the impact of training and capacity building on urban ......3/15/2004 claudio acioly / ihs 1 the...

3/15/2004 Claudio Acioly / IHS 1

The impact of training and capacity building on urban policy changes and

innovations.

Claudio Acioly Jr.

IHS-Institute for Housing and Urban Development Studies


1.

Informal urbanisation: do we understand the underlying causes?


2.

Do we have the right policies to address the problem?


Policy Doctrines & Responses to Informal Urbanisation

Land Acquisition, land banking, land reserves for conventional housing projects

Land Acquisition, land banking, land reserves for conventional housing projects

Combination of infrastructure improvement and services + physical & layout restructuring + legalization of land tenure; integration into programs

Combination of infrastructure improvement and services + physical & layout restructuring + legalization of land tenure; integration into programs

Local Governments -urban management and governance, city-wide policies and urban productivity measures

City-wide Programmes

The 90’s

Integration to housing policies but not establishing large scale programs

The 80’s

Repression, eradication, eviction, resettlement

The 70’s

From Projects

to Programmes

land tenure regularization, sites and services, finance, integrated projects

land tenure regularization, sites and services, finance, integrated projects


Regularisation & Integration

Legalisation of urban land tenure

Resettlement Housing Credit

Housing Estates Improvement

Social Policy Urban Policy

Municipal Housing Policy

Comprehensive & Integrated Approach

Comprehensive & Integrated Approach

Informal Settlements Unauthorised land subdivision Risk Areas

Public Housing Estates

Other target groups


20 - 80 % of urban growth

&

15 - 70 % of the total population

INFORMAL URBANIZATION in cities of the Development Countries

To create the basic conditions for their integration to the Housing and Real Estate Market

POLICIES OF INTERVENTION

From the 1980’s onwards

Improvement and/or provision of basic infrastructure

Spatial-physical Restructuring

Legalization of Tenure & Land regularization

physical social juridical


SUMMARY of Shifts in Housing PolicySUMMARY of Shifts in Housing Policy

•• State sponsored housing production and deliveryState sponsored housing production and delivery

•• Lowering standards to reach lower income familiesLowering standards to reach lower income families

•• Involving future beneficiaries in housing productionInvolving future beneficiaries in housing production

•• Intervention in housing inputs to facilitate housing Intervention in housing inputs to facilitate housing productionproduction

•• Enabling policies: less government involvementEnabling policies: less government involvement

•• DecentralisationDecentralisation: municipal housing policies: municipal housing policies

•• Large scale Large scale privatisationprivatisation of stateof state--owned housing owned housing stock (CEE)stock (CEE)


3.

Do informal settlements indicate the need for different types of skills and methods to address the problem?


Different Logic Requires Different Tools

FORMALURBANIZATION

• PLANNING

• IMPLEMENTATION OF SERVICES AND

INFRASTRUCTURE

• CONSTRUCTION

• OCCUPATION

INFORMAL URBANIZATION

• OCCUPATION

• CONSTRUCTION / consolidation

• IMPLEMENTATION OF SERVICES AND BASIC

INFRASTRUCTURE

• PLANNING


4.

Inner city decay poses another threat: do we really understand the phenomenon?


VACANT LAND & BUILDINGSSource: EMURB, Nadia Somek


BUILIDINGS PARTIALLY EMPTY

Source: EMURB, Nadia Somek


Housing problems in São Paulo’s inner city

Land-use change in inner city

Stimulation of growth outside

InsecurityInsecurity

Poverty inPoverty ininner cityinner city

Physical segregation

Lack of investment in city centre

Economic Economic declinedecline

De-population

Vacant Vacant bldgs bldgs and lotsand lots

Economic crisis

Resid.use prohibited 1975-94

Eff

ects

Cau

ses

Problem

Problem Tree of Rio de Janeiro’s inner city

Source: Marcia Wajsenzon, IHS, 2002


5.

Does the shift in paradigm demand a different type of understanding & attitude of professionals and governments?


Bottlenecks impeding well-functioning of the cityBottlenecks impeding well-functioning of the city

OBSTACLES

Local Development Opportunities NOT realised.

Local Development Opportunities NOT realised.

Deficiencies in infrastructure

Deficiencies in infrastructure

Weakness of Public Sector and Municipal Institutions

Weakness of Public Sector and Municipal Institutions

Informal Urbanisation

Informal Urbanisation consequencesconsequences

Obsolete Norms Regulating Real Estate Market and Land Occupation

Regulating Real Estate Obsolete Norms

Lack of Financial Resources

Lack of Financial Resources Market and Land

Occupation


A change in Paradigm

OBSTACLESReduction of the productivity of enterprises and households

Reduction of the productivity of enterprises and households

Reduction of the aggregated productivity of the economy

Reduction of the aggregated productivity of the economy

Affects the spatial dimensions of the city

Affects the spatial dimensions of the city

Effects on the city development and macro-economic

performance

Effects on the city development and macro-economic

performance

Generating Urban Adjustments and Adaptation of the City to New Demands and National & Economic Objectives

Generating Urban Adjustments and Adaptation of the City to New Demands and National & Economic Objectives


Effects on Policies and City Development StrategiesEffects on Policies and City Development Strategies

Policies of Public Sector Intervention

Policies of Public Sector Intervention

Change in ParadigmsChange in Paradigms

OBSTACLESOBSTACLES

Uncertainties in Context Globalisation

Concentration of Population

Social-spatial Stratification

“Informalisation”

Urban Poverty

Environmental Deterioration

Uncertainties in Context Globalisation

Concentration of Population

Social-spatial Stratification

“Informalisation”

Urban Poverty

Environmental Deterioration

+

City Envisioning

City Envisioning CDSCDS

Urban Revitalisation and Renewal of Urban Structures

Improvement of Urban Services and Infrastructure

Projects of Physical,

Social and Economic

Integration


6.

Are shifts in planning a necessity or an imposition, or a conscious response to the challenges?


1From

Emphasis on Statutory Planning -Master Plans Rigidity

2To

Strategic & Action Planning

Urban Productivity Flexibility


4Government

Enables! Market Provision

Privatization & Partnership

3Government Provides!

State Provision


6Local

Government decides!

Decentralization

5Central Government Decides!


7Physical Development

Spatial Planning Regulatory

8Financial &

Economic Planning

Technical Feasibility Institutional basis


Regulatory-Normative Plans

Strategic Plan

Action plan

Action plan

Action plan

Relationship between regulatory/statutory and normative plans and other city-performance type ofplans geared to the resolution of critical problems

Physical

FinancialFinancialInstitutionalInstitutional Based on F. Davidson, 1997


9From

Technocratic & top down planning

10To

Civil Society Participation &

bottom-up planning


EVOLUTION OF THE INTERNATIONAL PARADIGM EVOLUTION OF THE INTERNATIONAL PARADIGM regarding citizen participationregarding citizen participation

HABITAT IVancouver, 1976

•CP as panacea

•self-help advocacy

•John Turner’s freedom to build

•cost recovery + labourresources

•improve projects

HABITAT II Istanbul, 1996

•CP as enabling policy

•CP as empowerment

•CP as public participation•Partnership / Stakeholders•CP as governance

•CP as self-help self-management


Paradigm ChangeParadigm Change

Cities & macro-economic

performance

Cities & macro-economic

performance

Managing the urban economy

Managing the urban economy

Efficiency & Equity

Efficiency & Equity

Enabling Instruments

Enabling Instruments

•Deregulation

•Strategic Planning

•Civil Society Participation

•PPC Partnerships

•Land Policies

•Urban Renewal

•Local Agenda 21

• ……

•Deregulation

•Strategic Planning

•Civil Society Participation

•PPC Partnerships

•Land Policies

•Urban Renewal

•Local Agenda 21

• ……

From Urban ManagementFrom Urban Management

To Urban GovernanceTo Urban

Governance


7.Cities in transition require different plans and different planners: what is really needed? Training needs assessment?


The Strategic Development The Strategic Development Planning for ROTTERDAMPlanning for ROTTERDAM

KOERS 2005De Toekomstvisie

The route to 2005A future vision

19961996 20052005


Structural AdjustmentRotterdam in Transition: searching new identity

Reconstruction (post war)Reconstruction (post war)

Urban Renewal (from 70’s)Urban Renewal (from 70’s)

Social Renewal (from 1990 onwards)Social Renewal (from 1990 onwards)

New Rotterdam (ambitious revitalisation from 2nd half 1980’s onwards)

New Rotterdam (ambitious revitalisation from 2nd half 1980’s onwards)

Broadening & Strengthening

Economic Basis

From industrial economic basis towards a service

economy.


Rotterdam in TransitionWorking CityBusiness-likeIndustrial cityEarningDoingGoodsHard (sphere, city building)CongestionPressure on environmentAverageRed (bricks)City of necessityExclusionInactiveIlliterateSegmentationIndividualisticDivided

FROM:Residential CityAmusement-likeService citySpendingThinking (Knowledge)InformationSoftPleasant livingSustainable Grandeur GreenCity of choiceParticipationActiveLiterateIntegrationResponsibleCo-operative

TO:


8.

Civil society engagement is challenging the status-quo of planning: do we have the right knowledge and skills to facilitate and strengthen this trend?


Prioritisation and monitoring of physical and financial execution

Prioritisation and monitoring of physical and financial execution

Popular participation

+Participatory Budgeting and the Public Policy Councils

as instruments of citizen participation and control of government actions by the citizenship.

Popular participation

+Participatory Budgeting and the Public Policy Councils

as instruments of citizen participation and control of government actions by the citizenship.

Locally-based Strategic Planning as an instrument to control

government actions.

Democratisation in access to information, society control on municipality’s actions.

Quality and More productivity in public service delivery.


CITY STRATEGY CityVision

ActionPlan

ActionPlan

ActionPlan

ActionPlan

OP

OP -Participatory Budgeting

-Participatory Budgeting


9.Something is wrong with our planners, plans, governments, with our understanding: what do we do and how do we do it?


10.Policy studies and training needs assessment will provide evidences of the institutional and human resources capacity but where to start? How to tackle the defficiencies?


Training & Education

Overseas Institution Building

Advisory Services

Research


Emphasis on problem identification and problem resolution with support from various action

oriented techniques and methodologies


IHS Institution Building ExperienceIHS Institution Building Experience• INDONESIA, IUDM-Integrated Urban Infrastructure Development Management, Ministry

of Public Works

• SRI LANKA, CHBC-Center of Housing, Building and Construction, National Housing Authority-NHA

• COLOMBIA, CEHAP-Center for Popular Housing Studies, National University of Colombia, Medelin, PEVAL Latin America

• TANZANIA, CHS-Center for Housing Studies

• INDIA, HSMI-Human Settlement Management Institute, HUDCO-Housing and Urban Development Coorporation

• THAILAND, National Housing Authority

• ROMANIA, Institutional Development and Training for Urban Management, Regional Training Centers for Elected and Appointed Officials

• GHANA, Institute for Local Government Studies-ILGS

• EGYPT, UTI-Urban Training and Studies Institute, HBRC-Housing Building and Research Center

• PERU, Foro Ciudad para la Vida (Federation NGO), National Urban Management Programme


IHSInstitute for Housing

and Urban DevelopmentStudies

Department for EconomicDevelopment and

Environment

PAP Santa Cruz

NGO’s Representative

InstitutionsPublic and Private

Universities:U.A.G.R.M.

U.C.B.

Civil Society

Department of Municipal Coordination

Technical Assistance

Municipality of Santa Cruz de la Sierra, Bolivia

Department for Planningand

Programming

Others




SINPA BOLIVIA1997-2002


SINPA Bolivia 1999 - 2002

GeneralObjective

Specific Objectives

Urban Forum

Internacional Seminars

Regional Exchange

Tailor-madeCourses

Workshopsand


Local Technical Studiesand Studies in Other countries

Objective: Strategic Urban DevelopmentPlan to guide development and implementprioritised projects.

Specific Objectives:• Local government capacities to plan• Local government capacity to lead process of participation and articulation• Civil society organisations capable to plan andparticipate in urban management• Local government capacity to implement theStrategic Plan

Courses:Councillors and Heads of DepartmentsProfessionalsCivil society

Workshops linked with Technical Assistance:Members of the Technical Teams

Exchange: SINPA Bolivia, Zambia, Bangladesh


+Build capacities and develop strategies for sustainable development

Partnership with theMunicipal Government of Santa Cruz

Capacity buildingcombined with

technical assistance

Nexus civil society-government promotes

new avenues forinteraction between

various actors

PDMS as catalyst

Partnerships withUniversities

Following closelythe environmental

management process

Stimulate citizen participation

Building & StrengtheningCitizenship

Management capacityfor sustainabledevelopment=

THE APPROACH OF THE SINPA BOLIVIA PROJECT


Rapidly Changing Environment requiring:•Knowledge;

•Means and instruments;

•Attitude Changes

•Quick and innovative response

•Well-trained human resources

•Commitment


But can training resolve the problem?


The answer is:


11.Training and education institutions are searching for models that effectively make knowledge available for actions. Is there any logic?


International education: International education: relevance ?relevance ?

•• Transplant of knowledgeTransplant of knowledge•• Transfer of knowledgeTransfer of knowledge•• Retailing of KnowledgeRetailing of Knowledge•• Developing indigenous knowledgeDeveloping indigenous knowledge•• Southern institutions retailing Southern institutions retailing

knowledgeknowledge•• Globalization of educational marketGlobalization of educational market


1

Transplant (50-60s)

Direct application of knowledge and tools

Transfer

Adaptation (appropriate technology) but still based on norms, values of industrialized countries

2

Retailing

Institutional collaboration

Replicate curriculum innovations,

Research capacity

Organize capacity to offer national services

3

Indigenous

Need to incorporate local institutional, technological, social and political realities

4

Southern institutions retailing knowledge

Widening target groups and increasing competition

5

Globalization & technological changes

Reputation, standards, career development, selective demand

6


Technological RevolutionTechnological Revolution

Distant Learning

New forms of education

Differentiated and customized curricular development

Increase of target groups

Increasing competition among suppliers of education and training services

IT

Telematics

CD roms

Interactive education


New mission for International Education Institutions ?

Problem-solving education

Tailor-made to local specificity and diversity

Bring real life situations

Group dynamics sessions

Human resources development – institutional reform nexus

Focusing on building Focusing on building knowledge and knowledge and individual skillsindividual skills

Focus on building up Focus on building up indigenous knowledge indigenous knowledge and capacities of and capacities of national/local national/local institutionsinstitutions


Can training address the urban Can training address the urban challenges faced by Egyptian Cities ?challenges faced by Egyptian Cities ?

Densification & crowdingInformal urbanization

Environmental DeteriorationSpatial decentralizationThreat to Agricultural LAND

Deregulation of housingInadequate infrastructureLegal bottlenecksInstitutional bottlenecks

Human Human ResourcesResources

InstitutionsInstitutions

PROBLEMPROBLEM


What can capacity building & What can capacity building & training do?training do?

PROBLEMSPROBLEMS

Human Human ResourcesResources

InstitutionsInstitutions

•Planning and management skills, tools and methods to effectively deal with the problem?

•Policy, urban management instruments and institutional arrangements to efficiently deal with the problem?

CITIES CITIES in in EGYPTEGYPT


Planner


CONCLUSIONS _ 1•• Planning & planning decisions still relies on central Planning & planning decisions still relies on central

government agenciesgovernment agencies•• Emphasis still given to territorial planningEmphasis still given to territorial planning•• Less on economic and process managementLess on economic and process management•• Vision of urban management is not yet in placeVision of urban management is not yet in place•• Lack of culture of participation hinders broadening the Lack of culture of participation hinders broadening the

institutional basis of planninginstitutional basis of planning•• Local authorities still lacking autonomy to deal with its Local authorities still lacking autonomy to deal with its

problems and resourcesproblems and resources•• Institutional and organizational restructuring still far of Institutional and organizational restructuring still far of

reachreach•• Governance finds no echo in civil societyGovernance finds no echo in civil society


CONCLUSIONS _ 2•• Enhancing individual skill development and innovative Enhancing individual skill development and innovative

aproachesaproaches is worthwhile but not sufficient to trigger is worthwhile but not sufficient to trigger institutional changesinstitutional changes

•• Training mid career professionals does little in terms of Training mid career professionals does little in terms of policy shiftpolicy shift

•• Reaching senior level and decision makers may trigger Reaching senior level and decision makers may trigger qualitative shifts in public policy but not its implementationqualitative shifts in public policy but not its implementation

•• Post graduation training still divorced from basic Post graduation training still divorced from basic undergraduate programsundergraduate programs

•• There is still need to widen understanding of local There is still need to widen understanding of local government specificities among practitioners from within government specificities among practitioners from within and outside the public sectorand outside the public sector

•• There is a need to establish a wider network of capacity There is a need to establish a wider network of capacity buildingbuilding


CONCLUSIONS _ 3•• Training alone will not generate the impact required to Training alone will not generate the impact required to

address the problems in a meaningful and effective manneraddress the problems in a meaningful and effective manner•• Commitment of staff and professionals involved in Commitment of staff and professionals involved in

designing and delivering training is must!designing and delivering training is must!•• The link individual The link individual –– institutional performance is a sineinstitutional performance is a sine--

quaqua--non conditionnon condition•• Advocacy and political processes are an inseparable part Advocacy and political processes are an inseparable part

of the equation, of the problem and the solutionof the equation, of the problem and the solution

the impact of training and capacity building on urban ......3/15/2004 claudio acioly / ihs 1 the...

Documents