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Governing the balance between sustainability and competitiveness in urban planning: the case of the Orestad model
Author(s) -
Book Karin,
Eskilsson Lena,
Khan Jamil
Publication year - 2010
Publication title -
environmental policy and governance
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.987
H-Index - 48
eISSN - 1756-9338
pISSN - 1756-932X
DOI - 10.1002/eet.557
Subject(s) - sustainability , mandate , urban planning , corporate governance , business , government (linguistics) , corporation , politics , agency (philosophy) , environmental planning , economics , political science , finance , sociology , engineering , civil engineering , ecology , social science , linguistics , philosophy , environmental science , law , biology
Urban development politics are being challenged in various ways today, which becomes obvious when analysing strategies for sustainability versus competitiveness. In parallel to this, alternative ways of financing, planning and organizing urban development and transport projects are becoming more common. However, although the use of publicly owned enterprises in urban development is becoming more common it is still a fairly new phenomenon and differs considerably from development led by a traditional government agency. The question analysed in this article is how well equipped these new governing arrangements are to handle goals of both sustainability and economic competitiveness. As a case study we use a special financial and planning model used in the development of public transport (the metro) and a new urban area (Orestad) in Copenhagen, here called the Orestad model. Special focus is given on the creation of the Orestad Development Corporation, a new hybrid development organization, which was given the mandate to develop both Orestad and the metro. The study shows that there is a lot to gain from both a sustainability and an efficiency perspective by integrating land use development and public transport infrastructure in the same hybrid project organization. While there is definitely a tension between the goals of sustainability and competitive image building, the two do not have to be mutually exclusive. Even though the role of the state is transformed in this new governance arrangement, our case clearly shows how the state remains a crucial actor in sustainability governance. However, there is an obvious risk of a lack of strategic thinking and accountability when a hybrid project‐oriented organization is responsible for planning. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment.