New directions in economic development localism act bentley and pugalisLee Pugalis
Since entering office in 2010, a distinct grammar of localism has pervaded the UK Government’s philosophical outlook, which has inflected localist policy discourses and practice. Now that the Coalition administration’s ‘local’ economic development policy is becoming a little clearer, it is timely to consider the implications of this new grammar for the scope, organisation and mobilisation of economic development interventions. The purpose of this paper, therefore, is to trace new and emergent directions in economic development through a focus on the 2011 Localism Act, which applies to England and Wales. The paper interprets these changes through a localist conceptual prism, which helps to refract different varieties of localism. The findings raise some serious concerns regarding localism in action and expose the controlling tendencies of central government. Analysis is also directed towards the uneasy relationship between centralised powers, conditional decentralisation and fragmented localism. Nevertheless, some cases of emergent practice are utilised to demonstrate how ‘constrained freedoms’ can be negotiated to undertake innovative actions. The paper concludes by suggesting some foundational elements that would support the notion of ‘empowered localities’ and may also secure the government’s imperative to enable private sector-led growth.
Key words
2011 Localism Act, local economic development, Local Enterprise Partnerships, Economic Prosperity Boards, Combined Authorities
Bentley, G. & Pugalis, L. (2013) 'New directions in economic development: localist policy discourses and the Localism Act', Local Economy
The global partnership for effective development cooperationDr Lendy Spires
This document discusses the establishment of a new Global Partnership for Effective Development Cooperation. Key points:
- The partnership aims to establish a new governance structure for development cooperation that includes both traditional and emerging donors as well as other stakeholders.
- It proposes a two-tier governance structure with a steering committee of 18 members representing different constituencies.
- Integrating emerging economy donors and differentiating their approaches from traditional donors presents a challenge given their diversity.
- Areas like agriculture may provide opportunities for substantive engagement between different donor types on issues of joint interest.
1. The document discusses how the Chicago region has fallen behind in capitalizing on its existing transit and freight infrastructure to encourage development around those systems. It outlines how Priority Development Areas (PDAs) could help target infrastructure improvements to spur investment in areas designated for infill development in local plans.
2. It describes transit-oriented development and how the Chicago region has planned for such development through hundreds of local plans but faced challenges with slow implementation.
3. The report recommends that PDAs could help standardize funding criteria across public programs to make it easier for communities to bundle funding sources and speed implementation of local development plans around transit.
This document outlines plans for implementing a system approach to research in Central Asia. It discusses:
1. Bringing together local stakeholders to identify problems and formulate objectives for the research.
2. The need to change mindsets to embrace multidisciplinary, participatory research and ensure local buy-in.
3. Integrating new science approaches like focusing on knowledge management, communication, and partnerships to achieve impact at scale.
4. Developing coherent proposals, work plans, and engaging external resources to operationalize the system approach.
The Future of Housing Regeneration - Technology, Form, and Function - Context...ANIRBAN CHOUDHURY
This document discusses housing regeneration in Bangalore, India. It notes the fragmented and unsustainable nature of current housing developments, with small plots and lack of civic amenities. It proposes policies and planning approaches to enable large-scale urban renewal and housing regeneration through land pooling, transfer of development rights, and formation of smart communities. These aim to increase density and housing quality in a sustainable manner through compact development, civic amenities, and use of new technologies. The document outlines various planning tools and case studies to guide implementation of housing regeneration in Bangalore.
The document discusses the need for rural and coastal areas to rebrand due to economic and social decline. It provides a model of tourism development that involves exploration, involvement, development, consolidation, and rejuvenation stages. Rural and coastal areas face challenges such as declining fishing industries, aging populations, lack of employment, and high housing costs that necessitate rebranding for economic growth in the 21st century.
Rebranding involves redeveloping and marketing places to give them a new identity to attract investors and visitors. It may include reimaging areas to counter negative perceptions by changing functions to retail, leisure and tourism. Regeneration is a long term process of reversing decline through social, economic and physical actions to create sustainable communities. From the 1970s, urban regeneration addressed problems of deindustrialization, unemployment and deprivation through government programs, but increasingly involves other agencies and community representation. Places now emphasize rebranding due to lack of benefits trickling down and increasing spatial differences within cities.
The document presents the Egan Wheel, which outlines 8 key factors that contribute to sustainable communities: governance, transport and connectivity, services, environment, equity, economy, housing and built environment, and social and cultural. Each factor is briefly defined as it relates to creating a sustainable community.
New directions in economic development localism act bentley and pugalisLee Pugalis
Since entering office in 2010, a distinct grammar of localism has pervaded the UK Government’s philosophical outlook, which has inflected localist policy discourses and practice. Now that the Coalition administration’s ‘local’ economic development policy is becoming a little clearer, it is timely to consider the implications of this new grammar for the scope, organisation and mobilisation of economic development interventions. The purpose of this paper, therefore, is to trace new and emergent directions in economic development through a focus on the 2011 Localism Act, which applies to England and Wales. The paper interprets these changes through a localist conceptual prism, which helps to refract different varieties of localism. The findings raise some serious concerns regarding localism in action and expose the controlling tendencies of central government. Analysis is also directed towards the uneasy relationship between centralised powers, conditional decentralisation and fragmented localism. Nevertheless, some cases of emergent practice are utilised to demonstrate how ‘constrained freedoms’ can be negotiated to undertake innovative actions. The paper concludes by suggesting some foundational elements that would support the notion of ‘empowered localities’ and may also secure the government’s imperative to enable private sector-led growth.
Key words
2011 Localism Act, local economic development, Local Enterprise Partnerships, Economic Prosperity Boards, Combined Authorities
Bentley, G. & Pugalis, L. (2013) 'New directions in economic development: localist policy discourses and the Localism Act', Local Economy
The global partnership for effective development cooperationDr Lendy Spires
This document discusses the establishment of a new Global Partnership for Effective Development Cooperation. Key points:
- The partnership aims to establish a new governance structure for development cooperation that includes both traditional and emerging donors as well as other stakeholders.
- It proposes a two-tier governance structure with a steering committee of 18 members representing different constituencies.
- Integrating emerging economy donors and differentiating their approaches from traditional donors presents a challenge given their diversity.
- Areas like agriculture may provide opportunities for substantive engagement between different donor types on issues of joint interest.
1. The document discusses how the Chicago region has fallen behind in capitalizing on its existing transit and freight infrastructure to encourage development around those systems. It outlines how Priority Development Areas (PDAs) could help target infrastructure improvements to spur investment in areas designated for infill development in local plans.
2. It describes transit-oriented development and how the Chicago region has planned for such development through hundreds of local plans but faced challenges with slow implementation.
3. The report recommends that PDAs could help standardize funding criteria across public programs to make it easier for communities to bundle funding sources and speed implementation of local development plans around transit.
This document outlines plans for implementing a system approach to research in Central Asia. It discusses:
1. Bringing together local stakeholders to identify problems and formulate objectives for the research.
2. The need to change mindsets to embrace multidisciplinary, participatory research and ensure local buy-in.
3. Integrating new science approaches like focusing on knowledge management, communication, and partnerships to achieve impact at scale.
4. Developing coherent proposals, work plans, and engaging external resources to operationalize the system approach.
The Future of Housing Regeneration - Technology, Form, and Function - Context...ANIRBAN CHOUDHURY
This document discusses housing regeneration in Bangalore, India. It notes the fragmented and unsustainable nature of current housing developments, with small plots and lack of civic amenities. It proposes policies and planning approaches to enable large-scale urban renewal and housing regeneration through land pooling, transfer of development rights, and formation of smart communities. These aim to increase density and housing quality in a sustainable manner through compact development, civic amenities, and use of new technologies. The document outlines various planning tools and case studies to guide implementation of housing regeneration in Bangalore.
The document discusses the need for rural and coastal areas to rebrand due to economic and social decline. It provides a model of tourism development that involves exploration, involvement, development, consolidation, and rejuvenation stages. Rural and coastal areas face challenges such as declining fishing industries, aging populations, lack of employment, and high housing costs that necessitate rebranding for economic growth in the 21st century.
Rebranding involves redeveloping and marketing places to give them a new identity to attract investors and visitors. It may include reimaging areas to counter negative perceptions by changing functions to retail, leisure and tourism. Regeneration is a long term process of reversing decline through social, economic and physical actions to create sustainable communities. From the 1970s, urban regeneration addressed problems of deindustrialization, unemployment and deprivation through government programs, but increasingly involves other agencies and community representation. Places now emphasize rebranding due to lack of benefits trickling down and increasing spatial differences within cities.
The document presents the Egan Wheel, which outlines 8 key factors that contribute to sustainable communities: governance, transport and connectivity, services, environment, equity, economy, housing and built environment, and social and cultural. Each factor is briefly defined as it relates to creating a sustainable community.
The document summarizes problems and solutions in Sheffield, England. Key problems included traffic congestion, lack of parking, declining retail, poverty, unemployment, and derelict housing and land especially in the inner city. Solutions involved demolishing old buildings, attracting new offices, improving parks, roads and public transport, regenerating areas, and creating new housing, jobs, and cultural/retail opportunities through large investments starting in the 2000s. The Sheffield Development Corporation helped clear derelict land and improve communities, though high rise housing caused further issues and unemployment remained high in some areas.
This document provides an overview of a unit on rebranding places. It discusses what rebranding is, why places may need to rebrand due to economic, environmental or social issues, and different rebranding strategies. These strategies can involve re-imaging, re-imagining, and redevelopment to refresh identities, attract investment and encourage renewal. Fieldwork and research are important parts of understanding rebranding players and case studies in different locations.
Players such as investors, local councils, development agencies, and educational/environmental groups were involved in rebranding rural Cornwall and Uganda. In Cornwall, investors provided matching funds that were combined from various sources to finance projects like the Eden Project. However, some projects failed, such as the South West Film Studios which went bankrupt. In Uganda, Nokia partnered with banks and mobile providers to set up village phone programs to stimulate local business and reduce isolation, but phones have mostly been used for personal rather than business calls so far.
The document summarizes the urbanization and development of Birmingham, England from 1731 to the late 20th century. It describes how Birmingham grew from a town of 20,000 people in 1731 focused on metalworking, to a city of 400,000 people by 1880 with a diverse industrial base. Throughout the 19th century, infrastructure like canals, railways, sewers and piped water allowed the population to expand rapidly. In the mid-20th century, suburban growth accelerated as new housing and road links developed, though inner city slums remained an issue until clearance projects in the 1950s.
The document summarizes the redevelopment of Birmingham's city center, known as the CBD, focusing on the Bullring area. It describes how the CBD declined in the 1980s but has since undergone major redevelopment projects, including:
- Demolishing the old Bullring shopping center in 2000 and constructing a new $500 million center that opened in 2003.
- Restoring Moor Street train station to improve transportation access to the CBD.
- Developing other areas like The Mailbox and International Convention Centre to attract businesses and visitors.
- Building new luxury apartments to attract residents back to living in the city center.
The redevelopment aims to bring investment, jobs, and shoppers back to
Urban Development Corporations (UDCs) were established to regenerate inner city areas with large amounts of vacant land through property-led redevelopment. They were given planning powers and public funding to purchase land, develop infrastructure, and attract private investment. However, critics argued that UDCs did not adequately involve or benefit local communities, and their employment outcomes were sometimes inappropriate or insufficient. The Tyne and Wear Development Corporation regenerated riverside areas in northeast England by investing in land remediation and new developments to create business districts, jobs, housing, and leisure facilities. While it transformed formerly derelict areas, questions remain about whether it adequately helped communities with high unemployment.
This document discusses urban regeneration in Greater Manchester, focusing on challenges and the case study of New East Manchester. It outlines that urban regeneration aims to resolve urban problems and improve economic, physical, social and environmental conditions through comprehensive visions and actions. Main challenges include loss of purpose, physical decay, complexity of problems, and uncertainty of the future. New East Manchester regenerated over 1,900 hectares east of Manchester City Centre through partnerships and investments, creating jobs, improving housing, education and green spaces. It discusses measuring regeneration's success through sustainable development and community criteria like those in the Egan Wheel.
The document discusses urban regeneration as a tool for housing delivery in Nigeria. It outlines the concepts and types of regeneration, challenges of housing delivery in Nigeria including issues with land, finance, and previous housing policies. It provides examples of urban renewal programs in Lagos, challenges they face, and examples of regeneration programs in other countries. Regeneration can help address poverty, unemployment, infrastructure issues, and improve communities when implemented as a coordinated long-term economic, social and environmental intervention.
This document provides a framework for creating successful public-private partnerships based on lessons learned from over 60 projects advised by IFC over 7 years. The framework identifies 3 key categories that determine PPP success: economics, politics, and execution. Under each category are specific lessons. For economics, projects must have sound economic fundamentals and an optimized partnership structure. For politics, projects require political champions and stakeholder support. For execution, a disciplined project management approach is needed to address complexity and timing challenges.
Part one of investigation into Public Private Partnerships and the potential scope and role for their application to development interventions in the Caribbean- presented as a webinar for the PMI (c) International Development Community of Practise (IDCoP)
The City Deal for Bristol and the surrounding region aims to enhance regional governance and pooling of business rates. It establishes several new bodies, including an enterprise zone to attract businesses, a skills taskforce to match training to business needs, and a public property board to jointly manage public land and assets. The Deal focuses on several large projects but could benefit from greater private sector involvement to ensure long-term sustainable growth.
This document summarizes the key findings of a report analyzing integrated reporting practices among South African state-owned companies. It finds that while state-owned companies have made progress in implementing integrated reporting, with some emerging as leaders, there is still room for improvement. The report evaluates the 2014 reports of major South African state-owned companies against the International Integrated Reporting Council's framework. It aims to both recognize successes and identify weaknesses to help guide other companies on their journey toward more integrated reporting.
The document provides a summary of the Portland Development Commission's (PDC) annual report on diversity in contracting and workforce training for fiscal year 2008-2009. Some key findings from the report include:
1) Minority-owned, women-owned, and emerging small businesses accounted for 35.16% of contracting dollars on PDC projects, exceeding the 20% goal.
2) A total of $35.5 million was committed to minority, women, and emerging small businesses.
3) Over 1.1 million hours were worked on PDC projects, equivalent to approximately 860 full-time construction jobs.
4) 23% of total hours worked exceeded the 20% goal for apprentices
Major projects aim to provide national benefits, but articulating and measuring these benefits is difficult. A seminar discussed improving how benefits of large projects are determined and delivered. Crossrail was used as an example of a project with wider economic and social benefits beyond its direct outputs. However, evaluating and ensuring benefits are achieved remains a challenge. The Major Projects Association is developing a framework to better measure all impacts and compare projects to identify best practices for delivering benefits.
A national investment infrastructure bank {nib} presentation 1 11-11(01)Nigel Campbell
This document discusses the potential benefits of establishing a National Investment Infrastructure Bank (NIIB) in Trinidad and Tobago to facilitate public-private partnerships for infrastructure projects. It outlines examples from Canada and the UK where similar models have worked well. A NIIB could help address budget deficits, leverage available funds, and promote long-term planning. It would give greater control and transparency over projects while reducing political and financial risks.
The paper on real estate development is based on cost analysis and revenue generation of United World Trade Centre, Tripureshwor under land-lease agreement with T.U., Nepal
This document discusses value capture as an alternative infrastructure funding method and decision-making tool. It defines value capture as collecting a portion of increased land and property values generated by new public infrastructure to help fund the infrastructure. The document argues that value capture could help fill Australia's infrastructure funding gap by capturing some of the economic benefits of infrastructure projects that currently only benefit private landowners. It provides examples from other countries where value capture has successfully funded a significant portion of infrastructure costs. The document recommends Australian governments undertake pilot programs to explore applying value capture approaches.
Connecting global & regional finance to projects - Finance for #SDGs High Level Meeting – #financeforSDGs – Christoph Waldersee – Bellagio – 25-27 February 2015
For decades, global development discussions predominantly revolved around the volume of aid given and received. But the 2002 Monterrey International Conference on Financing for Development broadened the focus of discussions to include the quality of the cooperation provided as a key determinant of progress. Both donors and recipients realized they needed to improve how aid was delivered to make it useful for beneficiaries. Oxfam has been actively involved in this debate, pushing for higher quality standards and aid that works for the people who need it most.1 In the years that followed, three High Level Fora on Aid Effectiveness were convened by the Organization for Economic Cooperation and Development (OECD): in Rome (2003), in Paris (2005) and Accra (2008). Each forum marked a step forward. In Rome, donor and recipient countries were asked, for the first time, to focus their discussions exclusively on aid quality, with the result that they agreed to harmonize donor practices for improved performance.2 However, this approach left the essential contribution of recipient countries to aid effectiveness out of the equation and raised concerns that even harmonized approaches might undermine country ownership. The Paris forum acknowledged the need to include recipient governments in an ongoing dialogue on how to improve aid and shift the focus of the debate from effective donorship to effective partnership. Developing countries were invited to join the negotiating table on par with their cooperation providers.3 The Paris Declaration on Aid Effectiveness4 committed signatories to respect and implement five basic principles: harmonization of donor policies and practices; alignment to national development strategies; mutual accountability; a focus on measuring and delivering results for people; and ownership of development cooperation. But, beyond making a list of good intentions, Paris also produced a clear scorecard to hold development partners accountable for what they were promising: a set of 12 indicators to measure progress in a number of crucial areas, such as the predictability of aid flows to developing country governments; the use of developing countries‟ financial and administrative systems; and the transfer of technical capacity to local staff. Each indicator included targets and a deadline to achieve them by 2010. Partners also agreed to monitor their own progress towards the governance commitments they made.
Article I penned making the economic benefits for Sister Cities programs. This was a writing piece I generated during my internship with Aurora Sister Cities International.
The document discusses methods for analyzing the costs and revenue generation of infrastructure projects such as shopping malls. It identifies key factors that determine initial project costs, including the project specification, location, procurement method, site characteristics, whether it is new construction or improvements, and tax liabilities. Revenue is generated through leasing land and facilities to businesses through lease agreements that can last 30 years or more. The main sources of funding discussed are land-based financing methods like leasing or selling public land, land pooling, land development fees, property taxes, and capital gains taxes.
Vrc regeneration framework 14 april 2014 technical reportShahid Solomon
The document provides a regeneration framework for the Voortrekker Road Corridor in Cape Town, South Africa. It outlines a vision for the corridor to 2040, with a focus on transit-oriented development. A step path is proposed from 2014-2040, with the goal by 2020 to create a platform for urban regeneration through catalytic projects and partnerships. Six regeneration imperatives are identified to achieve the 2020 outcomes, including making the corridor a center for growth, innovation, and people, as well as fully developing and densifying the area through transit-oriented development while protecting the environment. The framework is intended to guide discussion and further engagement on regenerating the corridor.
The document summarizes problems and solutions in Sheffield, England. Key problems included traffic congestion, lack of parking, declining retail, poverty, unemployment, and derelict housing and land especially in the inner city. Solutions involved demolishing old buildings, attracting new offices, improving parks, roads and public transport, regenerating areas, and creating new housing, jobs, and cultural/retail opportunities through large investments starting in the 2000s. The Sheffield Development Corporation helped clear derelict land and improve communities, though high rise housing caused further issues and unemployment remained high in some areas.
This document provides an overview of a unit on rebranding places. It discusses what rebranding is, why places may need to rebrand due to economic, environmental or social issues, and different rebranding strategies. These strategies can involve re-imaging, re-imagining, and redevelopment to refresh identities, attract investment and encourage renewal. Fieldwork and research are important parts of understanding rebranding players and case studies in different locations.
Players such as investors, local councils, development agencies, and educational/environmental groups were involved in rebranding rural Cornwall and Uganda. In Cornwall, investors provided matching funds that were combined from various sources to finance projects like the Eden Project. However, some projects failed, such as the South West Film Studios which went bankrupt. In Uganda, Nokia partnered with banks and mobile providers to set up village phone programs to stimulate local business and reduce isolation, but phones have mostly been used for personal rather than business calls so far.
The document summarizes the urbanization and development of Birmingham, England from 1731 to the late 20th century. It describes how Birmingham grew from a town of 20,000 people in 1731 focused on metalworking, to a city of 400,000 people by 1880 with a diverse industrial base. Throughout the 19th century, infrastructure like canals, railways, sewers and piped water allowed the population to expand rapidly. In the mid-20th century, suburban growth accelerated as new housing and road links developed, though inner city slums remained an issue until clearance projects in the 1950s.
The document summarizes the redevelopment of Birmingham's city center, known as the CBD, focusing on the Bullring area. It describes how the CBD declined in the 1980s but has since undergone major redevelopment projects, including:
- Demolishing the old Bullring shopping center in 2000 and constructing a new $500 million center that opened in 2003.
- Restoring Moor Street train station to improve transportation access to the CBD.
- Developing other areas like The Mailbox and International Convention Centre to attract businesses and visitors.
- Building new luxury apartments to attract residents back to living in the city center.
The redevelopment aims to bring investment, jobs, and shoppers back to
Urban Development Corporations (UDCs) were established to regenerate inner city areas with large amounts of vacant land through property-led redevelopment. They were given planning powers and public funding to purchase land, develop infrastructure, and attract private investment. However, critics argued that UDCs did not adequately involve or benefit local communities, and their employment outcomes were sometimes inappropriate or insufficient. The Tyne and Wear Development Corporation regenerated riverside areas in northeast England by investing in land remediation and new developments to create business districts, jobs, housing, and leisure facilities. While it transformed formerly derelict areas, questions remain about whether it adequately helped communities with high unemployment.
This document discusses urban regeneration in Greater Manchester, focusing on challenges and the case study of New East Manchester. It outlines that urban regeneration aims to resolve urban problems and improve economic, physical, social and environmental conditions through comprehensive visions and actions. Main challenges include loss of purpose, physical decay, complexity of problems, and uncertainty of the future. New East Manchester regenerated over 1,900 hectares east of Manchester City Centre through partnerships and investments, creating jobs, improving housing, education and green spaces. It discusses measuring regeneration's success through sustainable development and community criteria like those in the Egan Wheel.
The document discusses urban regeneration as a tool for housing delivery in Nigeria. It outlines the concepts and types of regeneration, challenges of housing delivery in Nigeria including issues with land, finance, and previous housing policies. It provides examples of urban renewal programs in Lagos, challenges they face, and examples of regeneration programs in other countries. Regeneration can help address poverty, unemployment, infrastructure issues, and improve communities when implemented as a coordinated long-term economic, social and environmental intervention.
Similar to Public-private partnerships and urban regeneration in the Cape Town Central City: Lessons from the first ten years of the Cape Town Partnership
This document provides a framework for creating successful public-private partnerships based on lessons learned from over 60 projects advised by IFC over 7 years. The framework identifies 3 key categories that determine PPP success: economics, politics, and execution. Under each category are specific lessons. For economics, projects must have sound economic fundamentals and an optimized partnership structure. For politics, projects require political champions and stakeholder support. For execution, a disciplined project management approach is needed to address complexity and timing challenges.
Part one of investigation into Public Private Partnerships and the potential scope and role for their application to development interventions in the Caribbean- presented as a webinar for the PMI (c) International Development Community of Practise (IDCoP)
The City Deal for Bristol and the surrounding region aims to enhance regional governance and pooling of business rates. It establishes several new bodies, including an enterprise zone to attract businesses, a skills taskforce to match training to business needs, and a public property board to jointly manage public land and assets. The Deal focuses on several large projects but could benefit from greater private sector involvement to ensure long-term sustainable growth.
This document summarizes the key findings of a report analyzing integrated reporting practices among South African state-owned companies. It finds that while state-owned companies have made progress in implementing integrated reporting, with some emerging as leaders, there is still room for improvement. The report evaluates the 2014 reports of major South African state-owned companies against the International Integrated Reporting Council's framework. It aims to both recognize successes and identify weaknesses to help guide other companies on their journey toward more integrated reporting.
The document provides a summary of the Portland Development Commission's (PDC) annual report on diversity in contracting and workforce training for fiscal year 2008-2009. Some key findings from the report include:
1) Minority-owned, women-owned, and emerging small businesses accounted for 35.16% of contracting dollars on PDC projects, exceeding the 20% goal.
2) A total of $35.5 million was committed to minority, women, and emerging small businesses.
3) Over 1.1 million hours were worked on PDC projects, equivalent to approximately 860 full-time construction jobs.
4) 23% of total hours worked exceeded the 20% goal for apprentices
Major projects aim to provide national benefits, but articulating and measuring these benefits is difficult. A seminar discussed improving how benefits of large projects are determined and delivered. Crossrail was used as an example of a project with wider economic and social benefits beyond its direct outputs. However, evaluating and ensuring benefits are achieved remains a challenge. The Major Projects Association is developing a framework to better measure all impacts and compare projects to identify best practices for delivering benefits.
A national investment infrastructure bank {nib} presentation 1 11-11(01)Nigel Campbell
This document discusses the potential benefits of establishing a National Investment Infrastructure Bank (NIIB) in Trinidad and Tobago to facilitate public-private partnerships for infrastructure projects. It outlines examples from Canada and the UK where similar models have worked well. A NIIB could help address budget deficits, leverage available funds, and promote long-term planning. It would give greater control and transparency over projects while reducing political and financial risks.
The paper on real estate development is based on cost analysis and revenue generation of United World Trade Centre, Tripureshwor under land-lease agreement with T.U., Nepal
This document discusses value capture as an alternative infrastructure funding method and decision-making tool. It defines value capture as collecting a portion of increased land and property values generated by new public infrastructure to help fund the infrastructure. The document argues that value capture could help fill Australia's infrastructure funding gap by capturing some of the economic benefits of infrastructure projects that currently only benefit private landowners. It provides examples from other countries where value capture has successfully funded a significant portion of infrastructure costs. The document recommends Australian governments undertake pilot programs to explore applying value capture approaches.
Connecting global & regional finance to projects - Finance for #SDGs High Level Meeting – #financeforSDGs – Christoph Waldersee – Bellagio – 25-27 February 2015
For decades, global development discussions predominantly revolved around the volume of aid given and received. But the 2002 Monterrey International Conference on Financing for Development broadened the focus of discussions to include the quality of the cooperation provided as a key determinant of progress. Both donors and recipients realized they needed to improve how aid was delivered to make it useful for beneficiaries. Oxfam has been actively involved in this debate, pushing for higher quality standards and aid that works for the people who need it most.1 In the years that followed, three High Level Fora on Aid Effectiveness were convened by the Organization for Economic Cooperation and Development (OECD): in Rome (2003), in Paris (2005) and Accra (2008). Each forum marked a step forward. In Rome, donor and recipient countries were asked, for the first time, to focus their discussions exclusively on aid quality, with the result that they agreed to harmonize donor practices for improved performance.2 However, this approach left the essential contribution of recipient countries to aid effectiveness out of the equation and raised concerns that even harmonized approaches might undermine country ownership. The Paris forum acknowledged the need to include recipient governments in an ongoing dialogue on how to improve aid and shift the focus of the debate from effective donorship to effective partnership. Developing countries were invited to join the negotiating table on par with their cooperation providers.3 The Paris Declaration on Aid Effectiveness4 committed signatories to respect and implement five basic principles: harmonization of donor policies and practices; alignment to national development strategies; mutual accountability; a focus on measuring and delivering results for people; and ownership of development cooperation. But, beyond making a list of good intentions, Paris also produced a clear scorecard to hold development partners accountable for what they were promising: a set of 12 indicators to measure progress in a number of crucial areas, such as the predictability of aid flows to developing country governments; the use of developing countries‟ financial and administrative systems; and the transfer of technical capacity to local staff. Each indicator included targets and a deadline to achieve them by 2010. Partners also agreed to monitor their own progress towards the governance commitments they made.
Article I penned making the economic benefits for Sister Cities programs. This was a writing piece I generated during my internship with Aurora Sister Cities International.
The document discusses methods for analyzing the costs and revenue generation of infrastructure projects such as shopping malls. It identifies key factors that determine initial project costs, including the project specification, location, procurement method, site characteristics, whether it is new construction or improvements, and tax liabilities. Revenue is generated through leasing land and facilities to businesses through lease agreements that can last 30 years or more. The main sources of funding discussed are land-based financing methods like leasing or selling public land, land pooling, land development fees, property taxes, and capital gains taxes.
Vrc regeneration framework 14 april 2014 technical reportShahid Solomon
The document provides a regeneration framework for the Voortrekker Road Corridor in Cape Town, South Africa. It outlines a vision for the corridor to 2040, with a focus on transit-oriented development. A step path is proposed from 2014-2040, with the goal by 2020 to create a platform for urban regeneration through catalytic projects and partnerships. Six regeneration imperatives are identified to achieve the 2020 outcomes, including making the corridor a center for growth, innovation, and people, as well as fully developing and densifying the area through transit-oriented development while protecting the environment. The framework is intended to guide discussion and further engagement on regenerating the corridor.
Realising Social Value within Facilities ManagementSunil Shah
The document discusses realizing social value within facilities management. It finds that while FM providers perform well on CSR, creating social value as defined by the Social Value Act is more challenging. It identifies three main themes of social value creation - employment, education, and upskilling. Employment opportunities are the most common activity but measurement and evaluation of social value impact remains an issue. Clear requirements and metrics are needed to effectively incorporate social value goals within FM contracts and service delivery.
Scunthorpe Delivery Framework (SDF) PaperGraeme Moore
Personal Project. A critique of the current guidance in place and the opportunities to improve upon it to ensure that Scunthorpe is able to thrive in a competitive economy, defining the steps that need to be taken, upto and including the development of an Urban Design Framework in order to develop a vision for the town centre.
Introduction to Community Development Agreements (CDAs)Ethical Sector
Presentation by Emma Irwin, Consultant, World Bank,
at a “Multi-Stakeholder Workshop on Community Engagement in the Extractive Industries” in Yangon on 27/28 January 2015, convened by the Myanmar Centre for Responsible Business (MCRB) to discuss international best practice in strategic community investment and engagement, including how to handle grievances.
Human Engine is proud to launch our latest report Commercial Edge: Renewing the case for the local investment state developed in partnership with leading think tank Localis.
This document summarizes Fort Collins Utilities' journey to become a model of sustainability. Key points:
- Fort Collins Utilities developed a sustainability plan with goals of cultural transformation, stakeholder engagement, triple bottom line practices, and workforce empowerment.
- A core sustainability team conducted a baseline audit, identified goals and strategies, and used an optimization model to select the most cost-effective programs to meet sustainability targets.
- The plan aims to reduce greenhouse gas emissions 20% by 2020 and empower cultural change within the utility to inspire sustainability in the community. Challenges include changing individual and organizational thinking.
International municipal cooperation as a modality for transferring local best...Global Risk Forum GRFDavos
#1 International Municipal Cooperation (IMC), also known as City-to-City (C2C) cooperation, involves the sharing of best practices between local authorities in different countries to build disaster risk management (DRM) capacities.
#2 CITYNET, a network of Asian cities, has utilized C2C cooperation to transfer DRM practices, such as Yokohama helping Bangkok with flood control and Makati assisting Kathmandu with risk-sensitive land use planning.
#3 While C2C cooperation shows promise as an effective means of diffusing local DRM solutions, challenges include limited funding and the need to
Similar to Public-private partnerships and urban regeneration in the Cape Town Central City: Lessons from the first ten years of the Cape Town Partnership (20)
Presentation delivered by Cape Town Partnership CEO Bulelwa Makalima-Ngewana at the Future of Places Summit during Placemaking Week, Vancouver, Canada 12 to 18 September 2016.
The Cape Town Partnership is a non-profit organization that facilitates collaboration around urban transformation. It connects people and organizations to work towards the sustainable development of Cape Town's central business district. The organization's mandate is to develop, manage, and promote the central city as a place for all, focusing on commercial, retail, residential, cultural, tourism, educational, entertainment and leisure activities. In the past year, the Partnership has worked on projects related to creativity, green spaces, mobility, housing, research, technology access, and community engagement.
Cape Town Partnership presentation to the International Downtown Association ...Cape Town Partnership
This document discusses lessons from designing and managing downtown Cape Town. It focuses on getting the basics right by keeping the area clean and safe. It also discusses how hosting the 2010 FIFA World Cup helped improve Cape Town's downtown and that people are the soul that bring the downtown area to life. The document provides information on Cape Town's downtown and recommendations for African cities.
iZimvo Zase Kasi: Your city; your views; your future. Co-creating the 24-hour...Cape Town Partnership
The document discusses the Central City Development Strategy in Cape Town, which outlines five outcomes and five big ideas to promote a healthy, sustainable central city that is a premier business location, center of knowledge, and popular destination. The strategy aims to address challenges in the central business district and beyond by densifying the city, improving public transportation and spaces, fostering social diversity, and encouraging public participation in co-creating the future of Cape Town as a 24-hour city.
This document outlines a vision and plan for transitioning the Western Cape region of South Africa to a more resilient, inclusive, and competitive economy called One Cape 2040. It identifies six key transitions needed: [1] knowledge, [2] economic access, [3] ecological, [4] cultural, [5] settlement, and [6] institutional. For each transition, it sets foundation and aspirational goals and identifies levers of change to drive the transition. The document also discusses the importance of leadership and collaborative partnerships to achieve this vision.
This document outlines a long-term plan for the Western Cape region of South Africa to promote economic development through 2040. The plan envisions transitioning the region from an inefficient, unequal economy to an innovative, inclusive economy by focusing on 6 areas: education, jobs, sustainability, connectivity, living standards, and leadership. It proposes flagship programs, milestones, and roles for different stakeholders to work collaboratively towards the shared vision of a prosperous Western Cape.
Jay Pather presents on Cape Town public art festival Infecting the CityCape Town Partnership
Jay Pather presents on the Cape Town public art festival, Infecting the City: Public art has always been part of who we are on this continent and in this country. The interconnectedness of the African “us” has often been impeded however, throwing people apart and far away from each other, creating a physical and psychic separation. Infecting the City is a small attempt at igniting this interconnectedness through artistic expression, making public space public.
The document outlines the process to finalize the One Cape 2040 vision through stakeholder engagements from August to September 2012 to develop six transitions. From October to December 2012, the draft vision and strategy will be communicated to the public and the plan populated with existing stakeholder work. Implementation and refinement of the plan will occur from 2013 onwards. Supporting infrastructure for the ongoing plan includes an institutional partnership, development of economic leadership capacity, aligned government plans, monitoring and evaluation, and communication. Processes such as data collection and research are also needed.
One Cape 2040 The long-term vision and plan for Western Cape Draft 1Cape Town Partnership
The One Cape 2040 document provides a long-term vision and plan for the Western Cape region of South Africa through 2040. The plan outlines key transitions needed in areas like education, the economy, culture, settlements, and the environment. It identifies goals, interventions, and a step change path to transition the region from its current state to an inclusive, resilient, and competitive future state with higher employment, incomes, equality and quality of life by 2040. The plan also discusses funding and investment strategies, and roles for various stakeholders like government, private sector, labor, and communities to achieve this shared vision.
The document discusses measuring business and investment climates at national and sub-national levels. It provides several examples of factors and indicators used to evaluate competitiveness and promote improved economic governance. These include indexes that measure things like market size, infrastructure, taxes, regulations, workforce skills, education levels, innovation, and quality of life. The document emphasizes that successful measurement requires a collaborative approach across sectors and governments, tailored to local objectives. It also notes the need to differentiate factors within sub-national control from those requiring national action.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Public-private partnerships and urban regeneration in the Cape Town Central City: Lessons from the first ten years of the Cape Town Partnership
1. Public-Private Partnerships and Urban Regeneration
in the Cape Town Central City:
Lessons from the First Ten Years of the Cape Town Partnership
Andrew Boraine, Chief Executive, Cape Town Partnership, August 2009
The Cape Town Partnership welcomes your feedback on this document. Please send your
comments to chiefexec@capetownpartnership.co.za by end August 2009.
1
2. “Cross-sector partnerships involve some form of structured collaboration between
organisations from business, government and civil society on the basis of converging
interests, focused on achieving joint objectives. Partnerships exist on different scales and
take different forms, but they have in common the expectation that the participants can
achieve their objectives more effectively and efficiently through strategic alliances with
others rather than acting independently.”1
Introduction
The Cape Town Central City encountered a period of gradual decline in the 1990s. This was
characterised by capital and business flight to decentralised office parks and suburban retail
malls, a partial collapse of municipal systems (eg kerbside parking), absentee landlords and
„sick‟ buildings, rising crime and grime on the streets, a loss of property value and a concomitant
decline in municipal income.
The Cape Town Partnership2 was established in July 1999 by the City of Cape Town and various
business and other partners to manage, promote and develop the Cape Town Central City. The
Partnership‟s vision is of an “inclusive, productive and diverse city centre that retains its historic
character and reflects a common identity for all the people of Cape Town”. A specific urban
management vehicle, the Central City Improvement District (CCID) was launched by the
Partnership in November 2000.
The Partnership and the CCID have achieved much over the past ten years, including security,
cleansing and urban management collaborations, resulting in a 90% reduction in serious crime;
international recognition of the Partnership‟s social development programme, especially
innovative job creation schemes; attraction of investment of between R14-18bn, with a further
R20bn in the pipeline; redevelopment of over 170 buildings, many of them of important heritage
significance; restoration of property values and municipal revenues; revitalisation of public
spaces and improved pedestrian environments; and, the establishment of innovative cultural and
energy efficiency programmes.
1What makes cross-sector partnerships successful? A comparative case study analysis of diverse
partnership types in an emerging economy context, paper submitted to a special edition of the Journal of
Business Ethics, Ralph Hamann, Sunette Pienaar, Fleur Boulogne, Nicole Kranz, 2009, p3
2 Note that the formal legal name is the Cape Town Central City Partnership. The Partnership is a not for
profit private company
2
3. Partnership models
When the Partnership was established in 1999, it was very much in response to the crisis that
existed in the Cape Town Central City at the time. Various international models of partnership
and urban management were studied (in particular, the Coventry Central City Partnership in the
UK and the Business Improvement Districts in New York), but no specific model of partnership
was theorised at the time. Ten years later, however, it is possible to draw lessons from the work
of the Partnership about what constitutes a successful public-private partnership.
To do this, we have drawn on the work of Ralph Hamann and colleagues (cited above). Hamann
et al provide a useful overview of the international literature on cross-sector partnerships, but in
addition, through their research into 75 partnerships and analysis of 10 comparative case
studies in South Africa (including the Cape Town Partnership), they have been able to make
observations about partnerships in the context of an emerging economy, something which much
of the existing international literature does not do.
Periodisation
Hamann et al point to the importance of an evolutionary or life-cycle approach when assessing
partnerships, ie how and why they have changed over time. The history3 of the Cape Town
Partnership can be divided roughly as follows:
Establishment (1996-1999): Discussions take place, mainly between CBD property
owners and businesses and the City of Cape Town, around the need for a collective
approach to solving the problems of the Central City. Various ad-hoc initiatives are put in
place (eg CCTV cameras, Broom Brigade) but the decision is taken to initiate a formally-
structured partnership to sustain efforts. The Partnership is launched in July 1999 and
the CCID in November 2000.
Implementation (1999-2002): The focus is on improving the performance of the Central
City by making the area safe and clean, and perceived to be clean and safe, in order to
restore business and public confidence, stem capital flight and rescue dwindling
municipal revenues.
Urban regeneration (2003-2005): The focus is on attracting private sector investment to
regenerate commercial buildings; however, significant conversion of under-utilised B- and
C-grade office buildings to residential accommodation occurs. The East City Regeneration
Conference takes place in order to promote investment in an under-developed part of the
Central City. There is a growing focus on upgrading of public spaces to encourage public
activities; however, there is still minimal public sector investment in the Central City due
to the need to extend basic municipal services to more disadvantaged areas of the city.
3 A detailed history of the Cape Town Partnership, together with a timeline, can be found on the
Partnership‟s website: www.capetownpartnership.co.za. Further information is contained in Greg Clark and
Joe Huxley, Organising for Local and Economic Development: the role of Agencies, Companies and
Partnership Bodies, OECD LEED, to be published in October 2009.
3
4. Broadening the Partnership (2005-2007): The Partnership‟s vision and mission is
broadened to focus on inclusive development. The CCID‟s social development and job
creation programme is strengthened. New partners from the social, cultural,
environmental and educational sectors are drawn onto the Partnership‟s Board, as well
as representation from other public sector bodies such as the Western Cape Provincial
Government.
Building the long-term agenda (2007-2009): New programmes, such as Creative Cape
Town and the CBD Energy Efficiency Initiative, are established. While the Partnership
continues to focus on improving the performance of the Central City through CCID urban
management programmes and partnerships, a Central City Development Strategy (CCDS)
is drawn up to build a long-term agenda for action. Massive public sector investment
begins to take place, mainly due to preparations for the 2010 FIFA World CupTM .
Lessons of Building and Maintaining the Partnership
Hamann et al correctly observe that a central theme within most partnerships “is the need to
build and maintain trust between participants in a partnership, also because partners will need
to take risks when relying on other partners fulfilling their part of explicit agreements or implicit
expectations.”4
At the Cape Town Partnership, this is referred to as providing a „translation service‟. The role of a
partnership is to bring different „worlds‟ together through „shuttle diplomacy‟ and by „playing
cupid‟ at a range of levels, ie not just between the public and private sectors, but also between
different spheres of government, city departments, owners and tenants, developers and heritage
practitioners, and formal and informal retailers.
To build trust, it is useful to try and understand reasons for underlying mistrust. In our
experience, when it comes to the public sector and the private sector, these include the
following:
Public sector perceptions
Given the persistent high levels of spatial inequality in the city, there is general
uneasiness about being seen to allocate too high a level of public resources (be it capital
budget or city official‟s time) towards what are regarded as „privileged‟ areas.
There is resistance to perceived „already empowered‟ and well-resourced constituencies
successfully lobbying for preferential access and greater public resources.
The private sector is viewed with suspicion as wanting to „take over‟ the City‟s roles and
responsibilities.
The public sector is regarded as the sole custodian and defender of „public interest‟,
which the private sector, due to its pursuit of profit, is viewed as having very little regard.
4 Hamann et al, p.5. They also refer to six useful criteria for effective partnerships identified in the
„Partnership Assessment Tool of the UK Department of Health: 1) recognise and accept the need for
partnerships; 2) develop clarity of purpose; 3) ensure commitment and ownership; 4) develop and
maintain trust; 5) create clear partnership arrangements; and 6) monitor, measure and learn
4
5. The Cape Town Partnership is viewed as taking or getting too much credit for things that
the City does.
Private sector perceptions
Often, the public sector is viewed as inherently inefficient, ineffective and wasteful. The
belief that the private sector would do a better job pervades.
This is reinforced by the perceived length of time for public sector decisions to be made
(the so-called „Laundromat‟ effect, when discussions go „round and round‟ within the
bureaucracy seemingly with no outcome).
Property owners are often aggrieved that they pay rates to the City, in order to get service
delivery, and should therefore not have to pay an additional CID levy for top-up services.
Property owners are often suspicious that the provision of extra CID services will
inevitably lead to a withdrawal of municipal services, and that what starts out as a
complementary or „top up‟ service will in fact become a substitute.5
How does one begin to overcome these various types and levels of mistrust? Hamann et al6 cite
the authors Covey and Brown in using the term „critical cooperation‟ to describe partnerships that
are based on learning how to manage not just cooperation or conflict, but cooperation and
conflict in the same relationship. In other words, within a commitment to common objectives and
a shared style of work, there needs to be room for differences.
It is important to understand that a public-private partnership is not a municipal-public entity, nor
is it a business lobby. This is often misconstrued. In the early days, some business partners saw
the Partnership mainly as a platform to organise business pressure against the municipality,
which was perceived as not delivering on its basic mandate. Political leaders and public officials
tended to reinforce this perception by not using the Partnership as a vehicle to advance public
policy and public sector interests. It is helpful to try and strike the correct balance between
organisational independence of the partnership, and accountability to partners and stakeholders,
particularly to ensure continuity through successive government „regime changes‟.
A partnership is only as strong as the partners. As important as being able to engage directly in
provision of services is being able to hold partners accountable for their own deliverables.
Partnerships need to be regularly renewed, and not taken for granted. Trust needs to be built
over a period of time, through openness, transparency and knowledge-sharing, as well as being
able to understand the diverse work styles and organisational cultures of the partners. The role
5 The CCID was originally established as part of a formal Service Level Agreement with the City of Cape
Town, which included onerous penalties for non-delivery by the City. While this Agreement was useful in
obtaining the initial buy-in of property owners and businesses, it never worked in practice, mainly due to
the fact that invoking any one of the penalties would probably have led to an irrevocable breakdown in
partnership relations. The City of Cape Town is currently piloting a new form of Service Level Agreement
with the Epping CID, which, if successful, will be applied in all CID areas.
6Hamann et al, p.5. They also cite Fisher and Ury (1981) who identify four conditions for successful
partnership: 1) recognise that each of the parties have an influence on each other‟s well-being; 2)
acknowledge the critical rights of the parties; 3) negotiate both converging and conflicting interests; and 4)
manage relations with stakeholder constituencies.
5
6. of Partnership board members in this regard is vital. In addition, stakeholder constituencies need
to be continuously educated.
Credit should be given to the partners on a regular basis. It is preferable to promote the collective
efforts of the partners rather than the organisation itself. If needs be, forego credit for a
successful project in order to build stronger, non-threatening relationships.
It is essential to have a mutually-agreed understanding amongst partners of communicating with
the media, and it is advisable to operate „below the radar‟ more often than not. Differences are
best not fought out via the media. A strategy of „name, blame and shame‟ does not work with the
public sector (or any other organisation for that matter) and is usually counter-productive.
Identify roles and responsibilities and have a clear division of labour within the partnership. Don‟t
try and do everything yourself as an organisation, even if you do it well. In recent years, following
useful recommendations made in a Review7, the Partnership has adopted a „boating‟ metaphor
in order to better define roles and responsibilities:
Rowing: when you do the „heavy lifting‟ yourself, i.e. direct delivery and implementation;
Steering: the bulk of the work of a public/ private partnership. This is where you initiate,
coordinate, facilitate and inspire;
Cheering: encourage other organisations to deliver on their own mandates. Don‟t try and
take over their role; and
Coaching: share information and knowledge in a structured way. Help to build partnership
and urban regeneration capacity elsewhere in the city.
It is also useful to adopt a networking approach, and to not just rely on formal structures and
leaders. Create multiple entry points into organisations and government administrations, and
have a keen understanding of who deals with what, and who can make things happen.
Partnerships need to have an intuitive understanding of the political, social and commercial
environment, and established relationships must be valued highly.
The calibre of the people working directly and indirectly for the partnership is important. They
must be partnership-orientated, should place a high premium on team-work and networking,
need to be able to work in a flexible structure and not driven by profit. This goes for Partnership
board members and partners and stakeholders themselves. Hamann et al confirm this when they
state: “In effective partnerships, decision-making power is not held or exerted primarily by
organisational hierarchy, state mandate or market competition, but rather on the basis of
legitimacy brought about by the „right‟ people being involved in authentic and solutions-
orientated dialogue”.8
7 Review of the Cape Town Partnership by Greg Clark, Joe Huxley and Nisa Mammon, October 2008
8 Hamann et al p24
6
7. Types of partnership
Hamann et al identify two types of partnership, namely implementation partnerships
(predominately about financing and managing action to achieve particular, tangible objectives),
and innovation and dialogue partnerships (which commonly seek to create a guiding or
facilitative framework for action)9.
Occasionally, an initiative takes a hybrid or bifurcated form. The CTP/ CCID organisational model
is a good example of this. On the one hand, the CCID focuses on the „here and now‟. Its strength
is its attention to detail, and its ability to provide immediate responses to urban management
problems and have a visible presence on the streets. On the other hand, the Partnership
concentrates on „what happens tomorrow‟. It focuses on the broader socio-economic context,
brings diverse partners (and points of view) together, and is able to initiate new ideas and longer-
term programmes. There are great benefits of having a „two in one‟ organisational structure.
Urban Regeneration Lessons
Get the basics right
The Partnership, via the work of the CCID, concentrates on „getting the basics right‟, such as
safety and security, cleansing and precinct management (eg graffiti, potholes, illegal posters and
illegal dumping). If the area in question is not safe, clean and well managed, and seen to be
these things, it is not easy to convince property investors to risk their investments (and drivers
their motor vehicles and shoppers their wages). Conversely, while incentive schemes such as the
Urban Development Zone can have a positive impact, property and business owners usually only
require the urban management basics to be in place in order to invest in an area.
The CID model in Cape Town is explicitly not a privatisation model. The CCID does not substitute
the role of the City of Cape Town, but provides complementary (top-up) services, funded through
an additional levy on property owners. The CCID operates the daily interface with ratepayers and
members of the public.
A defined spatial focus for urban management is helpful, but boundaries should not be allowed
to become rigid borders. Crime, for example, has no borders, so collaboration across boundaries
is important. Issues such as housing, public transport and employment have to addressed over a
wider area.
The CCID itself has become expert at creating operational partnerships in its own right. The
Central City security partnership, which involves the South African Police Services (SAPS), Metro
Police, Law Enforcement, CCID Security, other private security firms and the Community Policing
Forum is a case in point. Other partnerships have been built around cleansing, urban
management, social development, and roads and pavement maintenance.
9 Hamann et al, p10
7
8. Social development is a core principle of urban regeneration
If you deal with the streets, you have to address issues of poverty, homelessness,
unemployment, substance and alcohol abuse, mental illness, school absenteeism, dysfunctional
homes, physical and sexual abuse, personal trauma, and many other social issues, as well as
„crime and grime‟.
In the context of a developing city, faced with massive challenges of poverty, it is essential to
make service delivery programmes as labour-intensive as possible to address issues of
unemployment.
In 2001, the Partnership together with the City of Cape Town introduced a Parking Marshal
System that overnight regularised most existing informal car parkers into a legal parking
management system. The system now incorporates hand-held meters. This project created over
300 permanent jobs, to date one of the Central City‟s most successful job creation projects.
In 2006, the CCID managed the Western Cape Provincial Government „Walking Bus‟ programme,
a nine month project which created over 70 new employment opportunities
Subsequently, the CCID has been on a drive to develop sustainable job creation programmes
within the Central City. The CCID has partnered with Straatwerk (meaning „street work‟), a faith-
based NGO, to develop urban management programmes that complement the social upliftment
projects that Straatwerk has in place. These programmes are for people who are not yet able to
act productively in society and assist desperate (and often destitute) individuals to earn an
income.
The CCID has assisted Straatwerk in developing two levels of service – basic10 and technical
services11. Some of the projects provide employment at basic level while others require
additional training and skills. The CCID has also assisted in developing supervisory,
administrative and management structures as the programme has grown from strength to
strength.
The system currently employs over 200 people per month; more than 60 people are employed at
any one point during a typical day. There are over 130 four-hour shifts per month. A shift normally
accommodates four people, one of whom is a supervisor. Remuneration is close to double the
10 Basic Entry Level work programmes include general cleansing, specialized cleansing, hot spot cleansing,
big drain and gulley cleaning, pavement channels and small drain cleaning, illegal poster, stickers and
strings removal, public squares and events services, community court programme, entrances and exits
cleansing programme, dawn cleansing patrol (graveyard shift), weeding programme, distribution of CCID
marketing collateral, bakkie brigade, and recycling project.
11 Technical Services work programmes include a graffiti squad, electrical light pole repair team,
environmental rodent inspectors („Rat Pack‟), beautification and gardening services, secondary street
maintenance, signage replacement and pole straightening, painting of street and road signs, and minor
building alterations and repairs. A number of new programmes are under consideration include a cigarette
cleansing team, public space maintenance, management of public amenities (i.e. public toilets) and 2010
visitor ambassadors.
8
9. minimum wage for basic entry level services. A higher rate is paid to supervisory and technical
staff.
The well-known slogan „zero tolerance‟ can sometimes be misinterpreted to mean „get the poor
and the homeless off our streets‟ without regard of where they go or what happens to them.
Urban regeneration is about people, all people, including the most marginalised.
„Zero tolerance‟ means not tolerating illegal and criminal activities and anti-social behaviour.
There is however a need to differentiate between criminal activities and anti-social behaviour.
Two different strategies are required. There needs to be consequences for unacceptable
behaviour, but diversion programmes via, for example, the Central City Community Court is better
than clogging the criminal justice system.
The CCID and its NGO partners communicate a clear public message: “Give, but give responsibly.
Don‟t perpetuate life on the streets. Support local NGOs with money, time and resources, within
the context of a „continuum of care‟ policy framework, rather than giving directly to people on the
streets”.
Social development programmes in the Central City differentiate between needs of different
groups, for example, homeless children, youth and adults, who all need different support
programmes. Having field-workers on the streets, particularly at night and on weekends, is
essential. Social development is not a „9-5‟ issue.
Culture and urban regeneration
Urban regeneration is about people, not just buildings and infrastructure. People express
themselves through their culture. This is why history and memory, and the shaping of a new
common city identity, often forms an integral part of successful urban regeneration strategies.
We have recognised that understandings of culture often vary amongst city stakeholders. Many
people think culture is simply about art and entertainment, and so we have work hard to
convince them of the important role culture has in the global knowledge economy.
We understand the creative and knowledge economy as being the sum of all creative and
cultural industries, educational institutions, the developmental and non-profit sectors as well as
related organisations and businesses which can contribute to make the city a place of
innovation, dynamism, and inclusivity. We see the key part of our job as being in educating
government, business and academia about the local creative and knowledge economy and its
potential for positioning the Central City as a hub of creativity and innovative. An innovative city
can develop its economic base, create jobs, compete internationally and address issues of
sustainability.
For these reasons, the Partnership launched its Creative Cape Town Programme in 2006. The
programme is aimed at giving support to, and promoting, the over 1000 creative industries that
are based in the Central City. This sector includes communication and advertising agencies,
architectural firms, the craft sector, fashion, jewellery and other design related industries, the
publishing sector, music, film, visual and performing arts, print and electronic media. It includes a
host of venues such as galleries, museums, performing arts and live music venues. In addition it
9
10. includes festivals, educational institutions, libraries and archives, software and IT companies –
the broadest range of innovators, creators and knowledge makers the city has to offer.
We recognise that a key way to build this creative and knowledge economy is to foster a creative
milieu of networked institutions, which can share experiences and knowledge amongst each
other. We focus our work thus on nurturing and building relationships between creative
entrepreneurs, dynamic young start ups and established institutions relevant government
departments and universities. We have recognised the importance of acknowledging and
celebrating local creatives and innovators as an essential way of building an enabling
environment for innovation to continue. For this reason we have focussed on ongoing research
and communication strategies that provide ongoing information on the growth of the sector and
of successful case studies locally and internationally. When people know about each other‟s
inspiring work, they too are inspired to seek out opportunities, to collaborate and innovate.
In order to strengthen arguments for strategies for support for the creative and knowledge
economy – research about the sector is critical. A culturally rich city provides the basis for a
locally distinctive city provided there is respect for what is unique to the city. This has two
important impacts. First, recognising local resources enables a city to draw on and innovate from
its strengths. An example would be drawing on locally developed techniques of artisans and
crafters for use in the fashion or architectural sectors. Second, visitors to a city are interested in
the special and unique rather than what is common globally. By making local stories known, the
city becomes a site for increased interest. Moreover, it has positive implications for social
cohesiveness. For this reason we have focussed on highlighting the work of successful role
models in the city who work in ways that reflect this thinking.
For a divided city like Cape Town, local culture is an important source of stories, enabling people
to explore their commonalities and deal with past hurts. For these reasons inclusive processes
around memorialisation can have powerful impacts. Not only can these create images of the city
that position it in powerful new ways but they contribute towards local healing.
Many people and communities who made a contribution to the building of the city were
previously „written out‟ of the city‟s history. This included the way in which the public realm was
historically constructed to portray only one side of the story (i.e. through names of streets and
buildings and the types of statues in public squares). Ways are now being found to portray the
„hidden histories‟ and „intangible memories‟ of indigenous people, slaves, dispossessed
communities, and leaders of anti-apartheid struggles. Projects like District Six Museum and
initiatives such as the Sunday Times public art and heritage project, the Memory Project and our
own Goemarati initiative have attempted often successfully to help people recognise their hidden
histories.
Goemarati and various public space initiatives like Infecting the City for example tried to find
ways to make the Central City a „neutral space‟ where previously divided communities can
interact in a variety of ways in order to create a new, more inclusive, identity for the city. This role
has been of particular significance after the xenophobic attacks that took place two years ago in
many communities in South Africa. The Central City, for example, was one of the few areas during
the attacks where many immigrants and refugees felt relatively safe, and were able to continue
to continue with their economic activities.
10
11. Public space for public life
"First life, then spaces, then buildings – the other way around never works.”- Jan Gehl
In any urban regeneration programme, the space between buildings is as important as the
buildings themselves. The Partnership became convinced of this through our interaction with
Professor Jan Gehl, of Gehl and Associates in Denmark, in 2004.
Access and mobility into and around the Central City is crucial to its economic sustainability,
liveability and quality. The quality and efficiency of the public transport system, parking options
and „walkability‟ all impact various groups of users and business sectors in different ways. The
goal is to ensure that the Central City is easy to reach and to move around in, especially on foot
and by public transport.
The implementation of an effective, safe and efficient public transport system and a safe and
attractive pedestrian network in the Central City is therefore essential. The Central City also
requires an appropriate policy on parking that will complement the public transport system and
the progressive move towards less car-dominant and more people-friendly spaces.
A clearly defined and well-run public transport also underpins business and investor confidence,
providing a predictable system of access and mobility that development can respond to, reducing
parking requirements and allowing better use of bulks. A new road hierarchy needs to be
introduced, which differentiates vehicular priorities in city streets, main streets, traffic calmed
streets and pedestrian streets.
Sidewalks and streets should be made pedestrian friendly, safe and attractive through the
actions of both the public authorities and private developers. Adequate sidewalk widths, tree
planting, well-placed street furniture, good pedestrian crossings and the appropriate location and
management of street trading are all important aspects of the public environment. Active building
frontages encourage safe and vibrant streets and building owners should encourage this through
façade design and appropriate tenanting.
While tremendous strides have been made to upgrade public spaces such as the Company‟s
Garden, the Grand Parade, Greenmarket Square, Pier Place, Jetty Square, Church Square and St
Andrew‟s Square, and while 2010 transport projects will significantly improve pedestrian
networks and non-motorised transport, a critical weakness relating to the maintenance,
management and marketing of public space remains.
11
12. Communications
Communicate constantly! Become a trusted source of information and an authority on Central
City issues. Information collection, collation, analysis, dissemination and presentation are the
lifeblood of a networked organisation. A commitment to knowledge management and knowledge
sharing, internally and externally, is essential.
In the modern digital age, it is also important to have a digital media strategy. A picture is worth a
thousand words, a short video clip on YouTube is worth even more. Most PowerPoint
presentations are generally hopelessly abused as a communications tool12.
Development walking tours for your own citizens are very effective. Create local ambassadors. If
locals don‟t believe in what you are doing, you will never convince the rest of the world.
Have a flexible media strategy and be accessible to the media at all times. They are your friends,
even when they don‟t get the story right.
Marketing and Branding
In the first years of the Partnership, there was an emphasis on making the Central City „world
class‟. This was part of raising urban management standards in order to attract foreign
investment.
There are a number of possible risks associated with this strategy. Firstly, what are „world class‟
standards, and who defines them? Cape Town is a developing city in an emerging economy, and
needs to find solutions appropriate to local conditions. Secondly, it does not make sense for
Cape Town to adopt a globally homogenised culture when one of our comparative competitive
advantages is our local differentiation.
The emphasis of the Partnership today is on finding ways to make the Central City meet the
needs of local citizens, and through this, to cater for visitors, tourists and potential foreign
investors, and not the other way round.
Secondly, we have sought to identify the unique attributes and differentiating characteristics13 to
constitute a Central City brand, which in turn forms part of a wider City of Cape Town brand.
While Cape Town has a strong leisure tourism brand, it has not developed a coherent business
brand, despite being the second largest regional economy in southern Africa. The Partnership is
12A Partnership rule is that our PowerPoint presentations should never contain more than 10% written
words!
13 For example, topography (mountain, city and sea), maritime history, African location and history, political
history, heritage, cosmopolitan nature (Tavern of the Seas), lifestyle, popular culture, seat of learning,
urban management systems, 20 distinctive neighbourhoods
12
13. collaborating with the City of Cape Town and various other partners to create a common
economic development and investment promotion platform for Cape Town.
Central City Development Strategy
There is still a great deal of work still to be done in the Cape Town Central City. The „unfinished‟
Foreshore Freeways continue to provoke widespread debate. The city remains cut off from the
sea. District Six remains a scar on the landscape, crying out for restitution and the return of
disposed communities. Notwithstanding improvements to the public transport system, only
through a greater numbers of residents living nearer to work will the Central City overcome its
dependency on commuters navigating increasingly congested highways over long distances. And
without a larger residential population, we will battle to achieve the goal of a mixed-use, more
vibrant city centre. In turn, this depends on the provision of more affordable accommodation for
a greater range of Capetonians who can currently afford to live in town.
The Partnership and the City of Cape Town published a 10-year framework for action entitled the
Central City Development Strategy (CCDS) in October 200814. The CCDS is based on the following
vision: “In the next ten years, the Cape Town Central City will grow and greatly enhance its
reputation as a dynamic business and people centre” and focuses on five outcomes:
Five outcomes
Cape Town‟s premier business location, recognised globally;
A high quality sustainable urban environment;
A popular destination for Capetonians and visitors;
A leading centre for knowledge, innovation, creativity and culture, in Africa and the South;
and
A place that embodies the heart and soul of Cape Town.
Five big ideas
While the CCDS contains many different inter-connected strategies, it is built on five „big ideas‟:
To reinstate the historical connection of the City to the sea, the mountain and to water,
the raison d‟être of the City of Cape Town (Reclaim Camissa project);
To bring the people of Cape Town back into the Central City to live, through appropriate
residential densification and more affordable housing;
To improve the public transport system, providing greater accessibility to, from and
around the Central City for Capetonians and visitors (with a particular focus on the City‟s
Integrated Rapid Transit System);
To provide space for future growth and investment in the Central City, in particular
through the redevelopment of the Cape Town Station Precinct and the East City Design
Initiative; and
To divide the Central City into 20 neighbourhoods, paving the way for development
protocols, based on local characteristics that reinforce the distinctiveness of the Central
City, in order to address issues such as appropriate densification, mixed usage, building
height, parking ratios, street-frontage, heritage and conservation
14 The full CCDS can be downloaded as a PDF from www.capetownpartnership.co.za
13
14. The CCDS acknowledges that the Central City is part of a multi-nodal Cape Town metropolitan
economy, that all business nodes play a (greater or lesser) role in the development of the
regional economy, and that while nodes should „be competitive‟, this does not necessarily mean
being „in competition‟ with one another.
The CCDS asserts that a healthy city centre means a healthy city, particularly with regard to tax
revenue, concentrations of employment, business, government, local services, cultural
attractions, infrastructure and logistics, and higher education institutions. The Cape Town Central
City tends to provide the first destination for visitors, investors, and some new populations,
offering them an introduction to the place and connections to wider parts of the city or
metropolitan area. The quality of the Central City as an attractor will impact on how much activity
passes through the „gateway‟ to other parts of the city and region.
While these points may be self-evident and accepted in many cities around the world, the City of
Cape Town is a developing city, facing massive inequalities and historical spatial and racial
divisions. Political opinion often differs sharply over which parts of the city should be prioritised
and where scarce public resources should be channelled. These arguments sometimes result in
a „town‟ vs „township‟ dichotomy (similar to the urban vs. rural debates prevalent at the national
policy level). The City of Cape Town‟s inability to date to conceptualise and adopt a coherent city-
wide spatial economy policy and strategy has meant that a focus on the Central City has tended
to be perceived, in certain quarters, as giving preferential treatment to one part of the city at the
expense of others, rather than a legitimate intervention to ensure (at the very least) that the
City‟s principle source of revenue is protected and enhanced.15
It is perhaps more helpful to understand that city development is about bringing resources and
job opportunities to where people have been historically located and bringing people closer to
jobs and economic opportunities, for example, through better public transport and well-located
affordable housing. It is not „either/or‟. In the long run, low density urban sprawl, and the
continued location of poor people towards the urban periphery, is not sustainable. There is a
need for a clear and strong public policy of appropriate urban densification, particularly near
public transport routes.
15
The City of Cape Town is currently in the process of compiling a comprehensive Spatial Development
Framework, which will hopefully address this gap. For more information see www.capetown.gov.za/en/sdf
14
15. Partnerships for development today
Which type of organisation is best positioned to lead South African cities and towns in dealing
with the complex development challenges? Government organisations, including many
municipalities, face grave challenges such as lack of capacity and finance, over-politicisation of
service delivery, vexed inter-governmental relations and complex decision-making processes.
While there is a strong argument to be made for civil society organisations to become more
involved in local development processes, many have be demobilised, have few resources or are
themselves divided. The private sector has resources, but is often out of touch with the
complexities of development processes.
Hamann et al point out that cross-sector partnerships are becoming “increasingly popular in
areas of policy making and implementation that were previously the primary domain of the state,
such as infrastructure, health, education and natural resource management...“16 Partnerships, it
is argued, can be seen as a “new model of governance”, referred to as „collaborative‟ or „network‟
governance.
Whilst advocacy of partnerships cannot be sustained if it based simply on substituting for state
limitations or gaps, there is a compelling argument that cross-sector partnerships are
strategically placed to lead urban transformation because of their ability to creatively juxtapose
different and even conflicting interests, objectives and organisational cultures. Hamann et al
imply this when they refer to the “explicit embrace of tensions between partners or between
perspectives as a catalytic force to identify „win-win‟ options”.17
The Cape Town Partnership was established in an era when local government legislation relating
to partnerships was relatively simple. This made it possible to structure the Partnership with
equal participation from the public and private sector. Ten years later, many argue that
provisions of the Municipal Financial Management Act (MFMA) and other national legislation
make it almost impossible to successfully form partnerships in the style of the Cape Town
Partnership.
While the unnecessarily restrictive legislation, which was enacted to address issues of corruption
within the public sector, has rightly been described as “using a sledgehammer to kill a mosquito”,
there are ways in which partnerships involving municipal or public sector bodies can still be
formed. This would be done through the private sector initiating the establishment of, for
example, a non-profit company, and then offering Provincial government and the relevant
municipality the opportunity to participate at board level. While this may offer a legal mechanism,
it is hardly the way to build trust between partners at the start of the collaboration. There is an
urgent need in South Africa to amend certain local government legislative provisions to make the
establishment of cross-sector partnerships less onerous.
16 Hamann et al, p.3
17 Ibid, p.28
15