6 16 16 Public and Shared Space

Understanding Dimensions of Leadership that Impact Public-Private Partnerships

Robert A. Stalzer, FAICPProfessor of PracticeVirginia TechSchool of Public and International AffairsExecutive [email protected]

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Understanding Dimensions of Leadership that Impact Public-Private Partnerships (P3s)

P3’s Don’t Succeed Without Leadership

• Understanding the culture of each partner and recognizing the unique culture of the partnership itself

• Building and sustaining trust at all levels of the partnership, especially at the executive level

• Identifying the public and how the partnership affects their interests

• Creating a shared space for the partners to successfully complete the work of the partnership

Leading a partnership is inherently difficult. Leading a partnership comprised of dissimilar organizations is even harder.

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Publicness• Identifying the public and

how the partnership affects their interests. Who is the public?

• Terms we hear a lot are:• Public good• Public value • Public benefit


P3’s Don’t Succeed Without Leadership

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To help answer the question “Who is the public?” We need to consider thatP3s (like most developments) are viewed • Personally• Politically• Publicly And knowing what’s important to whom is key:• Creating economic value • Building community• Delivering services effectively• Scope, schedule, cost (initial/life-cycle)

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Public Ownership – We Need To Think Bigger…

• Comprehensive Plan

• Area Plans• Capital

Improvement Program

• Bonds and referenda

RestonAdopted Plan Policies

• Land Use Mix and Intensity

• Transportation• Environmental

Stewardship• Urban Parks, Recreation,

and Cultural Facilities• Public Facilities• Urban Design

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P3s are Political

Virginia is Getting Soaked By Midtown Tunnel Deal

…“We got jammed with that project,” said longtime Norfolk Mayor Paul Fraim, adding that local officials were excluded from negotiations as top leaders worked with the private firms.“The whole idea was to keep the political people out of this business deal, that they’d just sort of muddy the water,” he said. “It turns out there was no check on the guys who were trying to strike the deal.”…

http://hamptonroads.com/2015/10/virginia-getting-soaked-midtown-tunnel-deal

• Elections and Election Cycles

• At-Large or Districts

• Issues and Tensions• Community and regional• Out in-the-open or behind

closed doors

• Technical Merit vs. Political Perspective

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P3s Are Personal to Somebody• Elected Officials• Planning Commission• District land use committees (typically routine plan

review)• Task forces (typically special studies, often high

profile)• Community groups, HOAs, associations,

neighborhood councils, community coalitions and federations, Chambers of Commerce, non-profits

• Advocacy and special interest groups• Users, toll payers• Adjoining and nearby property owners• Media• Unions and contractors• Government agencies

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Including the Public• Making sure that all perspectives are heard

and acknowledged• Transparency is important (“Cone of

Procurement silence”)• Make it easier, not harder, for people to

access, connect, and participate fairly in the decision-making process

• Outlier opinions (those who are disgruntled, frustrated, and disdainful of the “system”) may indicate undetected concerns

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By identifying the public and how the partnership affects

their interests • We can leverage the public’s knowledge, thereby making

the project better and more successful • If the public trusts the process, they will support the

efforts and decisions made• Elected Officials are often limited by their terms of office,

the public plays a role for the entire duration of the project—conceptualization, funding, design, construction, and operation

• Consensus through public involvement will reduce costs and minimize frustration and community cynicism

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Shared Space

• Creating a shared space for the partners to successfully complete the work of the partnership is key

• Shared space helps to foster the trust and camaraderie that characterize high performing relationships and partnerships


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Who’s in the Shared Space?• Executive leadership• Planning and urban design• Finance• Architecture• Engineering –civil, structural, etc.• Project management• Construction management• Facilities management and maintenance• Real estate• Legal• Communications and public/community relations• Contracts and procurement• “End user” expertise


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P3 Boundaries Can Be Challenging

• Public – proprietary & regulatory

• Private

• Partnership

Ethics, Structure, Accountability, Auditing, Permeable/impermeable


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Shared Space - Emergency ManagementUnderstanding Dimensions of Leadership that Impact Public-Private Partnerships (P3s)

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Shared Space – Wiehle Garage BullpenUnderstanding Dimensions of Leadership that Impact Public-Private Partnerships (P3s)

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Shared Space breeds trust, lessening vulnerability, causing greater boldness which allows the partnership to:


• Communicate more seamlessly• Foster new ideas more quickly• Break down organizational silos and

barriers more rapidly• Spark inquiries that lead to innovative

solutions more naturally• Allow the unique culture of the

partnership to develop more readily

• However, as leaders in shared space we must be comfortable with less hierarchy and more ambiguity, i.e., more risk

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Shared SpaceUnderstanding Dimensions of Leadership that Impact Public-Private Partnerships (P3s)

• “Where are you in the boat?”

• “We’re all wearing the same shirt.”

Date post:	12-Apr-2017
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6 16 16 Public and Shared Space

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