The document discusses efficiency in multilevel governance and coordination between private and public sectors. It notes there are different types of squares that can be privately or publicly owned with different characteristics. Coordination between levels of government involves different negotiation approaches. Governance involves complex roles for different levels of government in areas like finance, regulation and management. Effective systems evolve through interactions between technology, economics, politics and culture over time, shifting between more private or public sector control. Ordering systems can emerge from spontaneous coordination as well as centralized planning, each with risks of market or government failure. The document questions how efficiency in governance across different spatial levels and sectors can best be achieved.

1. Efficiency in multilevel governance
Spatial roles and institutional design
BSR TransGovernance, Advisory Group Meeting
Riga 29 May, 2013
Björn Hasselgren
Architecture and the Built Environment

2. Different squares
Market square Parliament

3. Private and public squares
(Wagner, 1997/2007)
- Private ownership - Collective ownership
- Voluntary - Coercive
- User financing - Tax financing
- Agreement - Regulation
Private
square
Public
square

4. The entangled reality
Private
square
Public
square

5. Coordination
Mutual
Distributive negotiation
Concatenate
Integrative negotiation

6. Coordination and knowledge – strategic
planning potential
Federal/EU-level
National level
Regional/
local level

7. A complex governance role
Government’s roles
F i n a n c e r R e g u l a t o r M a n a g e r O w n e r
International/EU - level
National level
Regional/local level

8. A co-evolutionary approach
Technology Economics
Politics and
”socio-
culture”
Public sector
Private sector
Development of
transport infrastructure
systems

9. Shifts between private and public sector
Private –
entrepreneurs
1850-
Government –
consolidation
1930-60
Private/public –
stronger
efficiency
incentives
1980-

10. Planning and spontaneity
Spontaneous
order
Centralized
planner
Market
failure
Government
failure
Individual
knowledge
Centralized
knowledge
Uncoordinated
Coordinated

11. EU and US transport policy
Government
failure
Coordinated
Centralized suprational
knowledge
National/state
knowledge
Uncoordinated
Success?
Success? The US

12. Ordering rather than planning?
Spontaneous
order
Government
failure
Market
failure
Government
failure
Individual
knowledge
Centralized
knowledge
Uncoordinated
Coordinated
The US

13. Ways ahead?
EU Now
Cross border private
or mixed
organizations
National private or
mixed organizations
Government/centralized
coordination
National
Supra-
national
Spontaneous coordination

14. Efficiency in governance – how?
1. Private or public?
2. Spatial level?
3. Innovation or administration?
4. Financing?
5. Creation or distribution?

15. Björn Hasselgren
KTH
Architecture and the built environment
+46-70-762 33 16
bjorn.hasselgren@abe.kth.se
www.kth.se/blogs/hasselgren
@HasselgrenB