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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
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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
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Multi-administr. coordination
Regional value
Revitalization
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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
12
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
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PUBLIC LEADERSHIP STYLES
Regulator
Implementer
Enabler
Collaborator
Directing
Interacting
ProactiveReactive
Regulator Implementer
CollaboratorEnabler
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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
29
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.
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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
41
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
44
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