MEDCITIES EXPERIENCES ON CITY SUDSTAINABLE DEVELOPMENT STRATEGIES

Transcription

1 Partnership World Bank / Marseilles/ Cities of the Mediterranean Europe MENA Seminar on City Strategy MEDCITIES EXPERIENCES ON CITY SUDSTAINABLE DEVELOPMENT STRATEGIES Damascus, the 28,29, and 30th of January, 2005

2 INDEX Medcités experience Medcités networking Medcités co-operation A characterisation of our approach Methodological considerations The challenge of the sustainable development of Mediterranean cities

3 Medcities Experience (I) The Medcities network, created at the request of the METAP/BM in 1991 and made up of 25 Mediterranean cities, has evolved from the performing of audits and environmental strategies to the improvement of sustainable urban development strategies. The reason for this change is to realise that the urban environment is heavily conditioned by the city s economic and social development. Holistic approaches to a city s issues shape our later work on plans and projects regarding the city s strategic priorities identified.

4 Medcities Experience (I) Holistic projects: Audits and environmental strategies: Tangier, Oran, Sousse, Limassol and Tripoli/El Mina (1992/93). Outside partner METAP/WB, FMCU Tirana (1995) Made by METAP/WB and Marseilles. Tetuán, Silifke and Haifa (1996/97). Outside partner FMCU Larnaka and Gaza. (1999). Outside partner FMCU Zarqa (diagnosis)(1999/2000) Outside partner UNDP Sustainable development strategies: Tetuán and Catania (Diagnosis) (1998). Outside partner Malaga Sfax (in progress). (2004) Med Act/ Rome

5 Medcities Experience (II) Sector projects: Planning, institutional strengthening, training, awareness. Sustainable Development Observatory: Tripoli (El Fayha) Solid waste: Alexandria, Zarqa, El Fayha, Limassol, Tetuán, Latakie and Regional. Air quality: El Fayha, Limassol, Larnaka, Tetuán (in progress) Mobility: Sousse, Limassol and Larnaka (in progress) Poor neighbourhoods: Tetuán The obtaining of financing for infrastructures El Fayha, Tetuán and Zarqa (DS), Limassol s Sewage Plan.

6 Medcités Work Within Network (I) The cities working on sustainable development strategies within Medcités have added values such as: A richer exchange of experiences with other cities. The knowledge and facilities to replicate projects successfully. Help with their relations with national authorities, international institutions, and civil society itself. The flexibility to develop regional or subregional projects.

7 Medcities Co-operation (I) Medcities objective is to facilitate the city s organisation and working dynamic necessary for the creation and later implementation of the strategy. The city is the final decision-maker and Medcities is its adviser. Medcities typical action is: The development of a co-operation project with two or three beneficiary cities and other cooperating partners (cities and institutions) Research on financing for the project. The co-ordination and administration of the cooperation project.

8 Medcités Co-operation (II) Assistance throughout the project from an expert technical co-ordinator and experts from other partner cities or private consultants. (Missions, reports, assistance upon request, etc.) The organisation of missions to other cities of the network for exchanging experiences in order to learn about their process and strategic projects. The organisation of regional and sub-regional seminars on city strategies. Assistance with research on financing and partners for the implementation of the strategy.

9 Medcities Co-operation (IV) Our co-operation is structured by way of an agreement on the project involving all of the partners and an agreement with each city. This implies working on four levels: The leader Mayor and his or her political deputies. Other elected officials involved. The participation of the social and governmental partners in the strategy. (Steering Committee, Observatory, General Council of the Strategy, etc.) The executive-manager and his or her team. Medcities can also participate as a partner in projects led by other institutions.

10 A Characterisation of our Approach (I) Medcities bases its co-operation in city strategies on the following principles: Our partner is the local, municipal, or metropolitan administration, not the national government. In certain cases, it may be the Government in partnership with the city. The support and active participation of the State is always necessary.

11 A Characterisation of our Approach (II) The active participation of social agents in the conception, approval, and future execution of the strategy is the main challenge. This is the way to reach a wide strategic consensus and create an effective lobby of social agents to provide the future driving force behind the strategy. The organisation of the participation must include the levels of decision and the development of analyses and proposals. Public-private partnerships for the implementation of strategic actions are fundamental.

12 Methodological Considerations (I) In order to decide to begin work on a strategy, one must analyse political and social support, the territorial domain, the financing of the process, and leadership. One must find a core group of social agents to promote it, with the desire to form a part of the management of the process under the leadership of the local government, to help the city make a leap ahead. This core group must also be willing to form a part of the future organisation for the implementation of the strategy.

13 Methodological Considerations (II) The Strategy must identify, select, and propose mechanisms for implementing the projects that make up the strategy. It is a question of an operational strategy, not a theoretical one. This phase comes after the development of a diagnosis, the definition of the model of city planned, and the strategic lines and objectives of the actions to be carried out there. A commission is recommended to choose and define the projects for each strategic line.

14 Methodological Considerations (III) It is desirable to guarantee that the projects are viable in principle, and that there is a certain engagement with their execution on the part of the institutions and agents present in the process. Desire does not justify the absence of a commitment to the future. The definition of who will do things and how they will be done must be dealt with. One must consider shared operational solutions, such as institutions and consortiums. The institutionalisation of the participation of partners in the strategy s follow-up is fundamental for its implementation.

15 The Challenge of Sustainable Development in Mediterranean Cities (I) Urban Population Source Plan Bleu 2001 North South and East Year Millions of inhabitants million inhabitants more in the South and the East: Egypt 36 million; Turkey 23, Algeria 10, Morocco million new households in 25 years and 3 million/year new entries into the labour market.

16 The Challenge of the Sustainable Development of Mediterranean Cities (II) Non-regulated housing average Albania: 70% Turkey, large cities % Greater Cairo 58% Aleppo 40% Average Morocco and Algeria 30% Beirut 20% Also in Northern cities such as Athens, Rome, Naples, and in the Adriatic. Today a not insignificant percentage of new housing does not meet regulations. Source: Plan Bleu 2004

17 The Challenge of the Sustainable Development of Mediterranean Cities (III) Decentralisation The weight of local expenses out of total public expenses. Turkey 11% 1999 Israel 16% 1999 Egypt 18% 1995 Tunis 9% 2000 Morocco 7% 2000, (cities) EU15 24% 2001 Source CFCE, DEXIA, ISTED, 2002; (1) E.S. Ghanem, 1998 & 2002

18 The Challenge of the Sustainable Development of Mediterranean Cities (IV) Economic Capacity GDP-PPP per capita Average Fr. Sp. It. Gr Cyprus Israel Slovenia (1999) Malta Croatia Turkey Tunisia Algeria Lebanon 12 21(1999) Albania 14 17(1999) Syria Egypt Morocco 20 17