The purpose of the study is to gain an understanding of and analyze how a municipality can control the new construction of a district that has not previously been regulated by a detailed planned area. This was investigated based on a new construction in the district Ranagård, which is located in Halmstad municipality. The area has not been planned in detail and has a vision of being a sustainable district, where the main focus is om social aspects in the form of reduced segregation and design of the area. How the management has been has been analyzed based on both Halmstad municipality ́s and the developer ́s perspective. Furthermore, the extent to which the municipality ́s governance can be conveyed down to the developers and how they deal with this governance internally is examined. The study is based on two main theories, firstly Robert Simon ́s levers of control, which is a control model that is divided into four different aspects of control. These are belief system, boundary system, diagnostic control system and interactive control system. The second theory on which this study is based is how strict or loose the control of a management control system (MCS) can be and what incentives there are for this. By connecting the given theories, an analysis model was created that examined the municipality ́s use of the various aspects of Simon ́s levers of control and how these aspects were used strictly or loosely within the Ranagård project.

Using a deductive approach, semi-structured interviews were constructed as the qualitative method. All four respondents were experienced in the construction industry, three of whom work as clients of the Ranagård project. The Fourth respondent is a municipal development engineer who is this study represents Halmstad municipality ́s governance together with the Future Plan 2050 and the plan description available in Ranagård. The result shows that Halmstad municipality has governed with all of the different aspects from Simons levers of control, and this has affected the developer ́s freedom to implement their internal governance. The result also shows that in the Ranagård project, all aspects of Simons levers of control worked in synergy.