City Development Strategies

City Development Strategies

Marrakech, MoroccoNovember, 2005

Pelle Persson

CDS Presentation – Layout

Overview of PortfolioOverview of Portfolio Ongoing, pipeline per region

Evaluations 2005 - Lessons LearnedEvaluations 2005 - Lessons Learned 4 cases 2 set of issues

Conclusions - CDS MethodologyConclusions - CDS Methodology CDS Guidelines Monitoring and Evaluation indicators report LED study

CDS Portfolio – Ongoing

Numbers of ongoing CDS’s; 48

Active CDS portfolio 2005; $ 14 m(Average CDS = 290’ $)

Distribution per region;

Africa: 10

MENA: 8

Asia: 18

LAC: 7

Europe: 5

CDS Portfolio – Ongoing

CDS Portfolio Pipeline Hard Soft

Total 34 19 15

Africa 8 3

Asia 4 4

Europe 2 1

MENA 1 2

LAC 2 5

Global 2 0

CDS Portfolio – Pipeline

Evaluation of Completed CDS Projects 2005

9 Desk Evaluations Addis Ababa, Ethiopia Kumasi, Ghana * Antananarivo, Madagascar Johannesburg, South Africa Phnom Penh, Cambodia 4 City-regions, China 9 Cities, Indonesia Mostar, Bosnia-Herzegovina Regional, Central America** still pending, the rest completed and presented

Field Evaluation Aden, Yemen

Evaluation of Completed Projects 2005

AdenActivity City Development Strategy for Local Economic

Development

Outcome Good assessment reports on competitiveness, capacity building, decentralization and local government

LED strategy Comprehensive action plans and projects

Strength Strong link to investments / Port project Urban planning process changed Contributed to decentralization Strong ownership, at least in the beginning

Weakness Institutional setup of CDS unit Link between CDS and Action Plan Monitoring and information dissemination

Aden Integrative Approach

PhysicalInfrastructure

Urban Management&

Municipal Finance

Local Economic

DevelopmentStrategy

CDS To identify priorities

Public AgencyReforms


ChinaActivity City-Region Development Strategies in 4 regions

(Chengdu, Lanxhou, Xinxiang, Erdos) in Western China

Outcome 4 city-region development strategies CDS manual for Chinese cities (nat. level)

Strength Innovative urban planning (spatial) concepts Investment links (to WB and Domestic sources)

Weakness Not congruent with Chinese 5-year planning Civil society involvement Strategy not anchored in a vision Very spatially and sector oriented (function follows

form hypothesis) Environment end of pipe instead of systemic


IndonesiaActivity Institutionalizing Poverty - Focused CDSs in 9 cities

Outcome 9 CDSs, some (not all) with investment and poverty reduction action plans

Input to the National Urban Development Policy Training of loc. govt. officials (not trainers as planned)

Strength Participation and institutionalization at local level (although private sector participation weak)

NGO influence crucial

Weakness Not connected to investments Not integrated into existing planning and budgeting

systems No link to disseminate experiences nationally


EthiopiaActivity Addis Ababa CDS Outcome Vision and Master Plan – delivered

Methodology and framework document for local planning development – not delivered

10 yr Financing Strategy – deliverd 2 yr HRD program – not finalized

Strengts Pro poor urban planning methodologies improved

Weakness CDS piggy-back on ongoing Master Plan, Institutionalization poor (Impl. Agency disbanded) Coherence of efforts poor (conflicts Govt-City) No strategic impact and Poor link to investment M&E indicators lacking


Key Lessons – CDS ConceptsRole of CDSs CDS should be a key instrument for radical

changes of current policies. It should scope a city, catch its dynamics, and raise quality of debate among stakeholders

Base CDS on good quality assessments

If CDS process is not based upon good assessment, it could have contravening effects

Integration of CWS and CDS

CDS is needed to formulate city-wide slum upgrading and preventing new slums are key issue for CDSs

CDS Should Lead to Reform

Decentralization, fiscal reform, corporatization of utilities needed to improve efficiency


Key Lessons – CDS Subjects

Involve Investment partners

Key to success is to have financing partners onboard from the outset

Domestic Finance Identification of long-term finance sources key to sustainability

Environment Environmental sustainability needs to be integrated into CDSs at a systemic level

LED Local government facilitation key to economic growth

CDS Guidelines 1

BackgroundBackgroundTime is ripe for CDS

guidelines because….

Abundant experience from evaluations

Guidance needed for our clients

External conditions changing rapidly

New learning about city strategizing

Main thrustMain thrust Mainstreaming

urban poverty Preventing new

slums Environment

increasingly matters Address causes, not

symptoms

CDS Guidelines 2

Livelihood Environment Spatial form Financial

Resources Governance

Urbanization in front of growth

Cities faith based on choices and leadership

Get everybody to pull in the same direction

What? - ThemesWhat? - ThemesWhy do a CDS?Why do a CDS?

Stylized Urban Development TrajectorySoft governanceDelivery of basic

needs

More efficient governance

Global Intermediation capabilities

Stronger metropolitan orientation

Heavy investment in urban infrastructure

Global image makingPerformance based

government

Water pollutionSanitation

Air pollutionUrban environment

worst early-middle of this stage ($2-3,000 US per capita)

Environment improvesHeavy investment (3-

6% GDP) needed in environmental infrastructure & improvement

High quality environment essential to competitiveness

MonocentricSmall CBD, then

uniform relatively high density

± 50% informal settlement

Peri-urban drivenTrunk infrastructure

shapes form

Stronger business services CBD

Suburban nodes

Edge citiesHighly attractiveCulture/tourism CBD

Informal economy dominates

FDI & Domestic investment fuel high growth in MFging

Consumer demand increases rapidly

High-end services (business producer)

High techHigh designCulture & HospitalityWorld class talent attracted

Hig

h s

tress

Lag

in

Resp

on

se

Potential to eliminate slums

Trading Manufacturing oriented Services Amenity(Late Services)

Urban Development Trajectory

Leap frog option, e.g., Bangalore, Accra (call centers)

Govern

an

ce

En

vir

on

men

tS

pati

al

Econ

om

y

Stylized Strategic Planning Process

CDS Guidelines 3

Shocking the system! Based on a long term vision Strategic, not comprehensive Strategic thrusts → translate into

actions Economic - employment systems run

development Realistic, tough choices Owned by key stakeholders

Characteristics of a good CDSCharacteristics of a good CDS

LED in CA activities

Independent evaluation of the Cities Alliance; “Most of CDSs and CWS programs have not included an

emphasis on local economy and employment generation”;

“The element of local economic development should be strengthened”.

CDSs with strong LED focus: Africa: Kigali (Rwanda), Karu (Nigeria) MENA: Aden (Yemen), Alexandria (Egypt) Latin America: Santo Andre (Brazil) Europe: Latvia (8 cities), Vologda (Russia) Asia: Philippines (League of Cities)

Bank-Netherlands Partnership Programme (BNPP): Cities Alliance LED Initiative

LED – study on successful tools Purpose: to improve LED components within CDS

and CWS; Learn from mapping cities experiences of tools to

assess economic development and competitiveness, case studies;

Outcome- Make good practices available to cities;- Guidelines on tools and methodologies.

“ CDS Impact Study”

BackgroundBackground How to integrate M&E

into CDSs ECON Norway /

University of Sydney Japanese funding Analysis + road testing

Main reportMain report Description of CDS

process Review of Asian

examples Impact assessments

Practical guidance Practical guidance frameworkframework

Toolkits Table of questionnaires

Monitoring the CDS process

Process DesignProcess Design

Deciding on the phases and Deciding on the phases and framework for CDS preparation, framework for CDS preparation, including discussions with key including discussions with key

stakeholders.stakeholders.

Initial or Updated* Initial or Updated* AssessmentsAssessments

Identifying key issues, Identifying key issues, trends and opportunities trends and opportunities

plus gaps in information to plus gaps in information to be filled.be filled.

Consultation and Consultation and ParticipationParticipation

Gathering all stakeholders’ Gathering all stakeholders’ views on what needs to be views on what needs to be

done.done.

Action Plans and Action Plans and ImplementationImplementation

Translating the vision, Translating the vision, goals and priorities into goals and priorities into

achievable programs achievable programs and projects.and projects.

InstitutionalisationInstitutionalisation

Putting the CDS into the Putting the CDS into the day-to-day day-to-day

management of the city management of the city and into its cycles for and into its cycles for

planning and planning and budgeting.budgeting.

Vision, Goals and Vision, Goals and ObjectivesObjectives

Developing a clear, shared Developing a clear, shared vision plus agreed goals vision plus agreed goals and priorities for action.and priorities for action.

Monitoring & Monitoring & EvaluationEvaluation

Analysing and Analysing and discussing the discussing the

process and results process and results achieved. Making achieved. Making

adjustments.adjustments.

CDS monitoring – example of tools

Principles for good M&EHas the CDS M&E taken this

principle into account?

Audience – Are we clear who are the users of the M&E system and that the information we will collect meets their needs?

YES NO

Practicality - Is the system practical and realistic in terms of the availability and reliability of information?

YES NO

Flexibility – Can it be modified as we gain more information and /or as the challenges facing the city change?

YES NO

Building Capacity – Does it build on the existing information available to the city? YES NO

Relevant & Focussed – Is it relevant to and focused on the key objectives of the CDS? YES NO

Simple & To The Right Scale – Is it to the right scale beginning with a core set of indicators that can be refined and expanded over time?

YES NO

Appropriate & Meaningful – Does it include both quantitative and qualitative measures that make sense and are relevant?

YES NO

Balanced – Does it cover both what the CDS is hoping to achieve (its outcomes) and how it is to be done (the process)?

YES NO

Benchmarking – Does it make comparisons with other Cities where these are helpful and informative?

YES NO

Http://www.citiesalliance.org

Documents

City Development Strategies