This chapter reports research carried out in Rotterdam between early 1996 and the end of 1997. It is about the development of innovative strategies and new partnerships at a time of complex contingent change influencing urban and regional policies. It deals mainly with the ‘dry economy’ in Rotterdam as opposed to the problems of the port and the city’s ‘wet economy’. The port featured in the city’s strategic thinking in a big way, but the Municipal Port Management had its own departments dealing with strategic intelligence, social and economic development, regional planning, and transport and logistics. In 1998, central government took part in a review of the port management with a view to redefining its management roles and operational relationships with the city. A city council Board of Commissioners had political responsibility for the port, but there seemed to be growing support for greater management autonomy for the port and less dependence by the city on port revenues. The Main Port authority itself lobbied central government and worked in partnership with the city on planning issues. However, the following concentrates on visioning from the point of view of the city council and the attempts better to link the wet and dry economies.
KeywordsCentral Government City Council Physical Planning World City Administrative Reform
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