Urban Planning Best Practices

Urban planning best practices on
Creating Harmonious Cities
CITY EXPERIENCES
Submitted to the expert group meeting. Rome, November 29 - 30th, 2007
Organized with the support of:

This publication is available on-line:http://www.unhabitat.org/categories.asp?catid=508
CONTACT
diana.lopez@unhabitat.org
DISCLAIMER: The designations employed and the presentation of material in this

publication do not imply the expression of any opinion whatsoever on the part of the
Secretariat of the United Nations concerning the legal status of any country, territory, city or
area or its authorities, or concerning the delimitation of its frontiers or boundaries or
regarding its economic system or degree of development. The analysis, conclusions and
recommendations of this document do not necessarily reflect the views of the United Nations
Human Settlements Program (UN-HABITAT), the Governing Council of UN-HABITAT or its
Member States.
Excerpts from this publication may be reproduced without authorisation, on condition that the
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© United Nations Human Settlements Programme (UN-HABITAT), 2008.

INDEX
Introduction 4
Bangalore, India 6
Barbados 9
Bogotá, Colombia 13
Bossaso, Somalia 15
Clichy, France 19
Johanesbourg, South Africa 30
Nablus, Palestinian Territories 34
Nanjing, China 38
Pec / Peja UNMIK Kosovo 42
Tel Aviv, Israel 47
Meeting conclusions 50
INTRODUCTION
This publication presents the main conclusions and experiences from selected cities
discussed during the Expert Meeting “Urban planning best practices on Creating
Harmonious Cities” held in Rome, Italy on 29 and 30th November 2007.
Thirty experts from Local Government, Planners Associations and Universities

gathered with the objective to exchange methodologies and experiences of urban
planning as a tool that can create sustainable urbanization, in other words
“harmonious cities”. Harmonious cities will simultaneously generate economic
growth, address urban poverty and reduce the ecological footprint of the city.
Appreciation of the importance of urban planning as a powerful tool to combat

urban poverty, social inequality and negative environmental change has been
increasing over the past few years. In Europe, for example, new experiences on
urban planning are giving more and more importance to the impact of the city's
shape on social, environmental and economic sustainability. New participatory
techniques have been applied to the design and execution of urban plans. When
combined with effective strategic planning, urban spatial plans can be excellent
instruments to deal with change.
In many developing countries, the lack of appropriate urban planning can be

pointed out as one of the major causes for poverty creation and increasing
exclusion. Cities that develop chaotically see an increase in slums, lack of basic
public services and leave the door open to exploitation of the weakest.
In developed countries there is an increasing concern about the negative impact of

resource-wasteful forms of city development is having in terms of accelerating
global climate change. Many economically fast developing cities of the developing
world are also beginning to address this issue.
Participants were selected amongst cities that submitted their experiences on the
basis of the extent to which their planning approaches contribute to urban
sustainability in terms of maximizing their impact on key criteria, which included:
• Adaptation to climate change and reduced vulnerability to natural disasters
• Improving local and global ecology and environment, including mitigating

climate change
• Improving housing conditions, particularly slums, and meeting Goal 7 Target

11 of the MDGs.
• Reducing urban poverty and exclusion
• Contributing to rural-urban integration
• Reducing conflict and enhancing city safety
• Creating civic capital and promoting citizenship
The above outcome criteria are derived from the paper on Reinventing Planning
considered at the World Urban Forum 2006
http://www.globalplannersnetwork.org
The above criteria are impact, not process-orientated. It is anticipated that

successful experiences presented at the workshop are very likely to include
considerations of urban governance and popular participation, public-private-
community partnerships, appropriate tools (land use regulation, infrastructure
investment, transportation etc) amongst others. However, the organizers are not
prescriptive and the intention is to learn more about the most effective elements of
planning processes that have stimulated urban sustainability in reality.
Amongst the submissions, a total of 10 cities were selected, trying to balance

innovation, quality as well as geographical representation: Bangalore (India),
Nanjing (China), Peja/Peć (UNMIK/Kosovo), Clichy (France), Tel Aviv (Israel),
Nablus (Palestinian Territories), Bogotá (Colombia), Bridgetown (Barbados),
Bossaso (Somalia), Johannesburg (South Africa).
The purpose of this publication is to offer to the general public these interesting
experiences in the own words of the persons that have made possible the planning
process.
We would like to thank the urban planning departments of Seville (Spain) and
Rome (Italy) for their support and contribution to make possible this seminar.
BANGALORE, INDIA
Period of application of the 2005 - 2015

urban plan
City population Approximately 7 million
City area (in hectares) 130900 ha (1309 sq kms)
CONTACT
Participant’s name Anjali Karol Mohan
Institution Sattva
Position Consulting Urban and Regional Planner
e-mail anjalikmohan@gmail.com
Telephone +91 80 26631398, +91 9845514686
Address # 841, 37 ‘F’ cross, 20th main, 4th T Block,

Jayanagar, Bangalore 43, India
Briefly describe the socio-economic background of your city (maximum

150 words)
The City of Bangalore is the capital of the State of Karnataka, India and is a
Metropolitan City. Known for its Information Technology (IT) presence on the global
map, the city in the last 2 decades has shown unprecedented growth owing largely
to the impetus provided by the rapid emergence of the IT sector. Like any other
sprawling and rapidly growing metropolitan economy in a transitional economy, the
city faces the usual problems of a widening large gap between the requirement and
the provision of the social and physical infrastructure provision. Not prepared for
this unprecedented growth, the local government authorities have not been able to
cope with this large gap between the demand and supply of public amenities and
infrastructure. Furthermore with the city sprawl expanding, the gap is most felt in
peri urban Bangalore where not only are the urban development, planning and
management tools weak but also the densest areas in terms of population. With the
authorities not able to service these fringes, unauthorized constructions and
haphazard development is the hallmark in these areas; posing a real challenge to
the urban development managers and planners.
Briefly describe the most important features of the plan production

process, emphasizing innovative aspects. (maximum 150 words)
Mention other significant actors engaged in the process.
The Revised Master Plan (RMP) for Bangalore has been unique as for the first time,
the plan preparation process was outsourced to a private consortium under the
Indo French Protocol with the objective of bringing in the state of the art technology
in both planning and management of Bangalore Metropolitan Area. As such the plan
has been innovative on several fronts (in context of the ongoing planning processes
and the plans prepared so far in the country) as under: One, the RMP is based on a
zoning strategy for a dynamic city fabric as against the static land use based
physical plan. Two, it propagates a compact city model with future growth
concentrated in the vacant parcels of the city centre (as against the existing
tendency of a sprawl ) as a strategy to provide and manage efficient and cost
effective amenities and facilities. Third, the plan uses state of the art data
repository created on GIS and its application to understand the dynamic fabric of
the city. Four, the plan preparation process incorporated a Training and Capacity
Building Module to transfer the process of plan preparation as also upgrade the
skills of the planning authority. Five, it uses innovative tools like the ‘Coordinated
Planning Scheme’ (CPS) to facilitate plan implementation. Lastly, for the first time
ever, the city and its environs were ecologically mapped to enable an
environmentally sustainable development.
List and briefly evaluate the most important tools employed in plan
production and implementation.
Plan Production - Evolving a GIS based data repository, establishment of the GIS
based applications to enable regular updates on the data base. Developing the Gio
Kosks for general public and the establishment of the Management Information
Systems (MIS) for the planning authority to streamline the process of plan
implementation.
Plan Implementation – While detailed programmes and projects have not been
evolved towards plan implementation, the consultants did detail out two specific
tools in terms of the Transfer of Development Rights (TDR) and the CPS to
facilitate balanced and timely development during the plan
implementation, monitoring and evaluation phase.
Name the 5 most important initiatives executed as a result of the plan
1. GIS based data repository – complete, update to be taken up
2. Adaptation of the Zonal Regulation evolved in the plan preparation process

to the building byelaws as prepared by the Local Government Agency – the
Bangalore Mahanagara Palika (BMP) – ongoing
3. Rationalization of the TDR as being implemented by the BMP as against the

TDR tool as laid out in the Plan and the Zonal Regulations – Ongoing.
4. Implementation of the Metro rail transport system for the city of Bangalore
Describe the Plan's achievements regarding.....
• Adaptation to climate change, including reduced vulnerability to natural

disasters
Bangalore does not fall in the Seismic zone; hence the mandate of the plan was not
to address the issues of Disaster mitigation and disaster preparedness.
• Improving local and global ecology and mitigation of climate change,

including reduction of greenhouse gas emissions
While the city of Bangalore does not fall in a seismic zone, given Bangalore’s unique
micro climate composed of a 100 lakes, their watersheds and catchments, the
planning process for the first time successfully recognizes this and has mapped the
city ecologically defining the valley beds, the catchments and the watersheds as
non buildable zones. The hierarchies and networks of the valleys have been
established and demarcated to protect the valley systems of the city. Of course,
while these have been mapped, a lot depends on the actual efficiency of the
implementation process.
• Improving housing conditions, particularly slums, and meeting Goal 7
Target 11 of the MDGs.
Housing typologies have been established to assist in evolving the zonal

regulations. Additionally the plan earmarks the slum pockets in the city, though
does not make any specific recommendation in terms of addressing the slum issue.
In terms of treating the slum pockets, the plan, designates these areas as mixed
land use areas, with specific permissible and non permissible residential,
commercial and light industrial uses, therefore enabling the regularization of these
areas over a period of time as per designated use. Furthermore for each of the
‘Planning Districts’, in the plan, ‘Area Improvement Perimeters’ have been
designated for the slum pockets to enable the development and improvement f
these areas.
• Local economic development
The Plan while designating a large parcel of land towards IT development (therefore
giving this economic base its due share) underplays this sector to some extent in
lieu of an impetus to the manufacturing sector. This emerges as a strong point in
context of the hyped up role of the IT sector in the economy of the city. It
recognizes the important role played by the informal sector in boosting the local
economic development of the city and proposes relevant recommendations in
boosting the local development in the area.
This issue finds substantial recognition in the form of social equity in the ‘Vision
Statement’ and the ‘Directive Principles’ drawn out for the plan. Subsequently
the plan effectively marks the ‘shadow areas’ in the city, designating specific
pockets lacking in social infrastructure facilities, specifically health and education.
Through the identification of the shadow areas, the plan lays the basis for the
designing of the programs and projects to meet this gap in the city. Some of the
shadow areas have also been designated to come under the ‘area improvement
perimeters’
The plan recognizes the rapid urbanization patterns on the fringes and the need to
address the peri urban issues. It designates certain large scale developments on
the fringes which are to be treated through the zoning regulations. Furthermore,
the plan recognizes the rampant ‘spotted development’ on the fringes and in the
green belt of Bangalore and through the zoning regulations attempts a conscious
effort to integrate them into the city continuum.
The Vision statement and the directive principles address the issue of conflict
reduction by stressing on the principles of institutional coordination and the
subsequent rationalization of the related institutional and policy frameworks.
The plan making process made a very conscious effort to upgrade the capacities of
not just the relevant planning authority but also the apex plan making agency for
the state of Karnataka. The planning cells of both the agencies were roped during a
plan making process, for a detailed year long training and capacity building process
and to transfer the know how and expertise used by the consultants to draw out
the plan as also create the vast GIS based data repository; a very strategic move
to ensure the continuation of the planning process as also a sense of ownership for
the planning authority. Additionally, during the public objection and suggestion
stage, the authority ensured a longer and sustained public participation process to
get the relevant feedback. The civil society section was encouraged to mobilize
different interest groups / stakeholders in the city to elicit their response on the
Master Plan; something that has never been attempted before in the city. The plan
has been hugely successful in this initiative.
BARBADOS
Period of application of the Barbados Country, as there is no local

urban plan government
Seven (7) years – 2003-2010
City population 270,000 persons (Bridgetown
City area (in hectares) 689 sq. kilometers
CONTACT
Participant’s name Richard GILL
Institution Barbados Town & Country Planning Society
Position President
e-mail rgal@caribsurf.com
Telephone +246 425 14 88
Address Prior Park House, St. James, BARBADOS

150 words)
Barbados is a Small Island State and independent country in the Caribbean.

Bridgetown is the Capital and is the centre for commercial and service activity, with
a deep water port for shipping. Originally dependant on cane sugar, the economy
is now driven by tourism and services, although agriculture, fisheries and service
industry are among other sectors promoted. The national per capita income was
US$8,150 in 2003, with Barbados ranked 27 in the Human Development Index.
Successive governments have provided a comprehensive infrastructure for growth,
with a modern seaport and airport, telecommunications, roads and highways,
academic and technical education, and a stable system of governance. Urban
development is centered on Bridgetown and extends along the west, south and
south-east coasts, with a majority of the population living within that defined
“urban corridor”.
A number of suburban centers have been defined for growth as part of a planned
hierarchy of settlements and rapid expansion of shops and other services is
occurring there. New housing areas are being developed primarily by the private
sector to meet the demand for housing which has occurred more from new
household formation than by natural population growth.
Barbados has become a desirable country for foreign investment in tourist related
development, mainly in the creation of golf related resorts and the provision of
beachfront condominium apartments. In view of these development trends and
Government’s policy of sustainable development, major development is controlled
and monitored in the interest of long term sustainability.

process, emphasizing innovative aspects
Land use policy in Barbados is defined in the Physical Development Plan Amended
2003 which was prepared by the Town & Country Development Planning Office and
a Consulting Team comprising Canadian, British and Barbadian Consultants, with
collaboration and participation of many Government and non-government agencies
and individuals.
The process involved information gathering, the use of aerial photography, limited
field checking, consultation with the many “stakeholders” and a public participation
process through public meetings.
In addition, legislation was separately introduced to create special control of the

coastal belt through the creation of the Coastal Zone Management Unit and it is
through the research of coastal processes and practical application of interventions
that the project to which this application relates has been undertaken.
Specifically, natural coastal processes have threatened the long term stability of
beaches and near shore reefs and these processes have been exacerbated by
coastal development. Policy to reverse these processes include sewering the built-
up coastal areas, controlling storm water runoff to the sea, controlling the use of
chemicals in large scale inland golf and other projects and creating sustainable
structures to build beaches and/or prevent further erosion.
Dealing specifically with the Coastal Infrastructure Program funded jointly by the
Government of Barbados and the Inter-American Development Bank, this US$24.4
million project seeks to ensure a healthy environment and continued economic
development of Barbados through improved management and conservation of the
coastal zone. The project has been undertaken at 5 coastal locations.
Project design components include data on wave climate, tides, surge, sea level
rise, wave setup and sediment processes, with physical modeling techniques being
used. An understanding of the shoreline was achieved through observations,
fieldwork, GIS analysis, physical modeling, numerical modeling and computation of
sediment balance with and without the project. The near shore wave climate was
assessed under normal and extreme conditions, using storm surge modeling
techniques. Using a variety of technical data as well as comparisons of regional
water level records, a rate of 6.5mm per year has been assumed for long term sea
level rise.
The Physical Development Plan Amended 2003 provides for development which is
ongoing to achieve the following:
1. Growth management and agricultural preservation.

2. The provision of comprehensive housing policies including provision of
housing for low income earners and other sectors of the housing market.
3. Planning for improved social and community facilities.
4. Cultural heritage and environmental proposals, including Listed Buildings,

Cultural Heritage Conservation Areas, the Integrated Coastal Zone
Management Plan, the identification of flood zones and policies related to
gullies and escarpments.
5. Economic development through further diversification and expansion of

the economy while promoting the efficient use of land and protection and
conservation of significant natural and heritage features. This has led to
an unemployment rate under 10%.
Describe the Plan’s achievements regarding…..

disasters
General policies relating to the identification of areas prone to flooding, the

protection of the major gullies which take off storm water with provision of
check dams and proposals for a building code for greater resistance from
hurricane damage.
Climate change will affect the coastline which is of vital importance to the
economy and amenity of the island. Barbados has accepted that climate change
is a reality that will have significant impact on the island and has adopted at the
policy level the IPCC’s recommendations for mitigating accelerated sea level
rise. Within the small island context the prime policy has to be on land
preservation and protection – that is the generic guiding management option to
“hold the line”.
Identified best practices include recognizing the island as a coastal zone; use of
coastal setbacks for cliffs and beaches; classification of beaches and cliffs based
on erosion vulnerability; regular monitoring; setting coastal engineering design
standards to account for sea level rise and increased “high energy events”; and
achieving “buy in” from developers/ property owners regarding the increased
need for coastal engineering modeling.

Barbados is not a significant producer of greenhouse gas emissions but has put
in place policies which encourage alternative energy use including the extensive
use of solar heating panels and potential for wind power generation.

11 of the MDGs.
Because of its small scale, Bridgetown and surrounding districts do not have
major slum areas but there are significant pockets of poor quality housing.
Governments objectives include access to shelter and the provision of essential
services to all householders; the rehabilitation, upgrading and continuous
maintenance of the housing stock; utilization of vacant residential lands for
housing; the use of affordable, safe, efficient and environmentally friendly
construction technologies; and the promotion of additional housing development
in Bridgetown through Government initiatives and incentives for redevelopment
of underutilized or vacant sites.
Government’s national tourism objectives seek to maximize the contribution of

tourism to the economy, make tourism the catalyst for economic stimulation of
other sectors, encourage and facilitate product development, improve marketing
efforts and protect and encourage the conservation of the environment by
taking into account the capacity of the nation’s physical, social and
infrastructure resources.
The Urban Development Commission has been set up to undertake a

comprehensive urban renewal plan for new, improved and affordable housing in
revitalized communities. The UDC is responsible, among other things, for
executing a program of housing and neighborhood upgrading in depressed
urban areas, promoting the re-use of vacant residential and vacant residencies
through the Derelict Housing Program which would be managed by the National
Housing Corporation, executing a program of drainage improvement and
upgrading in the inner urban area where necessary and encouraging the
improvement of private rental accommodation by ensuring that landlords
conform to certain minimum standards.
As a small island nation of 689 square kilometers, a comprehensive network of

public roads, transportation utilities and services has minimized the rural-urban
issues. The Physical Development Plan provides for the protection of the rural
area from major settlement development, identifying areas for growth and
largely protecting the “agricultural belt” except where major development is
justified for social, economic or environmental reasons.
Bridgetown and other urban settlements are safe by comparison with larger
cities elsewhere and the level of crime is relatively low. Most urban areas have
street lighting and a good road infrastructure provides for accessibility within
even the poorest communities.
Barbados has a coherent social infrastructure in which civic activity is promoted

through the arts, sports, rule of law and good governance.
NOTE: The illustrated verbal presentation is made to showcase components of a

major coastal project as presented at the CAP Regional Planning Conference, June
2007, in Barbados. The presentations were made by Dr. Vernese Inniss, Dr. Leo
Brewster and Mr. Antonio Rowe and an extract from their Power Point presentations
is attached. The project can be showcased from the perspective of overall planning
and climate policies and can be technically described, with lessons for all countries
with coastal issues.
BOGOTÁ, COLOMBIA
Period of application of the

1997- 2007
urban plan
City population 6.840.116
City area (in hectares) 172.598
CONTACT
Participant’s name Maria Virginia CASASFRANCO ROLDÁN
Institution Bogotá Municipality
Position General Manager METROVIVIENDA
e-mail gerencia@metrovivienda.gov.co
Telephone +57.429.20.05
Address Calle 26 No. 66-63 Piso 5º. Bogotá. Colombia
Briefly describe the socio-economic background of your city (maximum 150

words)
Capital of Colombia, founded the 6 of August of 1538, is located in the Eastern

Mountain range of the Andes, over 2,630 meters of altitude above the sea level
with an extension of 1.732 Sq km is the bigger city of Colombia. Its population is
near the 6.840.116 according to the Census of year 2005 and has a population
density of 22.593 Inhabitants by Sq Km. The rate of annual inflation is around 5,15
% for August of 2007. Its GDP is around the 22, 47% with respect to the national
total. In the social aspect, the rate of unemployment is of 11,2% to July of 2007,
the 38,3% of the population are below the line of poverty and the 6,3% below the
line of misery and have an housing deficit of 16% and of heap up of 3.1%.
Briefly describe the most important features of the plan production process,
emphasizing innovative aspects
In the last decade Bogotá has been object of national and international recognition
due to its social, economic and cultural transformations and also to its urban and
architectonic projects that have contributed in the construction of a better
environment for the people that live in the city, with special emphasis in the
population of smaller incomes. Respect to this, is to stand out the issues of mobility
and public space, collective equipment availability and, more recently, the
improvement of the draining conditions of rain and sewer waters of the River
Tunjuelo.
The most important tools employed by the local government in plan production and
implementation were based on:
• City for the citizens
• Public resources: sacred resources
• Link between urban Planning and social development
• Citizen’s culture based on the social appropriations
• Actions as a result of the analysis of principal components on surrounding
1. Mobility as an integrated strategy of mobility.
2. Public space as new conceptualizations for collective use and enjoy.
3. Extension of the social services, especially on the more vulnerable zones.
4. Urban Equipment on the socio economical critical areas
5. Drainage system of the Tunjuelo river: Cantarrana
Describe the Plan’s achievements regarding…..

disasters
Cantarrana dam was inaugurated in 2007, a gigantic work that is part of the control
program of crescents of the Tunjuelo river that benefits more than a million people
in the south of the city. The Cantarrana dam will be able to store up to 2.5 million
cubic meters of water coming from the Tunjuelo River and with it the possibility of
floods due to the crescents of the river at time of rains will be reduced to the
minimum.

As part of the appropriation and conservation of the Cantarrana dam 3.5 kilometers
of bicycle roads were constructed, ecological footpaths, a track of skating and
tricycles like viewpoints that will be used for the recreation and the relaxation as
the community. Also, in the development of dam the participation of the community
was guaranteed through:
- The 40% of the workers were people of the community
- Activities of partner-environmental education with communities and schools

of the benefited localities
- Conformation of “Friends of Cantarrana”, network which comprise students

and leaders of the community.

11 of the MDGs.
Looking forward to the extension of the social services, especially in the more
socio-economical vulnerable zones in the city, it was determined the massive
construction of collective equipment. In the last period of government there were
22 new schools constructed, 27 were being constructed by the end of 2006, and
201 received technical and architectonical improvements. These centers accompany
a supply of cultural spaces formed from a municipal system of public libraries that,
added to the adoption of Transmilenio, constituted a radical change in the
structuring of the city. Three of these libraries were initiated in 1997 (Virgilio Barco,
the Tintal and the Tunal), and located in peripheral areas of the city with
architectonic and city-planning conditions determinants in the development and
revitalization of its surroundings, and integrated to public spaces and networks of
massive transport.
With relation to the first point, mobility, an integrated strategy of mobility has been
developed, prioritizing the improvement of the public space and in the rescue of its
condition of collective space, as well as in the efficiency and effectiveness in the
cover of public transport, and the construction of sidewalks, bicycle roads and tree-
lined avenues. In this point, Transmilenio, as a massive transport system
implemented in the city, did not only contributed to the reduction of 32% of time
trips in the interior of the city, but it also allowed the renovation of deteriorated city
streets and avenues –Av. Caracas, Av. Jiménez, NQS, Av. Américas-, favoring the
particular traffic, the people transit and the use of alternative means of transport
through bicycle roads and tree-lined avenues.
On the other hand, it was redefined the conceptualization of public space, and with
it, the intervention for its recovery was reoriented based on the use and collective
enjoys. Thus, existing small squares and platforms were valorized, a network of
green spaces consolidated, and bicycle roads and tree-lined avenues extended to
the entire city.
BOSSASO, SOMALIA
Period of application of the 2005 - present

urban plan
City population 250.000
City area (in hectares) Approx 10.000
CONTACT
Participant’s name Ombretta Tempra
Institution UN-HABITAT
Position Shelter and IDP Program Officer
e-mail Ombretta.tempra@unhabitat.org
Ombretta.tempra@gmail.com
Telephone +254 725 22 30 93
Address PO Box 30030, Nairobi, Kenya

Briefly describe the socio-economic background of your city
Bossaso is a rapidly expanding port town on the Gulf of Aden. In a couple of

decades it developed from a fishermen’s village, into the most active centre of
private investment in Puntland. Bossaso now hosts an estimated population of 250
thousand people, 40 thousands of whom arrived in Bossaso after having been
displaced by conflict, draught or economic reasons. The majority of the displaced
population is now living in un-serviced and insecure settlements in the fringes of
the city.
After the collapse of the Siad Barre regime, Somalia fell into civil war. The North-
Eastern region managed to reach a relative stability, and declared itself “Puntland
State of Somalia” in 1998. The new state started to put in place its government and
institutions, but the latter are still extremely weak, and a legal framework is still
largely not in place. A mix of customary law and sharia law take the place of a
missing land law. The lack of property registration systems results in frequent
disputes over land ownership and major constraints to any urban development
intervention (from the digging of a latrine, to the tracing of a road). This vacuum is
reflected in the chaotic urban development of the city.

Due to the particular above mentioned conditions, planning Bossaso is particularly

challenging. Being impossible to count on institutional tools, the involvement of all
urban development stakeholders is the only viable way for planning the city. In this
context the ‘soft component’ of governance and participation has a much stronger
role to play than the traditional expert-driven technical component (master plan).
Paradoxically, a very limited institutional planning capacity forces to go for a
relatively ‘modern’ and participatory approach, although in such context the time
inputs and the efforts to put into the process are extremely high. The role of
planning in Bossaso goes beyond the physical structuring of the town, and it
becomes an entry point for improving governance, much needed in the Somali
context. By increasing the participation of all sector of the society in decision
making, transparency and accountability are also improved. The planning process
also helped generating dialogue within the authorities on the need of developing
other essential urban development control tools (such as land management law,
bye-laws, property registration system, building standards, etc).
As outlined above, the tools available in Bossaso (and in Puntland in general) are
very limited. Negotiations, participation, collaboration among all stakeholders have
been the only viable tools used so far. The development of a suitable urban land
administration law is ongoing.
1. PRINCIPLES - The first UN-HABITAT achievement was having consensus built

among authorities and major urban development actors on some basic urban
development concepts: (1) compact city, where services and infrastructure reach
the maximum population with the minimum investment; (2) spatial integration -
among different clans, ethnic groups, and classes of income - to maximize the
economic benefits for all groups and stimulate social integration. This is particularly
crucial in a post-conflict environment to stabilize and reconcile all sectors of the civil
society, and minimize the risk of escalation of new violence.
2. GETTING LAND FOR THE POOR - On these grounds, the municipality (which
initially allocated for the resettlement of the displaced population a site 11 km
outside the city) agreed to find land within town for the resettlement of the
displaced and other vulnerable groups. Landlords were encouraged to donate part
of their plots, in return for the provision of services and infrastructures to the all
area (land sharing principle). This is a major achievement in the Somali context;
similar attempts have failed in the past.
3. RESETTLEMENT PROJECTS – The successful attempt to provide land for the poor
allowed the setting up of permanent resettlement projects for displaced population
and urban poor in the city. A first permanent resettlement project is finalized, and
it’s being now replicated on a larger scale. Services and infrastructure are being
provided with the support of several international agencies.
4. INTEGRATION - The long term presence of displaced population inside the town
is now tolerated, and services provided by local and international development
agencies are now shared by displaced population and host community.
5. PRODUCTION OF A DEVELOPMENT PLAN - A basic strategic development plan for

the city is being developed in conjunction of all urban development stakeholders. A
by-pass road on the eastern side of town was traced to decongest the only tarmac
road of the city which starts from the Bossaso port and reaches all major Somali
urban centers up to Mogadishu. The upgrading of a very congested road in the city
centre is under way, including the resettlement of informal vendors along its sides.

disasters
Fortunately Bossaso does not present particular vulnerability to natural disasters.

Being located in a semi-desert zone, the biggest challenge is to provide a
sustainable source of safe water for the population. The urban development plan is
being developed in collaboration with UNICEF (extending the current water
infrastructure) and the Bossaso Water Agency. Subsidized rates for vulnerable
population have been negotiated.

Improvement of public transport mobility has been addressed.

11 of the MDGs.
One of the main focuses of the plan is the integration of the slums in the formal
urban tissue and the extension of the basic urban services networks to the most
disadvantaged settlements, so that their cost can be shared among urban poor,
displaced population and host community. This aspect of the plan is being very
successful, especially in terms of health and education services, and water
infrastructure. Negotiations for the provision of security of tenure and improved
living conditions for the slum dwellers are ongoing with the municipality and the
landlords. Upgrading of existing slums is ongoing (provision of basic services,
decongestion of the settlements, fire emergency preparedness and prevention
trainings, provision of basic infrastructure and provision of improved shelter
materials). Provision of permanent resettlement solution (permanent houses and
security of tenure) is also ongoing.

By advocating for the integration of the displaced population (accounting to 25
percent of the total city population) in the rest of the city, the plan aims at
improving the economic opportunities for the vulnerable population as well as
providing skilled and cheap labor for the host community. Bossaso is currently the
most attractive town in Puntland for local and foreign investments, and the
preferred destination for the displaced populations of the region, due to its
(comparatively) good economic opportunities.
The basic scope and founding principle of the plan is the integration among urban
poor, displaced populations (belonging often to minority clans and segregated
groups), and host community. The Bossaso urban development plan aims at
reducing urban poverty and exclusion by: (1) physical integration of the slums in
the urban tissue, and (2) promoting shared services and infrastructure between
vulnerable communities and other social groups. This not only wants to reduce
social and economic segregation, but also aims at benefiting the whole city with the
limited resources available. In Somalia the international aid is mostly targeting the
population displaced by the ongoing conflict, and therefore tapping into the funds
allocated for humanitarian emergencies. The scope of the urban development plan
is to direct such funds to bridge the gap between emergency and development. By
integrating the poor and the displaced in the town and in the host community, the
services provided for the most vulnerable are also benefiting the other social
groups. This is facilitating the social integration and the acceptance of the poor and
of the displaced by the rest of the citizens. The social integration leads to economic
integration and reduced poverty.
The Bossaso Region is semi-desert and the rural areas are largely inhabited.
Nevertheless the city is attracting rural and nomadic population from southern
areas of the country. This component has not been addressed strongly in the
elaboration of the Bossaso plan.
Conflict resolution and safety are addressed by creating an enabling environment

for social and economic integration (see “reducing urban poverty and exclusion”).
The development and implementation of the Bossaso plan is supported by dialogue

and discussions among all urban development actors, including poor communities
and vulnerable groups. This promotes improved urban governance and
transparency.
CLICHY LA GARENNE, FRANCE
Period of application of the Plan stratégique pour le développement et
urban plan l’aménagement de Clichy (2005-2020), voté
en 2007.
Plan d’aménagement et de développement

durable de Clichy voté en 2007. Plan
d’occupation des sols (POS), révisé en 2006,
et Plan Local d’Urbanisme en cours de révision
City population 57.000
City area (in hectares) 350
CONTACT
Participant’s name Nicolas BUCHOUD
Institution Ville de Clichy la Garenne
Position Cabinet du Maire. Directeur de cabinet

adjoint, délégué au développement
e-mail nicolas.buchoud@ville-clichy.fr
nbuchoud@yahoo.fr
Telephone +33 6 16 54 03 74
Address BP 300 F- 92112 CLICHY Cedex, France
La situation de Clichy dans l’agglomération parisienne en première couronne,

entraîne d’importantes mutations sociodémographiques, économiques, et
urbaines. Depuis le début des années 2000, Clichy est confrontée à de nouveaux
défis. La ville compte 28000 logements, plus de 2000 logements neufs ont été
construits depuis 10 ans, mais la liste des demandeurs de logement social dépasse
4000. Les besoins de construction d’équipements publics nouveaux sont constants.
L’achèvement de la conversion de Clichy de ville industrielle en ville de service a
permis d’accueillir de nouvelles entreprises, ressource économique essentielle. Mais
les tensions sont vives.
Comment gérer les différentes communautés? Comment dépasser l’échelon

communal au profit d’une logique métropolitaine? Comment dépasser les intérêts
individuels et développer la ville, tout en suscitant l’adhésion des habitants, des
acteurs économiques, au changement? La seule modification des outils
réglementaires de planification urbaine s’avère inefficace et insuffisante. C’est pour
cela que Clichy a mis en place une stratégie de développement urbain
innovante, qui se distingue par la mise en cohérence entre les outils du débat
public et les outils réglementaires de planification, à travers un Plan stratégique
2005- 2020, le Projet de Ville de Clichy.
Le projet de ville a d’ores et déjà permis d’ouvrir de façon concrète le débat sur la
densification de la ville, tout en donnant corps à une politique de développement
durable: la labellisation HQE des équipements publics existants et futurs, et des
nouvelles constructions de bureaux, affirmation d’une politique de qualité et
d’innovation architecturale, qui s’appuie sur le patrimoine bâti de la ville.
La nouvelle régulation des mutations foncières et immobilières de la ville

passe aussi par une politique volontaire de lutte contre l’habitat indigne, le
renouvellement des politiques sociales et des partenariats publics privés. Au niveau
de l’aménagement urbain, le PLU doit donner un cadre réglementaire durable à
cette nouvelle politique, même si l’actuel Plan d’occupation des sols (POS),
plusieurs fois modifiés, répond encore largement aux besoins.1 Sans attendre ce
nouvel outil réglementaire, de nombreux projets ont déjà vu le jour.

process, emphasising innovative aspects
La municipalité de Clichy est active en matière d’aménagement et de

développement urbain. Il existe 9 périmètres d’aménagement opérationnels (Zones
d’aménagement concerté: ZAC) gérés par la ville et deux sociétés d’économique
mixte, à Clichy. La ville est densément construite, et l’outil réglementaire du droit
des sols, le Plan d’Occupation des Sols, subit très régulièrement des modifications
afin de s’adapter aux nouveaux projets.
Toutefois, cette organisation opérationnelle et réglementaire qui a été élaborée au

cours des années 1990 tend à trouver ses limites et d’ici à 2010, elle sera
dépassée. C’est toute la stratégie de production de la ville (développement
urbain, social, et territorial) que la municipalité a donc entrepris de réviser, à
partir de 2004-2005.
La transformation du POS en PLU a été entreprise dès 2003. Toutefois, les travaux
se sont heurtés à l’incompréhension de nombreux habitants et à l’absence de
maturité de nombreux acteurs, y compris certains services au sein de la
municipalité. En réalité, les besoins portaient moins sur la mise en place d’un
nouveau règlement d’urbanisme que sur la refonte d’un pacte de développement
urbain entre la municipalité, les habitants et leurs conseils de quartier, et les
usagers de Clichy, notamment les opérateurs économiques.
L’élaboration du Projet de Ville de Clichy, aujourd’hui en phase opérationnelle, a

reposé sur une démarche nouvelle à l’échelle à laquelle elle a été pratiquée.
En effet, le PLU aujourd’hui en cours d’élaboration repose sur un socle
d’orientations et de projets concrets, qui a pu être élaboré grâce à un croisement
inédit entre expertise (200 experts, chercheurs et professionnels mobilisés) et
démocratie participative à grande échelle associant les conseils de quartier,
l’administration municipale, les partenaires institutionnels et économiques de
Clichy, les Clichois et les usagers de la ville (près de 5000 personnes
rencontrées). Près de 20 projets sont d’ores et déjà en cours de réalisation, sur
un total de plus de 100 opérations.
Schéma simplifié d’élaboration de la politique de développement urbain de

Clichy (2005-2020)
Un travail de concertation et de co-production du projet de ville à partir de 2005
jusqu’en 2007, (validation officielle en conseil municipal), a précédé les phases plus
techniques de modifications du POS et de lancement du PLU. Outre les outils
réglementaires de consultation de la population pour le POS et le PLU, un système
d’échange régulier est mis en oeuvre avec le suivi du projet de ville par les conseils
de quartiers, la municipalité et les partenaires publics et privés de la ville.
• Assises de la ville (2005 et 2006) : 1 semaine de débats et rencontres

entre la municipalité et les Clichois, sous la forme d’ateliers de travail, de
conférences-débats, de débats publics, de forums d’échange (community
planning, workshops, visioning… - 2000 participants)
• Création d’un site Internet temporaire (18 mois de fonctionnement)

www.jaidesideespourclichy.org, dédié aux échanges sur le projet de ville et à
la mobilisation du public jeune
• Elaboration d’une stratégie d’information et de communication innovante

et intégrée : maquette virtuelle de l’ensemble de la ville diffusée également
sur Internet, communication régulière dans le journal municipal et les lettres
de quartiers, publications spécifiques sur le projet de ville diffusées à 40.000
exemplaires, consultation, circulation d’un « minibus du projet » dans toute
la ville pendant 9 mois, salons professionnels, conférences
• Renforcement de la démocratie participative et de proximité : création

d’équipes de gestion par quartier, association des conseils de quartier à la
préparation et l’organisation des assises de la ville, mise à l’ordre du jour du
projet de ville dans les réunions budgétaires de quartier, organisation d’un
forum de la démocratie participative consacré à la mise en oeuvre du projet
de ville (public hearings)
• Modernisation de l’administration municipale : création d’un réseau

d’interlocuteurs inter-services au sein de l’administration, et mise en oeuvre
d’une démarche transversale innovante sur un mode « projet », au sein de
l’ensemble de l’administration municipale
• Mise en oeuvre de démarches de type « workshop » pour résoudre des

points difficiles : exemple, partenariat avec l’INTA pour la réhabilitation d’un
monument historique, une semaine de travail intensif avec des experts de 7
pays, les élus, les habitants, les partenaires institutionnels et économiques
de la ville
• Lancement d’un programme de recherche inédit, commandité par la

municipalité, suivi de publications, sur les enjeux du renouvellement urbain,
de la diversité communautaire, de la démocratie locale, des enjeux liés à la
place de Clichy en Ile de France, sur les formes de modélisation des projets
[mind genius process avec Vectuel] (université de la Sorbonne, université de
Paris VIII, université de Lille III, école d’architecture de Paris La Villette…)
• Elaboration et validation du Plan d’aménagement et de développement

durable (PADD) de la Ville, à partir des orientations élaborées dans le cadre
du projet de ville
• Adaptations régulières (révision et modifications partielles) du Plan

d’occupation des sols (POS)
• Elaboration d’une méthode de suivi du projet de ville : construction

d’indicateurs, approfondissement des recherche, stabilisation des réseaux
d’expertise (travail en cours avec l’Ecole Nationale des Ponts et Chaussées)
Le dispositif d’élaboration du plan stratégique de développement urbain de Clichy

permet aujourd’hui à la collectivité d’élaborer sur des fondements partagés, ses
nouveaux outils réglementaires. Sans attendre, la démarche engagée, et pour
laquelle des outils inédits ont dû être spécialement créés (cf ci-dessus) a d’ores et
déjà permis des avancées significatives dans plusieurs domaines. En voici 5
illustrations :
1. Mise en place d’un plan stratégique pour le développement de la

démocratie participative :
- création d’équipes de gestion de proximité par quartier, en lien avec les

conseils de quartier,
- création d’un conseil des citoyens étranges non communautaires, lancement

d’un plan de
- développement durable des quartiers (neighbourhood sustainability plans)
2. Organisation d’un séminaire de l’administration municipale sur le développement

durable, signature
- de la Charte pour l’environnement de Nicolas Hulot, et engagement des

premières opérations
- HQE (réhabilitation de logements sociaux, construction d’équipements

publics, construction
- d’immeubles à usage mixte habitat-bureaux)
3. Validation du projet de rénovation urbaine (ODM, Objectif 7, cible 7) de Clichy

avec l’Agence
- Nationale pour la Rénovation Urbaine (ANRU), pour un montant de 150

millions d’euros
- d’investissements sur 5 ans, afin de réhabiliter l’habitat insalubre (670

logements) et de développer
- les quartiers. Plusieurs opérations sont d’ores et déjà réalisées dans le cadre
de ce projet
4. Réaffirmation de la place et du rôle de Clichy au coeur de la métropole parisienne

: le maire de Clichy est l’un des 5 maires fondateurs de la Conférence
métropolitaine, Paris Ile de France, qui préfigure création d’une future autorité
métropolitaine, et achèvement de négociations complexes avec la ville de Paris
pour l’aménagement du boulevard périphérique, la création d’activités économiques
(pépinière d’entreprise, hôtel d’activité)
5. Restructuration de l’organisation des circulations automobiles et en

transports en commun à Clichy : plan de préservation et de développement
piétonnier du coeur de la ville, création d’un boulevard urbain de contournement de
Clichy associé à une voie de transports en commun en site propre…Création d’un «
poumon » vert et sportif de plus de 7ha au coeur de la ville.
• Adaptation au réchauffement climatique (y compris la réduction de

vulnérabilité territoriale par rapport aux catastrophes naturelles)
La ville de Clichy se situe dans un tissu urbain continu. Elle-même ville dense, elle
comprend 28.000 logements sur un territoire d’à peine plus de 300 ha. Les
questions environnementales ne peuvent pas être traitées uniquement à une si
petite échelle. Toutefois, la ville a mis en place plusieurs outils.
Certains sont rendus nécessaires par la législation, comme par exemple, un Plan
de prévention des risques naturels, en particulier d’inondation. Ce plan est
opérationnel en cas de crue de la Seine, et il associe la municipalité, les services
d’urgence, les services de l’Etat, les services hospitaliers, et les gestionnaires de
logement. La ville est exemplaire en matière d’aide aux personnes dépendantes et
fragiles, et notamment les personnes âgées et les personnes handicapées.
Il existe ainsi un Plan canicule, destiné au suivi de ces personnes en cas de forte
chaleur. Il a déjà été activé deux fois, en 2005 et 2006. Un logiciel spécifique
permet de suivre toutes les personnes identifiées, individuellement, par téléphone.
Enfin, la ville a également crée un outil spécifique afin de répondre aux situations
d’urgence en matière de logement, en cas, notamment, d’incendies d’hôtels
meublés ou de copropriétés dégradées, un Plan local de prévention des
incendies. Ce plan, partenarial, associe tous les gestionnaires de logement publics
et privés de la ville.
Pour faire face au réchauffement climatique, la ville soutient les initiatives

conduites en particulier au niveau régional, pour promouvoir la densification
des zones résidentielles, et moderniser les réseaux de transports en commun lourd
(métro, tramway, train).
Le Projet de Ville 2020 a ainsi mis en avant la nécessité de construire plus haut
dans certains secteurs de la ville, en dépit des fortes réticences de nombreux
Clichois, en échange de la recherche d’une qualité urbaine et architecturale accrue
des projets, ainsi que de la prise en compte des critères de HQU (haute qualité
environnementale) dans les projets. L’avenir de l’environnement à Clichy passe
donc aussi par le développement durable de l’espace métropolitain où se situe la
ville.
• Amélioration de l’écosystème local et mitigation du réchauffement climatique

y compris les émissions de gaz à l’atmosphère
La ville de Clichy est un espace très largement urbanisé. Il n’y a qu’un seul espace
naturel à Clichy, c’est le fleuve, en d’autres termes, la Seine. La ville de Clichy a été
au XIX° siècle et jusqu’à la fin des an nées 1970 une villes industrielles (Citroën,
Câbles de Lyon…), et la Seine a été utilisée d’abord comme une voie d’eau utilitaire.
Ce n’est que depuis le milieu des années 1990 que les rives de la Seine ont
commencé à faire l’objet d’une attention particulière.
C’est le département des Hauts de Seine qui gère l’aménagement durable des bords
de la Seine, mais la ville de Clichy se tourne désormais vers son fleuve, et ce de
manière de plus en plus volontaire. Une partie des berges a d’ores et déjà été
réaménagée, et le Projet de ville prévoit de systématiser cette politique. Un port
pour l’accostage des péniches de tourisme ou de loisir et été crée, et la ville a
engagé de lourds négociations avec le Département afin d’obtenir le classement
des berges de la Seine à Clichy comme espace de promenade, tout en conservant
des activités industrielles, et notamment une usine à béton, indispensable pour
réduire les trajets d’acheminement de ce matériau de construction. Un nouveau
quartier doit être construit à proximité de la Seine et son organisation urbaine a été
conçue afin de mettre en relation la ville et le fleuve (trajets, percées visuelles…).
Durant au début du XX° siècle , la ville de Clichy, comme d’autres municipalités

voisines de Paris, a mis en oeuvre des politiques ambitieuses de création de
réseaux d’égouts, de pavage des rues, et de création d’un urbanisme hygiéniste,
destiné à profiter à la santé publique de la population. Le contexte a changé et les
priorités aussi, mais Clichy s’appuie sur cette tradition ancienne.
Ainsi la ville va créer avant 2010 deux nouveaux parcs, dont un entièrement neuf
à partir d’anciennes friches industrielles, sur une superficie de 6 ha. Il doit ouvrir en
2008. Le financement de ce parc est assuré conjointement par la ville, la région Ile
de France, ainsi qu’une opération d’aménagement et d’urbanisme, qui comprend la
construction de logements (350 au minium) et de bureaux (50.000 m² au
minimum).
Le projet de création d’un nouveau site propre de transports en commun afin

de relier Paris aux villes de la deuxième couronne remonte à la fin des années
1970, mais il a toujours été mis en échec. Grâce à la mobilisation collective suscité
par le Projet de ville, la ville a obtenu la réouverture du dossier, et sa validation par
l’ensemble des partenaires financiers du dossier.
Près de 150.000 véhicules traversent quotidiennement Clichy et la lutte contre la

pollution urbaine et la congestion automobile est une priorité pour la ville. Ce
nouvel axe, qui suppose près de 15 millions d’euros de nouveaux investissements,
permettra de réduire le trafic en centre ville, et d’élargir l’offre de transports en
commun. Parallèlement, dans le cadre de la mise en oeuvre du Plan
d’aménagement et de développement durable, la ville doit proposer cette année
l’extension à tous les quartiers résidentiels de la ville du dispositif « zone 30 », qui
vise à limiter la vitesse en ville et à réduire le gabarit des voiries routières au profit
des piétons et des vélos (circulations douces / « skrinking streets »).
Enfin, la réhabilitation systématique du parc ancien (près de 5000 logements

subventionnés depuis le milieu des années 1980) et à présent, la démolition-
reconstruction des immeubles les plus dégradés, doivent permettre d’améliorer
significativement le bilan carbone de Clichy. 1700 nouveaux logements doivent être
construits à 2012, qui respecteront les normes HQE, de même que les nouvelles
constructions de bureaux.
• Amélioration ses conditions du logement, en particulier dans les bidonvilles,

et dans le progrès pour aboutir dans l’Objective 7, Target 7 des Objectifs du
Développement du millénaire
Comme dans toute l’agglomération parisienne, la situation du marché de l’habitat à

Clichy reste tendue en dépit des centaines de logements neufs livrés depuis 2000.
Entre 1999 et 2006, le nombre de résidences principales à Clichy est passé de
23.700 à 26.800, pour un nombre total de logements de près de 28.000.
Mais dans l’ancien, la ville a connu durant ces cinq dernières années une hausse
moyenne des prix de 120% et, dans le neuf, de 75 à 80%. De nombreux
habitants sont inquiets face aux difficultés à pouvoir se loger. La Ville doit donc
répondre à deux enjeux majeurs : la construction de nouveaux logements et le
logement des publics fragilisés. La Ville recense, pour le seul logement social, près
de 4000 demandes.
La ville a donc arrêté ses priorités :
- accélérer le programme d’Eradication de l’Habitat Indigne et le redéployer

dans le cadre de la Convention passée avec l’Agence Nationale de
Renouvellement Urbain (A.N.R.U.). Près de 670 logements auront été
démolis d’ici à 2012, et 350 reconstruits.
- poursuivre la construction de logements sociaux et intermédiaires (40%

dans les nouvelles opérations)
- favoriser l’accession sociale à la propriété. Afin de faire accepter aux

habitants déjà présents, et notamment aux plus âgées, la nécessité de
construire plus, la ville a élaboré une politique d’innovation urbaine,
architecturale et environnementale. La densité ne doit plus être l’ennemie de
la qualité de vie et ces deux dimensions sont mêmes complémentaires.
La nouvelle loi sur l’opposabilité du droit au logement devrait en outre permettre

aux acteurs publics de reprendre la main dans les négociations avec les promoteurs
immobiliers vendant à la découpe. Clichy travaille en partenariat étroit avec les
promoteurs immobiliers, afin de s’accorder en amont sur les projets.
L’évolution des relations public privé et des stratégies en matière d’accessibilité de

l’habitat s’appuient beaucoup aussi sur l’analyse des bonnes pratiques et des
problématiques rencontrées en ce domaine dans d’autres villes européennes, mais
aussi en Amérique du Nord ou en Asie (échanges de professionnels...). La ville de
Clichy était l’une des seules villes françaises représentée lors du Forum
Urbain Mondial de 2006 à Vancouver.
• Développement économique local
Clichy compte près de 30 000 emplois — dont 5% au sein de la municipalité —

mais moins de 10 000 sont pourvus par des Clichois, et près de 4 600 habitants
étaient sans emploi en 2005. Pour faire face à cette situation, la municipalité agit
dans trois directions :
- le soutien direct à l’accès à l’emploi,
- la mise en oeuvre d’actions en partenariat avec les chambres consulaires, le

département, la région, l’État ou l’ANPE,
- une politique active pour favoriser l’implantation de nouvelles activités et

entreprises à Clichy.
Les premières Assises de la ville en 2005 ont permis aux entreprises clichoises
d’exprimer leurs besoins, leurs attentes vis-à-vis de la ville et du territoire de
Clichy. Loin d’une opposition entre action municipale et action publique d’une part,
et projets de développement privés d’autre part, les premières Assises de la ville
ont au contraire apporté la confirmation que les entreprises clichoises
recherchaient une complémentarité d’action avec la municipalité, ainsi que
les moyens de développer des synergies entre elles. Cela renvoie à une forme très
contemporaine du développement économique, qui ne peut plus être pensé de
façon détachée du développement des territoires où ces dernières s’implantent.
Certes, les périmètres pertinents se situent à des échelles larges, celles de grands
bassins d’emploi et à cet égard, Clichy s’inscrit pleinement dans les dynamiques de
développement du coeur de la métropole parisienne.
La création et l’ouverture d’une Maison de l’emploi et du développement

économique en 2006 s’inscrit pleinement dans cette logique et répond à la fois
aux besoins de transversalité dans la relation ville entreprises, tout en permettant
la liaison permanente avec les enjeux liés à l’emploi des Clichois, et
particulièrement des jeunes. Le succès croissant d’opérations comme « job d’été »,
en constitue un exemple probant, et la candidature de la ville de Clichy pour
l’accueil de l’école de la deuxième chance de la Boucle Nord des Hauts de Seine
devrait se concrétiser avant 2010.
L’élaboration du projet de ville a permis d’ouvrir le débat sur des questions aussi
sensibles que celles du partage de la croissance économique de Clichy et de
son impact sur la vie quotidienne des Clichois. Là encore, il apparaît que vie
quotidienne et développement économique ne se contredisent pas nécessairement.
Clichy ne sera durablement accueillante pour ses entreprises que si la vie
quotidienne y est agréable, les services publics fortement présents. Afin de réduire
le différentiel entre le nombre d’emplois à Clichy et le nombre de Clichois qui
travaillent à Clichy, il est indispensable, de continuer à développer une politique
volontariste et active de construction de logements. La municipalité doit également
poursuivre le travail de négociation, voire de lobbying, entamé depuis longtemps,
afin de défendre les projets de développement de transports en commun, ou la
création de nouvelles infrastructures comme le boulevard urbain de contournement
de Clichy.
L’enjeu des prochaines années est la création d’un schéma de développement

commercial à Clichy, partagé et concerté, qui repose à la fois sur l’offre existante,
sur le maintien d’activités artisanales à Clichy, mais aussi sur la poursuite du
développement d’une offre nouvelle. Le projet de ville a permis de déterminer la
nature des futures opérations de développement commercial, et notamment un
projet de création de galerie commerciale en coeur d’îlot, en lien étroit avec la
restructuration du tissu urbain.
• Réduction de la pauvreté et de l’exclusion sociale
Alors que l’on assiste aujourd’hui en France à la transformation progressive des

mécanismes de protection sociale mis en place pour la plupart dans l’immédiat
après-guerre, le rôle des collectivités locales et notamment des
municipalités est en pleine mutation.
L’élaboration du projet de ville a permis de mettre en avant les grandes

caractéristiques de la situation actuelle à Clichy:
- la ville est plus que jamais un échelon pertinent et indispensable de la

solidarité, face aux manifestations de la nouvelle pauvreté (sans abri,
travailleurs pauvres, migrants fragiles, jeunes déscolarisés, familles
monoparentales), tandis que les départements acquièrent durablement,
dans le cadre de la décentralisation, un rôle essentiel en matière
redistributive et d’allocation des prestations sociales.
- parallèlement, les attentes légitimes des Clichois portent aussi, et de plus en

plus, sur un accompagnement public à la vie familiale.
Plus la cellule familiale devient fragile et mobile, plus le besoin d’ancrage dans
un territoire devient important. Il s’agit à la fois d’un enjeu symbolique, celui de se
sentir bien dans une ville qui apporte au quotidien la satisfaction d’un
environnement urbain de qualité. C’est aussi un enjeu très concret, celui de pouvoir
bénéficier de services à la personne qui impliquent pour la plupart d’entre eux de
profondes transformations de l’action de l’administration, notamment de
l’administration municipale:
- développement de prestations de type guichet unique (prestations sociales

et suivi individualisé, notamment des bénéficiaires du RMI, des familles en
difficulté, mais aussi plus généralement, des différents publics).
- approche renouvelée de la relation avec les usagers est également

indispensable, notamment en matière de santé. Dans ce domaine, l’enjeu
consiste moins à développer l’action municipale en matière de santé, même
si celle-ci doit demeurer, particulièrement en matière de prévention.
- renforcer les structures de soin présentes sur son territoire et dont la

proximité est un facteur clé de l’accès à la santé pour tous. Il convient de
favoriser, voire d’impulser une stratégie de développement territorialisée
des structures hospitalières et d’accueil, afin que ces dernières, et les
personnels qui y travaillent, trouvent à Clichy des conditions favorables à
leur croissance et à leur développement. Ce travail est d’ores et déjà engagé
avec l’hôpital Beaujon.
- Accompagner la mise en réseau des professions libérales de santé sur le

territoire. La collectivité aura dans ce contexte moins un rôle d’intervention
que de veille et d’anticipation, travail tout aussi exigeant. A terme, la
cohérence durable du territoire de Clichy repose également sur la prise en
compte effective au quotidien du handicap, ou du vieillissement de la
population.
L’affirmation des valeurs de mixité passe ainsi par l’affirmation de la mixité sociale,
mais aussi de la mixité générationnelle. Elle passe aussi, à travers le sport, la
culture, les loisirs et l’ensemble de la vie sociale, par l’affirmation de la diversité
des origines et des statuts sociaux comme un moteur de développement et de
croissance. La création du Conseil des citoyens étrangers (2006), illustre cette
dynamique.
• Contribution à l’intégration urbaine
Clichy-la-Garenne est très liée au coeur de l’agglomération parisienne. Même si les

réseaux de transport publics dans la zone dense et notamment dans la zone de
Clichy sont de plus en plus saturés, la ville possède néanmoins des atouts par un
système de desserte puissant et proche (route, transports en commun). De
surcroît, l’ensemble des fonctions qu’elle continue à accueillir malgré la pression
immobilière (usines, bureaux, sièges, équipement,…) ne sont pas « cisaillées » trop
lourdement par ces infrastructures, mal dont souffrent bien des communes de
banlieue. Tout cela contribue fortement à l’image d’une commune rassemblée
autour d’un centre qui accueille commerces, institutions, services, métro.
La situation de Clichy est donc à la fois métropolitaine et locale, ce que les

statistiques confirment : les migrations domicile/emplois se répartissent de manière
égale vers la ville et hors la ville. Cette double échelle peut et doit être la grille de
lecture de la ville de Clichy aujourd’hui et demain. Identifier et articuler la ville du
quotidien à l’échelle du piéton et à celle du transport (auto, fer, fleuve) peut
parfaitement se conjuguer. Voici les axes de développement de la ville, dans une
logique d’intégration urbaine croissante à petite et grande échelle:
A court et moyen terme, à l’échelle de la ville et de son centre, on peut projeter

diverses interventions pour contribuer à élargir le centre ville de Clichy. Trois
ensembles — quartier du marché et de la mairie, quartier du parc sportif et de
l’hôpital, quartier « culturel » de la Maison du Peuple/Pavillon Vendôme —
permettront d’identifier un centre-ville plus étendu fait de trois ensembles
complémentaires adossés sur un projet d’espaces publics ambitieux.
Clichy peut et doit aussi s’adresser à l’échelle de l’agglomération, en projetant des

bâtiments repères qui identifient les limites de la ville depuis les grandes
infrastructures. Ils peuvent en marquer les limites administratives et les carrefours
majeurs près des ponts, passages portes sous le périphérique et les stations de
transports en commun. Des opportunités foncières existent. De plus, ces parcelles
permettent souvent, du fait de leur position proche d’importantes infrastructures ou
du fleuve, de s’élever en hauteur sans gêne pour les voisins et d’offrir des vues sur
les grands paysages de la région parisienne.
A moyen terme, trois secteurs stratégiques sont susceptibles de mutations.

Ce seront des lieux dédiés à la création de quartiers verts (eco-density). Enfin, à
long terme, les terrains SNCF sont à peu près équivalents en surface au centre-ville
actuel. Equidistants de la gare Levallois et du centre-ville, ils seront un enjeu
majeur à long terme.
D’ici à 10 ans, Clichy doit réussir son intégration à la métropole en

accueillant des fonctions et des formes métropolitaines. Celles-ci ne sont
pas contradictoires avec l’échelle d’une ville où les chemins, les rues et les
jardins de traverses et de traversées permettent une vie urbaine et un «
rez-de- ville » dynamique.
• Réduction du conflit et contribution à la sécurité dans la ville
Le premier axe de travail pour promouvoir la réduction des conflits à Clichy repose
sur la création de capital social et sur le renforcement de la citoyenneté (coir ci-
dessous). Mais cela n’est pas suffisant. Les phénomènes de délinquance,
notamment de délinquance juvénile, existent, et l’aspiration des Clichois à la
tranquillité est une préoccupation de premier plan.
A l’issue de très vifs débats au sein de la majorité municipale, la ville a mis en place
en 2006 un système de vidéo -surveillance par caméras, dans les espaces
publics. Celui-ci a permis de faire diminuer significativement les agressions et les
vols.
Mais la sécurité au quotidien repose d’abord sur la préservation du pacte social,

sur l’ascension sociale des individus. La municipalité a élaboré une Convention de
Gestion urbaine de proximité avec les gestionnaires des logements sociaux (8000)
de Clichy, qui porte sur la qualité d’entretien et de sécurité dans les immeubles et
dans leur voisinage, ainsi que sur la médiation et l’accompagnement social.
La ville a également multiplié les partenariats avec la police nationale (principe de

« cellules de veille » régulières), mais aussi avec l’éducation nationale, tout en
renforçant les effectifs de la police municipale. En France, la loi donne depuis 2007
plus de pouvoirs aux maires en matière de police et de sécurité. A Clichy, le choix a
été fait de privilégier la construction de réseaux sociaux, notamment auprès des
jeunes en difficulté, pour favoriser leur intégration sociale et économique.
La stratégie municipale consistant à promouvoir le développement des

quartiers (services publics délocalisés, plan de développement durable des
quartiers, renforcement de la démocratie participative…) vise aussi à encourager les
relations de voisinage. Le soutien marqué aux associations est également
indispensable.
Enfin, la ville de Clichy est engagée depuis le début des années 1980 dans la
politique de la ville. Le développement social des quartiers constitue même
(T.Tellier, 2007), l’une des originalités de Clichy, dans la mesure où la ville n’a
cessé de s’inspirer de cette philosophie pour penser son développement.
Charte de la diversité, Mission locale pour l’emploi, promotion des identités

individuelles, constituent autant d’outils politiques qui sont utilisés pour faire vivre
une « identité clichoise ». Cette identité symbolique est aussi un facteur de
cohésion sociale, la ville devenant un espace cohérent où l’on peut se construire
individuellement.
• Création du capital social et renforcement de la citoyenneté
Héritière d’une tradition sociale marquée par de multiples influences, comme le

catholicisme social et les solidarités ouvrières, la ville de Clichy s’est aussi
construite autour d’une approche municipale des questions sociales.
La participation des citoyens à la vie publique constitue aujourd’hui un élément

incontournable de la vie publique. Clichy a mis en place des Conseils de quartier,
mais également un conseil des aînés, un conseil des jeunes. La ville a
également soutenu en 2006 la création d’un conseil des citoyens
étrangers, et elle soutient fortement le conseil du handicap.
Si le travail par quartier est une forme de réponse au besoin de proximité, il

convient aussi de veiller à conserver l’unité de la ville. A cet égard, l’intégration
progressive de nouvelles fonctions à l’échelle des quartiers n’est pas le reflet d’une
partition accrue de Clichy, mais bien une évolution d’ensemble, qui illustre la
modernisation du service rendu aux administrés pour l’ensemble de la ville. C’est le
cas avec la territorialisation de l’action publique mise en oeuvre en ce qui
concerne les questions de propreté et d’entretien quotidien. Les Assises de la ville
ont confirmé l’intérêt de cette démarche, qui intégrera à l’avenir des fonctions
administratives complémentaires.
Modernisation de l’administration, proximité et démocratie locale apparaissent

étroitement liés. Il s’agit probablement du pendant nécessaire, à l’échelle locale,
aux phénomènes de globalisation et de métropolisation, qui brouillent les repères et
rendent plus difficile l’ancrage dans les territoires.
La planification du développement de la ville, aussi bien à travers des outils

réglementaires comme les plans d’aménagement et d’urbanisme, que des outils
incitatifs, repose aussi sur des choix collectifs, débattus, partagés, fruits de
compromis, comme le sont au quotidien, les usages de la rue.
A son échelle, Clichy est ainsi en mesure aujourd’hui de développer une stratégie
de « clusters » au sein même de son territoire, illustrant le potentiel important
que recèle le territoire Clichois dès lors que l’on en explore les atouts croisés, en
matière d’éducation, de culture, de politiques sociales, de démocratie locale.
La démocratie locale constitue, en lien avec la création de nouvelles

méthodes de planification et d’aménagement urbain, le creuset de
l’élaboration progressive de la nouvelle gouvernance de la ville.
JOHANNESBURG, SOUTH AFRICA
Period of application of the 2006-2011 (5-year) Integrated Development

urban plan Plan (IDP)
City population 3.8 million (municipal); 8 million (wider

region)
City area (in hectares) 160ha (1600km2)
CONTACT
Participant’s name Rashid Seedat
Institution City of Johannesburg
Position Director: Central Strategy Unit
e-mail rashids@joburg.org.za
Telephone +27 11 407 7012 (office)
Address 2nd floor, Council Chamber Wing,

Metropolitan Centre, 158 Loveday St,
Braamfontein 2001, South Africa

150 words)
Johannesburg is South Africa’s premier business location that generates 16.5% of

national output and it is part of a conurbation that generates one-third of national
output. More than 70% of the top 100 companies are headquartered in the city
and the City Deep container terminal handles 30% of the country’s exports.
Johannesburg grew at a rate of 4.5% pa between 1996 and 2004, compared to
2.9% for the country as a whole.
However, the city still experiences very high levels of unemployment at 32%; about
one-fifth of the population are estimated to live in poverty; and the city experiences
high levels of income inequality. Gender and generational inequalities and spatial
inequalities complete the picture of inequality.
Although access to adequate water, sanitation and refuse removal are high (over
90%), a large number of people live in less than adequate shelter in backyard
shacks, overcrowded formal houses and informal settlements.

The Integrated Development Plan (IDP) is a statutory medium-term (5-year)

strategic plan that guides socio-economic and spatial development and service
delivery within a municipality. The City of Johannesburg’s 2006/11 IDP was
finalized and approved after the local government elections in March 2006, whose
key features included:
1. Sector planning: Workshops were held with stakeholders on a sector basis
(e.g. environment, health) to define an overall long-term vision, visions for
each sector and sector-based goals, objectives and programs.
2. Ward-based planning: Meetings were held at ward level to engage with

ward committees to define the needs at the local level.
3. Intergovernmental alignment: Engagements were held with provincial

government departments to ensure that functions that are held concurrently
are aligned and integrated.
4. Stakeholders’ Summit: A summit of all stakeholders was held in May 2006

with over 2000 representatives representing the widest spectrum of civil
society within the city to finalize the overall plan.
5. Multi-party engagements: Council policy oversight (multi-party)

committees scrutinized the plans and provided critical feedback to the
Mayoral Executive Committee and Council.
1. Political will and support: The IDP was initiated with the full support of
the Mayor, which was essential for driving the formulation, consultation and
approval processes.
2. Coherent planning frameworks: It was formulated in conjunction with

the Growth and Development Strategy that defined the City’s long-term (30
years plus) vision and strategy. This ensured coherence between the City’s
different planning frameworks and instruments.
3. Link to performance management system: The IDP was married to the

performance management system to ensure implementation, monitoring
and evaluation of the defined commitments.
4. Stakeholder participation: There was an extensive process of stakeholder

participation at the sector level, on a geographic basis and citywide.
5. Intergovernmental alignment: The IDP was developed in close

conjunction with other spheres of government and adjacent municipalities to
ensure intergovernmental and inter-municipal alignment and integration.
1. Accelerating towards 9% economic growth (see section on local

economic development below).
2. Inner city regeneration: This initiative is aimed at regenerating the

historic central city through public investment, sustained maintenance and
crowding in private sector investment.
3. Bus rapid transit (BRT): This is modeled on rapid transit systems first
developed in Latin America as a comprehensive and cost effective solution to
developing an effective public transport system.
4. 2010 FIFA World Cup: There are a number of initiatives that include
meeting FIFA requirements (stadiums, fan parks etc) as a host city as well
as legacy projects that seek to ensure that the opportunity to stage the
event promotes long term socio-economic development.
5. Human and community development (see section on reducing poverty

and exclusion below).
Briefly, (total - 500 words), describe the Plan's achievements regarding.....

disasters
Strategies for adaptation to climate change include the development of

guidelines for energy efficient design and construction for buildings, compilation
of greenhouse gas inventory to understand carbon footprint, landfill gas
utilization and retrofitting municipal buildings. Work is currently underway to
assess the vulnerability to natural disasters.

The IDP defines the City’s comprehensive environmental management program

that encompasses protection of river ecosystems and ecological reserves,
biodiversity protection, sustainable waste management, rationalization and
diversification of energy sources, pollution reduction and environmental
mainstreaming.
On climate change and reduction of greenhouse gas emissions, the City’s 5-year
program includes mitigation and adaptation strategies, energy efficiency and
demand management and sourcing renewable and/or alternative energy
sources.

11 of the MDGs.
The severity of the housing shortage is compounded by urbanization and in-

migration. However, the City’s IDP defines its role as a facilitator of housing
delivery, as follows:
− On a progressive basis provide access to affordable, safe and decent

accommodation;
− Meet housing needs at all levels of the housing ladder through partnerships
and supply;
− A secondary housing market so that households can realize the economic

value of their residential assets; and
− Increased livability and sustainability of residential communities, with

equitable access to green spaces, social and cultural facilities, transportation
and economic opportunities.
The IDP programs that underpin these objectives include informal settlement
formalization, backyard accommodation, inner city upgrade, hostels conversion
and special needs. The flagship housing program seeks to 100 000 well-located
and good quality housing units over five years targeted at low income and
affordable housing markets.

The City’s LED program is called “Accelerating towards 9% economic growth”
that is based on the idea that national growth of 6% by 2010 would be enabled
by 9% growth in the City.
The elements of program are reducing the cost of doing business (safety,
broadband, telecommunications and skills), promoting key growth sectors
(business process outsourcing and call centers, tourism, creative industries etc),
enhance beneficiation (especially the jewelers industry), build a commercial
ladder for small business development and scale up interventions on freight and
logistics and inner city regeneration.
The intention of the program is not only to increase economic growth (from 6%
to 9%), but ensure that the benefits of growth are shared equitably through
additional employment, black economic empowerment and enterprise
development.
The overall strategy to reduce urban poverty and exclusion is premised on the
safeguarding and supporting poor and vulnerable households, championing
rights and opportunities and building prospects for social inclusion.
The IDP sets out a wide range of programs that will be rolled out over the five-
year period, viz.:
− Social package, which provides all households in the City with access to free
basic water (6kl per month) and free basic electricity (50kWh per month)
and subsidies for sanitation and refuse removal. The package also
guarantees other free municipal services such as clinics, libraries and social
amenities.
− Improve access to national/provincial grants such as a state pension, child

support grant and disability grant.
− Variety of initiatives such as programs for vulnerable groups, sport and

recreation facilities and arts and culture programs.
The City’s point of departure is that rapid urbanization is a feature of major

cities in developing countries. The City accepts that increasing in-migration
places a major on burden housing and social services. The approach is thus
that urbanization provides the rural poor with access and opportunities that
would be unavailable in their places of origin. The City’s IDP anticipates high
levels of population growth (driven by migration) in the future and sets out
plans and programs that would ameliorate the negative impacts.
The City of Johannesburg has also been working in close collaboration with the
national local government association to set up twinning arrangements with
rural municipalities that would contribute to capacity building.
The IDP sets out a comprehensive safety initiative that includes the following
programs: crime prevention, women and child safety, traffic safety
enforcement, disaster management, community disaster mitigation information,
emergency response improvement and by-law compliance program. The
responsibility for these programs mainly falls on the Johannesburg Metro Police
Department and the Emergency Management Services.
There a wide range of initiatives such as the partnerships enablement program,

ward committee support and resourcing program, dialogue on citizenship in
Johannesburg, civic education strategy amongst others.
NABLUS, PALESTINIAN TERRITORIES
Period of application of the 20 years (1996-2015)

urban plan
City population 134,000
City area (in hectares) 28.57 Km2
CONTACT
Participant’s name Dr. Ali S.H. SAMARA
Institution An-Najah National University
Position Director, Center for Urban & Regional

Planning
e-mail abhamid@najah.edu
Telephone +972 9 2343001
Address P.O.Box 7, Nablus, Palestinian Territories

150 words)
Nablus City is located in the northern part of West Bank in Palestine, approximately
65 Km north of Jerusalem in a valley surrounded by two mountains, one in the
north with 940 meters and the other in the south with 881 meters. Nablus was
founded by the Canaanites who came from Arabia to Palestine in 2500 B.C. It was
rebuilt by the Romans in the first century (70 A.D.) and called Flavia Neapolis, from
which the name of Nablus is derived. Its geographical position on the trade roads
made it an important commercial center for most of the successive civilizations as
Pharaohs, Crusades, Mongols, Mamlukes, Ottomans and others. Nablus has kept
the unique Arabic influence as it is seen in its architecture. The old city of Nablus
with its narrow lanes, arches, mosques, markets, quarters, paths and all its
interesting and beautiful public places witness its unique history and prosperous
civilization.
Nablus has 134,000 (2007 Statistics) inhabitants; the majority of them are
Muslims, while the minorities are Christians and Samaritans. There are three large
refugee camps, one inside the city and the other two are surrounding the city, with
more than 35,000 inhabitants.
The city is considered as one important economic center in the West Bank. It is a
marketing and trade centre. Its traditional industrial activities include furniture
production, tile production, stone quarrying, olive oil soap production, vegetable oil
production, textile manufacturing and leather tanning.
The city enjoys the entire utilities and services its inhabitants need. There are 72
schools including different educational stages, 2 universities (An Najah University
as the largest university in Palestine and Al-Quds Open University), a number of
research and studies centers, scientific institutes, a public library, a municipal
stadium, five hotels, 6 sport clubs, 9 cultural forums, 38 mosques, 4 churches, 11
tombs, 3 temples. In addition, the health services include 4 hospitals as well as 224
clinics.

Briefly, the preparation of the plan has been undertaken through the following
phases:
Stage 1: Project Setup and Mobilization of Resources
• Establishing a joint Work Team including Nablus Municipality, Ministry of

Local Government, An-Najah University, and other related institutions in the
city.
• Conducting public opinion polls (e.g. questionnaires, public and stakeholders

meetings, focus groups) towards the significance, objectives, and role of the
project to enhance both local and regional development.
• Preparing of the required maps and plans (previous masterplans, and

subdivision maps, and detailed plans and projects).
Stage 2: Database Building and Preparation of Related Studies
Stage 3: Analysis and Evaluation of Data and Studies
• Performing a SWOT–analysis (Strengths, Weaknesses, Opportunities and

Threats) of the existing situation in the city based on the collected data and
prepared studies.
• Reviewing and evaluating the building and planning legislations adapted in

Nablus.
• Estimating the needs, resources, characteristics, site potentials, and the

factors affecting and directing the development process in the city within its
surrounding region.
• Defining opportunities and potentials for economic and community

development projects under the available circumstances and problems which
hinder the process of economic development and investments.
Stage 4: Determination of Planning Scenarios and Alternatives
• Identifying the proper distribution of land uses and various activities based
on the geographic features of Nablus, the estimated population densities,
needs and requirements for public services and transportation network, and
absorption capacity within the built up area.
• Determining different planning alternatives (3 alternatives).

Stage 5: Selection and Preparation (Design) of Suitable Planning
Alternative
The significant actors who were engaged in the process include the Ministry of Local
Government, and An-Najah National University. The university provided its
knowledge and experience in urban planning as well as other related subjects
(engineering, socio-economy, environment, etc.).
The most important tools include the followings:
• Conducting public opinion polls (e.g. questionnaires, public and stakeholders

meetings, focus groups) through various phases of plan preparation, which
assure the active participation of the city inhabitants.
• Sharing and participation of various institutions (public, NGO’s, and private)

in the providing their suggestions and ideas concerning planning scenarios
and strategies.
Establishing a joint planning committee (Nablus municipality, An-Najah University,

and other related institutions in the city).
1. Establishing a public information and service center at the municipality. This

center links the inhabitants of the city with the municipality as the major
institution responsible for planning and building activities as well as the
provision of services (e.g. water, electricity, sewage, solid waste, etc.).

disasters
The produced plan took into consideration the difficult location of the city along the
narrow valley between the two mountains in addition to vulnerability to natural
disasters (mainly earthquakes). Studies related to seismic risks mitigation have
been conducted in order to ensure the proper distribution of land uses within the
produced plan as well as the implementation of the plan, particularly in certain
areas with high vulnerability.

The produced plan concerns the improving of local ecology through the proposed
green areas, both active green (public parks and gardens inside the city) with a
total area of 0.2 Km2, and passive green (agricultural land and open areas in the
periphery area) with a total area of 1.9 Km2. In addition, the open green areas
located on top of the two mountains surrounding the city also help improving the
local ecology.

11 of the MDGs.
The housing areas in the city that are considered as slums or with low standards
and low living conditions are mostly located in the refugee camps inside the city
and in the old quarter. Mainly, the produced plan identified those areas as
particular areas that need some interventions in terms of upgrading, restoration,
and rehabilitation. In particular, the old quarter is given more emphasis by the
municipality through the issuing of specific laws and regulations concerning the
management and control of upgrading, restoration and rehabilitation activities in
the old city. Moreover, certain studies and plans are being prepared for the old
quarter as well as starting the preparation of a general conservation plan for this
area, which includes the different policies for upgrading and restoration of buildings
as well as the rehabilitation of social, economic, cultural, and tourism activities.
The proposed industrial areas, commercial centers and other economic activities
within the produced plan will help improving and enhancing the local economic
development in the city. Also, the proposed areas for residential development will
contribute to the local economy through various investments in the housing and
real estate sector.
The proposed industrial areas, commercial centers in addition to other economic,

administrative and public services activities within the produced plan will contribute
to reduction in urban poverty through the provision of employment opportunities.
Moreover, the provided public services and facilities (educational, health, cultural,
recreational) within the plan help improving the living conditions of residents in
poor or low-income areas (refugee camps and old quarter), which in turn contribute
to reducing urban poverty.
The relationships between the city and the surrounding rural areas or settlements
have been strongly considered within the produced plan through the proposed road
network and allocation of densities of residential areas. In addition, the future
expansion of the city towards its surrounding rural areas was also considered.
Moreover, the allocation of industrial zone in the eastern side of the city took into
consideration the existing agricultural land there and the possibility of improving
the agro-industrial production.
This issue was considered to certain extent through the identification of street
widths, distribution of residential densities, and allocation of public services (mainly
social, cultural, and recreational activities), which will contribute to the reduction of
crimes and violence in different locations in the city.
The production of this plan after a long period of not having an approved plan of
the city due to certain political and administrative reasons is highly appreciated by
the citizens and institutions of the city. This plan is seen as an important tool for
enhancing the city development an its regional role in the northern part of the West
Bank as being the second largest city in terms of population size as well as being an
important commercial and economic center. Therefore, this plan helps to promote
citizenship.
NANJING, CHINA
Period of application of the 2002—2005

urban plan
City population 3,000,000
City area (in hectares) 23.000
CONTACT
Participant’s name Zhou Lan
Institution Nanjing Urban Planning Bureau
Position Director of Nanjing Urban Planning Bureau
e-mail Zhoulan_126@126.com
Telephone +86-25-84733711
Address No. 15 Gao Jia Jiu Guan, Hua Qiao Road, Nanjing,
Jiangsu Province, China
Nanjing is located in the Yangtz Delta of the east coast of China, the most economic
developed area in China, the capital of Jiangsu Province which is the most
developed province in China, as well as a famous capital with 2470-year city history
and 450-year capital history. The city covers an area of 6,582 square km, with a
population of around 7,000,000. The built area of inner city is about 230 square
km, with a population of around 3,000,000. Local GDP of 2006 is 277.4 billion, and
GDP per person is over $5,000.
The Ming City Wall constructed 600 years ago is the longest city wall in the city.
Outer Qinhuai River is the moat going along the Ming City Wall. Within the city wall
is the old city area densely packed with historical and cultural sites. Beyond the city
wall is the new districts just built over the past 20 years. Qinghuai River is the
boundary between the old city and the new districts.

process, emphasizing innovative aspects.
1. Establish the community participation mechanism, forming aim of this plan, to

make Outer Qinhuai River “a clear river, a beautiful river, and a prosperous
river”.
2. Establish a government-led, multi-government participation mechanism. Set up

“Outer Qinhuai River Environment Innovation Headquarter”, led by local
government and involving multiple departments. “Nanjing Outer Qinhuai River
Development Company” took the responsibility of plan implementation and later
management.
3. Produce a plan system of different layer, including strategic plan, master plan,
urban design, and landscape design.
4. Establish the chronological mechanism to implement the plan stage by stage.

Now the renovation of sect within main urban area (about 16km) has been
completed.
5. Participation: Water Conservancy Bureau of Jiangsu Province, Nanjing Municipal

Government (including Construction Committee, Urban Planning Bureau, Water
Conservancy Bureau, Environment Protection Bureau, Civil Engineering and
Public Facility Bureau, Transportation Bureau, Gardening and Woods Bureau,
and Real Estate Management Bureau), Nanjing People Representative Board,
Nanjing City Politics Association, Experts of various fields, citizen, residents
living along the river, enterprises and factories nearby, and media.
• Important tool for plan production:
1. The plan production got the participation and support from many citizens
and different departments, including People Representative Board, Nanjing
City Politics Association.
2. The plan is made by the mechanism of multiple departments’ cooperation.

Nanjing Planning Bureau led the whole process of plan making. The content
of the plan is based on the cooperation of various stakeholders.
3. Technically, experts from the fields of water conservancy, urban planning,

environment protection, transportation played an important role in the
research and evaluation of this plan.
• Important tool for plan implementation:
1. Multiple financial channels by government direct investment and bonds

make sure the plan is implemented effectively.
2. Based on the shift from “traditional centralization of decision making” to

“effective decision making by local government”, “Outer Qinhuai River
Environment Innovation Headquarter” was established, which is led by city
municipal government, and composed of the members from Construction
Committee, Urban Planning Bureau, Water Conservancy Bureau,
Environment Protection Bureau, Civil Engineering and Public Facility Bureau,
Transportation Bureau, Gardening and Woods Bureau, and Real Estate
Management Bureau. At the same time, “Nanjing Outer Qinhuai River
Development Company” took the responsibility of plan implementation and
later management.
3. Media supervision makes sure the fairness, transparency, and justice of this
plan.
1. Improve the living conditions

Pull down slums along the river. Settle down the low-income residents there by
affordable housing. Renew the preserved old buildings and improve the living
condition there.
2. Prevent floods
Renovate the river by drainage improvement, pollution prevention, fresh water

influx, and slut clearance, coupled with shelter-forest along the river and other
physical flood prevention facilities.
3. Improve environment quality
Control the water pollution by enhancing the polluted water disposal facilities,
fuelling water circulation, and preventing the in flood of polluted water, to make
Outer Qinhuai River a ecological river.
4. Better transportation system
Build pedestrian road system and open Outer Qinhuai River Tour. Set up a multiple
and convenient transportation system.
5. Enhance space quality and vitalize waterfronts
Connect areas on both sides of the river and important scenery areas nearby by the
main axis, Outer Qinhuai River, and the secondary axis, waterfronts on both sides
of the river. Offer public space and necessary facilities. Vitalize this area by
enhancing the vertical corridor and improving the accessibility of waterfronts.

disasters
1. Decrease the flood threat by enhancing the 20km dyke, evening the
lands beside the river, improving drainage system and adding more rain
pump facilities.
2. Control water level by a water gate in the mouth of Sancha River, to

prevent the flood in flood period of Yangtz River.

1. Make Outer Qinhuai River a flowing river by clearing slut and increasing
circulation.
2. Make Outer Qinhuai River a clear river by better drainage system,

controlling discharge of factories nearby and fresh water draught
regionally.
3. Make Outer Qinhuai River a ecological river by ecological protection and

mash park construction

11 of the MDGs.
1. Pull down slums along the river, and settle down the residents
economically, to make sure they live in new housing with modern
facilities and better environment.
2. Renew the preserved buildings and improve the residents’ living
condition.
1. Upgrade the industry there and get more lands for development by
moving some factories.
2. Transform transportation deck into tourism deck. Make Outer Qinhuai

River a prosperous river by vitalizing areas along the river and offering
more entertainment facilities in the waterfronts, and engine local
economic development.
1. Offer more public facilities in this area and encourage residential and
commercial real estate development. Make Outer Qinghuai River an
important link between old city and Hexi new districts. Pull down slums
and settle down the residents moving out. Renew the preserved housing
to create multiple communities, physically breaking the space
segregation of old city and new districts and people of different income.
2. Build public space as a place for people to communicate, socially

breaking the segregation of different income people.
1. Pull down slums and offer modern facilities, changing “villages in the
city” into a real part of the city, and physically realize the integration of
urban and rural areas.
2. Employ modern neighborhood management, urban cultural, education

facilities and other urban civilization, socially realizing the integration of
urban and rural areas.
1. Pull down slums and consolidate the preserved housing in the terms of
housing structure and fire (Xiaofang), to make sure the housing safety
physically.
2. Participation in the plan and public space of waterfronts offers local

residents more chance to communicate, mitigating the social conflict and
enhancing the safety by this safe and harmonious environment.
1. New communities and economic development along the river make Outer
Qinhuai River a prosperous river.
2. By the voluntary participation in the plan making, local residents

enhance their citizenship and the affection to Outer Qinhuai River.
PEC/ PEJA –UNMIK KOSOVO
Period of application of the 2007-2020

urban plan
City population Urban area: approx. 80.000; municipality:

approx. 140.000. (no clear figure because of
lack of census data)
Pejë/Peć is one of Kosovo’s 6 secondary cities
City area (in hectares) urban area: approx. 15 km2;
municipality: 601 km2
CONTACT
Participant’s name Agron Sallova
Institution Municipal Spatial Planning Support Program /

UN-HABITAT Kosovo
Position Municipal Spatial Planning advisor
e-mail Agron.sallova@unhabitat-kosovo.org,
agron_s2002@yahoo.com
Telephone +381 39 34 603 ext 219
Address UN-HABITAT Kosovo Office; Nazim Gafurristreet

33 / 10000 Prishtina / Kosovo (UNMIK)
Peja/Peć is situated on the edge between the Albanian Alps and the fertile Dukagjini
plain, and is known as a historic commercial and crafts centre on the trade route
between the Adriatic coast and the hinterland.
Prior to the 1999 military conflict, Peja/Peć used to have a relatively developed
industry and agriculture. However, the war damaged many enterprises which lead
to a current unemployment rate of about 60% (estimation). About 85% of the
housing stock was damaged during the war, of which a large number were
destroyed completely. From 1999 to 2002, reconstruction activities required the
largest share of available resources. This led to a serious increase of the poverty
rate.
Infrastructure and facilities today are limited: there is an insufficient electricity
supply, the rail link has been out of use since the conflict and will be opened 1st
October 2007; the quality of the road network is relatively low.
Since the conflict, over 93% of the population consists of ethnic Albanians, while
the Serb minority migrated in a drastic way, mainly remaining in a few enclaves.
Peja/Pec is housing the Patriarchate of the Serbian Orthodox church. Other
minorities consist mainly of Bosniaks and Roma/Ashkali/Egyptians.

Peja/Peć is the first municipality in Kosovo that finalized a process of drafting

both a Municipal Development Plan (MDP) and an Urban Development Plan (UDP),
according the new Law on Spatial Planning (2003) which promotes a new
inclusive, strategic and action-oriented planning system. Those plans provide
the guidelines for spatial development, and provide a much more transparent tool
to control and stimulate development, in comparison with the outdated master plan
from 1984 which was used by the municipal administration in a very arbitrary way.
Stakeholders were involved in all stages of the planning process, including

the preparatory phase and the legally required public review which was stuffed with
workshops, accessible for the large public. The process was guided and
watched by the Council of Planning Experts, the Spatial Planning Steering
Committee and the Stakeholder Group. A long-term vision was created and
incorporated. The plans also deal with the informal evolution of the urban area,
recognize the informal settlements and prevent in a legal way the
development of new informal settlements. This paves the way for legalization,
improving of service levels and security of tenure in large parts of the city. At
the same time, policies have been designed to retain open spaces, to reduce
environmental damage, to improve public transport and to mark out areas for
new residential and business development in order to prevent from uncontrolled
sprawl.
On the 14th of May 2007, both plans were officially approved by Peja/Peć's
Municipal Assembly. An important milestone for a Kosovo in transition, Peja/Peć
was the first municipality in Kosovo who achieved this, and in this regard the plan
+ process have been discussed in peer-to-peer for a with other municipalities.
Thanks to technical on-job assistance provided by the UN-HABITAT* Municipal

Spatial Planning Program, the municipality was able to finalize the MDP ‘in-house’
by their own means, building on a pre-draft with the assistance of consultancy
company hired by the municipality.
* this is also the result of multi years of capacity building and support to setting-up
a new planning system in a state of flux/transition. Planning efforts for the local
level in Kosovo are now taking place at the local level and might seem evident. But
it is a major shift with previous practices. This is following the dramatic changes
since 1989 such as the collapse of the communist power/socialistic regime and the
break up of various states and countries in East-Europe such as Yugoslavia. A
specific feature is that during the Milosevic era Albanian Kosovars were
automatically excluded from responsibilities within the public service and
universities; as a result the Kosovo Albanian leaders at central and local level
lacked the experience, the technical and organizational skills to carry out planning
profession and activities. During that era, parallel systems started to develop, as
well as parallel or informal economy.
- Better use of existing and creation of new planning bodies (see

below, pt4)
- "Roadmapping" was used as important coordination/management tool, as

well during the process of drafting the plans as after approval, in the
implementation phase. Roadmaps were as well elaborated in a participatory
way. The roadmap for implementation focuses on five topics: mobility policy,
agricultural policy, and communication strategy, centralization of
information, regulatory planning, and business investment facilitation.
Timelines were set and commitments from various stakeholders were
pointed out.
- (En-)Visioning was used during the process of drafting the plans, but stays
important in the implementation phase. During a visioning workshop on the
future development of the planned sports and education area, foreseen on
the old military base, stakeholders came up with a lot of interesting ideas
which were integrated in a strategy for sustainable development. Visioning is
an activity that brings citizens and stakeholders together to shape a
common vision for the future of their community (municipality, city,
neighborhood, specific area)
- During the visioning process for MDP and UDP, Spatial Concepts and Spatial
Development Scenarios were used. The final vision occurred as a
compromise, selecting the most valuable issues from the several scenarios.
- SWOT analysis was used as a tool in the process of profiling of the

municipality and in several activities for implementation (regulatory plans,
industrial area, sports and education zone)
- Action planning. By means of selecting strategic actions (e.g. city bus,

infrastructural improvements,) attempts are made to initiate positive
dynamics.
- Participatory budgeting of planning activities.
1. For the first time since the conflict, a mobility task force has been set up,
which has so far focused on the development of an urban public transport network.
The working range of the task force however is much broader, and covers non
motorized traffic policy, traffic safety, parking policy and infrastructural
improvements.
2. Setup of a pilot project for drafting of a regulatory plan for the informal
settlement of Zatra. In order to obtain sufficient background information, an
extensive field survey (questionnaire) has been conducted and processed in survey
maps. This has been done in cooperation with community representatives. In the
future, this kind of regulatory plans will detail the urban development plan and
provide a much more transparent tool to judge requests for construction permits.
This bottom up strategy can have its implications for planning on the Kosovo
central level.
3. Setup of a collection of data and maps, in order to become a municipal

geographic information system. Since knowledge is power en information that is of
public interest is not widely available, this tool will grow and so improve the
transparency of policy decisions towards the citizens.
4. Establishment and institutionalization of a formal (spatial) Planning Unit (PU),

activation of an interdisciplinary Municipal Planning Team (MPT) within the
administration and an Informal Council of Civil Society (ICCS) outside the
administration. The PU consists of two planners that are released from
administrative tasks in order to be focused on planning activities. The MPT is a new
platform, consisting of civil servants from different departments, where planning
initiatives are discussed and developed. The MPT can prepare decisions for the
Municipal Assembly. The ICCS watches further planning activities from the point of
view of civil society.
5. Setup of a planning process for the development of the industrial area.

The newly designated industrial zone needed a catalyzing initiative in order to make
development possible. The start was given with a workshop. Ideally, the initiative
will further lead to the establishment of a Municipal Development Agency.

disasters
- several water bodies will be created to retain abundant water and to

control flooding
- protection of forests (avoiding further deforestation); ambition to regain

control on forest policy

- protection of about half of the territory of the municipality as natural

area
- possibilities for small scale hydropower plants in the mountainous area

will be investigated, as well as locations for wind power plants
- more energy efficient transport modes will be encouraged (cycling,

walking, train and bus)
- the plan is a framework that allows new building regulations, a.o.

concerning energy efficiency

11 of the MDGs.
- Existing informal settlements are acknowledged by the plan and a

framework for regularization is provided. This policy improves security of
tenure and stimulates investments in infrastructure and sustainable
housing.
• Locations for economic development are designated:
1. expansion of industrial area
2. zone for intensive agricultural production and processing

3. new business zone (large scale retail etc.)
4. provisions for small scale tourism development in the

mountainous area
- New residential developments are planned within short distance of the

city centre, in order to avoid spatial segregation. Also returnee projects
will be integrated in urban planning and located in these areas.
- Strategic selection of rural centers for concentration of service

development.
- Improvement of general service level (e.g. public transport) in the rural

area.
- Planned and controlled new residential development avoids sprawling

city caused by spontaneous migration form the rural to urban area.
- Provisions for more transparency in the development of the city.
- Provisions for improvement of informal settlements and thus integration

of poor groups and minorities.
- General aim to improve traffic safety, especially for non motorized

traffic.
- Implementation and enforcement of plans only through creation of

support and confidence among involved citizens.
- Provisions for strengthening the awareness of the citizens and grow their
support for planning activities.
- A permanent communication strategy to citizens will be set up.
- Participation will be set as a basic precondition in further planning

activities.
TEL AVIV YAFO, ISRAEL
Period of application of the 2001-2007

urban plan
City population 384,000
City area (in hectares) 5,000
CONTACT
Participant’s name Guido Segal
Institution Tel Aviv Yafo Municipality
Position Coordinator of Tel Aviv Yafo Strategic Plan
e-mail Segal_g@mail.tel-aviv.gov.il
Telephone 972-3-5217057 /7340
Address 68 Ben Gurion Blvd, Tel Aviv, Israel
The city is situated in the core of the Tel Aviv Metropolitan Area, and is the
economic and cultural capital of Israel. It accounts for only 5% of Israel population,
but it contributes16% to the national gross domestic product. A large proportion of
the country's theatrical, musical and light entertainment establishments operate
from it.
Tel Aviv Yafo populations is growing in the last years. The city attracts a wide
variety of population groups, including young singles, new immigrants, foreign
workers, single parent families, gays and lesbians, etc. There are also several long
established groups: large groups of senior citizens, a range of religious Jewish
communities and a significant group of Arabs. These various groups form a
singularly heterogeneous social fabric and the tolerant ambience permits a peaceful
coexistence among the different groups.
Socio-economic status of Tel Aviv residents is, on average, better than in the
country as a whole, but there is a profound disparity between different groups and
areas of the city, which arises mainly from differential incomes resulting from the
job structure.

The Strategic Plan for Tel Aviv Yafo is based on the following principles:
A Multi-disciplinary approach - many aspects of the city life are addressed.
Wide public participation - representatives of the city's residents and

other stakeholders are closely involved in the Plan's formulation.
Consensus building – the process is designed to help different interest
groups to reach consensus over a wide range of themes and issues.
Early completion – the plan is produced in a relatively short period of time.
Early Formulation of Action Plans – Action Plans are produced for

implementation while the Strategic Plan is still in preparation
Transparent planning process – the public can follow the Plan's evolution on
the municipal website, and through other media.
Empowerment of the Municipality – the Plan provides the Municipality with

new tools to guide urban development.
The Plan’s approach includes two main dimensions:
1. The Consultative and Participatory dimension, characterized by mechanisms

that ensure optimum consultation and participation of key stakeholders
related to Tel Aviv-Yafo to mobilize maximum support among the public for
actions aiming at improving the urban qualities. These mechanisms are:
A. SWOT-workshops to determine the ‘strengths’, ‘weaknesses’,

‘opportunities’ and ‘threats’ of the city, and
B. Creative visioning workshops to scan and select options for the future of
Tel Aviv Yafo, using Eduard De Bono's "lateral thinking" methods.
2. The Analytical dimension, which supported the products delivered on the

consultative and participatory dimension using different technical analysis,
including the use of an innovating mathematical model which helped to define a
policy package that meets the objectives of the City Vision.
1. A Strategic Plan to reduce air pollution in the city
2. An Action Plan to improve pedestrians' and cyclists' accessibility to the sea shore
3. Master Plans for four Green Routes
4. An Action Plan to revitalize City Centre
5. A Comprehensive Municipal Program to enhance Public Participation
Briefly, (total - 500 words), describe the Plan's achievements regarding.....
• Adaptation to climate change, including reduced vulnerability to

natural disasters
Tel Aviv Yafo Municipality is taking measures to reduce vulnerability to a possible

earthquake disaster in two different ways:
- encouraging by statutory means to strengthen the structure of existing

buildings
- training the existing Municipal Emergency Unit in order to cope with this specific
disaster
• Improving local and global ecology and mitigation of climate
change, including reduction of greenhouse gas emissions
The plan initiated an action plan for reducing air pollution in the city. The sources of
pollution in Tel Aviv were especially from transportation and also from the electric
power station, located in the city. As from the beginning of the year, the power
station is operated by natural gas, instead of coal, and the reduction of air pollution
is significant. As for transportation, efforts are made in several directions:
improving fuel, especially of the buses and taxis, limitations on polluting vehicles to
enter the city centre and planning the new mass transit system that will be
operating on 2012.
• Improving housing conditions, particularly slums, and meeting Goal 7

Target 11 of the MDGs.
The Municipality initiated a project which objective is to create new tools for
enhancing enlargement and renovation of dwelling units in former public housing
areas, focusing on organization and cooperation between the residents.
The Municipality is also encouraging the massive renovation of buildings in

deteriorated areas.
The Plan initiated an Action Plan to revitalize the city centre, which was elaborated
with wide stakeholder’s participation and will be implemented by the Economic
Municipal Company on the basis of Public Private Partnership.
Other measures adopted by the Municipality include simplifying the building

permission process, reforming the municipal tax system and encouraging small
business.
The Municipality develops and delivers special projects in weak areas of the city,
especially in the Yafo area, where most of the Arab population lives. Physical
projects include renewal of the physical infrastructure, development of green areas
and renovation of local commercial streets. Social projects include special programs
to assist people in danger, especially children, and to help families in helping
themselves to brake the poverty cycle. A special project encourages high school
students to continue studies at the University.
In Yafo area, the Municipality encourages multicultural dialogue both at

schools and at community level, sponsoring Jewish and Arab dance and
theatre groups. The Municipal Inspection Force and Israel Police enforce
public order according to the resident’s priorities, following a public
participation process.
The plan initiated a comprehensive municipal program- to enhance citizen

participation in decision making in different issues. The program is lead by the
deputy general manager and creates a commitment of a large number of municipal
departments to the participatory issue. Application is being promoted in various
projects such us: planning of green areas and public spaces, decision making in
community centre boards and enhancing public participation in statutory planning.
MEETING CONCLUSIONS
The following summary was presented as concluding remarks and discussed by the
participants. It is a working paper that tries to capture the essence of the lively
debates of the working groups and plenary sessions. The main focus was on
identifying innovative approaches that have resulted in successful planning
outcomes. Beside elements of the context, this summary provides indications on
urban planning critical conditions of success.
1. The context
- Rapid urbanization and rapid urban transformation [linked with pace of

globalization]
- Urbanization of poverty [incl. widespread informal economy]
- Climate change
- Demographic pressure
To be successful, urban planning must be CHEAP and SIMPLE.
As a non sectorial discipline, urban planning [urbanism] [urban design] is well

placed to facilitate a harmonious balance between the economical, environmental,
social, cultural and spatial dimensions of development.
BUT Planning is also the tool per excellence to organize exclusion.
Spatial and social exclusion [fragmentation] tend to reinforce each other
Planning is not politically neutral.
There is a need to explicit the values that ought to guide the planning process.
- Based on a human rights approach?
- Planning as a mediation of conflicting rights.
- Globalization implies a new responsibility for local governments
- Emphasize the ethic responsibility of planners. [As a public servant vs. a

private operator]
Rem: Transformation nature of planning profession in dev. World: become

privately operated. Need of planning education.
- Political leaders are often not aware of planning values
2. Planning is not enough! Implementation is needed
- Planning should go along with management
- integration of strategic plan and plan of action
- The planning process should follow the pace of urbanization
- Need of quick solutions to keep credibility
3. Participation / Negotiation / Mediation / Leadership

- Planning as a negotiation / mediation tool between competing interests
- Conceived as to promote a culture of dialogue
- Planning based on cooperative governance
- Listen to the people – Importance of participation
[But: Difficulty to define who the stakeholders are]
[New technologies new opportunities for public participation]
- Inclusive - Negotiation with the “bad” and the “ugly”.
- Shared benefit of planning outcome
- implementers should be drivers
- multi-disciplinary
- need to invest in public awareness & media
- need of a strong storyline
- Tension between efficiency vs. inclusion: need for speed vs. need to take people
along with decisions
The Successful planning recipe?
A combination of bottom-up and top-down approaches
The planning process should ideally combine:
o participation (public awareness is critical to success)
o technical skills (analysis/visioning/implementation)
o political will and leadership (at the local level + national support)
4. Alignment of public policies
Urban planning is more likely to be successful when and where public policies are
aligned:
- Over time:
o “Building on what has been built” despite of political changes.
o Short-term measures and long term planning are supporting each other
- Over territory:
o Not limited to administrative boundaries but able to deal with

conurbations, urban-rural linkages, city-to-city cooperation [network of
cities], etc
- Over levels of authority:
o Connected and mutually supportive local, regional and national

planning.
5. What sort of planning do we need?

Planning methodologies should be designed in order to qualitatively benefit the
various dimensions of urban development: ecology, society, economy, culture and
the physical space.
The planning response should be tailored to each context, taking into account the
pace of urbanization, wealth and resource available, availability of land, institutional
structure, capacity and availability of skills, climate context, etc. Planning should
adapt as planners are increasingly exposed to global issues.
However, the participants identified a number a common principles urban planning

should take into account. The contradictions or tensions between some of those
principles need to be reconciled.
a) Local identity – Culture – Sense of ownership
- Should build on local identity – identify collective wealth
- Promote cultural diversity
- Balance rapid growth [development] and protection of natural and

cultural heritage
- The importance of local identities tends to be strengthened by the

context of globalization
- Tension between historic identity vs. changing identity
b) Planning for the public good or for the market?
- To be successful, urban planning should look for solutions that benefit

both the private sector and the public good, thus the importance of
public-private partnerships.
- Impact of planning on land prices is of critical importance
- Visioning gives clear indications for city-investors
c) Planning as a lever for development
- Move away from regulatory emphasis to plans that are visionary
- Planning should be project-driven rather than problem-driven
- Focuses on actions that will be agent of change, a strategic approach
- Do not look for superficial improvement but for structural changes
- Address the city as a whole, in a systemic approach
- Selective rather than comprehensive. Focus on spatial and sectorial

priorities.
- How to produce cities faster and better. Planning is not only plans. Look
at the city as a production process. UP as a way to invigorate urban
development.
- Tension between long term vs. short Term: Visions vs. Action plans
- Urban design as a negotiation tool, across time-frame and across space.

Design can make a difference. Not the extra.
d) Dynamic / flexible planning
- Plans should have built-in adaptive mechanism [to be monitored!]
- The plan can be open for further development. A space is a non-

renewable resource; it makes sense to keep spatial resource for future
planning.
- Need to achieve quick wins while developing a longer term vision
- Integrate [and revisit] existing and on-going projects.
- Must not be divorced from service provision agencies
- Plans vs. Flexibility (need for certainty + clarity in plans vs. need to
make responsive to new situations)
- Planning is work in progress. Planning by doing. Apply provisionary

measures
e) Affordable
- Built-in funding mechanism for plan implementation (i.e. capture land

added value, retro-funding of infrastructure investment, etc)
- Tension between planning cost vs. planning effectiveness
- Plans tend to be over-ambitious
- More affordable planning process thanks to new technologies
f) Formal / Informal
- Sensitive to informal economy. But how to address it? (particularly over

time)
- Recognize informal sector but with “a light touch”.
- Recognize that there is a planning “system” in informal settlements.
- Need to formalize to provide funding. Informal sectors do have a civic

responsibility.
- Reconcile the planning process with the real spatial transformation that
is taking place
g) Are planning approaches replicable?
- Importance of the local context Local solution rather than replication
- Strategic projects to be designed to local context
- Integration of ground realities within broader planning framework
h) Baseline information
- Increase research time, preparatory process
- Need of a baseline information, with human right focus
- Not try to create a new city. Build on what is already there. Importance
of context
i) Governance structures
- Need of strong governance structures
- Planning conceived as to strengthen the local governance structure, as to

enhance the public realm
- Stable professional team within the organization
- Linked with local governance structure
- Subsidiarity: tension between centralization vs. decentralization. Which

decision should be kept at which level?
- Accountability of planning actors - Evaluation, follow-up, indicators
- Government vs. Governance (formal powers leading to silos vs. need to

integrate these powers)
6. Planning in crisis and post-crisis contexts.
a) Climate change:
- CC will know no boundaries
- The spectrum of impacts has not yet been assessed. Potential impacts
are context-specific. Some (i.e. sea level rise) are easier to identify than
others (i.e. urban migration)
- need to mitigate and adapt
- The CC agenda will potentially help. It is also an opportunity.
- Announcing CC disaster may have adverse effect on investment is it

counter-productive?
- Local regulation and norms on climate change
- Are we creating spatially sustainable settlements?
- While planning has a maximum horizon of about 20 years, instant

responses to climate change are also difficult to implement.
- Awareness need to be increased
The change cannot be cosmetic. It implies a radical shift in development patterns.
Remark:
- Non-motorized transportation as a good example of cross-cutting issue

where win-win solutions can be found. Non-motorized transportation
benefits both:
o Poor and rich
o Social and environment
b) Post-conflict
- Destruction and reconstruction go hand-in-hand. Opportunity to build

back better?
- There is a governance gap in war-affected cities lack of accountability,
weak legislative and policy frameworks, and institutional arrangements,
technical and administrative capacities.
- Importance of symbolic structures vs. basic needs
- In times of change/stress/post-conflict, planning can bring hope, a vision

for the future, confidence/certainty
- Reconstruction efforts can legitimize certain agendas (knowingly or

unknowingly)
Participants attending the Rome Expert Meeting in 2007
UNITED NATIONS
URBAN PLANNING
DEPARTMENTS
UNIVERSITIES
PLANNER
ASSOCIATIONS

Urban Planning Best Practices

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Urban planning best practices on

Creating Harmonious Cities

Organized with the support of:

DISCLAIMER: The designations employed and the presentation of material in this

© United Nations Human Settlements Programme (UN-HABITAT), 2008.

Thirty experts from Local Government, Planners Associations and Universities

Appreciation of the importance of urban planning as a powerful tool to combat

In many developing countries, the lack of appropriate urban planning can be

In developed countries there is an increasing concern about the negative impact of

• Adaptation to climate change and reduced vulnerability to natural disasters

• Improving local and global ecology and environment, including mitigating

• Improving housing conditions, particularly slums, and meeting Goal 7 Target

• Reducing urban poverty and exclusion

• Contributing to rural-urban integration

• Reducing conflict and enhancing city safety

• Creating civic capital and promoting citizenship

The above criteria are impact, not process-orientated. It is anticipated that

Amongst the submissions, a total of 10 cities were selected, trying to balance

Period of application of the 2005 - 2015

City population Approximately 7 million

City area (in hectares) 130900 ha (1309 sq kms)

Participant’s name Anjali Karol Mohan

Position Consulting Urban and Regional Planner

Telephone +91 80 26631398, +91 9845514686

Address # 841, 37 ‘F’ cross, 20th main, 4th T Block,

Briefly describe the socio-economic background of your city (maximum

Briefly describe the most important features of the plan production

Mention other significant actors engaged in the process.

Name the 5 most important initiatives executed as a result of the plan

1. GIS based data repository – complete, update to be taken up

2. Adaptation of the Zonal Regulation evolved in the plan preparation process

3. Rationalization of the TDR as being implemented by the BMP as against the

Describe the Plan's achievements regarding.....

• Adaptation to climate change, including reduced vulnerability to natural

• Improving local and global ecology and mitigation of climate change,

Housing typologies have been established to assist in evolving the zonal

• Local economic development

• Reducing urban poverty and exclusion

• Contributing to rural-urban integration

• Reducing conflict and enhancing city safety

• Creating civic capital and promoting citizenship

Period of application of the Barbados Country, as there is no local

Seven (7) years – 2003-2010

City population 270,000 persons (Bridgetown

City area (in hectares) 689 sq. kilometers

Participant’s name Richard GILL

Institution Barbados Town & Country Planning Society

Telephone +246 425 14 88

Address Prior Park House, St. James, BARBADOS

Briefly describe the socio-economic background of your city (maximum

Barbados is a Small Island State and independent country in the Caribbean.

Briefly describe the most important features of the plan production

In addition, legislation was separately introduced to create special control of the

Name the 5 most important initiatives executed as a result of the plan

1. Growth management and agricultural preservation.

3. Planning for improved social and community facilities.

4. Cultural heritage and environmental proposals, including Listed Buildings,

5. Economic development through further diversification and expansion of

Describe the Plan’s achievements regarding…..

• Adaptation to climate change, including reduced vulnerability to natural