Governance structure of the Strategic vision of Brainport City

Abstract

The increasing complexity of Urban planning calls for new ways of area development other than land use regulation. Strategic planning fits this bill by approaching spatial planning as a learning process. This process requires a shift from planning by government towards planning by governance. This can be seen in the current landscape of different stakeholders and collaboration forms. Planning means compromising, especially when done through multi-level governance. Governance is about the relationship between public policies and none-state types of regulations. The concepts of collaboration, organization, and communication are central to governance. Governance explores the what (the object that needs to be steered), by who (actors, institutions and organization), and how (process and structure). A governance structure can help to bring stakeholders together. Nevertheless, if a governance structure is not well organized, it can also counteract. Within the municipality of Eindhoven, the governance structure surrounding the strategic vision of Brainport City has been questioned. This was the kick-off of this thesis which explores the following question: Which role does governance play in the implementation of urban planning, and in a more specific, how can governance structures be used in the case of the strategic spatial vision of Brainport City?