City Development Strategies Standards for City Alliance and Global Experience

1. City Development StrategiesStandards for City Alliance and Global Experience Finance, Private Sector and Infrastructure Group (MNSIF) The World Bank

2. CITIES ALLIANCE The Cities Alliance is a coalition of cities and their development partners committed to urban poverty reduction. The Cities Alliance comprises of international organizations: (UN, WB,IULA,UTO, WACLAC etc.) and country donors: United Kingdom, Germany, Canada, Japan, France, Italy, USA. The Cities Alliance was created to work in partnership with cities that are attending to improve opportunities for all their citizens, particularly the urban poor and women who are often the most disadvantaged, and do not benefit of their promotion projects the same as other categories of the community

3. CITIES ALLIANCE The Cities Alliance promotes action in two areas: Formulation of City Development Strategies to support local economic development. Citywide slum upgrading.

4. City Development Strategy (CDS) The CDS is an action plan for equitable growth in cities to improve the quality of life for all citizens developed and sustained through participation of all partners. The goals of CDS include a collective city vision and action plan aimed at: Local economic development that increases employment opportunities and wider services. Improving urban governance and management Systematic and sustained reductions in urban poverty

5. Determining Strategic Focus of CDS The Cities Alliance recognizes that while there are common issues, each city has its own characteristics and that it is for civic leaders and citizens to determine their city�s own future. The Cities Alliance supports local assessments and solutions and provides ways and means in which these can be considered from a wide perspective. Greater emphasis will be on the lead being taken by the city itself, with the urban poor and local business leaders actively engaged within a wider participating process � in short, local ownership of the process is vital.

6. Selection Criteria Clear visions and objectives (development strategies, slum upgrading) Commitment of central/local government. Linkage to investment follow- (involvement of partners in preparing the proposal) Wide participation: private sector, civil community.. Etc Co-financing (international and local) Coherence of efforts (all sectors and related agencies Focus on multi-programs rather than on pilot projects. Ability of institutions to adapt and replication of lessons learnt Positive impact on environment. Materialized results in a limited time (probably two years

7. Determining Strategic Focus of CDS The Cities Alliance recognizes that while there are common issues, each city has its own characteristics and that it is for civic larders and citizens to determine their city�s own future. The Cities Alliance supports local assessments and solutions and provides ways and means in which these can be considered from a wider perspective. Grater emphasis will be on the lead being taken by the city itself, with the urban poor and local business leaders actively engaged within a wider participating process � in short, local ownership of the process is vital.

8. A. Good Governance and Urban Management Urban Management means the methodology of how priorities are determined, decision making and the interaction of citizens and government institutions. Urban governance is characterized by transparence in taking decision , sound financial management, public accountability, equitable resource allocation and probity which should lead to sustainable improvements in urban indicators. Good urban governance is enhanced by the guiding principle of subsidiary, decentralization of resources and responsibilities to all local administrations (governorate, locality, city, district).

9. A. Good Governance and Urban Management Financial Budgeting Process: The methodology of local government budgeting is one of the most important indicators for good urban governance. That includes how priorities are selected, how allocations and appropriations are made, how revenue growth is promoted and the poor are assisted. City governments which have introduced participatory budgeting processes are among the most successful in building consensus and meeting the needs of the poor.

10. A. Good Governance and Urban Management Institutional frameworks: Although some aspects of these frameworks may be determined by higher levels of government, yet city governments need to ensure that the most effective institutional arrangements are within their scope and jurisdiction. That involves clear determination of roles, rights and responsibilities of public institutions, private sector, civil society and citizens, within its scope. This also involves building technical and administrative capacities to create effective institutional performance.

11. A. Good Governance and Urban Management Participation of all stakeholders and concerned institutions in the decision-making process will help building consensus on development priorities, equitable resource allocation, transparence and follow-up of local officials and sustained interventions and decisions. Principle of participatory decision making will be enhanced by the abilities and effective administrative regulations. Thus CDS must include capacity building for local departments and partners from the civil society.

12. B. Poverty Reduction A CDS should aim to examine options for efficient service delivery and equitable pricing policies. Provision of essential services, particularly water and sanitation, energy and urban transport; affects directly the daily lives of the urban poor. Formulating a CDS should focus on the most effective methods of service provision and that the delivery mechanism should include cost recovery and review of the regulatory framework

13. B. Poverty Reduction A CDS includes also subsidiary elements such as: Public fair and comprehensive access to information. Defining and protecting the right of urban poor to facilities and opportunities, in other words pro-poor policy and environment. Removal of legal obstacles that have a discriminatory effect, especially on women and the urban poor, and that deny equal access to basic services, land tenure, credit or employment.

14. The process of Preparing a CDS The team that prepares the CDS should define clearly who is who in the city, how they can participate and how to reach a permanent vision for investment and trade culture, based on participation.

15. Preparation �CDS Methodology� The methodology consists of six phases: Formulation of the team: a) the supreme consultative committee; b) the strategy formation group. Vision drafting: building a consensus among concerned figures, on the preferred local community future. Defining the aims: should be built on a common vision that determines the required output of the developmental plans. Determination of the objectives: criteria are set for performance and activities that lead to achieving development. Programming: approaches that lead to achieving applicable developmental aims.

16. Preparation �CDS Methodology� Action plans: determination of components of the applicable programs and activities, according to priorities, costs and responsibilities. Each phase should include a workshop to review the work progress and to determine further phases

17. Global Experiences.

18. 1. Aden City CDS Bases for the strategy: Public participation in preparing the strategy including private sector and local community. The first responsible on strategy preparations is the local administration. The local council is responsible for consultation and coordination to determine the needs and people priorities.

19. 1. Aden City CDS Objective of Strategy: Prepare a medium and long term plan for economic development in Aden city which aims to achieve better living and attracts investments to create new jobs and to reduce poverty. Review of the master plan of Aden and preparation of urban plans to enhance the infrastructure nets. Prepare an investment plan within the framework of priorities determined by the strategy.

20. Preparation Process of Aden CDS Institutional discussions between local council members and citizens to exchange information and knowledge and to take the major decisions. The CDS team takes to prepare the CDS and the action plan. The local council leads the team which will include 13 members representing the local government departments, the free zone, chamber of commerce, the port, small businesses, the civil community and Aden University. The CDS team activates preparation and consultations of all those concerned through a series of participatory workshops to reach consensus.

21. Preparation Process of Aden CDS The CDS team communicates with local economic development department to be formulated and take the responsibility of coordination for reformation, collect and analyze data, render technical expertise to the local council and to implement investment projects.

22. Expected outputs of the Local Economic Development. Determine approaches for the effectiveness and the overall economic performance of Aden city, particularly through organization of works, regulations and procedures. Promotion of competitiveness of the city both locally and internationally and to focus on distinguished economic links. Promotion for a wider base to create job opportunities. Partnership with the private sector to activate CDS, secure their investments and define the assistance role of the government.

23. Aden City CDS Future Vision Aden is a modern city with an economy that depends on sea, air and international trade services as well as tourism. This economy utilizes a competitive capability to be an attractive pole for both local and international investment.

24. CDS for Aden City. Aims: Effective, competitive, coordinative and networked pivot, that contains the airport, seaport and other means and areas within the free zone. Strong economic link between the centre and the industrial complexes/basic services. Helpful business environment. Effective establishments that assist the private sector Encouraging civil centers and an efficient infrastructure Establishment and continuous improvement for a dynamic economic base, of variant sectors.

25. Expected outputs to strengthen Local Urban Planning. Review for the master plan of 1984 which is still the only legal comprehensive document for leading the development process of Aden city and includes land usage plan of 1994 and investment plan of 1996. In a distinguished step towards decentralization the ministers council resolution of Jun 2002 delegated the authority for amendment of the Master Plan of Aden city to the authorities of the province. For the new Master Plan to be applicable, it requires participatory work and coordination of inputs of various government departments and the community. The final Master Plan will be an interpretation of the local economic development plan (the suggested economic links) and the community recommendations at a space dimension.

26. Expected outputs of the Investment Plan. Provision of basic services, particularly water, sanitation, electricity, roads and smooth traffic routes, because these are basic requirements for investors. Development strategy of the city defines the deficiencies in the infrastructure and services that obstruct the trade and industry activities. It also takes action towards amending the expected inadequacies. Building on the local economic development plan, the medium-term capital investment plan will focus on the most effective means for the provision of services including distribution mechanisms, cost retrieval and the organizing framework. Enhancing links with production fields and provision of job opportunities will be tackled under the activities of infrastructure in the CDS

27. 2. City of Johannesburg (South Africa) Development strategy focuses on financial and institutional reform in the city. Economic development program Infrastructure projects Establishment of financial administration system that relies on enlarging the revenues of city. Upgrading some slums. Health care program

28. 2. City of Johannesburg (South Africa) Establishment of a department for economic development. The strategy is related to a World Bank technical assessment project (CDF). Finance from the city, local development bank and partnership with the private sector. The local council formulated a supervision committee composed of workers union, local community and the private sector. Regular workshops. Coordination with other assistance groups DFID, USAID, AFD.

29. 3. HOSHI Ming City Vietnam. Partnership among the local council, ministry of planning and investment and several international assistance groups. Establishment of a participation forum to define the topics of common and urgent concern � a framework for the drafting of policies. Participatory strategic planning and defining of priorities Coordination among assistance groups. Enhancing authentication and exchange of information. Periodical newsletter to acknowledge the implementation of the program. Provision of training in various fields.

30. 4. City of Kigaly - Ruwanda Economic Development Strategy: A bureau was established for the economic development to coordinate policies: setting investment plan, work with the private sector, the government and the civil community, setting an objective and vision for the future city. Enhancing the investment atmosphere through institutional and administrative reforms. Erecting a free port at Canomp airport and free zones at the city, to encourage business and trade with neighboring countries. Formulation of a commerce court to judge the credit issues and cases. Work with urban planning bureau to ensure the benefit of the Master Plan from every opportunity for economic development. Join efforts with the government to enhance the state profile and ensure that the city enjoys a good environment for attracting investments.

31. 5. City of Mountsarat � Bosnia and Honlisphure Strategy for economic development, capacity building and enhancing business atmosphere. Then a strategy for the city development (the program is implemented in phases): Formulation of partnership committee to supervise over and coordinate with the World Bank, Cities Alliance, CARE and Netherlands and British AIDS. Analysis of training needs and institutional amendments.

32. 5. City of Munwtsarat � Bosnia and Honlisphure Enhancing investment and businesses atmosphere. A nation plan to remove local obstacles, provide service for information and business sites and directing other assistance towards serving the economic development. Starting partnership to engage NGOs that represent the poor and the unemployed, to get their direct advises and listen to their complaints. Economic Development Plan: (SWOT analysis: strength, weakness, opportunity, risks.) ***