manage public

programs and have executive, legislative, or

judicial authority over the realization of a

strategic project.

DEFINITION

Development Authority

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The process in which development

authorities transform ambitions into real

life projects.

DEFINITION

Realization

Ambition

Intervention

Why?

What?

How?

Strategy

Tactics

Operation

6

Emblematic and integrated urban

structures which affect a considerable part

of the city, the city as a whole or even a

region. Essential features are the relations

between public and private interventions

and their economic, cultural, environmental

and spatial impacts. (Lungo 2004)

DEFINITION

Strategic projects

7

Multi-administr. coordination

Regional value

Revitalization

8

A mental position, which results into a

certain response of an individual or group

to its environment. This definition includes

the

behavior of an organization within its

surroundings.

DEFINITION

Public Leadership

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PUBLIC – PRIVATE SECTOR

Traditional

Contemporary

Role complexity

Both existent

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TOPICALITY

Different language

Non-optimal collaboration

Independent project manager

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DE LEEUW (2002)

Steering model

Simplification of reality

Study structure

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DEVELOPMENT AUTHORITY

Realization strategic project

Context Process Dev. Authority

Leadership style

Interpretation of steering model

Context

Politics

Economy

Social

Technical

Legal

Environmental

Public

Private

Community

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CONTINGENT LEADERSHIP

Context

Process

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DIRECTING vs INTERACTING

Directing

Hierarchy Blue Print Rules & regulations

Interacting

Equality of actors Consensus Deregulation

Directing

Interacting

ProactiveReactive

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REACTIVE VS PROACTIVE

Proactive

Public initiative Actively investing Supply oriented

Reactive

Market initiative Avoiding risk Demand oriented

Directing

Interacting

ProactiveReactive

16

PUBLIC LEADERSHIP STYLES

Regulator

Implementer

Enabler

Collaborator

Directing

Interacting

ProactiveReactive

Regulator Implementer

CollaboratorEnabler

17

Rotterdam

Bilbao

Paris

EMPIRICAL STUDY

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CENTRAL DISTRICT

V&W and VROM

Mainport strategy

HST network

dS+V

High urban quality

Active participation

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ROUND 1

Uncertainties HST

Lack alignment V&W and VROM

Leefbaar Party

Lack of market confidence

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SHIFT

GW

Deterministic

Focus on hub

Investing

Pragmatic

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ROUND 2

Frustrated process

Rotterdam Urban Vision 2030

Financial crisis

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SHIFT

OBR

Urban area redevelopment

Joint vision

Involving local stakeholders

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ROUND 3

Round 1: dS+V

Round 2: GW

Round 3: OBR

Directing

Interacting

ProactiveReactive

Regulator Implementer

CollaboratorEnablerRound 1

Round 2

Round 3

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SUMMARY

Post- Franco

Open market

Economic crisis

Sense of urgency

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ABANDOIBARRA

Investing

Deterministic

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PERIOD 1

Decline of political consensus

Mobilized community

Lack of market conformity

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SHIFT

Investing

Deterministic

Career politicians

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PERIOD 2

Directing

Interacting

ProactiveReactive

Regulator Implementer

CollaboratorEnabler

Ria2000

Metr-30

Metropoli-30 transformed into a think-tank

Ria2000 cannot sustain its investment policy

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SUMMARY

Connecting Seine river sides

Scarcity of space

Mixed use redevelopment

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RIVE GAUCHE

Political decision Nation Library

Investing infra

Minimal standards of participation

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ROUND 1

Community mobilization

Political shift to the left wing

Delanoë new Mayor of Paris

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SHIFT

Permanent public consult committee

220.000 m2 of academic program

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ROUND 2

Financial crisis

Public development is completed

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SHIFT

Regulating

Awaiting market initiatives

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ROUND 3

Strong principles

Delegate power

Flexibility

Intrinsic shift

Directing

Interacting

ProactiveReactive

Regulator Implementer

CollaboratorEnabler

Round 1

Round 2Round 3

36

SUMMARY

37

CONCLUSIONS

How can Public Leadership affect the

realization of strategic projects in urban

development?

In every case a shift in public leadership

style affected the realization of the

strategic project. There is however not one

best way to lead – or not one best attitude

to have.

Research question

38

PUBLIC LEADERSHIP STYLES

Contingency

Situational

Never only one role

Dynamic model

Directing

Interacting

ProactiveReactive

Regulator Implementer

CollaboratorEnabler

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APPLICATION

Market Regulatory

instruments

Market Shaping

instruments

E

R I

C

Directing

Interacting

ProactiveReactive

Market Activating

instruments

Market Stimulating

instruments

Zoning plans, building codes and permits.

Visions, plans and notes.

Subsidies or direct stimulations.

Vision/ consensus building.

40

PUBLIC LEADERSHIP

Create and manage the arena in which

actors act.

Let the circumstances decide.

Cultivate and embrace a diversity of

perspectives.

Question the world around and forecast

change.

Scene setting

Situational

Cooperative

Anticipative

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INTRINSIC CHANGE OF STYLE

Drivers?

When?

How to forecast?

42

ORGANIZATIONAL LAYOUT Modular, slim project-based project teams.

A limited number of guiding principles.

Promote adaptive values and encourage

flexibility.

Cooperative and horizontal management.

Focus on individual competences.

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ADAPTIVE ORGANIZATION

Renaissance

Individuals make the difference

Create consciousness

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EVALUATION

45

DIPLOMA?

dS+V

GW

OBR

Stadsontwikkeling

GemeentewerkenOntw. bedrijf Stedenbouw

DEVELOPMENT AUTHORITY

1997 2001 2007 Present

Round 1 Round 2 Round 3

TIME LINE

Blank page

Financial autonomy

Strategic plan

Bilbao Ria 2000

Bilbao Metropoli-30

DEVELOPMENT AUTHORITY

SEMAPA

SNCF / Municipal agreement

DEVELOPMENT AUTHORITY

1985 1997 Present2007

Round 1 Round 2 Round 3

TIME LINE

ANT FARM

Qualitative

Quantitative

ANT FARM

Qualitative

ANT FARM

Quantitative