The government land development corporation model works at ‘arm’s length’ from the public sector to manage development of public land assets. With the potential to create uplift in value and shape the built environment to achieve City objectives, many municipalities have established this model, yet there is a lack of study on their impact to the municipal planning and development process. This research presents a case study, including key informant interviews, of the Calgary Municipal Land Corporation’s (CMLC) management of the redevelopment of the East Village to identify lessons that may be application in other development projects. A list of themes for success and weakness informs discussion on how a government land development model can impact municipal planning policy, development process and standards. Half way into the project timeline, CMLC has achieved many of its objectives through a coordinated approach grounded in a strong vision set in a Master Plan. Active marketing and infrastructure upgrades that focused on connections established a renewed sense of place to a blighted neighborhood. CMLC benefits from being able to act in a nimble manner outside of the often-extended municipal decision-making structure. A broad mandate, control over budget decision, land ownership and authority to manage phasing provides efficiency in operations and confidence to investors, however public accountability remains a concern. CMLC introduces new avenues of collaboration and brings multiple disciplines together for risk sharing facilitating innovation in planning policy, practice and standards, that otherwise may have been lost in negotiation. Positioned at the interface between public and private, CMLC has found success in balancing interests and tensions through combining the strengths of each sector. / February 2017