1. www.cities alliance.org A G LOBAL P ARTNERSHIP W ITH C ITIES TO M EET THE C HALLENGE OF P RO -P OOR P OLICIES AND P ROSPEROUS C ITIES W ITHOUT S LUMS

2. Strengthening Urban Management, WBI ASCI / WBI, Hyderabad, January 2003 www.citiesalliance.org City Development Strategies : the principles and the process

3. The Cities A l l i a n c e www.citiesalliance.org Cities Alliance and City Development Strategies : the principles and the process 1.Sustainable Cities in the globalising world 2.What is Cities Alliance ? 3.What is a City Development Strategy ? (how is it different from a Master Plan?) 4.Five steps in the process 5.Critical factors of success

4. … have …  robust economies that support jobs for all, especially the poor  open, transparent governance with participation and accountability  financial health and resources for much of their investment needs  adequate shelter, facilities and a healthful, livable environment A l l i a n c e www.citiesalliance.org Sustainable Cities The Cities

5. A l l i a n c e Global trends have changed the role of cities and their ways of doing business, and cities must plan strategically... Decentralization is placing more responsibility on cities Democratization requires a more prepared, more involved citizenry Globalization means cities are playing out economic fortunes on a global stage.

6. What is Cities Alliance ? The Alliance was conceived to expand the level of resources reaching the urban poor by :  improving the coherence of current urban programmes  directly linking grant-funded urban development cooperation with investment follow-up by the World Bank, ADB and/or other investment partners

7. Local Authority Organizations Bilateral Organizations Multilateral Organizations UNCHS (HABITAT) WORLD BANK ASIAN DEV. BANK UTO IULA METROPOLIS WACLAC CANADA FRANCE GERMANY ITALY JAPAN NETHERLANDS NORWAY SWEDEN UNITED KINGDOM UNITED STATES CITIES ALLIANCE CONSULTATIVE GROUP SECRETARIAT POLICY ADVISORY BOARD

8. The goal is to make unprecedented improvements in the living conditions of the urban poor through collective action in two key areas:  City development strategies which reflect a shared vision for the city’s future and local priorities for action to reduce urban poverty.  Up-scaling slum upgrading : citywide and nationwide

9. Cities Alliance : CDS and Slum Upgrading Projects CDS Upgrading

10. Cities Alliance and City Development Strategies  Cities Alliance today supports 21 CDS- initiatives, involving 60 cities worldwide  Cities Alliance members Japan, World Bank and UN-Habitat are supporting an additional 29 cities, mainly in Asia

11. What is a City Development Strategy? Definition : a tool to help achieve sustainable urban development ie. “sustainable cities”

12. What is a City Development Strategy? A City Development Strategy, CDS, is an action plan for equitable growth of the city, developed and sustained through participation, to improve the quality of life for all citizens. The goals of a City Development Strategy include a collective city vision and action plan aimed at improving urban governance and management, increasing investment to expand employment and services, and systematic and sustained reductions in urban poverty.

13. What is a City Development Strategy? CDS places the city, rather than the country or state, as the focus of analysis and planning CDS helps take stock of a city’s endowment CDS helps a city understand its prospects for economic growth and poverty reduction … with this understanding... CDS should address policy issues and options

14. What is a City Development Strategy? CDS, in contrast to a master plan, …  enables an on-going participation by critical mass of stakeholders, including the poor  aims to optimize city resources for growth and development, rather than merely investments and physical layout  helps the city, its leadership and civil society, to manage the flows of resources and trade in a global marketplace

15. What is a City Development Strategy? CDS outcomes include: policy and institutional reforms investment programs monitoring mechanisms for :  economic growth  poverty reduction  local government performance

16. The CDS Process ? Many ways are possible, but five phases are common : 1. Identify and mobilize stakeholders 2. Conduct analysis/assessment, create vision 3. Formulate a strategy and priority actions 4. Stage implementation with indicators 5. Monitor and follow up

17. Mobilise Stakeholders Assessment and Analysis Strategy and Action Plans Implementation Monitor and Follow Up 1 2 3 4 5

18. Mobilise stakeholders Begin the process by identifying stakeholders that have an interest in the city : people, businesses, organisations of the informal sector, different Govt.depts., utilities, educational institutions, residents associations, organised community groups, the poor.... Mobilise with a process of collective deliberation and organise an effort to plan collectively with broad consultation from citizens groups and business groups

19. Assessment - state of the city/region A good assessment should reflect the unique attributes of the urban region :  Its comparative and competitive advantages  The values and preferences of its residents  Its relationship to the global, domestic, and sub- national economies  Its physical characteristics Examples Kigali, Rwanda Ulaan Baatar (http://ulaanbaatar.net) Changsha, Zhuzhou & Xiangtan (www.townsfuture.com)

20. Vision (10-20 years) Characteristics of a good vision  Futuristic and visionary, but REALISTIC  Looks long term (10 years or more) but motivates short term action  Easy to understand  Indicates roles for many key stakeholders, not just local governments Examples Johannesburg (www.joburg.org.za/joburg_2030) Olongapocity (www.olongapocity.gov.ph)

21. Strategy – focused on results and accountability Characteristics of a good strategy  Must identify priorities  Involves tough choices: NOTHING IS OF EQUAL IMPORTANCE  Is realistic, but challenging  Limited number of actions with high probability of producing results  Mixes means  Clearly identifies institutional responsibilities and provides incentives for performance  Not solely based on voluntary cooperation  Flexible and revisable: reflecting environmental changes Examples Sofia (www.sofia.bg)

22. Implementation plan (with monitoring system) Characteristics of a good implementation plan  What, when, how much, whose resources by year  Expected impacts and indicators of achievement  Monitoring and assessment system  Identify negotiation - conflict resolution process among agencies / stakeholders Examples Johannesburg (www.goafrica.co.za/joburg)

23. Mobilise Stakeholders Assessment and Analysis Strategy and Action Plans Implementation Monitor and Follow Up 1 2 3 4 5

24. Mobilise Stakeholders Assessment and Analysis Strategy and Action Plans Implementation Monitor and Follow Up 1 2 3 4 5

25. Critical Factors of Success Success in processes...  Receptivity of stakeholders to consensus-building and reform agenda  Agree procedures of stakeholder participation and decision-making  Effective civic leadership, often focused on a mayor  Start early on institutionalisation of process

26. Critical Factors of Success Success in analysis....  Use local, and appropriate data and simple, applicable analytical tools  Use analytical capacity and capabilities within the stakeholder group  Complexity of very large places poses very difficult problems; start small

27. Critical Factors of Success Success in the product.... a CDS should...  Link city to macro-economic environment and national policy.  Utilize studies in local decisions (e.g., poverty assessments)  Publicise and ratify plans and completed projects  Line up financing beforehand.  Build long-term partnership assistance

28. What are core criteria for undertaking a CDS?  Government commitment and approval  Linkage to investment follow-up  Partnerships  Co-financing  Coherence of efforts  City-wide and nation-wide scales of action  Potential for institutionalisation and replication

29. What can a city achieve with a CDS?  A shared vision and strategy for the City which enables and encourages everyone to work together for a better collective future, based on a sense of shared interests  Increased job creation, investment and economic development  A link between grant-funded urban development cooperation and investment follow-up  Real opportunities for the poor to build their assets and incomes  The active involvement of the private sector  The mobilisation of global commitment, knowledge and resources

30. What can a city achieve with a CDS?  Effective ways to engage the poor to incorporate this potential into planning, budgeting and action  A coordinated, cross-sectoral and strategic approach by all public, private and community stakeholders  Mechanisms to coordinate agencies and donors  Reduction of lending risks and an improved lending climate (clear and achievable strategy, associated action plans and commitment of key stakeholders, reduces investment risks by sending a very positive signal to investors)  A real focus on results and outcomes

31. The Cities A l l i a n c e www.citiesalliance.org A G LOBAL P ARTNERSHIP W ITH C ITIES TO M EET THE C HALLENGE OF P RO -P OOR P OLICIES AND P ROSPEROUS C ITIES W ITHOUT S LUMS