As Osborner, we often join clients at an early stage. For example, we are involved in vision formation and policy development, and then we start the implementation. 'In that early phase, you can make a difference as an external party by being critical and sometimes the pink elephant in the room to keep the momentum going', says colleague Niels Driessen. Niels currently works as a program manager for the municipality of Katwijk.

Within the municipality, several large area development programs are being implemented. “Rijnburg Noord is one of them,” says Niels. “In addition to the existing greenhouse horticulture, space is being created for more business. The program was set up to bring coherence to the area that is still fairly fragmented. For this purpose, an area vision is being drawn up for which large participation meetings were recently held.”

Integral

Together with the municipality, residents, greenhouse growers and other entrepreneurs, Niels is working on a future-proof implementation of Rijnsburg Noord. “As a program manager, I bring policy and implementation together and it is my job to involve all stakeholders in a joint ambition. Managing such a program is really something different than project management. It requires a broader, integral view of areas or themes.”

Trust

It is therefore important that you, as a program manager, speak the language of administrators, policy officers, entrepreneurs and residents. Niels: “It also requires political sensitivity, strategic insight and knowledge of the processes for administrative decision-making. The trick is to gain and maintain the trust of all parties involved, especially in situations where conflicting interests arise.”

'For a shared ambition it is important to show how the interests of traffic, spatial development and economic affairs are connected. That is how you arrive at supported choices'

Steps and lines

“If a municipal council indicates that there is a need for development of the area attention and space must be for the future of greenhouse horticulture, aldermen ask themselves: how do we give that concrete form? You discuss this and together with the policy officers you arrive at concrete starting points. In this way you ensure that a statement from the council is ultimately processed via various steps and lines into a designation within the area vision.”

Flexibility

In his current role as program manager, Niels is tasked with involving all stakeholders – such as the municipal government, entrepreneurs, local residents, urban planners and urban planners – in the bigger picture. “It is important to recognize and understand the interests at different levels. Then you have to get all the parties involved to work together from an integral perspective. This requires flexibility, being able to switch quickly, sometimes taking a step back and seeing and seizing opportunities.”

In connection

Niels: “It starts with the internal communication between the municipal departments and teams. For a shared ambition, it is important to show how the interests of traffic, spatial development and economic affairs are connected. Then you have to facilitate the discussion between the departments, so that everyone understands this mutual dependency. That is how you arrive at supported choices. In such an area vision, you can only designate each square meter of land once.”

'When you show that you care about each other's interests, you can keep up the momentum together and come closer to the common goal'

Autonomy

According to Niels, as a program manager you sometimes have to show courage and dare to make choices. “You are often temporarily appointed to this role as an external party to achieve a specific program goal. This means that your attitude is sometimes different from that of direct colleagues within the organization. As a program manager you need autonomy and freedom to use this towards administrators, market parties and landowners to connect the worlds of politics and implementation.”

Pink elephant

According to Niels, it is often easier for an external program manager to make a different point of view heard by the client or to make less easy choices. “As an external party, you can often make the 'pink elephant in the room' appoint, especially if that is necessary to take the next step. Of course with understanding and respect for the other interests. When you show that you have an eye for each other's interests, you can keep the momentum going together and come closer to the common goal."

Curious about what AT Osborne or the team of Area Development & Energy can do for your program, task or ambition? Then contact Niels.