Realdania By inteRnship Final RepoRtViacheslaV iVanoV

2015

IntroductIon

• The internship took place from December 2014 to June 2015.

• Data collected during the internship have been used for my master thesis and the final report.

• Master thesis results were highly evaluated by the academic council by graduation with honors.

• The results were used during the preparation of the draft federal law in Russia.

• The research was based on literature review, field studies interviews and questionnaires for internal and external stakeholders of the Realdania projects. (Realdania executives and employees, project directors, real estate agents, potential investors, municipal representatives).

Jarmersplads , 2015 Photo by: Viacheslav Ivanov

Key fIndIngs

• The ultimate goal of the report was to define the future perspectives of Realdania By’s partnership model.

• Realdania By is seen as an urban development company.

• Distinctive features: long-term horizon, multi-disciplinary aproach and wide range of implemented strategies and methods.

• The four big projects have different levels of awareness and attractivness.

• Positive sides of the projects are related to -------------------------.

• Weaknesses of the projects are related to the ------------- components.

• Distinctive capabilities of Realdania By are: --------------------------------------------------------------

Bryghusprojektetet, 2015 Photo by: Viacheslav Ivanov

Key fIndIngs

• ------------ is the main threat to the future application of the partnership model.

• Simplification of the model may lead to a loss of core value - ---------------------.

• Using current strengths and capabilities of the company it is possible to overcome threats by implementation of the 3 strategic initiatives:

1. -------------------------------

2. -------------------------------

3. ------------------------------

• These initiatives could be developed in future research, discussions and workshops with internal stakeholders.

Kvaesthusprojektet, 2015 Photo by: Viacheslav Ivanov

staKeholders’ PercePtIon of realdanIa By

• For the most respondents, the main characteristic of Realdania By correlates with -------------------

• The ------------------- aspect of the company’s activities is also important for a significant number of respondents.

• However, the questionnaire showed that almost nobody sees Realdania By as -------------------.

• This could mean that the respondents underestimate the capabilities of realdania By as a -------------------.

Which words express your perception of Realdania By best? (% of answers)

sPecIfIc qualItIes of realdanIa By

Internal staKeholders

What are the main distinguishing competences of realdania By compared to other companies of realdanias foundation.

«Knowledge and anchoring processes for large long-term spatial development»

Which competences skills and resources could be used in a better way?

«Realdania By has ------------------- ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------.»

external staKeholders

What is in your opinion the main distinguishing features of realdania By projects compared to other urban development projects in denmark?

«Strong on ------------------------------------------------------------------------------------------------------------------».

«------------------- of Realdania makes --------------------------------------.»

«...-----------------------------------------------------------------------------------------------.»

«Realdania By is great in ----------------------------------------------------------------------------.»

«------------------- - projects also embrace ----------------------------------------------------------------------------»

FRedeRicia c Køge Kyst

næRheden RingKøBing K

FREDERICIA C

RIngKøBIng K

næRHEDEn

KøgE KyST

four PartnershIP Projects • Køge Kyst and FredericiaC show how to transform former industrial and port areas into modern, attractive neighborhoods. Ringkøbing K is an example of respectful urban development in a scenic area, and nærHeden - of sustainable suburb for the future .

• All of them are being developed in the partnerships with municipalities with approx. population of 50 000 people. 3 of 4 projects are based on a mixed functional zoning.

• They differ from each other by the project area (20-84 ha), share of Realdania By (50-75%), construction volume (120 000 - 500 000 sq. m) and basic value created for residents.

• The municipalities where projects are being implemented are also very different. They are located in 4 different regions of the country and face specific challenges which are usually common for surrounding municipalities.

PercePtIon of PartnershIP Projects

Attractivness and awarenessof «4 Big projects»

(1 - very low, 4 - very high)internal and external stakeholders

Positive attributes associated with Realdania By projects

(% of respondents mentioned each attribute)

internal and external stakeholders

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

resPonse to challenges In PartnershIP Projects

Realdania By’s four big projects could be used as an example for the future urban development in Denmark how to response to these and other challenges in large urban development projects.

unnatractIve locatIon

ProtectIon of hIstorIcal

centers

constructIon In natural

areas

IndustrIal Wastelands

decreasIng PoPulatIon

urBan sPraWl

FRedeRicia c Køge Kyst

næRheden RingKøBing K

realdanIa By MunIcIPalIty

urBan develoPMent coMPany

Part of an enduring partnershipActive ownerPhilanthropic investorSupplier of competences to the company

Part of an enduring partnership

Active ownerInvestor

AuthorityBoard dIrector WIth

secretarIat

PartnershIP Model

Key resources and caPaBIlItIes

• ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

--------------------------------------------------- is a unique resource. Its main quality is -----------------------------------------------------------------------------------

• ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

------------------------------------------------

• ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

---------------------------------

• --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

------------------------------------- specific resources and competencies are being used on ----

----------------------------------. • -------------------------------------- ---------------------------

----------- -------------------------------------- makes it possible to formulate a ------------------------------

-------- in a comprehensive document. • ------------------------------------------------------------------------

------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

----------------.

vrIo analysIs of resources and caPaBIlItIes

Resources/Capabilities Valuable? Rare?

Difficultyto imitate?

Exploited by company ?

Financial resources Brand RealdaniaKey employeesDevelopment plan, formalizaing a strategic vision for the future of the project shared by stakeholdersQuality programs to ensure that development must meet the planned high level of qualityCompetence of administrative consulting in the field of urban developmentDynamic organization’s capability for self-learning

• Municipal representatives mentioned --------------------------------------------

• Realdania representatives mentioned --------------------------------------------

• Some of the project directors and key employees of Realdania have doubts about --------------------------------------------

• The inability to -------------------------------------------- is one of the main threats to the partnership model.

• Approaches, processes and instruments have -------------------------------------------- and could be implemented at the -------------------------------

-------------.

• The loss of -------------------------------------- - the lack of ------------------------------------------- can potentially lead to the loss of core competencies of the company.

future PersPectIves of the Model

strengths

Realdania -----------

----------- competences

----------- organization

Key -----------

oPPortunItIes

need for ----------- in Danish cities.

Lack of -----------

WeaKnesses

Economic -----------

Political -----------

threats

Inability to -----------

----------- of the model by deterioration of quality

sWot analysIs

sW-strategy

1. Reduction of ---------

st-strategIes

4. Realization of the projects on -----------.

5. Formalization of a -----------

oW-strategIes

2. Search for n-----------

3. ----------- application of the model

ot-strategy

6. Promotion of a ----------- through education and consulting activities.

strategIc InItIatIves

DETERMInATIon oF -------------------------------- is the most recognizable

positive attribute associated with Realdania By projects. -------- is the most mentioned word

by different stakeholders. But there is no -------- which ---------------- -------- concept.

IMPRoVEMEnT oF THE ---------------- organizational capability of ------------------------ can be utilized by Realdania By to improve------------------------ implemented through --------------------------------

reorIentatIon to ----------------The absence of -------- could lead to to -------- of the company. Due to the fact that ---------------- -------- reorientation to ---------------- is the only possible way to ------------------------.

• SWoT-analysis at the intersection of different qualities of internal and external environments shows six different strategies by which Realdania By could overcome its weaknesses and threats.

• All of them could be implemented through 3 strategic initiatives.

IMPleMentatIon In russIa

• Master thesis theme «the institute of redevelopment of urban areas through public-private partnerships in Denmark and the possibility of its adaptation in Russia».

• The objective of the study was to assess the possibility of adapting the urban development tools used in Denmark in a Russian context.

• Comparative analysis of urban legislation in different countries showed greater authority of municipalities in developed countries, compared to Russian municipalities

• Analysis showed that the Danish legislation gives municipal authorities a wide range of tools but this toolkit is not exhaustive.

IMPleMentatIon In russIa

• Analysis of the possibility of adaptation of the Danish experience has shown that redevelopment tools could be implemented in the Russian practice.

• However, the tools available in other countries, could solve some of the problems more effectively.

• Master thesis results were used during the preparation of the draft federal law which is aimed to expand the municipal authority inurban development

• The results of the study confirm the validity of the direction of development of legislation in Russia.

• Proposals for redevelopment processes in Russia and the approach to urban development practiced by Realdania By can be used in Russian urban development practice.

«Viacheslav’s desire to use the acquired knowledge and positions from international experience with regard to the Russian practice is

worth a special mention, as well as the implemented analysis of the law on the

transformation of industrial areas in the Russian Federation. As a result, the author was able to offer very significant

ideas for the legislative process, as well as management practices

recommendations».

Eduard Trutnev,

Ph.D. in Architecture. Director of the Sector “Real Estate Reforms” at the Institute for Urban Economics

Сo-author of Urban Planning Code of the Russian Federation”

IMPleMentatIon In russIa

other fIndIngs

• In the next 15 years the population of Denmark will increase by 6% and reach almost 6 million.

• 88% of this growth in 20% of municipalities.

• The trend is the same: growth in the capital region and in the municipalities of the west coast of Jutland.

• There is a significant correlation between the population growth and capital budget expenditures in urban development (0.96)

• In municipalities with low growth or declining population development projects are more difficult to implement.

Population projections in Denmark towards 2030.

5150

5200

5250

5300

5350

5400

5450

5500

5550

5600

5650

-10000

0

10000

20000

30000

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Tota

l pop

ulat

ion

Incr

ease

of r

esid

ents

Detached houses Semidetached and terraced houses Multidwelling houses Total population

other fIndIngs

• 67% of the population of Danes live in detached or semi-detached houses (,

• 31% lives in multidwelling houses.

• Since 2008, there is a tendency of growth of the population living in multi-dwelling houses.

• In 2012 a decrease in the number of residents living in detached houses took place.

• Last year the number of empty detached houses has increased by 1000 or 2%.

• There has been an inverse correlation between the provision of dwellings (sq m per person), and population growth.

IntervIeWs WIth eMPloyees

• Michael Guldager

• Claus Ravn

• Ann Hein

• Ole Møller

• Tim Andersen

• Louise Bjerre

• Susanne Schou

• Casper Paustian

• Filip Zibrandtsen

questIonnaIre resPondents

• Senior management of Realdania group;

• Project directors;

• Investors/potential investors;

• Real estate agents;

• Municipal representatives.

lIst of references

• http://en.wikipedia.org/wiki/List_of_wealthiest_charitable_foundations

• Evaluation of Realdania By and its partnership model developed by Oxford Research

• og dets partnerskabsmodel

• Udarbejdet af Oxford Research A/S

• http://www.realdania.org/

• http://statbank.dk/

• http://www.realdaniaby.dk/

• http://issuu.com/realdania.dk/docs/realdania_in_figues

• Author’s master thesis

• Review for the master thesis by E. Trutnev

data sources

Jarmersplads , 2015 Photo by: Viacheslav Ivanov