Urban development, good governance<\/p>\n
Joris van Etten and Florian Steinberg, Institute for Housing
\nand Urban Development Studies, Jakarta Regional Office,
\nIhsjro@pacific.net.id<\/p>\n
Currently over 6,000 participants from 189 countries are
\ngathering in Bali to review the implementation of agreements made
\nten years ago during the Sustainable Development Conference in
\nRio de Janeiro. One of the most important documents agreed upon
\nat that time was the Local Agenda 21. Local Agenda 21 has evolved
\ninto a dynamic and innovative phenomenon in many countries which
\nwants to make cities more livable.<\/p>\n
The intention of the approach is to escape the deterioration
\nassociated with rapid urbanization of poverty, social exclusion,
\nenvironmental degradation and control of climate change, requires
\nbold new action. Local Agenda 21 is projecting positive action
\nfor the improvement of the quality of life through participatory
\nurban planning and management and urban demonstration projects.<\/p>\n
While municipal development, urban planning and environmental
\nmanagement have been in the shadow of official concern for a long
\ntime, civil society and NGOs have stimulated a strong Local
\nAgenda 21 movement, the world over. From isolated environmental
\nconcerns the notion of environmental planning and management has
\nbecome broad-based and cross-sectoral in order to secure better
\ncoordination and management. In addition it has been acknowledged
\nthat democratic debate and participatory decision-making are the
\nkey to better urban governance. In some countries Local Agenda 21
\nand the urban governance process has become a movement that has
\nstarted to enroll an ever-growing number of cities.<\/p>\n
In addition a large number of other programs and approaches
\nhave been introduced in order for cities to better deal with the
\nsocial, economic and environmental challenges that they are
\nfacing. Among others City Consultation Processes, Healthy Cities
\nprogram, The Urban Governance Initiative, Cities Development
\nStrategies and the Urban Management Program provide cities with
\nvarious approaches which help cities to work better.<\/p>\n
Among the lessons learnt from these approaches are the need to
\nestablish new governance systems that encourage participation
\nbeyond democratic representation and involve local stakeholders
\nin (all) aspects of decision making and resource allocation; the
\nneed to treat the private sector as partners in development based
\non real win-win situations rather than conventional for-profit
\nand commercial interests which are balanced with broader public
\ninterests within a broader framework for environmental
\nmanagement, better public services and quality of life.<\/p>\n
Other factors include the process of Local Agenda 21
\nconsultations, the value of information sharing as a pre-
\nrequisite for participatory decision making, the strategic value
\nof (small-scale) demonstration projects, particularly those which
\ncan be funded through local resources right from the beginning.<\/p>\n
Most participants of this process are aware of the fact that
\nintroducing change is a longterm process which requires
\nflexibility in implementation and a systematic approach to
\nmonitoring and back-up support.<\/p>\n
Among the prominent lessons learnt, there figures also the
\nissue of capacity building. This was also confirmed by the
\nUnited Nations Conference on Habitat (Habitat II, Istanbul 1996
\nand 2001), the topic of Capacity Building for Local Governments
\nassumes a critical dimension if sustainable development and good
\ngovernance is to be achieved inadequate human and organizational
\ncapacities and unfavorable institutional environments are seen to
\nbe hindering factors for good urban governance.<\/p>\n
What is required is a "two track approach" in addressing
\ninstitutional capabilities: Organizational systems and promotion
\nof professionalism through training of work units and
\nindividuals, in managerial and technical skills.<\/p>\n
The Institute for Housing and Urban Development Studies (IHS)
\nhas been involved with the development of this Capacity Building
\napproach in a variety of countries and projects. IHS has been
\nsupporting cities and national governments in the execution of
\nconcrete capacity building programs.<\/p>\n
For instance, here in Indonesia -- where some 1.9 million
\ncivil servants need to be introduced to principles and
\nexperiences of good governance in the context of governmental
\ndecentralization -- IHS is presently supporting the Asian
\nDevelopment Bank (ADB) and the Ministry of Home Affairs.<\/p>\n
Capacity building is more than a fashion. Capacity building is
\na key to better management of cities. At the same time it needs
\nto be recognized capacity building for sustainable development is
\na complex process which demands major efforts over extended
\nperiods of time.<\/p>\n
Quick and tangible results are difficult to achieve so
\ncommitment and support of all those involved in the capacity
\nbuilding process is of key importance in achieving results.<\/p>",
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"sponsor": "Okusi Associates",
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