Urban entrepreneurialism in fifa World Cup host cities: the case of Porto Alegre

Oliveira, Clarice Misoczky de; Misoczky, Maria Ceci

doi:10.1590/1984-9230710

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Articles • Organ. Soc. 23 (79) • Oct-Dec 2016 • https://doi.org/10.1590/1984-9230710 copy

Urban entrepreneurialism in fifa World Cup host cities: the case of Porto Alegre

Empreendedorismo urbano em cidades sedes da Copa do Mundo: o caso de Porto Alegre.

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

The aim of the study that gave rise to this paper was to analyse the practices in place in Porto Alegre in relation to Large Urban Projects (LUPs) linked to the 2014 FIFA World Cup. An instrumental case study was performed, incorporating three units of analysis: mobility, stadiums and the waterfront, comprising 18 projects. Following the introduction, a presentation on the methodological procedures and two theoretical sections are given: on the concepts of urban entrepreneurialism and urban marketing, and on definitions and practices of planning and their expression in cities. The case of Porto Alegre then follows. Lastly, is an analysis indicating how each project is connected to urban entrepreneurial strategies. It concludes, indicating that the fact of being a host city was used to disseminate the image of a modern, developed and efficient city; the choice and management of projects was interconnected to economic growth, entrepreneurialism and the creation of an environment favourable for business; and the selection of LUPs led to a fragmented treatment of the territory. Under the aegis of speculation, urban planning lost relevance and the public administration renounced its position as market regulator.

Keywords
Urban entrepreneurialism; Large Urban Projects; the FIFA World Cup; Porto Alegre; Urban planning

UNITS OF ANALYSIS	PROJECT	MR*	UNITS OF ANALYSIS	PROJECT	MR
MOBILITY	Tronco Av.	YES	MOBILITY	BRT- Padre Cacique	NO
	3^rd Perimeter Av.	YES		3 Beira-Rio surrounding roads	YES
	Padre Cacique Av.	YES		Airport	YES
	BRT - Protásio Alves	YES		Aeromovel	NO
	BRT - João Pessoa	YES		Subway Line 2	NO
	Voluntários da Pátria St.	YES	STADIUM	Giant Forever	YES
	Extension of Severo Dullius Av.	YES	STADIUM	Grêmio Stadium	NO
	Bus Station Complex	YES	WATERFRONT	Mauá Harbour	NO
	BRT - Bento Gonçalves	YES	WATERFRONT	Guaíba Waterfront Renewal	NO
TOTAL	18 Project, with 12 from the Responsibility Matrix

Project	Participation		PPP
Project	Public Sector	Private Sector	PPP
Tronco Av., 3^rd Perimeter Av., Padre Cacique, Voluntários da Pátria St., Extension of Severo Dullius Av., Bus Station complex and 3 Beira-Rio surrounding roads	Federal Government Funds	Basic project donated by CIERGS	INF
BRT Protásio Alves, João Pessoa, Bento Gonçalves and Padre Cacique	Federal Government Funds	Basic project donated by CIERGS and transportation enterprises	INF
Salgado Filho Airport	Federal Government Funds	—	—
Aeromovel	Federal Government Funds	—	—
Subway Line 2	Federal Government Funds	Enterprise that wins the bidding	FOR

Unit of Analysis	Project	EEU1	EEU2	EEU3	PPP
Mobility	Tronco Av.
	3^rd Perimeter Av.
	Padre Cacique Av.
	BRT - Protásio Alves
	BRT - João Pessoa
	Voluntários da Pátria St.
	Extension of Severo Dullius St.
	Bus station complex
	BRT - Bento Gonçalves
	BRT- Padre Cacique
	Beira-Rio surroundings roads
	Salgado Filho airport
	Aeromovel
	Subway Line 2
Stadium	International Stadium
Stadium	Grêmio Arena
Waterfront	Mauá Harbour
Waterfront	Guaíba Waterfront Renewal

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[1] Source: prepared on the basis of Brazil (2010)BRASIL. Ministério dos Esportes. Matriz de Responsabilidade Rio Grande do Sul. Brasília 2010. Available at: http://www.esporte.gov.br/futebolDireitosTorcedor/copa2014/compromissosCopa2014.jsp. Last access on 15th May, 2013.
http://www.esporte.gov.br/futebolDireito... .

Catalytic government	Steering rather than rowing - conducting and orientating, instead of providing services, privatisation, outsourcing and public-private partnerships (PPPs).
Community owned government	Empowering the citizens rather than serving - training and encouraging communities to take control of services, providing resources and technical assistance.
Competitive government	Injecting competition in services delivery - encouraging innovation and quality and strengthening organisations.
Mission-driven government	Transforming rule-driven organisations - making regulations flexible and taking the mission and strategic planning as a reference, as carried out in private enterprises.
Results-oriented government	Funding outcomes, not inputs - replacing reward parameters, focusing on the control of results, not resources.
Customer-driven government	Meeting the needs of the customer, not bureaucracy - based on techniques of Total Quality Management (TQM), emphasising customer relation techniques.
Enterprising government	Earning rather than expending - creating means to make profit, charge taxes for services provision and investing in financial return.
Anticipatory government	Prevention rather than cure - anticipating problems through managerial tools, such as budgetary control and strategic planning.
Decentralised government	From hierarchy to participation and teamwork - sharing decisions with customers, NGOs and communities, TQM and decentralising.
Market-oriented government	Leveraging change through the market - cities are vast and complex clusters of people in which each individual adjusts to the other's behaviour, based on incentives and information and, therefore, should be structured as markets.

Creating environments to exploit particular advantages for the production of goods and services	When they do not derive from resource base or location, they are created through public and private investments in physical and social infrastructures. For this, coalitions between the three levels of government encourage private investments offering packages of aids and assistance, as well as investing in education and technology, and training the labour force with public funds.
Spatial division of consumption	Attracting consumption by the construction of sports stadia, shopping and convention centres, etc., and/or encouraging entertainment and cultural activities⁶.
Control and command functions	Heavy investments in transportation (such as airports) and communications technology are required. The provision of infrastructure that make the speed and quality of internal and external connections viable is fundamental for inter-urban competition.
Redistribution of surpluses	Competitive edge with respect to redistribution of surpluses through central governments is still very important.

Trend planning - flexibilisation	Although it is based on regulations, it should respond to private interests and land use policies, responding to market trends and forces.
Leverage planning - flexibilisation and entrepreneuralism	The public sector should encourage weakened markets through, tax reductions, land donations and selling land under the market value, etc.
Private management planning	The public sector transfers the management of urban renewal processes to specific areas of the private sector.