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Mediterranean Network for the Promotion of Urban Sustainable Development Strategies

USUDS political and technical management. Challenges and risks. Implementation. Mediterranean Network for the Promotion of Urban Sustainable Development Strategies.

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Mediterranean Network for the Promotion of Urban Sustainable Development Strategies

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  1. USUDS political and technical management. Challenges and risks. Implementation Mediterranean Network for the Promotion of Urban Sustainable Development Strategies This document has been produced with the financial assistance of the European Union. The contents of this document are the sole responsibility of USUDS Network and can under no circumstances be regarded as reflecting the position of the European Union

  2. CSDS Management • A City Sustainable Development Strategy is not just a technical work. It is mainly a political process for defining with city social and economic agents its desirable future and how to get it through implementing specific strategies and strategic projects. • A main result of a CSDS is increase the capacity of the municipality to MANAGE CITY LONG TERM. • A CSDS is at the end a list of strategic projects to do, through a appropriate project implementation MANAGEMENT

  3. Management levels of CSDS building USUDS proposes two levels of management: political and technical a) Political • Mayor • Municipal Council • Core USUDS institutions nucleus (association, municipal group, foundation, etc) • Instituted core group ( recommended) • Steering Committee • Consultation Committee (Civil society participation body) b) Technical • Mayor or Mayor’s representative • Technical Steering Committee • Project lead coordinator (municipal staff) • Municipal staff implicated • Local team coordinator & sectorial experts ( 3 to 5 contracted) • Local team: Persons of points 3, 4 and 5 • International expert adviser • Sectorial working groups (participation of experts & city stakeholders)

  4. Recommendations 1 • The complete implementation of a City SDS is a long term process (10 to 20 years). Nevertheless short term strategic projects should be included for tangible results. • The implementing bodies of strategic projects are not only local or national administration. Private & public agents, as private enterprises, communities, foundations, universities, entrepreneurs organisations, trade unions, research centres, should be committed to implement specific projects. • Any SDS must be focused on all population, including slum dwellers and/or refugees. Nevertheless SDS treatment (approaches, participation methods, etc) can differ for each sector. • Youth and women should be considered as relevant to define population needs and economic and social strategic policies.

  5. Recommendations 2 • Decisions need consensus, which implies conflict resolution, mainly on land market, property rights and rights of development. • Communication and awareness of citizenship & city stakeholders of SDS project shall be made from the project starting. • Pre-diagnosis, the first step of a SDS is mainly a picture of the city on needs, strength, weakness, trends and behaviours: It is both a quantitative and qualitative approach, Sectors with a strong strategic component as mobility, environment, social inclusion, infrastructure, territorial uses or local economy shall be included. • City vision of future, objective of the SDS, shall not be a projection of actual trends or existing city opportunities. The city vision is a result of an exercise of realistic willingness of citizenship. • Financial resources needs and sources of financing appraisal shall be considered as a relevant factor of decision from the first steps of the SDS.

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