BACKGROUND PAPER
ON
UN HABITAT
BY
AUGUST 2003
INDEX
SECTION
SUBJECT
PAGE
Introduction………………………………………………….
3
Un Habitat Organisation Chart ……………………………
4
1.
Overview on Un-Habitat ………………………………….
5-7
2.
Organisational Structure…..………………………………
7-9
3.
Executive Director..…………………………………………
9-11
4.
Governing Council …………………………………………..
11-15
5.
Programmes …………….…………………………………… 16-66
6.
Media & Events …………………………………………........ 66-69
Annexe 1………………………………………………………. 70-74
2
INTRODUCTION
The agencies of the United Nations system play an essential role supporting work for
a more sustainable future for everyone. Stakeholder Forum carries out capacity
building to ensure effective stakeholder involvement in enhancing the UN.
Stakeholder Forum works closely with a number of UN Agencies, UNEP, UNDP, UN
Habitat and the UN Commission of the Economic and Social Council of the UN.
This report is to enable the members of the Network of Regional Government for
Sustainable Development (NRG4SD) to get a better understanding of the work of UN
Habitat.
It was complied with information taken from the UN Habitat website.
Aretha Moore, Stakeholder Forum.
Stakeholder Forum for Our Common Future
7 HOLYROOD STREET
LONDON
SE1 2EL
Direct Number +44 (0) 207 089 4313
Tel: +44 (0) 20 7089 4300
Fax: +44 (0) 20 7089 4310
Email: amoore@stakeholderforum.org
websites: www.stakeholderforum.org and www.earthsummit2002.org
3
UN HABITAT ORGANISATION
UN General
Assembly
UN EcoSoc
Governments
UN Habitat
Governing Council
UN Agencies
Committee of
Permanent
Representatives
Stakeholders
Bureau
The Shelter &
Sustainable Human
Settlements Development
Division
4
Working Group 1
Policy &
Programme Matters
Working Group 2
Finance, Budget &
Admin
Office of Executive
Director
Chief of Staff
The Monitoring &
Research Division
The Regional &
Technical
Cooperation
Division
OVERVIEW ON UN-HABITAT
1.
Mandate


The United Nations Human Settlements Programme, UN-HABITAT, is the
United Nations agency for human settlements. It is mandated by the UN
General Assembly to promote socially and environmentally sustainable towns
and cities with the goal of providing adequate shelter for all. The main
documents outlining the mandate of the organization are the Vancouver
Declaration on Human Settlements, Habitat Agenda, Istanbul Declaration on
Human Settlements, the Declaration on Cities and Other Human Settlements
in the New Millennium, and Resolution 56/206
The agency's 2002-2003 budget is US$300 million and comes from four main
sources - 80 per cent in the form of contributions from multilateral and bilateral
partners for technical cooperation, 10 percent in earmarked contributions from
governments and other partners, including local authorities and foundations,
with 5 per cent from the regular UN budget and 5 per cent in the form of
voluntary contributions from governments.
History

In 1978, when Habitat was established, after a meeting in Vancouver known
as Habitat I, urbanisation and its impacts were less significant on the agenda
of United Nations that had been created over three decades earlier, when twothirds of humanity was still rural. From 1978 to 1997, with meagre support and
an unfocused mandate, Habitat struggled almost alone among multi-lateral
organizations to prevent and ameliorate problems stemming from massive
urban growth, especially among cities of the developing world.
From 1997 to 2002, by which time half the world had become urban, UNHABITAT – guided by the Habitat Agenda and the Millennium Declaration –
underwent a major revitalisation, using its experience to identify emerging
priorities for sustainable urban development and to make needed course
corrections.


In 1996, the United Nations held a second conference on cities, Habitat II, in
Istanbul, Turkey to assess two decades of progress since Vancouver and set
fresh goals for the new millennium. Adopted by 171 countries, the political
document that came out of this “City Summit” is known as the Habitat Agenda
and contains over 100 commitments and 600 recommendations.
On 1 January 2002, the agency’s mandate was strengthened and its status
elevated to that of a fully-fledged programme of the UN system in UN General
Assembly Resolution A/56/206. (Prior to this it was known as the centre for
Human Settlement). Key recommendations and fine tuning of the agenda are
now underway as strategy clusters for achieving the urban development and
shelter goals and targets of the Millennium Declaration - the United Nations’
development agenda for the next 15 to 20 years. The revitalisation has placed
UN-HABITAT squarely in the mainstream of the UN’s development agenda for
poverty reduction with a more streamlined and effective structure and staff and
more relevant and focused set of programmes and priorities.
5
It is through this agenda that UN-HABITAT contributes to the overall objective of
the United Nations system to reduce poverty and promote sustainable
development. Its partners range from governments and local authorities to a wide
international cross-section of Non-Governmental Organisations and civil society
groups.
The Challenge


The United Nations Millennium Declaration recognises the dire circumstances
of the world’s urban poor. It articulates the commitment of Member States to
improve the lives of at least 100 million slum dwellers by the year 2020 –
Target 11 of Goal No.7 – a task mandated to UN-HABITAT. (The Millennium
Declaration was adopted by the UN member states in the year 2000. It
contains eight Millennium Development Goals (MDG)1 ranging from poverty
reduction, health, and gender equality to education and environmental
sustainability. The MDG detail out 18 specific development targets, each of
which has a target figure, a time frame, and indicators designed to monitor to
what extend the target has been achieved. The target most closely related to
UN-HABITAT's mission is Goal 7 Target 11 to have achieved a significant
improvement in the lives of 100 million slum dwellers by the year 2020.)
As large as 100 million may seem, however, it is only 10 per cent of the
present worldwide slum population, which, if left unchecked, will multiply
threefold to 3 billion by the year 2050. The challenge is made more daunting
by the fact that, according to UN-HABITAT’s own research, the world’s slum
population has already grown by 75 million in barely three years since the
Millennium Declaration.
As our towns and cities grow at unprecedented rates setting the social,
political, cultural and environmental trends of the world, sustainable
urbanisation is one of the most pressing challenges facing the global
community in the 21st century. In 1950, one-third of the world’s people lived in
cities.

Just 50 years later, this proportion has risen to one-half and will continue to
grow to two-thirds, or 6 billion people, by 2050. Cities are now home to half of
humankind. They are the hub for much national production and consumption –
economic and social processes that generate wealth and opportunity. But they
also create disease, crime, pollution and poverty.
In many cities, especially in developing countries, slum dwellers number more
than 50 per cent of the population and have little or no access to shelter,
water, and sanitation. This is where UN-HABITAT is mandated to make a
difference for the better.
1
Annexe 1 – Millennium Development Goals
6
Activities

UN-HABITAT runs two major worldwide campaigns – the Global Campaign on
Urban Governance, and the Global Campaign for Secure Tenure. Through
these campaigns and by other means, the agency focuses on a range of
issues and special projects which it helps implement.
These include a joint UN-HABITAT/World Bank slum upgrading initiative
called the Cities Alliance, promoting effective housing development policies
and strategies, helping develop and campaigning for housing rights, promoting
sustainable cities and urban environmental planning and management, postconflict land-management and reconstruction in countries devastated by war
or natural disasters. Others take in water and sanitation and solid waste
management for towns and cities, training and capacity building for local
leaders, ensuring that women’s rights and gender issues are brought into
urban development and management policies, helping fight crime through UNHABITAT’s Safer Cities Programme, research and monitoring of urban
economic development, employment, poverty reduction, municipal and
housing finance systems, and urban investment. It also helps strengthen ruralurban linkages, and infrastructure development and public service delivery.

UN-HABITAT also has some 154 technical programmes and projects in 61
countries around the world, most of them in the least developed countries.
These include major projects in post-war societies such as Afghanistan,
Kosovo, Somalia, Iraq, Rwanda, and the Democratic Republic of Congo, to
name a few.
The agency’s operational activities help governments create policies and
strategies aimed at strengthening a self-reliant management capacity at both
national and local levels. They focus on promoting shelter for all, improving
urban governance, reducing urban poverty, improving the living environment
and managing disaster mitigation and post-conflict rehabilitation.
2.
ORGANISATIONAL STRUCTURE
The Executive Director of UN-HABITAT is United Nations Under Secretary-General,
Mrs Anna Tibaijuka. Headquartered in Nairobi, Kenya, with a team of some 200
international and local staff, the agency has regional offices for Asia and the Pacific
in Fukuoka, Japan, for Latin America and the Caribbean in Rio de Janeiro, Brazil,
and for Africa and the Arab States in Nairobi. The regional office for Eastern Europe
and Transition Countries is also based in Nairobi.
The agency has three main divisions which each oversee a set of programmes:
The Shelter and Sustainable Human Settlements Development Division
coordinates the agency’s global advocacy functions. Its departments are the Shelter
Branch which focuses on the Global Campaign for Secure Tenure; the Water,
Sanitation and Infrastructure Branch which promotes access to basic services and
raises awareness on water and sanitation mainly through the Water for African Cities
programme, and the Water for Asian Cities programme; the Training and Capacity
7
Building Branch which helps strengthen local authority and civil society management
capacity through training and organisation development; and the Urban Development
Branch which runs UN-HABITAT’s Global Campaign on Urban Governance. It also
runs the Safer Cities Programme, the Urban Management Programme, the Risk and
Disaster Management Programme, and a programme called Localising Agenda 21
which seeks to ensure crucial environmental issues are brought into urban
development planning.
The Monitoring and Research Division. Also known as the Urban Secretariat, this
division runs three programmes. The Monitoring Systems Branch that keeps a
closely documented watch over the conditions of human settlements ranging from
rights and policy issues, to the lessons learned through the Best Practices
Programme and the Local Leadership Programme; the Policy Analysis, Synthesis
and Dialogue Branch, which focuses on enhancing the agency’s policies and
produces its two flagship reports; and the Urban Economy and Finance Branch which
looks at employment issues in urban areas, especially the informal sector in
developing nations, and ways of developing municipal and housing finance systems.
Monitoring
A key function of UN-HABITAT in fulfilling its mandate is the monitoring of global
trends and conditions and the assessment of progress in implementing the Habitat
Agenda at the international, regional, national and local levels.
The monitoring function is done through two main instruments:
Global Urban Observatory and Statistics and Best Practices. By working at all levels
and with all relevant stakeholders and partners, the agency contributes to linking
policy development and capacity-building activities with a view to promoting cohesive
and mutually reinforcing social, economic and environmental policies. On the request
from the Human Settlements Commission the agency has devised a monitoring
system.
The UN-HABITAT monitoring system has three main components:
The Statistics Programme which regularly collects data from member countries and
cities
The Urban Indicator Programme which regularly collects indicators from more than
200 cities
The Best Practices Programme, which has compiled over 1,100 best practice cases
in 600 cities
The agency is participating in tracking Millennium Declaration goals by providing 4
indicators and slum index based on them for Goal 7, target 11. Those indicators are:



Percentage of people with access to sanitation
Percentage of people with access to safe water
Percentage of people with secure tenure
8

Percentage of people in permanent housing/dwelling
The Regional and Technical Cooperation Division responsible for implementing
the agency’s technical cooperation programmes and projects around the world. It
oversees the regional offices.
Oversight
Every two years, the agency’s work and relationships with its partners are examined
in detail by Governing Council. It is a high-level forum of governments at which
guidelines and its budget are established for the next two-year period.
This Governing Council then reports back to the Economic and Social Council
(ECOSOC) which coordinates the work of all the United Nations 14 specialised
agencies. The governments have representatives in Nairobi with whom senior
agency officials meet regularly throughout the year in the Committee of Permanent
Representatives (CPR).
3.
EXECUTIVE DIRECTOR
Mrs Anna Kajumulo Tibaijuka
Mrs Anna Kajumulo Tibaijuka was appointed The Executive Director of UN-HABITAT
in September 2000.
A Tanzanian national, Mrs Tibaijuka holds a Doctorate of Science in Agricultural
Economics from the Swedish University of Agricultural Sciences in Uppsala. Prior to
joining Habitat, Mrs Tibaijuka was the Special Coordinator for Least Developed
Countries, Landlocked and Small Island Developing Countries at the United Nations
Conference on Trade and Development (UNCTAD).
In this role, Mrs Tibaijuka was responsible for strengthening the capacity of LDCs in
trade negotiations with the World Trade Organisation.
From 1993 to 1998, when she joined UNCTAD, Mrs. Tibaijuka was Associate
Professor of Economics at the University of Dar-es-Salaam. During this period she
9
was also a member of the Tanzanian Government delegation to several United
Nations Summits including the United Nations Conference on Human Settlements
(Istanbul, 1996); the World Food Summit (Rome 1996); the Fourth World Conference
on Women (Beijing 1995) and the World Summit for Social Development
(Copenhagen, 1995).
At these conferences, Mrs Tibaijuka was an active member of the Civil Society and
NGO Forums. At the World Food Summit in Rome, she was elected Coordinator for
Eastern Africa in the Network for Food Security, Trade and Sustainable Development
(COASAD). Mrs Tibaijuka has also been a Board Member of UNESCO's International
Scientific Advisory Board since November 1997.
Dedicated to the role, and rights, of women in development, Mrs. Tibaijuka is the
founding Chairperson of the Tanzanian National Women's Council (BAWATA), an
independent, non-politically aligned, organisation advocating for women's rights to
land, inheritance and social services.
Mrs Tibaijuka is also founding Chairperson of the Barbro Johansson Girls Education
Trust which is dedicated to promoting high standards of education amongst girls in
Tanzania and in Africa.
Mrs Tibaijuka was also the convener of Tanzania’s Local Entrepreneurs Initiative
(TALE), a voluntary group mobilising and assisting Tanzanians to form joint venture
companies with overseas investors. She has been a Board Member of the Tanzania
Economic Policy Development and Management Foundation and is a Director of a
number of private companies dedicated to encouraging entrepreneurship and
efficiency in the marketing of agricultural commodities.
Mrs Tibaijuka has undertaken extensive research on agriculture, rural development
and human settlements policy; trade and marketing, cooperative development and
aid policy; welfare economics with a focus on education, health and nutrition, water
and food security; women in development; and tropical agriculture and environmental
economics. She has published five books and numerous articles and papers. Her
books include: Strategies for Smallholder Agricultural Development in Kagera region,
Tanzania (Agricultural University, Uppsala, 1979); Tanzania's Priority Social Action
Programme (Dar-es-Salaam University Press, 1993); Poverty and Social Exclusion in
Tanzania (ILO, International Institute for Labour Studies, 1996); The Social Services
Crisis of the 1990s (Ashgare Publishing Ltd, London, 1998).
Mrs Anna Tibaijuka speaks English, Swahili, Haya, Swedish and some French. She
is a widow and has four children.
10
USEFUL CONTACTS AT UN-HABITAT
Office of the Executive Director
UN-HABITAT
P.O. Box 30030
Nairobi, Kenya
Tel: (254 20) 623120
Fax: (254 20) 623477
Email: infohabitat@unhabitat.org
Jochen Eigen
Chief, Technical Advisory Branch
UN-Habitat, Nairobi
Tel: 254-2-623226 Fax: 254-2-624264
e-mail: jochen.eigen@unhabitat.org
Charles Wambua
Best Practices & Local Leadership
Programme
UN-HABITAT,
P.O. Box 30030, Nairobi, Kenya
Tel: 254 20 624981, Fax: 254 20 623080
E-Mail: Charles.Wambua@unhabitat.org
bestpractices@unhabitat.org
Rolf Wichmann
UN-HABITAT
Chief, Office of the Executive Director
P.O. Box 67553
NAIROBI
Tel: 254-2-623066
Fax:
254-2-623919
Mobile Telephone: 254-733-841733
Email: rolf.wichmann@unhabitat.org
Mary-Anne Ouma-Mbasro
Office of the Executive Director (OED)
United Nations Human Settlements
Programme
Tel: 254 -2- 623 125
Cellular: (254) 721 485 673
Fax: 254- 2- 623 919/ 254 -2- 624 325
Email: Mary-Anne.OumaMbasro@unhabitat.org
11
4.
THE GOVERNING COUNCIL
In its resolution 56/206 of 21 December 2001, the General Assembly decided to
transform the United Nations Centre for Human Settlements into the United Nations
Human Settlements Programme, UN-HABITAT. The Assembly also decided, in the
same resolution, to transform the Commission on Human Settlements to the
Governing Council of the United Nations Human Settlements Programme, UNHABITAT. The Governing Council, which was also made into a subsidiary body of
the General Assembly, reports to the General Assembly through the Economic and
Social Council (ECOSOC) and provides overall policy guidance, direction and
supervision to UN-HABITAT. The objectives, functions and responsibilities of the
Governing Council are set out in General Assembly resolution 32/162 and in
paragraph 222 of the Habitat Agenda. Each UN Region elects to the Governing
Council.
Membership
ASIAN STATES (13)
AFRICAN STATES (16)
Bangladesh (2004)
China (2004)
India (2003)
Indonesia (2006)
Iran, Islamic Republic of (2006)
Iraq (2004)
Japan (2006)
Jordan (2003)
Malaysia (2003)
Pakistan (2006)
Philippines (2003)
Sri Lanka (2003)
United Arab Emirates (2004)
Algeria (2003)
Benin (2003)
Burkina Faso (2006)
Burundi (2006)
Democratic Republic of the Congo
(2006)
Egypt (2004)
Ethiopia (2004)
Guinea (2004)
Kenya (2003)
Madagascar (2004)
Malawi (2006)
Morocco (2003)
Sierra Leone (2006)
Senegal (2006)
Uganda (2003)
United Republic of Tanzania (2004)
LATIN AMERICAN AND CARIBBEAN
STATES (10)
Argentina (2006)
Barbados (2003)
Brazil (2006)
Ecuador (2006)
Chile (2006)
Colombia (2003)
Haiti (2004)
Jamaica (2004)
Mexico (2003)
WESTERN EUROPEAN AND OTHER STATES
(13)
Austria (2004)
Belgium (2004)
France (2004)
Germany (2003)
Greece (2003)
Italy (2004)
Netherlands (2006)
Norway (2003)
Spain (2003)
Sweden (2004)
Turkey (2006)
United Kingdom of Great Britain and Northern
Ireland (2006)
United States of America (2006)
Bureau Members
12
Trinidad and Tobago (2004)
The Following Officers were elected
EASTERN EUROPEAN STATES (6)
Chairman:
Mr. Sid-Ali Ketrandji, Algeria
Croatia (2003)
Czech Republic (2003)
Poland (2006)
Republic of Moldova (2004)
Russian Federation (2006)
The Former Yugoslav Republic of
Macedonia (2004)
Vice-chairmen:
Mr.S.K. Bhattacharya, Bangladesh
Mr. Jose Luis Casal, Argentina
Rapporteur
Mr. Osman Mengu Buyukdavras, Turkey
The Committee of Permanent Representatives (CPR)
The Committee of Permanent Representatives (CPR) to the United Nations Human
Settlements Programme, UN-HABITAT, serves as the inter-sessional subsidiary body
of the Governing Council. Its terms of reference are as follows:
1. To review and monitor, within the policy and budgetary framework provided by
the Governing Council, the implementation of the work programme of UNHABITAT as well as the implementation of decisions of the Governing Council;
2. To review the draft work programme and budget of UN-HABITAT during their
preparations;
3. To prepare draft decisions and resolutions for consideration by the Governing
Council; and
4. To meet at least four times in a year with the participation of the Executive
Director of UN-HABITAT.
Membership of the CPR comprises all Member states accredited to the United
Nations Human Settlements Programme (UN-HABITAT).
Bureau Members
The Bureau of the CPR is composed of five members, representing the five regional
groups of the United Nations who are elected on a rotational basis to serve two-year
terms. The current composition of the Bureau for the biennium 2002-2003 is as
follows:
H.E. Mr. Subir Kumar Bhattacharyya, Chair of the CPR and Permanent
Representative of Bangladesh to UN-HABITAT (Asian Group);
H.E. Mr. Jose Luis Casal, Vice-chair of the CPR and Permanent Representative of
Argentina to UN-HABITAT (Latin American and the Caribbean Group);
H.E. Mr. L.M. Makhubela, Vice-chair of the CPR and Permanent Representative of
South Africa to UN-HABITAT (African Group);
13
H.E. Mr. Wojciech Jasinski, Vice-chair of the CPR and Permanent Representative of
Poland to UN-HABITAT (Eastern European Group); and
H.E. Mr. Varol Özkoçak Rapporteur of the CPR and Permanent Representative of
Turkey to UN-HABITAT (Western European and Others Group).
*Pending the election of the nominee of the Asia and Pacific Group.
Working Groups:
The CPR has two formal Working Groups, which normally meet once or twice a
month. These are:


The Working Group on Policy and Programme Matters, which is chaired by
H.E. Mr. Wojciech Jasinski, Permanent Representative of Poland to UNHABITAT, and
The Working Group on Finance, Budget and Administrative Matters, which is
chaired by H.E. Mr. L.M. Makhubela, Permanent Representative of South
Africa to UN-HABITAT.
Special Working Groups
In addition to these two Working Groups, the CPR may also establish ad hoc
Working Groups to deal with specific issues. Currently, two Working Groups have
been established by the CPR, and these are:
a. The Working Group on Preparation of Draft Resolutions for the nineteenth
session of the Governing Council.
Chair: H.E. Mr. Jose Luis Casal, Permanent Representative of Argentina to
UN-HABITAT.
b. The Working Group on Policy and Programme Matters.
Chair: H.E. Mr. Wojciech Jasinski, Permanent Representative of Poland to
UN-HABITAT.
Rapporteur for both Working Groups: Mrs. Magdalene Williams, Deputy Permanent
Representative of South Africa to UN-HABITAT.
Inter-Agency
In implementing the Habitat Agenda, UN-HABITAT cooperates with other
organizations and specialized agencies of the United Nations system, including the
five regional commissions (Economic Commission for Africa, Economic Commission
for Europe, Economic Commission for Latin America and the Caribbean, Economic
and Social Commission for Western Africa, Economic and Social Commission for
Asia and the Pacific), as well as with inter-governmental organizations such as the
Commonwealth Secretariat, African Union, African Development Bank, Asian
Development Bank, Caribbean Community, European Union, Organization of
American States and Shelter Afrique.
Paragraphs 210 and 211 of the Habitat Agenda emphasize that the implementation
of the Habitat Agenda should take place within a coordinated framework, in
collaboration with organizations of the United Nations, including the Bretton Woods
14
institutions, regional and sub-regional Development banks and Funds, and intergovernmental organizations.
This emphasis on inter agency cooperation in the implementation of the Habitat
Agenda is reaffirmed in paragraphs 1-4 of Part Three of GA resolution 56/20 entitled
"Strengthening the mandate and status of the Commission on Human Settlements
and the status, role and functions of the United Nations Centre for Human
Settlements (Habitat)."
Goal:
To promote cooperation in the implementation of the Habitat Agenda and to address
the global challenges of Human Settlement issues through collaboration with UN
organizations and agencies and with inter-governmental bodies and other UNHABITAT agenda partners.
Documents:
Inter-Agency coordination reports:




Current
Previous
UNEP-UN-HABITAT cooperation
Resolutions
Contact Secretary to the Governing Council
Mr. Joseph Mungai
Secretary to the Governing Council
and Chief, External Relations and Inter-Agency Affairs
UN-HABITAT
P.O. Box 30030, Nairobi, Kenya
Tel No.: (254 20) 623133/623132/623131
Fax No.: (254 20) 624175/624250
Email: Joseph.Mungai@unhabitat.org
15
5.
PROGRAMMES
5.1
Best Practices & Local Leadership
Partners: The Best Practices and Local Leadership Programme (BLP) was
established in 1997 in response to the call of the Habitat Agenda to make use of
information and networking in support of its implementation. It is a global network of
government agencies, local authorities and their associations, professional and
academic institutions and grassroots organisations dedicated to the identification and
exchange of successful solutions for sustainable development.
BLP partners are specialised in such areas as housing and urban development,
urban governance, environmental planning and management, architecture and urban
design, economic development, social inclusion, crime prevention, poverty reduction,
women, youth, cultural heritage, municipal finance and management, infrastructure
and social services.
Objectives: The objective of the BLP is to raise awareness of decision-makers on
critical social, economic and environmental issues and to better inform them of the
practical means and policy options for improving the living environment. It does so by
identifying, disseminating and applying lessons learned from Best Practices to
ongoing training, leadership and policy development activities. Best Practices are
actions that have made a lasting contribution to improving the quality of life and the
sustainability of our cities and communities.
Key Clients and countries served: BLP products include: documented and peerreviewed best practices, examples of good policies and enabling legislation, case
studies and briefs and transfer methodologies. These products are destined for
decision-makers and practising professionals at all levels of government and
organised civil society. Media products, including videos and newspaper articles are
developed for the general public.
Working methods: Every two years, up to 10 outstanding initiatives receive the
Dubai International Award for Best Practices to Improve the Living Environment, a
biennial environmental award established in 1995 by the Municipality of Dubai,
United Arab Emirates. The Award system reviews and assesses best practice
submissions through an independent technical committee and jury.
Flagship Products: Those initiatives meeting the criteria for a Best Practice are
included in the Best Practices database. The lessons learned from selected best
practices are analysed in case studies and guides and are transferred to other
countries, cities or communities through peer-to-peer learning and city-to-city
transfers.
The BLP works closely with Habitat’s Global Campaigns on Secure Tenure and
Urban Governance on the Inclusive Cities Network. Together with Urban Indicators
Programme, the BLP forms the Global Urban Observatory (GUO), UN-HABITAT’s
facility for monitoring global trends in sustainable urban development and evaluating
16
progress in the implementation of the Habitat Agenda and Agenda 21.
The policy implications and lessons learned from Best Practices are incorporated into
Habitat’s State of the World’s Cities report.
Contact:
The Co-ordinator
Best Practices and Lessons Learned
Urban Secretariat, UN-HABITAT
P.O. 30030 Nairobi, Kenya
Tel: 254-2-623029
Fax: 254-2-623080
E-mail: bestpractices@unchs.org
Website: www.sustainabledevelopment.org/blp
Database: www.bestpractices.org
5.2
Cities Alliance
Why Was the Cities Alliance Formed?
To realise the vision of Cities Without Slums
The Cities Alliance was created to foster new tools, practical approaches and
knowledge sharing to promote local economic development and a direct attack on
urban poverty. Its activities support the implementation of the Habitat Agenda.
What Is the Cities Alliance?
A global alliance of cities and their development partners committed to improve the
living conditions of the urban poor through action in two key areas:


City development strategies (CDS) which link the process by which local
stakeholders define their vision for their city, analyse its economic prospects
and establish clear priorities for actions and investments, and
City-wide and nation-wide slum upgrading to improve the living conditions of at
least 100 million slum dwellers by 2020 in accordance with the Cities Without
Slums action plan.
The Cities Alliance was launched in 1999 with initial support from the World Bank
and the United Nations Centre for Human Settlements (UN-Habitat), the political
heads of the four leading global associations of local authorities and 10
governments—Canada, France, Germany, Italy, Japan, the Netherlands, Norway,
Sweden, the UK and the US. The Asian Development Bank joined the Cities Alliance
in March 2002.
Alliance partners have joined forces to expand the level of resources reaching the
urban poor, by improving the coherence of effort among on-going urban
17
programmes, and by more directly linking grant-funded urban development
cooperation with investment follow-up.
The Cities Alliance








pools the resources and experience of Alliance partners to foster new tools,
practical approaches and an exchange of knowledge to promote city
development strategies, pro-poor policies and prosperous cities without slums;
focuses on the city and its region rather than on sectors, recognising the
importance of cities and local authorities in the social and economic success
of a country;
promotes partnerships between local and national governments, and those
organisations directly representing the urban poor;
promotes inclusive urban citizenship, which emphasises active consultation by
local authorities with the urban poor, with time being taken to develop a
shared vision for the city;
looks to scale up solutions promoted by local authorities and the urban poor;
encourages engaging slum dwellers as partners, not problems;
promotes the role of women in city development;
engages potential investment partners from the outset, encouraging the
development of new public and private sector lending and investment
instruments to expand the level of resources reaching local authorities and the
urban poor, enabling them to build their assets and income.
Cities Without Slums
The Cities Without Slums initiative is a creative and daring response to urban
poverty. Poverty reduction and upgrading of informal settlements will not be possible
unless cities are productive and efficient and capable of providing the poor with
economic opportunities to build their assets and incomes. - Nelson Mandela, patron
of the Cities Without Slums action plan at its launch in December 1999.
The Cities Without Slums action plan sets an agenda and clear targets for improving
the lives of at least 100 million slum dwellers by 2020. It focuses on upgrading the
most squalid, unhealthy and unserved urban slums and squatter settlements in the
world. The Cities Without Slums action plan, a product of the Cities Alliance, has
been endorsed at the highest political level internationally—by 150 heads of state
and government— at the September 2000 UN Millennium Summit.
The plan also calls for:



Increasing investments aimed at provision of basic services to the urban poor;
Leading a worldwide effort to move from pilot projects to city-wide and nationwide slum upgrading and to generate the required resources to do so, and;
Investing in global knowledge, learning and capacity in slum upgrading, and
for reducing the growth of new slums.
What Do We Do?
18
Cities Alliance activities are organised around three strategic objectives:

Build political commitment and shared vision
The United Nations Millennium Summit adopted the goal of the Cities Without Slums
action plan as a new international development target: the challenge now is to
translate this political commitment into a systematic attack on urban poverty.

Create a learning alliance to fill knowledge gaps
Growing networks of cities are sharing their City Development Strategy experience,
teaching each other and serving as resource cities.

Catalyse citywide and nationwide impacts
The Alliance is already working in partnership with the local and national authorities
of Brazil and El Salvador; Madagascar, Mauritania, Nigeria, Rwanda and South
Africa; Egypt and Morocco; Bangladesh, Cambodia, China, India, Indonesia, Nepal,
Pakistan, the Philippines and Vietnam; Yemen, Mozambique, Kenya, Ethiopia,
Jamaica, and Bulgaria.
Cities Alliance Partners at Work

2002 Annual Report: This is the second annual report of the Cities Alliance.
This reports highlights Alliance impacts at both the local and the global level.

2001 Annual Report: This is the first annual report of the Cities Alliance,
covering the one and half years since its launch.
Organisational Structure
The Cities Alliance Consultative Group is composed of bi-lateral and multi-lateral
development agencies and the political heads of the international associations of
local authorities who have pledged their commitment to achieving Alliance goals. The
Consultative Group, co-chaired by the Executive Director, UN-Habitat and by the
Vice President, Private Sector Development and Infrastructure, The World Bank, is
responsible for developing the Alliance's long-term strategy and approving its annual
work programme.
The Policy Advisory Board is composed of eminent urban experts from each region
who provide guidance to the Consultative Group on strategic and policy issues. They
represent non-governmental and community-based organisations, the private sector
and regional urban programmes.
A small Secretariat based in Washington, D.C. carries out the mandate of the Cities
Alliance and manages its operations. The Secretariat screens and evaluates project
proposals in accordance with the criteria adopted by the Consultative Group.
19
Working with the Cities Alliance
Proposals
Proposals for country-specific activities typically originate from local authorities and
must be approved by the government of the recipient country. All proposals must be
sponsored by at least one member of the Alliance. Guidelines for preparing
proposals are available from the Cities Alliance web site at
http://www.citiesalliance.org.
Criteria
Proposals are evaluated based on the following criteria:




Targeting the Objective: The activity must aim at promoting pro-poor policies,
the reduction of urban poverty including promoting the role of women in city
development, and directly support scaling up slum upgrading and/or city
development strategies.
Government Commitment and Approval: The activity must have
government/local authority commitment and approval, to be documented by
attachments to the application form.
Linkage to Investment Follow-up: Investment partners must be clearly
identified and involved from the beginning in the design of the activity so as to
increase the prospects for investment follow-up for implementation.
Partnerships: Proposals for City Development Strategies and scaling-up slum
urban upgrading must be conceived as a participatory process with local
stakeholders including both the private sector and community organizations.
20






They must include appropriate strategies and actions to ensure participation
of, and ownership by, resident communities. Cities will need to be able to
demonstrate the nature and extent of participation by relevant
stakeholders.The Cities Alliance gives priority to proposals with strong
demonstrated ownership and buy-in.
Co-financing: All proposals should include co-financing, combining seed
funding from the Cities Alliance with a target of at least 20% financing from the
cities themselves, as well as from other sources. At least 50% co-financing is
needed for all proposals requesting over $250,000 from Core Funds.
Coherence of Effort: Activities should be designed to promote cross-sectoral,
inter-divisional and multi-donor coordination, and to maximize collaboration
between the World Bank, the UN system, and other Cities Alliance members.
Scaling-up: The focus is on designing city development strategies and
citywide and nationwide upgrading rather than on pilot projects.
Institutionalization and replication: Activities should contribute to the creation
of mechanisms that help cities and their national associations institutionalize
support for the formulation of city development strategies and citywide and
nationwide upgrading so as to facilitate replication in other cities. The Cities
Alliance favors proposals that maximize the use of local expertise.
Positive Impact on Environment: Activities supported by the Cities Alliance are
expected to achieve significant environmental improvements. These should be
clearly stated in each proposal. Any activity in which negative environmental
impacts could be anticipated must include an Environmental Impact
Assessment and a Mitigation Plan as prior conditions for consideration.
Duration: Special attention will be given to those activities that promise
deliverables within well-defined time frames, and preferably within 24 months.
21
Cities Alliance Members and Contact Information
Local Authorities
Metropolis
World Federation of United Cities
World Association of Cities and Local Authorities Coordination
Governments
Canada
France
Germany
Italy
Japan
The Netherlands
Norway
Sweden
United Kingdom
United States
Multi-lateral organisations
Asian Development Bank (ADB)
United Nations Human Settlements Programme (UN-Habitat)
United Nations Environment Programme (UNEP)
The World Bank
22
CONTACTS
Email: info@citiesalliance.org
Address: The Cities Alliance
Mailstop F-4P-400
1818 H Street, NW, Washington, DC
20433
Telephone: (+1 202) 473-9233, Fax:
(+1 202) 522-3224
www.citiesalliance.org.
International Union of Local
Authorities (IULA)
World Secretariat
Laan Copes van Cattenburch 60A
PO Box Box 90646
2509 LP The Hague
The Netherlands
Tel 00 31 70 3244032
Fax 00 31 70 3246916
Email iula@iula-hq.nl
Internet :www.iula.org
Metropolis Secretariat General
Ajuntament de Barcelona
Placa Sant Jaume, 1
08002 Barcelona, Spain
Tel. 34-93-402 76 00
Fax. 34-93-402 73 73
email: metropolis@mail.bcn.es Internet: www.metropolis.org
Mr Pietro Garau
Special Advisor to the Executive Director
and Secretary, UN Advisory Committee of
Local Authorities
UN-HABITAT
P.O. BOX 30030
TEL: (254 2) 623126
FAX: (254 2) 624250
Email: pietro.garau@unchs.org
Asian Development Bank - Headquarters:
6 ADB Avenue, Mandaluyong City
0401 Metro Manila, Philippines
Tel: + 632 632 4444
Fax: + 632 636 2444
Email: information@adb.org
Mailing Address:
P.O. Box 789
0980 Manila, Philippines
Fédération mondiale des cités unies
(FMCU)
World Federation of United Cities (FMCUUTO)
41 rue de la République
93200 Saint Denis
FRANCE
Numéros définitifs / Definitive dial numbers:
Tél./Phone: (+33) 1 55 84 23 50
Fax: (+33) 1 55 84 23 51
Email:contact@fmcu-uto.org
Internet: www.fmcu-uto.org
World Association of Cities & Local
Authorities Coordination (WACLAC)
General Secretariat. Ajuntament de
Barcelona. Plaça Sant Jaume, 1.
08002 Barcelona. Spain
Phone: (+34) 93 402 76 00 - (+34) 93
402 75 46. Fax (+34) 93 402 73 73 (+34) 93 402 78 77. e-mail:
camcal@mail.bcn.es
23
5.3
Gender Policy Unit
Partners: UN Office of the Special Adviser on Gender and the Advancement of
Women (OSAGI), Division for the Advancement of Women, UN Secretariat
Department of Economic and Social Affairs (DAW-DESA), UN Inter-Agency
Committee on Women and Gender Equality (IACWGE), Huairou Commission (HC),
the umbrella body for international networks on women, homes and communities.
Objectives: The objective of the Gender Policy Unit is to ensure UN-HABITAT's
effective implementation of its Gender Policy and to address the Habitat Agenda
commitment to gender equality. UN-HABITAT’s Gender Policy has three overall
objectives: (a) To promote women’s equal rights and women’s empowerment
internationally within the area of human settlements development; (b) To support
governments, NGOs and other partners in capacity building and development in
order to mainstream gender equality in human settlements development; (c) To
mainstream a gender perspective throughout the Programme’s activities.
Key clients and countries served: All member states of the Human Settlements
Commission, and the global women's networks dealing with women, homes and
communities, operating under the umbrella of the Huairou Commission, created at
Beijing in 1995.
Working methods: The main method of outreach for the empowerment of women in
human settlements is through the global women's networks that form part of the
Huairou Commission. These networks include the Habitat International Council
Women and Shelter Network (HICWAS), Grassroots Women Organising Together in
Sisterhood (GROOTS) and the International Council of Women (ICW).
These networks aim to advance the capacity of grassroots women worldwide to
strengthen and create sustainable communities. The Gender Task Force, an internal
body in UN-HABITAT, aims to mainstream gender in all aspects of the Programme's
work.
This body meets regularly to develop a consolidated gender mainstreaming
approach, methods, tools and instruments. It also has members who are the gender
focal points in the three regional offices in Rio, Fukuoka and Nairobi.
Flagship products and activities: The women's networks partners of UN-HABITAT are
currently engaged in a wide range of activities to bring the concerns of grassroots
women into public decision-making and policy at a variety of levels.
Activities currently include the Grassroots Women's International Academy (GWIA)
for peer-group learning among communities in the North and South, the "local-local
dialogues" to activate grassroots women's participation in local authority decisionmaking.
The Gender Policy Unit works closely with the global campaigns on Secure Tenure
and Good Urban Governance. Extensive work on women's property rights is
underway. A draft policy paper on Women and Urban Governance was prepared in
24
2000 and is currently being reviewed by partners.
The Gender Policy Unit also develops training packages for awareness creation and
gender planning. So far, 170 UN staff members have attended gender awareness
courses and these have now been taken over by the UN Office at Nairobi (UNON)
Human Resources Management Service (HRMS).
Contact:
The Coordinator
Gender Policy Unit, Urban Secretariat
UN-HABITAT
P.O. Box 30030, Nairobi, Kenya
Tel: (254 2) 623987, Fax: (254 2)
624250
E-mail: gender@unhabitat.org
Website:www.unhabitat.org/genderpolicy
5.4
Huairou Commission
249 Manhattan Ave.
Brooklyn, NY 11211, USA
Tel: (+718) 388-8915
Fax: (+718) 388-0285. email
huairou@earthlink.net, Website: www.
www.huairou.org
Global Urban Observatory
Better Information for Better Cities
Background: The Global Urban Observatory (GUO) addresses the urgent need to
improve the world-wide base of urban knowledge by helping Governments, local
authorities and organizations of the civil society develop and apply policy-oriented
urban indicators, statistics and other urban information.
The GUO was established by UN-HABITAT in response to a decision of the United
Nations Commission on Human Settlements, which called for a mechanism to
monitor global progress in implementing the Habitat Agenda and to monitor and
evaluate global urban conditions and trends.
Activities: The GUO focuses on building local capacity to select, collect, manage, and
apply indicators and statistics in policy analysis as fundamental, both to tracking
progress in implementing the Habitat Agenda and to monitoring urban conditions and
trends as input to participatory decision making. Current activities are based on the
development of an integrated network of National and Local Urban Observatories.
The beneficiaries are policy-makers at all levels and organizations of the civil society
participating in sustainable urban development.
The main area of work is the generation, analysis and dissemination of global,
regional and national urban indicators and statistics.
Flagship products:


Global Urban Observatory Network
Global Urban Observatory databases (urban indicators, statistics and city
25
profiles)
Urban Observatories: Local and National Urban Observatories are governmental
agencies, research centres or educational institutions that are designated as the
"workshops" where monitoring tools are developed and used for policy-making
through consultative processes.
A Local Urban Observatory for a city or town is the focal point for urban policy
development and planning where collaboration among policy makers, technical
experts and representatives of partners groups is fostered.
Networks of Local Urban Observatories are facilitated by National Urban
Observatories where necessary. National Urban Observatories co-ordinate capacity
building assistance and compile and analyze urban data for national policy
development.
Setting-up an Urban Observatory. Guide to joining the Global Urban Observatory
Network.
Urban indicators: Urban indicators are regularly collected in a sample of cities
worldwide in order to report on progress in the twenty key areas of the Habitat
Agenda at the city level. Data collection is conducted through local and national
urban observatories as well as through selected regional institutions. The global
urban indicators database 2 contains policy-oriented indicators for more than 200
cities worldwide. Its results have been analyzed and incorporated in the State of the
World's Cities Report 2001.
A Global Analysis of Urban Indicators
Statistics: A main task of the statistics work is the harmonization and standardization
of the definitions and classifications at the national and the city level. Data collection,
collation, analysis and reporting on national, urban/rural and city level is done on
regular basis in order to monitor human settlement conditions and trends.
Databases are being maintained and updated containing national and city level data;
these databases are:
(a) The Human Settlements Statistical Database version 4 at the national level
(b) The Citibase Database at city level
(c) The Data house Version 2: 2001 Database
Data are published and disseminated through the Compendium of Human
Settlements Statistics, Statistical Annex to the Global Report and the State of the
World's Cities Report 2001. In addition, an electronic publication entitled Human
Settlements Conditions and Trends: Country Profiles and Statistical Analysis is put on
the Internet. Household's projections up to 2030 are being produced for almost all the
countries every five years.
26
Contact:
The Chief
Global Urban Observatory and Statistics
Urban Secretariat, UN-HABITAT
P.O. Box 30030, Nairobi, Kenya
Tel: 254-20-623119
Fax: 254-20-623080
E-mail: guo@unhabitat.org
5.5
Housing Policy and Development Section
Background/Objectives/Mandate: The Housing Policy and Development Section
(HPDS) was created in May 1999 as one of the organizational units of the Shelter
Branch. The main mandate of the Branch is to support the world-wide
implementation of the Habitat Agenda, with specific focus on one of its two main
goals: “adequate shelter for all”.
For this purpose, the Branch works towards improving access to shelter for the
world’s poor and other vulnerable groups, particularly in developing countries and
countries with economies in transition. Within this broad mandate the activities of
HPDS focus on three areas, namely: housing policies and programmes; housing
rights; and building materials and construction technologies.
The work is undertaken in support of the Global Campaign for Secure Tenure, which
is one of the main instruments of UN-HABITAT contributing to the implementation of
the Habitat Agenda.
The activities of the Section focus on the needs and promotion of participatory
approaches that can involve and mobilize the aspirations and capacities of the poor,
other vulnerable groups and people with special needs.
HPDS focus areas
Main substantive
mandates
UN-HABITAT main
organizational mandates
Housing policies and
programmes
Habitat Agenda,
paragraphs 60, 62-74
Habitat Agenda,
paragraphs 228.a-g
Housing rights
Habitat Agenda,
paragraph 61
Commission on Human
Settlements resolution
16/7
Building materials and
construction
technologies
Habitat Agenda,
paragraphs 88-92
Habitat Agenda,
paragraph 228.d
Partners: The main partners in the activities of the Section include the Office of the
United Nations High Commissioner for Human Rights (OHCHR), the United Nations
Special Rapporteur on Adequate Housing, the International Co-operative Alliance
(ICA), the Centre on Housing Rights and Evictions (COHRE), the European Network
27
for Housing Research, professional associations related to housing, and relevant civil
society organizations.
Activities: The main thrust of the Section's current activities is the elaboration and
implementation, together with OHCHR, of the United Nations Housing Rights
Programme. This Programme was launched in 2001, on the basis of resolutions
adopted by the United Nations Commission on Human Settlements in 1997 and by
the United Nations Commission on Human Rights in 2001. Other activities are
related to supporting governments and other stakeholders in shelter development -such as contributing to the development of co-operatives in the shelter sector -- and
policy advice for increasing effectiveness of enabling shelter strategies and
programmes.
Flagship Products: UN-HABITAT has produced a wide range of publications, reports
and documents within the three substantive areas covered by the Section. Several of
these outputs were produced by the Shelter and Community Services Section (the
predecessor of HPDS) before the organisational restructuring in 1999.
A number of publications on housing policy issues -- such as “Shelter for all: the
potential of housing policy in the implementation of the Habitat Agenda”, “Strategies
to combat homelessness”, “Shelter provision and employment generation”,
CONTACTS
Chief, Housing Policy and
Development Section
UN-HABITAT
PO Box 30030, Nairobi, KENYA
Tel: (254-20) 624231
Fax: (254-20) 624265
E-mail: Housing.Policy@unhabitat.org
Web-site:www.unhabitat.org/housing
5.6
To obtain hard copies of
UN-HABITAT publications, please contact:
Information Services Section
UN-HABITAT
PO Box 30030, Nairobi, KENYA
Fax: (254) 20-623477 (or 624266/7)
E-mail: Habitat.Publications@unhabitat.org
Website: ww.unhabitat.org/register/shop.asp
Electronic copies are available from:
http://www.unhabitat.org/housing/pub (Housing
policy & development)
www.unhabitat.org/unhrp/pub (Housing rights)
Land and Tenure
Background and Mandate
UN-HABITAT's Land and Tenure Section, formerly known as the Land Management
Programme, was established in May 1999, under the Shelter Branch. It is the
agency's focal point for land management and tenure systems, policies and
legislation that help achieve adequate shelter, security of tenure and equal access to
economic resources for all, with a specific focus on gender equality. The main focus
areas and mandate are:
28


Implementation of land, housing and property rights, particularly women's
secure tenure
Affordable land management systems and pro-poor flexible tenure types
Mandate derived from:
Habitat Agenda
Paragraph 25: Adequate shelter for all
Paragraph 26: Ensure full realisation of human rights link to appropriate page
Paragraph 27: Equal access to economic resources
Paragraph 40(b) + 61(b): Legal security of tenure and equal access to land to all
people
Paragraph 40(m): Strengthening of land management
Paragraph 69(a): Co-ordinating and integrating shelter and human settlements with,
inter alia, land policies
UN Commission on Human Rights
Resolutions 2000/13, 2001/34, 2002/49 and 2002/22 on Women's equal ownership
of, access to and control over land and the equal rights to own property and to
adequate housing
Millenium Declaration
Paragraph 6 (equal rights), Paragraph 19 (by 2020, to have achieved a significant
improvement in the lives of at least 100 million slum dwellers, Paragraph 20 (gender
equality)
Objective
The main objective of the Land and Tenure Section is to further build and widely
share concrete knowledge on those land management systems, policies, laws and
practices that help achieve adequate shelter and security of tenure for all, particularly
for women.
Activities
Research, develop tools and identify best practices on (a) the implementation of
equal rights to land, housing and property rights, particularly for women, including
inheritance and marital property rights and (b) elements of urban upgrading related to
regularization, land use, a range of pro-poor flexible tenure types and affordable land
management options.
Disseminate tools, best policies and practices and incorporate them in the Global
Campaign for Secure Tenure, and the UN Housing Rights Programme. The tools are
also made available to national and local governments, professional organizations,
civil society and slum dwellers for their advocacy work and for implementation of
relevant laws and policies.
Provide technical advice and substantive support on land issues to other sections
and programmes within UN-HABITAT and to governments, with particular regard to
secure tenure in post-conflict societies.
29
contact:
Clarissa Augustinus
Chief, Land & Tenure Section, UNHABITAT
Tel. (254 20) 62 32 39
Email:
Clarissa.Augustinus@unhabitat.org
5.7
Marjolein Benschop
Legal Officer, Land & Tenure Section,
UN-HABITAT
Tel. (254 20) 62 38 58
Email:
Marjolein.Benschop@unhabitat.org or
email: landtenure@unhabitat.org
Localizing Agenda 21
Partners: Government of Belgium, Belgian Administration for Development Cooperation; Post Graduate Centre for Human Settlements, Katholieke Universiteit
Leuven; UN-HABITAT.
Objectives: This capacity-building programme started as a response to Chapter 28
of Agenda 21 whereby local authorities are called upon to undertake consultative
processes to develop and implement "Local Agendas 21" for their communities. The
LA21 Programme offers multi-year support to key actors in selected priority towns in
Kenya, Morocco and Vietnam to undertake such Local Agenda 21 processes.
The programme aims to promote good urban governance by supporting the
development and implementation of broad-based environmental action plans,
focusing on context-specific aspects of municipal planning and management.
The Programme also enhances the capability of local authorities to integrate these
action plans into strategic urban development plans, stimulating inter-sectoral
synergy. Through the implementation of the action plans tangible impact is achieved
for low-income communities, leading to more sustainable urban development.
Key clients and countries served: Municipal Councils, Ministries concerned with the
environment and community-based organisations in Cuba, Kenya, Morocco and
Vietnam.
Working methods: For each town the programme strategy emphasises the need for
a shared vision for the future development of the city. In parallel, urgent problems
are addressed through action planning and environmental conflict resolution.
A continuous broad-based consultative process underpins this process. Capacitybuilding efforts focus on setting priorities for action, targeted human resources
development, institutional strengthening, development and adaptation of tools and
instruments, encouraging partnerships, mobilisation of resources, and promoting
exchange between cities facing similar problems.
30
Flagship products and activities: The Programme is currently active in three
countries.
In Nakuru, Kenya the Programme involves: the implementation a strategic structure
plan; strengthening the Town Planning Unit; resolving space-use conflicts around
the bus park and market area; re-vitalising the Council’s rental housing stock;
reinforcing community participation in solid waste removal; and providing training to
civic leaders concerning their role as guardians of the environment.
In Essaouira, Morocco, assistance is given to the Municipal Council to: create a
centre for urban development and environmental protection; stimulate collaboration
between the Municipality and community based organisations to revitalise the old
historic centre of the town; and develop an urban park between the city and an
adjacent dune forest.
In Vinh City, Vietnam the Programme supports the People’s Committee to adopt
innovative planning methods and tools, to revitalise the public housing stock and to
improve the solid waste management.
Contact:
The Programme Manager
Localising Agenda 21
UN-HABITAT
P.O. Box 30030, Nairobi, Kenya
Tel: (254 2) 623228
Fax: (254 2) 623715
E-mail: jean-christophe.adrian@unhabitat.org
Web-site: www.unhabitat.org/programmes/agenda21/habrdd/capagd21.htm
31
5.8
Managing Water for African Cities
Partners: The Programme works with city and local authorities, national
governments, the private sector, civil society, resource centres and the media. It is
a product of the United Nations System-wide Initiative on Africa (UNSIA) and of the
broad partnership of the UNSIA Water Cluster. National Steering Committees
administer the city projects of the Programme.
Objectives: The objective of the Programme is to tackle the urban water crisis in
African cities through efficient and effective water demand management, build
capacity to mitigate the environmental impact of urbanisation on freshwater
resources and boost awareness and information exchange on water management
and conservation. It also promotes the exchange of best practices in urban water
management in support of the implementation of the Habitat Agenda.
Key Clients and Countries Covered: The Programme is intended for the benefit of
all African cities and is being demonstrated in seven African cities, namely: Abidjan
(Cote d'Ivoire), Accra (Ghana), Addis Ababa (Ethiopia), Dakar (Senegal),
Johannesburg (South Africa), Lusaka (Zambia) and Nairobi (Kenya). Targeted
beneficiaries include policy makers on water and the environment, city managers of
water utilities, water consumers, school children for water education, and the mass
media for awareness promotion.
Working Methods: A Programme management team of UNEP and UN-HABITAT
staff guides and backstops city projects and co-ordinates region-wide activities from
Nairobi. A website and listserve provide electronic bilingual English/French
communication services for the entire Programme, while periodic city managers'
meetings and resource centres provide networking and pooling of Programme
experiences. Publications, especially a hardcopy newsletter, augment information
exchange.
Flagship Products and Activities: Awareness building and public information; public
communication and outreach; water conservation flyers; seminars and workshops;
training of city managers including study visits are produced to promote a demandside perspective of water management including water pollution control methods,
gender mainstreaming and improvement of water access to the urban poor and
peri-urban areas.
Contact:
The Co-ordinator
Water for African Cities Programme
UN-HABITAT
P.O. Box 30030, Nairobi, Kenya
Tel: 254-20-623039Fax: 254-20-623588
E-mail: wacmail@unhabitat.org
Web-site: www.un-urbanwater.net
32
5.9
Risk and Disaster Management Unit
The damage caused by disasters and conflicts is staggering. In the first half of this
year alone the cost accrued by natural disasters has been US$ 24 billion, with over
60 million civilians affected by some 30 conflicts. The UN Secretary General Kofi
Annan has called for a more unified response to these growing global threats.
The Risk and Disaster Management Unit (RDMU) was created to marshal the
resources of UNCHS (Habitat) to provide local government, communities and
business organisations with practical strategies for mitigating and recovering from
conflicts and natural disasters.
With the largest operational budget of the Centre, RDMU field activities cover several
disaster and conflict affected countries. These activities inform on-going tool and
network development for vulnerability reduction in human settlements.
Specific areas for attention include:





Protection and rehabilitation of housing, infrastructure & public facilities.
Resettlement of displaced persons and returnees.
Restoration of local social structures through settlement development.
Land and settlements planning and management for disaster prevention.
Creation of coordination mechanisms for improved disaster management.
Dealing with the rehabilitation of social and economic conditions after a
disaster or conflict offers a unique opportunity to rethink past
development practices and improve the sustainability of human
settlements against future threats and risks.
Mission
To support national governments, local authorities and communities in
strengthening their capacity in managing human-made and natural
disasters. This applies both to the prevention and mitigation of disasters
as well as the rehabilitation of Human Settlements.
To create awareness among decision makers and communities on
mitigation and adequate rehabilitation in human settlements.
To bridge the gap between relief and development by combining the
technical expertise and on-the-ground know-how of UNCHS (Habitat).
Strategy
There is a simultaneous need for hands on experience to develop both
understanding and credibility, and hands off approach for promoting
sustainability and self-reliance.
The Risk and Disaster Management Unit provides support to national
governments, local authorities and communities by:
33







Fielding assessment and technical advisory missions to disasterprone countries.
Assessing global and regional demands for support on disaster
management and human settlement
Designing, implementation and backstopping projects at
national, regional and global level in collaboration with other
countries and external support agences.
Strengthening co-ordination and networking among
communities, NGOs, governments and external support
organisations in performing disaster-related activities.
Developing techniques and tools for the management of disaster
prevention, mitigation and rehabilitation.
Designing and implementating training programmes, as well as
supporting training activities executed by other agencies and
field projects.
Promoting horizontal co-operation by networking institutions,
experts and experience on disaster related activities in human
settlements.
Daniel Lewis,
Coordinator, a.i.
Tel: +254 20 623826
e-mail: dan.lewis@unhabitat.org
Chris Hutton
Disaster Management Specialist
Tel: +254 20 623982
Email: chris.hutton@unhabitat.org
Jaana Mioch
Human Settlements Officer
Tel: +254 20 624062
e-mail: jaana.mioch@unhabitat.org
Meredith Preston
Disaster Management Specialist
Tel: +254 20 623876
Email:
meredith.preston@unhabitat.org
Esteban León
Disaster Management Specialist
Tel: +254 20 624191
Email: esteban.leon@unhabitat.org
5.10
Safer Cities Approach
Some Facts About Urban Crime
Increase in Crime
Over the last 20 years, the increase in crime has become a problem in the majority of
the world’s largest cities both in the North and the South.
In the North, crime, and in particular petty crime, has risen by 3% to 5 % annually
between the 1970s and the 1990s in cities with more than 100,000 inhabitants. From
the beginning of the 90s, thanks to initiatives taken in the field of prevention and law
enforcement, crime rates stabilised in most countries, with the exception of youth
crime (youth aged between 12 - 25 years) and crime by minors (12 - 18 years) which
continued to increase. The latter type of crime has become increasingly violent and it
34
has entrenched itself even in the schools, while the age of entrance into delinquency
has decreased to 12 years.
In the South, beginning in the 80s, crime increased considerably and continues to
increase up to today, while youth crime and crime by minors have witnessed an
exponential increase. Phenomena such as street children, school drop-outs,
widespread social exclusion, civil wars and the small arms trafficking that goes with
it, served only to aggravate the situation.
This increase in crime has developed in a context characterised on the one hand, by
the growth of drug trafficking and abuse and, on the other by the globalisation of
organised crime. The growth of organised crime contributes to the destabilisation of
political order and increases the effects of economic crises through housing market
speculation. Organised crime also tends to draw in some young delinquents as a
source of cheap labour.
Causes of the Increase in Delinquency
The causes of delinquency are manifold. All research undertaken at the international
level showed that there is not single cause of delinquency, but rather a combination
of causes.
Three major causes can be identified: social, institutional and those related to the
physical urban environment.
Social exclusion due to long periods of unemployment or marginalisation, dropping
out of school or illiteracy, and the lack of socialisation within the family seem to be
the most recurring factors amongst the social causes of delinquency. None of these
factors on their own can be regarded as sufficient explanation.
In the case of the family, the traditional approach which blames juvenile crime as the
lack of parental authority is not sufficient. It fails to take into account the changes in
the traditional family and of the multiple family forms of today. Half a century ago, a
new model of the family began to develop, moving away from a patriarchal economic
unit with strong links to an extended family into a nuclear family based on
affectionate relationships that often separate sexuality and reproduction.
Subsequently, this has led to the development of multiple forms of family relations:
traditional marriages, single-parent families, families without legal ties, families of
divorced or separated parents and homosexual couples. The evolution of the
traditional family into this multiplicity of forms results in the need for a variety of social
responses. It is not possible to impose a "one-size-fit-all" policy.
In addition the families are confronted with varying scenarios shaped by the labour
market, rapid social changes and the requirements of childhood education. Many
families and social educators are not prepared to face these changes.
A causal link also exists between domestic violence and urban violence.
Changes in social controls, in particular the breakdown of social bonds at
neighbourhood level, seem to be prevalent causes in most situations.
35
It is worth remembering that, contrary to the myth rooted in our minds, poverty is not
a direct cause of crime.
With respect to institutional causes, it is necessary to mention the inability of the
criminal justice system (police, justice and prisons) to handle cases of minor
delinquency. Indeed, since the 60s, the majority of the police around the world have
placed more emphasis on the fight against major crime and the technologies and
approaches linked to this objective. In many countries, the use of foot or bicycle
patrols has been rendered obsolete for the use of non-targeted motorised patrols.
These priority police objectives have distanced the police from the citizens who have
subsequently lost their confidence in them.
With regard to the judiciary, it is not capable of facing the increase in the overall
number of minor offences, which damage the quality of life and perpetuate a general
perception of insecurity. Justice is slow, ill-suited to developing urban conflicts,
overloaded and uses an outdated working methodology. Its language is inaccessible
to the majority of the population.
The police force, and even the general public opinion, often regard it as being too
tolerant. Court decisions cover less than 10 % of the urban crime (major and minor
delinquencies included). The sentences imposed, prisons and fines, are not adapted
to responding to minor law breaking.
In addition, an inefficient judiciary and a lack of accountability with respect to
offences such as money laundering, organised crime, involvement in the Mafia,
corruption and violation of human rights have all led to an increase in crime by
generating a feeling of impunity.
Prisons, with the exception of some modern and experimental prisons, constitute
technical schools for the training and development of criminal networks.
Furthermore, the circulation of drugs and the promiscuity in prisons have contributed
to the increase in crime.
Among the causes related to the physical environment, poor management of the
urbanisation process, inadequate urban services, failure to incorporate security
related issues in urban management policies, apparition of poorly protected semipublic spaces are key issues. Promiscuity and lawlessness of certain districts lead to
the development of zones of lawlessness. Finally, the freedom to carry weapons and
the illegal trafficking of small weapons resulting from civil wars or conflicts in
bordering countries.
Consequences of the Increase in Crime
The primary consequence is the development of a generalised and not often
objective feeling of insecurity, common in many urban populations. This perception
crystallises all the fears of the population (insecurity with respect to employment,
health, the future of children, domestic violence, and the risk of impoverishment etc.).
It arises from an impression of abandonment, powerlessness and the
incomprehension in the face of shocking crime and the multiplication of minor acts of
36
delinquency or vandalism. Because of its emotional character this perception blows
facts out of proportion, encourages rumour and can even causes social conflicts. The
feeling of generalised fear can create a climate that may threaten the democratic
foundation of a community or society.
At the city level, perception of insecurity has resulted in the abandonment of certain
neighbourhoods, the development of an "architecture of fear ", the stigmatisation of
districts or communities, the withdrawal or the refusal to invest in some cities, and
spontaneous forms of justice leading to lynching. More positively, however, it has
also led to the development of forms of self-defence and new social practices.
The second consequence of the increase of crime is the impact of insecurity on the
poor. While all social classes are affected by insecurity, research shows that
insecurity affects the poor more intensely because they do not have the means to
defend themselves. Consequently, due to this vulnerability, urban violence erodes
the social capital of the poor, and dismantles their organisations, thus preventing
social mobility and particularly that of the youth.
The third consequence is the increase in the overall costs of insecurity which account
for 5% to 6 % of the GNP in the North and 8% to 10 % in the South.
Fourthly, there has been a widespread development of private security companies.
There has been an annual growth rate of 30% and 8% in the private security sector,
in the South and North respectively, in last years of the 20th century. In many
countries the number of private security officers has exceeded that of state police
officers. It should be noted that in many cases, such as in the United States and in
China for example, it is the government itself which proposes private security
contracts.
Indeed, several countries that initially gave green light to private security now
increasingly tend to legislate in this area in order to prevent abuse and corruption.
One of the problems of this widespread development of private security system is the
relationship between the police and the companies, both in terms of action and
responsibility and the recruitment of police officers. In many instances private
security officers are ex-police or ex-army officers.
Indeed, a second problem is how to define the boundaries of private security: for
example, should more private prisons be created?
The majority of countries have begun, albeit reluctantly, to accept private security not
for political but economic reasons. The costs of the private security appear, in the
short-term, to be less than that of the public sector but so far no analysis has shown
the sudden appearance of this private sector security to be responsible for a
decrease in crime. In certain cases, the opposite has occurred. Indeed, countries
such as Colombia, the United States or South Africa where the private security sector
is predominant have witnessed a marked increase in crime and a growth of prison
populations. It is not evident that the cost of private sector security guarantees its
accessibility to all in society, nor that its costs are, in the long run, less than those of
public security. What is certain is that private security is neither accessible to all: in
the European Union it is financially accessible to only 5% of the population.
37
Nor is it accountable to the society or to the local community. The private security
companies are driven by profit, which means, for example, that the more prisoners
there are in the private prisons the more benefits the security company reaps.
In addition we are witnessing today a tendency towards the internationalisation of
private security companies, which act in parallel as private security agencies,
industrial espionage services, protectors of corrupt political systems and even, in
certain cases, peculiar to Africa, as new forms of mercenaries.
The fifth consequence are the attempts made by the public to address the increase in
delinquency. Two general approaches have been observed. On one hand central
governments have attempted to reinforce security through repression. These
repressive measures include increasing police manpower, increasing the term of
prison sentences, and applying repressive measures, which are difficult to administer
and at the same time questionable, e.g. "zero tolerance". Such measures can also
include curfews for minors or the lowering of the age of legal responsibility.
The second approach favours prevention in addition to repression. This can be
undertaken in two ways. One way involves the centralisation of the fight against
insecurity by making police officers the key players in the matter. The other tends to
decentralise the fight through the delegation of police responsibility either to local
authorities or civil associations or both. The latter is obviously easier to implement in
countries such as the United States or Canada, where the local police depend on the
municipalities.
Often the choice between the two options involves rivalry between governments and
the municipal authorities. This is the case in several European, African and Latin
American countries. It should be noted that in the two approaches, one often sees
police reform applied in parallel to the implementation of preventive actions.
Several governments adopt either one of these options depending on the type of
crime that is being targeted. For example, in the United States the government tends
to adopt repression for all cases of minor delinquency.
However, with respect to drug consumption, it has gradually developed a policy that
favours prevention. In addition it is not rare within a country to see some cities or
regions stress repression while others advocate the use of prevention. The most
significant case is that of the United States, where certain cities have developed
excellent prevention policies while others emphasise only repression.
The repressive approach has the advantage of having immediate effects, which can
satisfy the short-term demands of public opinion and the needs for effectiveness of
the political class. Voters are increasingly demanding more security measures such
as more police manpower and more repression, and naively think that the increase in
prison populations constitutes an effective neutralisation of the serious offenders. It is
clearly evident, however, that the cost of repression is much higher than that of
prevention and that repression only has a short term and limited range of effects.
The preventive approach faces many challenges. First and foremost among these
challenges is the reluctance of governments to invest in it. Another major obstacle is
the absence of a legal framework to facilitate preventive actions that exceed the
38
framework of NGO activities. Cities wishing to use a preventive approach often do
not have the legal or financial capacity to do so.
CONTACTS
Disaster, Post-conflict and safety
section/Urban Development Branch
UN-HABITAT
Room P-310
UN Compound, Gigiri
Nairobi, Kenya
Phone: +254-20-623706
Fax: +254-20-623536
E-mail: safer.cities@unhabitat.org
Ms. Soraya Smaoun
Urban Safety Expert
Room P-312
Tel: +254-20-623500
Fax: +254-20-623536
Soraya.Smaoun@unhabitat.org
Mr. Juma Assiago
Consultant -Youth
Room P-310
Phone: +254-20-623771
Juma.Assiago@unhabitat.org
Ms. Laura Petrella
Urban Safety Expert
Room P-318
Tel. +254-20-623706
Fax: +254-20-623536
Laura.Petrella@unhabitat.org
Ms. Cecilia Andersson
Urban Safety Expert
Room P-308
Tel. +254-20-624570
Fax: +254-20-623536
Cecilia.Andersson@unhabitat.org
Ms. Sabine Ravestijn
Consultant - Urban Safety
Room P-308
Phone: +254-20-624599
Sabine.Ravestijn@unhabitat.org
39
5.11 The Sustainable Cities Programme (SCP)
The Sustainable Cities Programme (SCP) is a joint UN-HABITAT/UNEP facility for
building capacities in urban environmental planning and management. The
programme is founded on broad-based cross-sectoral and stakeholder participatory
approaches. It contributes to promoting urban environmental governance processes,
as a basis for achieveing sustainable urban growth and development. Currently the
SCP operates in 20 main demonstration and 25 replicating cities around the world,
including cities in China, Chile, Egypt, Ghana, India, Kenya, Korea, Malawi, Nigeria,
the Philippines, Poland, Russia, Senegal, Sri Lanka, Tanzania, Tunisia and Zambia.
Preparatory activities are underway in Lesotho, South Africa, Thailand and Vietnam,
whilst countries such as Bahrein,Cameroon, Iran, Kenya and Rwanda have shown
interest
The SCP Promotes







Sharing environment-development information and expertise
Understanding and accepting environment-development interaction
Building environmental planning and management capacities
Promoting system wide decision-making
Stakeholder based development prioritisation, strategy and action planning
Managing environmental resources and risks for achieving sustainable
development
Leveraging resources for lasting change
Building inter-agency partnerships, facilitating global exchange of experiences and
know-how
SCP Core Team Contacts
Mr. Ole Lyse
Coordinator
Environmental
Management Advisor
Anglophone Africa,
Arab States
Tel: +254 20 623565
ole.lyse@unhabitat.org
Mr. Jean-Christophe
Adrian
Advisor
Francophone Africa,
Latin America, Europe
Tel: +254 20 623228
jeanchristophe.adrian@unhabitat.org
Mr. Kibe Muigai
SCP Human
Settlements Advisor
Tel: +254 20 623209
kibe.muigai@unhabitat.org
Mr. Bakary Kante
Director
Focal Point, UNEP
DEPDL, UNEP and Law
Mr. Hassane
Bendahmane
Chief,
Joint UNEP/UNCHS
Unit
Focal Point, UNEP
40
Tel: +254 20 624065
bakari.kante@unep.org
Tel: +254 20 623479
hassane.bendahmane@unep.org
Mr. Rob de Jong
Special Assistant to the UNEP Liaison
Director DEPDL, UNEP
Tel: +254 20 624184
rob.jong@unep.org
Ms. Bridget Oballa
Air Quality Expert
Tel: +254 20 623263
scp.air@unhabitat.org
In-house Resource
Persons
Tel: +254 20 623191
mulandi.joshua@unhabitat.org
Mr.Joshua Mulandi
EMIS Expert
Ms. Jane Kimata(OL)
Secretarial Staff
Tel: +254 20 623225
Ms. Jane Maina (CR)
Tel: +254 20 623227
Ms. Lydia Bosire (JCA)
Tel: +254 20 623291
UN-HABITAT Regional Offices
Mr. Eric Verschuur
Programme
Management Officer
Fund Management
Tel: +254 20 623213
eric.verschuur@unhabitat.org
Mr. Fuad Alkizim
Asst. Prog.
Management Officer
Fund Management
Tel: +254 20 623984
fuad.alkizim@unhabitat.org
Mr. Alioune Badiane
Co-ordinator
Tel: +254 20 623075
alioune.badiane@unhabitat.org
Mr. Mohammed ElSioufi
Human Settlements
Advisor
Tel: +254 20 623219
mohammed.el-sioufi@unchs.org
Mr. Joseph Guiébo
Human Settlements
Advisor
Tel: +254 20 623574
joseph.guiebo@unhabitat.org
Mr. David Kithakye
Human Settlements
Advisor
Tel: +254 20 623220
david.kithakye@unhabitat.org
Ms. Mariam Yanusa
Human Settlements
Advisor
Tel: +254 20 623220
mariam.yanusa@unhabitat.org
5.12
Training and Capacity Building Branch
"Learning for better cities"
With over half the world's population now living in cities, the demands placed
upon communities and their local governments to sustainably manage their
growth has never been greater. Yet, may communities are not prepared to
meet the myriad of economic, environmental, social and structural challenges.
41
In an increasingly globalising world, the greatest resource a city has is its
people. Developing the managerial, and technical and policy-making capacity
of local leaders, employees, NGOs/CBOs and communities is a key
component to over-coming seemingly endemic urban problems such as:
environmental degradation, poverty, homelessness, informal settlements, and
under-performing municipal services.
Mission Statement
"To improve the living environment for all, on a sustainable basis, by promoting
effective human resource development and institutional capacity-building for the
management and development of human settlements, and to ensure the
implementation of the Millennium Development Goals of Cities without Slums and
Good Governance."
Contact
Tomasz Sudra
Chief, Training and Capacity Building Branch
UN-HABITAT
PO Box 30030, Nairobi, Kenya
Tel: (254 20) 623034
Fax: (254 20) 624265
Email: Tomasz.Sudra@unhabitat.org
5.13 The Urban Economy and Finance Branch
"The central challenge we face today is to ensure that globalization becomes a
positive force for all the world's people, instead of leaving billions of them behind in
squalor." Kofi Annan.
The Urban Economy and Finance Branch was established in May 2001 as one of the
organizational units of the Research, Monitoring and Coordination Division. The main
mandate of the Branch is to provide substantive analytical focus on the urban
economy, its relationship with the national and global economy, and focus on policies
and strategies aimed at employment generation and creation of opportunities for
social mobility. Within these broad mandate the Branch supports the worldwide
implementation of the Habitat Agenda, with specific focus on one of its two main
goals: "adequate shelter for all" and "sustainable urban development". The activities
of the Branch focus on conceptualization, formulation and development of research,
capacity-building and on the provision of advisory services on issues of urban
economic development and finance, including housing finance. Broadly, it seeks to
provide economic analysis perspective to human settlements programmes by
focusing attention on the operation of the urban economy, and how these affect or
are affected by the quality of local governance and national economic management.
The Branch covers four substantive areas, namely:


Enhancing productivity and employment in the urban informal sector
Financing municipal services in a decentralized environment
42


Impact of macro-economic factors on urban economic development
Development and strengthening of housing finance systems and institutions
Urban and Regional Economy
The objective of this sub programme is to promote local economic development, by
raising the awareness and enhancing the capacity of central and local government
policy makers with respect to rural-urban linkages development. The programme is
based on the premises that urbanization should be accepted as inevitable, therefore,
emphasis should be placed on how to address problems created by rapid rural-tourban migration both within cities and rural areas.
The focus of the branch has recently been on urban-rural linkages to strengthen the
balanced development of rural and urban areas. In this context it has studied periurban agriculture as strategies for survival of the urban poor and at the same time as
a contribution to the issue of food security.
At present, the programme is implementing two projects, namely: "Urban Policy
Implications of Urban and Peri-Urban Agriculture and Rural-to-Urban Food Flows: A
Case Study of Nairobi"; and "Guidelines for the Integration of Urban-Rural Linkage
Issues into National and Sub-National Development Planning Processes (January
2002-December 2003)."
Our partners in this programme are:
- the Food and Agricultural Organization (FAO);
- International Development Research Centre (IDRC) of Canada;
- the Strategic Initiative on Urban and Peri-Urban Agriculture (SIUPA)
and;
- the Coalition of African Organizations for Food Security and
Sustainable Development (COSAD).
Recent publications are:



"Food Security in English-Speaking African Countries, Report of the
proceedings of a joint COASAD/UN-HABITAT Workshop on Food Security for
Parliamentarians from English-Speaking African Countries" and;
"Urban Policy Implications of Food Security in African Cities - Report on a
Workshop organized by UN-HABITAT in cooperation with FAO, IDRC and
SIUPA; Perspectives on Urban-Rural Synergies, HS/576/99E, 1999;
Studies on Credit and Investment for Urban Agriculture Initiatives are
expected to be published in 2003.
Housing Finance Programme
The objective of the Housing Finance Programme is to support and foster the
development of housing finance mechanisms for low-income households in
developing countries. Building or buying a house is the biggest single investment a
person does in his lifetime. To pay for such a big investment (usually several times
the annual income) requires credit. Therefore, housing finance is one of the central
issues to be addressed in developing shelter delivery systems.
43
In practically all countries, private banks and housing finance institutions provide
financing for house building and buying. Under stable economic conditions banks
work well for the middle and higher income groups. The micro-finance sector, often
community-based savings and loan operations had grown over the past decade. This
vibrant new sector needs to be tested as an approach to the housing finance
problem. Therefore, the programme undertakes research and development activities
on finance mechanisms for the poor, such as community-based credit mechanisms
and provide support to micro-finance institutions, which can expand their activities to
housing finance. In view of the Goal of "adequate shelter for all", the focus of the
programme is on activities, which will benefit the poor. Technical advisory services
are provided as requested.
Contact
Ag. Chief, Urban Economy and Finance Branch
Tel: (254-2) 623041
Fax: (254-2) 624266/67
E-mail: Don.Okpala@unhabitat.org
5.14 The Urban Environment Forum
This section of the Urban Environment Forum website is drawn from the
Environmental Planning and Management (EPM) Source Book. The EPM Source
Book was published in three volumes by the United Nations Human Settlements
Programme UN-HABITAT and the United Nations Environment Programme (UNEP)
in 1997, and provides the theoretical basis for much of the work of the Forum.
Why Improve the Urban Environment?
Sustainable cities are fundamental to social and economic development, but their
contribution is increasingly threatened by environmental degradation.
The urban environment has received unparalleled attention in the recent international
debate on development. The United Nations Conference on Environment and
Development in Rio de Janeiro, 1992 (the 'Earth Summit') is now recognised as the
landmark occasion when the world as a whole acknowledged - clearly and
emphatically - the importance of the environment for social and economic
development.
This was articulated in Agenda 21, the Conference's global agenda for action which
highlighted the importance of sustainable human settlements and emphasised crosssectoral coordination, decentralisation of decision-making, and broad-based
participatory approaches to development management.
The Second United Nations World Conference on Human Settlements (Habitat II the 'City Summit') in Istanbul in 1996, took this point further in a global agenda for
cooperation by acknowledging the direct and vital contribution that productive and
sustainable cities can make to social and economic advancement. This
understanding has been widely accepted among those concerned with the
management of cities around the world, and has become the basis of new concepts
44
and approaches to urban environment-development relationships. In brief, the
argument has three points; found in the EPM Source Book.



Sustainable Cities are Fundamental to Social and Economic
Development (Chapter 1.1)
Environmental Degradation Obstructs the Development Contribution
of Cities (Chapter 1.2)
Environmental Deterioration is Not Inevitable (Chapter 1.3)
Sustainable Cities are Fundamental to Social and Economic Development
It is now widely recognized that cities play a vital role in social and economic
development in all countries. Urbanization builds diversified and dynamic economies
which raise productivity, create jobs and wealth, provide essential services, absorb
population growth, and become the key engines of economic and social
advancement.
Thus, efficient and productive cities and towns are essential for national economic
growth and welfare; equally, at the local level, strong urban economies generate the
resources needed for public and private investments in infrastructure, education,
health, and improved living conditions.
Environmental Degradation Obstructs the Development Contribution of Cities
The development potential of cities is increasingly threatened by environmental
deterioration.
Aside from its obvious effects on human health and well-being, environmental
degradation directly impedes socio-economic development. Water, air and soil
pollution, for example, impose extra costs on business and industry, and on
households as well as public services. Inefficient use and depletion of natural
resources raises input prices and operating costs throughout the economy, and also
deters new investment.
Heightened risk from environmental hazards has the same effect. In terms of impact,
it is usually the poor who suffer most cruelly and directly from environmental
degradation, although the lives and health of all urban residents are also affected.
Failing to deal with the problem today, moreover, leads to much greater problems
(and cost) in the future.
For development achievements to be truly "sustainable", cities must find better ways
of balancing the needs and pressures of urban growth and change with the
opportunities and constraints of the environment.
Environmental Deterioration is Not Inevitable:
Although many cities seem to have difficulties in coming to grips with the
requirements of sustainability and are suffering severe environmental and economic
damage as a result, there are many encouraging signs, however, that environmental
deterioration is not a necessary or inescapable result of urbanization and economic
change. Some cities seem to have made progress in striking the right balance - in
finding development paths which are more effectively attuned to environmental
opportunities and constraints.
45
Indeed, mounting evidence from cities around the world shows that the fundamental
challenge has to do with urban governance: learning how to better plan and more
effectively manage the process of urban development, avoiding or alleviating
problems while realizing the positive potentials of city growth and change. New and
more positive approaches to urban management can help to mobilize and effectively
apply local resources - of all kinds.
How do Cities Improve the Urban Environment?
In this section, cities present their experiences in developing sustainable and
effective solutions, illustrated by a wide range of practical examples.
A common focus of many innovative and effective ideas and approaches being
worked out in cities today is a central concern with the actual process of urban
environmental planning and management.
Experiences in cities and towns from countries all over the globe - despite their vast
differences in physical, economic, social and political situations - increasingly
converge on this same viewpoint, this same framework for action.
Based on information from a wide variety of cities, a number of "guidelines" can be
suggested, each of which reflects the knowledge and insights - the "lessons" - gained
through many different city experiences. These guidelines identify and describe ways
which cities have found to be effective in moving towards sustainable development
and thus comprise a useful framework for a global approach to implementing the
urban environmental agenda.
For convenience, these various guidelines can be grouped under five main headings,
although individual guidelines may well be relevant under more than the one
heading. Find these under the EPM Source Book.





Cities Improve Environmental Information and Technical Expertise
Cities Improve Environmental Strategies and Decision-Making
(Chapter 2.2)
Cities Improve Implementation of Environmental Strategies (Chapter
2.3)
Cities Institutionalise Environmental Planning and Management
(Chapter 2.4)
Cities Make More Efficient Use of Resources for Effective Change
(Chapter 2.5)
Cities Improve Environmental Information and Technical Expertise:
How cities identify, assess, clarify, and prioritise environmental issues and mobilise
the active participation of the various actors or stakeholders who need to be involved
in the different activities of environmental planning and management.
The Istanbul Manifesto recommends: As a starting point, organise environmental
information into a city environmental profile, involving all those whose cooperation is
required in environmental planning and management. This will identify stakeholders,
and stimulate their interest and participation. The profile, an evolving document, is
the first step in an ongoing process. Systematically identify stakeholders in the
46
private, public, NGO, CBO and popular sectors so that there is full participation of all
interest groups. Set priorities among environmental issues through broad agreement
among the stakeholders so that issues affecting quality of life, especially of
disadvantaged groups, can be addressed expeditiously. Address cross-sectoral and
cross-institutional implications and responsibilities squarely when elaborating and
clarifying agreed priority issues. (Istanbul Manifesto, adopted on the eve of Habitat II,
June 1996)
Preparing Basic Overview Information:
Many cities have found it very useful to identify and clarify systematically their
environment/development issues, thereby giving a better understanding of the
complexities of the city's environmental problems, of their inter-linkages, and of the
relationship between environmental and developmental factors.
One effective way to do this is through the process of developing a City
Environmental Profile, which is a compilation and synthesis of existing knowledge
and data, focused on environmental and development management factors,
especially in relation to the interests and roles of different stakeholders.
The process of formulating and revising a City Environmental Profile is fundamentally
concerned with establishing the overall context for urban environmental
management, with a particular emphasis on inter-relationships among issues and
actors. Although based upon the best available scientific and technical information, it
is primarily a non-technical process which should involve extensive dialogue among
the "stakeholders" of the city. Successfully done, the process of working out a City
Environmental Profile will provide a valuable starting point and common information
base (which is normally updated regularly as new information becomes available) as
well as promoting a wider mutual understanding among the key actors and
institutions to be involved.
Involving Stakeholders:
Most cities have found that successful environmental planning and management
requires understanding, agreement, and coordinated action by the full range of
public, private and popular sector groups and organisations (stakeholders) at
neighbourhood, community, city and regional levels. Cities recognise that this
process involves groups which may be outside the formal planning and management
systems, such as women, private sector groups and interests, and the marginalised
and disadvantaged groups, especially the urban poor, at both city and
neighbourhood levels.
A variety of methods for constructively involving stakeholders in different aspects of
environmental planning and management can be used (for example, Participatory
Rapid Appraisal or similar techniques), helping to empower stakeholders and give
them a sense of ownership and commitment. To identify relevant stakeholders for
specific issues, many cities around the world apply the following simple test:

Whose interests are affected by the environment-development issues at hand
- or by environmental management strategies and actions that may be
decided?
47


Who possesses information and expertise needed for strategy formulation and
implementation?
Who controls relevant implementation instruments or has the means to
significantly influence environment-developmental interactions?
Setting Priorities:
Clearly, no city can realistically expect to successfully tackle all of its environmental
and development issues at once.
Accordingly, experience has shown the value of being selective and establishing an
agreed process for setting priorities, so that attention and action may be focused on a
limited array of problems and tasks in a strategic sequence. It appears appropriate to
look at priority natural resources issues and priority environmental hazard issues in
parallel.
Once local environmental issues have been identified and key stakeholders are
committed to participate in their resolution, it is possible to work out with them which
issues should receive priority attention.
The criteria for prioritisation have, in many cases, been worked out through a
participatory process and typically derive from consideration both of the impacts
associated with each environmental problem and of the local capacities to respond.
Criteria for prioritising issues are numerous and have included the following:
(a)
(b)
(c)
(d)
(e)
(f)
(g)
(h)
(i)
the magnitude of health impacts associated with the problem;
the size of urban productivity loss caused by the problem;
the potential for local capacity-building;
the potential for local resource mobilisation;
the relative impact of the problem on the urban poor;
the degree to which the consequences are short- or long-term;
whether or not the problem leads to an irreversible outcome;
whether special circumstances offer special opportunities;
the degree of social/political consensus on the nature or severity of problems;
and
(j) whether the problem is significantly affected by local responses and actions.
Clarifying Selected Priority Issues:
Environmental issues - and their ramifications - are almost always more complex
than at first thought, especially when the inherent conflicts of interest among different
stakeholders are taken into account. It has often proved valuable to follow a careful
and deliberate process for developing a broad-based understanding of the full nature
of environmental questions. By doing this in an open and participatory way, for
instance using public meetings and documentation, it is possible to systematically
clarify environment-development relationships, cause and effect linkages,
development needs and impacts, productivity and sensitivity of natural systems,
environmental hazard risks, etc. Such clarification, supported by thematic maps and
technical analysis, has proved to be an important prerequisite for effective
environmental planning and management.
48
Cities Improve Environmental Strategies and Decision-Making:
How cities prepare, assess, build consensus for and reconcile issue-specific
strategies and incorporate them into overall and sectoral development policies and
strategies.
The Istanbul Manifesto recommends: 'Through a broad-based process, focus
strategies and decision-making on clearly defined issues. Consider available
implementation options, including their financial, economic, technical, legal, social,
and physical dimensions during strategy formulation.
Involve all relevant stakeholders in analysing issues and policy options, and
developing strategies. This consensus building across technical, political, social, and
economic interests will help develop a sense of ownership and commitment amongst
the stakeholders, leading to better implementation and follow-up. Consider EPM
strategies within the existing framework for urban development and plan
implementation, to foster inter-agency collaboration for joint action.' (Istanbul
Manifesto, June 1996)
Clarifying Issue-Specific Policy Options:
Political, administrative and technical activities appear to take place most effectively
in relation to well-identified and relatively narrowly specified issues, for which the
relevant policy options can be most effectively prepared. In particular, clarification of
issue-specific policy options brings a clearer understanding of costs and benefits for
different stakeholders and of "trade-offs" for the city as a whole.
This approach not only mobilises the involvement of relevant stakeholders but also
provides a more realistic basis for reaching consensus on which to build
implementable strategies. As part of this process it is helpful for strategies to be
articulated and publicised in the form of both technical and non-technical
presentations and reports, to facilitate the continued participation of relevant
stakeholders in the ongoing process of clarifying policy options and agreeing
strategies.
Presentations and reports typically cover aspects such as:
(a) a review of the environment/development issue, with a description of the
environmental system from which it originates, the development concerns that
are affected and the stakeholders that have been involved;
(b) a summary of the options considered, the pros and cons of each option for
various stakeholders, and the assumptions and procedures that led to
agreement on the selected option;
(c) a summary of the analytical results comparing alternative approaches in terms
of social, economic and environmental costs and benefits;
(d) both detailed and summary mapping information, to securely place the
information and the proposals in a clear geographical context;
(e) the agreed long-term environmental objectives and targets as well as a set of
interim goals to guide phased interventions (such as preliminary outline of
project profiles, initial identification of priority geographic areas and
development sectors);
49
(f) the associated policy reforms and institutional strengthening that have been
agreed upon to support the implementation of the strategy; and
(g) discussion of the indicators and statistics which could be used to track the
progress of actions and their impacts.
Considering Implementation Options and Resources:
Experiences have shown that to be realistic and robust, strategy formulation is best if
integrated - from the very beginning - with the consideration of implementation
options and resources. In this way, the strategies which are evolved will have a better
relationship with likely available constraints and resources (such as financial,
economic, technical, administrative, physical).
Building in these considerations from the beginning also allows a consistent use of
social cost-benefit analysis (and similar techniques), which is crucial for helping all
stakeholders to understand the overall limits and the trade-off of the EPM process, as
well as the distribution of gains and costs among different groups.
This has proved to be important by helping to ensure that strategic agreements which
are reached will be reliable, in the sense that the agreeing stakeholders understand
from the beginning the implementation and resource implications of the chosen
strategies. This helps avoid the wasted effort of developing a technically ideal
strategy which cannot subsequently be implemented.
Building Broad-Based Consensus on Issue-Specific Objectives and Strategies:
To succeed with preparation and implementation of urban environmental
management strategies, experience has shown the importance of effective
processes for consensus-building. Just as it is vital to involve relevant stakeholders in
the identification and prioritisation of issues, it is equally vital to involve them in the
process of analysing issues and policy options and working towards agreed
environmental planning and management strategies.
This approach recognises that strategy-building is not simply a technical exercise,
but is an activity of consensus-building and compromise across a range of technical,
political, social, and economic factors and interests. This point is especially important
for environmental issues, which cut across sectors, across geographical boundaries,
and across time.
Approaches which acknowledge the existence of differences of interest have
generally been more successful, whereas attempts to avoid conflict, for example
through a forced consensus or a so-called neutral technical solution, have generally
been less successful, especially in the long run. In addition, this consensus-building
approach can help diverse stakeholders acquire a sense of ownership and
commitment, leading to constructive engagement in implementation and follow-up.
Coordinating Environmental and Other Development Strategies:
With a focus on issue-specific strategies, it became important for many cities to
consistently coordinate strategies.
50
The primary need was to coordinate across the separate issue-specific strategies, in
order to understand and incorporate the important inter-relationships among different
environmental issues and strategies.
A second need was to coordinate with existing plans and strategies which were likely
to originate from a different approach and therefore might not readily relate to the
EPM issue-specific strategy approach. A basic requirement was a framework - an
organised process - for cooperation and collaboration.
This did not require the preparation of a "comprehensive" overall strategy - especially
not in the old-fashioned Master Plan sense of comprehensive planning. On the
contrary, an effective coordination framework concentrates on the inter-linkages
between issue-specific strategies and focuses especially on the needs for, and
benefits of, inter-agency collaboration and mutually supportive joint action.
The concern in cities is increasing for "connectedness" rather than
"comprehensiveness", in order to maximise potential complementarities, such as
shared budget allocations, co-ordinated instruments of implementation, and
overlapping geographic scope.
Cities Improve Effective Implementation of Environmental Strategies:
How cities develop, agree and implement issue-specific as well as organisationspecific environmental action plans to operationalise their agreed environmental
management and urban development strategies.
The Istanbul Manifesto recommends: "Improve effective implementation of
environmental strategies through measures such as the following:
Application of the full range of implementation capabilities (e.g. regulations, economic
incentives, investment programmes, and public information campaigns); through
packages of mutually supportive interventions; continuing involvement and
consensus of all stakeholders;
Main streaming of environmental responsibilities; agreement on action plans for
implementation within a coherent strategic framework that has wide acceptance and
political support;
and through regular monitoring, evaluation and feedback of implementation results.
(Istanbul Manifesto, June 1996)
Applying the Full Range of Implementation Capabilities:
Implementation is very often a weak point: cities all over the world, but especially
those in lower-income and transitional countries, have chronic difficulties with
implementing strategies and plans.
With a firm foundation of broad-based stakeholder involvement and support,
however, cities find it easier to mobilise diverse and complementary resources and
capabilities for effective implementation.
In particular, the active involvement of a wide variety of public and private, formal and
informal stakeholders can provide valuable implementation resources - for example,
local knowledge and manpower, untapped human resources, in-kind economic and
financial inputs, previously-unused private sector or household sector finance, public
51
agencies not previously involved. With a multi-actor approach to implementation, it
becomes possible to utilise, in a coordinated and mutually-reinforcing way, a very
wide variety of implementation instruments and techniques, including the following:




laws and regulations
fiscal and economic incentives
strategic capital investments
public information and education campaigns
Agreeing on Action Plans for Implementation:
Experience has shown the value of an integrated process leading from strategies
directly into action plans, utilising the same participatory and consultative
mechanisms in a continuous process.
This approach helps reduce the conflicts which commonly arise when strategyformulation and plan-implementation activities are separated and dealt with in
different institutions.
Action Plans have been most successful when formulated as clear and detailed
agreements for co-ordinated action, including agency-specific and stakeholderspecific agreements which describe each agency's or stakeholder's commitments for
priority actions, within a well-defined timetable, typically including:
Allocation of staff time and resources,
Use of financial resources and, for both investment and for operation and
maintenance,
Detailed geographic focus,
Application of other relevant instruments for implementation, and use of a common
system for monitoring the observance of commitments and achievement of action
plan objectives.
Formulated in this way, action plans are much more effective, and far more likely to
be implemented successfully, than old-fashioned Master Plans or independent
annual budgeting exercises by separate agencies.
Developing Packages of Mutually Supportive Interventions:
As part of developing action plans, a variety of interventions will usually be identified
and elaborated. Cities have found that interventions become more effective when
formulated into sets of mutually supportive actions. Interventions, for example, are
generally much more effective - and sustainable - if they are planned and
implemented in combination with a variety of other, complementary activities, such as
community involvement, private sector involvement, or changes in laws or
regulations.
By inter-linking planned intervention, the overall impact can be greatly increased and this is precisely the advantage of developing interventions through multi-actor
and multi-disciplinary working groups. Similar benefits can be gained among capital
investment as well, by developing separate investment proposals into mutually
reinforcing "packages" of related capital investment and technical assistance
projects.
52
Investments are more likely to succeed when they relate to a strategic framework,
when they are part of a mutually supportive package of interventions, and when they
have been agreed by all those whose cooperation is required. Such investments are
more attractive to potential funders.
Reconfirming Political Support and Mobilizing of Resources:
Experience has shown that there are, of course, no foolproof ways to ensure the
maintenance of political support for desirable environmental management actions.
Nonetheless, a participatory approach which carries the open involvement and public
commitment of a wide range of stakeholders, public and private, generally stands a
better chance of generating and maintaining the necessary understanding and
support.
Of particular importance is the cultivation of organisational support - the support,
explicit or tacit, of key administrators and managers in important institutions.
Successful maintenance of political and organisational support has also been proven
to make it easier to mobilise and effectively apply the necessary technical and
financial resources.
Indeed, when investment proposals and packages of interventions come out of an
effective participatory and consultative process, with good evidence of broad-based
political and organisational support, these investments become much more attractive
to potential sources of finance.
Cities Institutionalise Environmental Planning and Management:
How cities incorporate EPM activities into their institutional structure and behaviour
and establish "system-wide" capacities to maintain the EPM process in the long run.
The Istanbul Manifesto recommends: "Build capacities system-wide, involving all
sectors of society, through a long-term and continuing process.
Institutionalise broad-based participation in decision-making through a firm legal
framework. To this end, strengthen existing institutions and mechanisms for crosssectoral and inter-institutional coordination, rather than creating new ones. Enhance
institutional capabilities through information, education/training and communication
efforts at all levels.
Establish measurable and time-based indicators to monitor and evaluate institutional
and participatory capacities. Disseminate monitoring results to all concerned, for a
transparent review and adjustment of EPM". (Istanbul Manifesto, June 1996)
Strengthening System-Wide Capacities for EPM: Cities have found that, in
order for the improved environmental planning and management process to
be sustainable, it is crucial to build long-term system-wide EPM capacities.
The process needs to become firmly incorporated into the organisations,
institutions and activities of the city, and into their daily routines of activity.
Accomplishing this typically involves a wide range of efforts such as structural
reforms and legislation, adjustment of recurrent budgets, skill-training,
53
awareness-building and public information, and provision of essential
equipment. These system-wise strengthening efforts usually include not just
public sector bodies, but the whole array of private and community sector
groups which are involved.
Strengthening efforts have also been proven to work better if sustained over a
period of time and not treated as "one-off" exercises. In this way they have a
better chance of becoming firmly incorporated into the routine operations and
expectations of all the various actors.
Institutionalising Broad-Based Participatory Approaches to DecisionMaking: Experience has shown that to move successfully through the various
tasks of issue-identification, strategy-formulation, action-planning, and
implementation, the city's "stakeholders" not only need to be identified and
mobilised, but also empowered through legislation and with the knowledge,
understanding, and capability to effectively participate in an informed,
constructive, sustained way.
This has proven to be best supported by a clear commitment to capacity- and
institution-building for stakeholder participation, encompassing the full range of
stakeholders.
These include public and semi-public entities in a wide range of sectors and
roles, at municipal, regional and national levels; the private sector (for
example the business community, consultant firms, research institutions,
training bodies), both formal and informal, and the community sector (NGOs,
CBOs, neighbourhood groups, voluntary associations and women's groups).
Institutionalisation of these participatory capacities is usually aided by a variety
of measures, such as:
(a) consistent sharing and systematic dissemination of information;
(b) documentation in non-technical and, where appropriate, local language;
(c) capacity-building programmes specifically designed for NGOs and
CBOs;
(d) lower-level skill-training focused on small-scale organisations;
(e) direct technical assistance to informal sector groups; and
(f) "sensitivity" training for public sector institutions to enhance their
understanding of the needs and perspectives of non-public groups and
organisations.
Monitoring, Evaluating, and Adjusting the EPM System: Variety of
experiences have reinforced the importance of systematic monitoring and
evaluation as an integral part of strengthening environmental planning and
management. Monitoring and evaluation is vital for understanding how well the
EPM process is working and providing appropriate guidance:
Is the information reliable and useable?
What are the gaps or problems in strategy co-ordination?
54
How effectively are stakeholders being incorporated?
Are action plans being implemented in a cross-sectoral and effective way?
The databases established through work on the City Environmental Profile,
and through subsequent work on strategies and action plans, can provide
some useful indicators. But cities have found it to be crucial to develop a clear
and reliable institutional framework and process, both for monitoring (regular
checking of performance indicators) and also for evaluation (periodic analysis
and assessment of actions and achievements).
The information from these monitoring and evaluation activities has proven to
be essential for policy guidance - to inform the partners and, thereby, to give
them a basis on which to adjust and improve the environmental planning and
monitoring process.
The more successful monitoring and evaluation systems, therefore, tend to be
those which are not given over to isolated technical units but which involve all
of the relevant organisations and stakeholders, especially key decisionmakers, backed up by specialist skills in a co-ordinating capacity. It is also
important to stress that monitoring and evaluation here is not concerned with
final outputs, such as statistical measurement of the physical environment, but
most crucially is focused directly on the effectiveness of the EPM process
itself.
Cities Make More Efficient Use of Resources for Effecting Change: How
cities mobilise and use resources (of all kinds) in a focused way, to effect
significant changes in urban environmental management, seize special
opportunities, leverage, and make strategic use of resources, in order to
maximise their impact; and to strategically use external resources to
complement local resources.
The Istanbul Manifesto recommends:
"Make optimal use of existing local and international resources through an
approach that is participatory, transparent, and intersectoral. Focus on local,
community based activities that are replicable. Share experiences through
demonstration projects and through appropriate networking at the local,
regional and national levels. Improve cooperation between existing
programmes and projects
Utilising Special Opportunities: In many city experiences, "special"
opportunities have been capitalised upon, to give a powerful push forward for
particular environmental planning and management initiatives.
This creative use of strategic opportunities has often helped to "kick-start" an
EPM process or to give it a new impetus or direction. For example, the radical
changes in institutional and political structures which have swept
Central/Eastern Europe or South Africa have provided important opportunities
to move forwards in ways not previously possible.
55
Reconstruction after a major disaster has often provided a major opening,
both because of the investment and construction taking place and because of
the urgency of action and the accompanying political support. Other relevant
opportunities might include updating of an urban development plan, a major
new investment programme, or a change in the local political balance.
Applying Specific Leveraging Strategies: When seeking to maximise the
impact of existing resources and capabilities for improving environmental
planning and management, cities have found it helpful to develop and apply
specific strategies for "leveraging" their activities.
For example, a strategy of "demonstration-replication" is often an effective
approach: using limited resources to demonstrate - on a small scale - an
initiative that is so designed that it can then be up-scaled repeated
subsequently on a broader scale. This can be particularly useful when
administrative and technical resources are limited. This type of leveraging of
effort can also be used to apply the "demonstrated" approach to other
topics/issues as well as to other places.
Carefully selected efforts or investments, even on a small scale, can
sometimes "show the way" and call forth large-scale matching and
supplementary resources from other sources. Seriously adopting and actively
promoting the "facilitator role" of government is another effective strategy,
which can expand and mobilise non-public and non-traditional resources when
the public sector faces severe constraints on financial and technical
resources.
Making Strategic Use of External Support: Although the vast majority of
technical and financial resources for environmental planning and management
comes from local sources, external aid and technical know-how can play a
valuable supporting role.
Thus, it is important for cities to work out appropriate roles for external
assistance, to most effectively link a city's EPM process with the relevant
external capabilities and support. A key strategy here has been to focus
limited external resources within a narrow framework of linked activities, so
that they can build (not substitutes for) local capacities - and so they are
directed specifically to the most critical points in the EPM process.
Cities have also found, however, that care must be taken that external
resources are of a type and scale that matches the "absorptive capacity" of
local institutions.
CONTACT
The Urban Environment Forum (UEF)
Tel: (254-20) 623225/623565
Fax: (254-20) 623715/624264
E-mail: scp@unhabitat.org
56
5.15
The Urban Management Programme (UMP)
The Urban Management Programme (UMP) was launched in 1986 as an initiative of
UNDP, UN-HABITAT, the World Bank and several bilateral partners (currently the
UK, Sweden, Switzerland, the Netherlands and Germany). It is one of the largest
urban global technical assistance programmes of the UN system.
Phase 3 of the programme (1996 - 2001) saw concrete activities in 120 cities in 57
developing countries in Africa, the Arab States, Asia and Latin America and the
Caribbean. This was achieved through the programmes' six regional and subregional offices, 19 regional anchor institutions and over 40 national and local
institutions and other networks of community-based organizations, NGOs and
municipal associations.
Now in Phase 4 (2001 - 2006), the programme is working to institutionalize UMP
participatory processes, consolidate experiences and deepen knowledge and
understanding on urban management. UMP has an explicit focus on activities that
impact the living conditions of the poor in cities and towns. The programme continues
to develop and apply urban management knowledge in the fields of participatory
urban governance, alleviation of urban poverty, urban environmental management
and HIV/AIDS. Gender is a cross-cutting theme throughout.
What is the Urban Management Programme?
Introduction and Strategy
The UMP is one of the largest global technical assistance programmes in the urban
sector. It is a joint undertaking of UNDP, UN-HABITAT and the World Bank. The
programme develops and applies urban management knowledge in the fields of
participatory urban governance, alleviation of urban poverty and urban environmental
management, and facilitates the dissemination of this knowledge at the city, country,
regional and global levels.
The development objective of the UMP is to strengthen the contribution that cities
and towns in developing countries make towards human development, including
poverty reduction, improvement of local participatory governance, improvement of
environmental conditions and the management of economic growth.
The main strategies of the Urban Management Programme in Phase 3 were the City
Consultation Methodology and the Institutional Anchoring Process. It is through the
city consultation that participatory decision-making and governance is achieved, and
through institutional anchoring that sustainability is ensured.
The global Urban Management Programme Office is located within UN-HABITAT in
Nairobi, Kenya.
There are four Regional Office and two sub-regional offices as follows: The Regional
Office for Africa in Abidjan, Ivory Coast and the East and Southern Africa SubRegional Office in Johannesburg, South Africa; The Regional Office for Asia and the
Pacific in Bangkok, Thailand, and the South Asia Sub-Regional Office in New Delhi,
57
India, the Regional Office for Arab States in Cairo, Egypt, and the Regional Office for
Latin America and the Caribbean in Quito, Ecuador.
City Consultation and Institutional Anchoring activities are undertaken by these
Regional and Sub-Regional Offices.
Initiated in 1986 with Phase 1 (1986 - 1991), the UMP took a global perspective and
focused on the development of urban management frameworks and tools on the
issues of land management, municipal finance and administration, infrastructure and
urban environment. Lessons were synthesized and key information concerning
support to national and regional capacity-building was widely disseminated.
Phase 2 (1992 - 1996) used the frameworks and lessons learned to build capacity at
the regional level, using mechanisms such as regional panels of experts and
workshops and consultations to introduce new policies and tools. During Phase 2,
the Programme was decentralised and Regional UMP Offices were established to
carry out programme activities.
Following the Habitat II Conference in Istanbul in 1996, Phase 3 (1997 - 2001) was
initiated. It built on and re-focused the work of the first two phases to the local level,
emphasizing city consultations and institutional anchoring. Phase 3 had three
themes: urban poverty alleviation, urban environmental sustainability and
participatory urban governance, with gender as a cross-cutting issue. During this
Phase, 120 city consultations have been carried out through 19 regional anchor
institutions and 40 national and local institutions.
Phase 4 (2001 - 2006) is currently underway. It continues with the themes from
Phase 3 and a new focus area has been added: HIV/AIDS. This is a critical area and
an urgent priority, especially in terms of urban management to address the spread
and treatment of the disease.
Phase 4 brings a stronger focus on pro-poor governance and knowledge
management activities that have direct impacts on the living conditions of the urban
poor. It is focused on synthesizing the experiences of the first three Phases and
further institutionalizing the participatory process. Greater emphasis will be placed on
the consolidation of experiences, the integration of UMP activities with other
initiatives and a stronger knowledge base on urban management.
City Consultation Methodology:
120 city consultations have been undertaken during Phase 3, and these
consultations represent a major achievement of the programme at the country and
city level. The underlying premise of a UMP City Consultation (CC) is that poor city
administration is often the result of weak rapport with civil society, particularly where
bureaucratic and unresponsive modes of administration are the norm. The UMP City
Consultation approach has been designed to bridge this gap so that city
administration and key stakeholders in the civil society can participate in decisionmaking. The aim of a city consultation is to institutionalise the participatory decision
making process.
City consultations bring together local authorities, the private sector, community
58
representatives and other stakeholders within a city to discuss specific issues and
solutions to key urban problems. They are a continuous process of dialogue among
stakeholders and the city government. While there are differences in the city
consultation process from region to region and even from city to city, an important
outcome of this dialogue is an action plan that has citywide support.
From the 120 UMP City Consultations underway during the current Programme
Phase 3, some key lessons have also emerged, despite different circumstances
under which local governments operate. Strong leadership was part of every
successful city consultation, and the sustainability of the process was directly linked
to the existence of well-organised stakeholder groups. A strong sense of ownership
in the process is also required – and given the relatively short tenure of local
governments it is critical to ensure there is ownership at various levels of government
and civil society.
Capacity-building at both the local and higher levels of government and the capacity
of civil society organisations and the private sector needs to be strengthened. There
is now a perceived need to scale-up the efforts initiated at the city level to the
national level, involving many more cities and influencing national decentralisation
policies.
A synthesis of these city consultation experiences and lessons learned is being
prepared by the Urban Management Programme.
Anchor Institutions - UMP Partnership in the Regions: Institutional Anchoring
Process
A key to the sustainability of the Urban Management Programme is institutional
anchoring, or partnerships with selected urban management institutes in the region.
There are 20 key Anchor Institutions in the Urban Management Programme.
AFRICA
Bureau National d'Etudes Techniques pour le Développement (BNETD) Abidjan,
Cote d' Ivoire Email:pgubra@bnetd.sita.net
Graduate School of Public and Development Management (P&DM), Johannesburg,
South Africa. Email:stole.m@pdm.wits.ac.za
Municipal Development Programme (MDP) Eastern and Southern Africa Regional
Office, Harare, Zimbabwe. Email: gmatovu@mdpesa.co.zw
Development Policy Centre (DPC), Ibadan, Nigeria. Email:dpc@skannet.com.ng
Institut Africain de Gestion Urbaine (IAGU) Email: iagu@cyg.sn
ASIA PACIFIC
Asian Institute of Technology (AIT), Bangkok, Thailand. Email: mtt@ait.ac.th
All India Institute of Local Self Government (AIILSG), Mumbai, India
Email:umpsa@vsnl.com
59
Local Government Development Foundation (LOGODEF), Pasay City, Philippines
Email: logodef@info.com.ph
Urban Experts Network, Hanoi, Vietnam. Email: lehongke@hn.vnn.vn
SEVANATHA, Colombo, Sri Lanka. Email:sevanata@sri.lanka.net
ARAB STATES REGION
Environmental Quality International (EQI), Cairo, Egypt. Email: rfouad@eqi.com.eg
Centre for Environment and Development for Arab Region and Europe (CEDARE),
Cairo, Egypt. Email:cedare@ritsec1.com.eg
Fédération Nationale des Villes Tunisiennes (FNVT), Tunis, Tunisia. Email:
pgu.tunisie@planet.tn
Housing and Urban Development Corporation (HUDC), Amman, Jordan. Email:
general@hudc.gov.jo
LATIN AMERICA AND THE CARIBBEAN
Centro de Capacitación y Desarrollo de los Gobiernos Locales (IULA-CELCADEL)
Email:iula@iula.net
Centro de Investigaciones (CIUDAD), Quito, Ecuador Email:
confe@ciudad.ecuanex.net.ec
CEARAH PERIFERIA, Fortaleza Brazil. Email:cearah@fortalnet.com.br
FEDEVIVIENDA, Santa fé de Bogota, Colombia <fedeasis@colnodo.apc.org>
Instituto de Promocion de la Economica Social (IPES) <ipes@ipes.org.pe>
Centro Operacional de Vivienda y Poblamiento (COPEVI), Mexico Agora XXI Email:
agoraxxi@fortalnet.com.br
Through these partnerships, city consultations and other UMP activities have been
jointly undertaken in Phase 3. In Phase 4 of the programme, Anchor Institutions are
taking on more and more of the UMP work and knowledge management. With these
20 regional anchor institutions, the UMP has created a global network of institutions
that are established leaders in the field of urban governance. The result is a
considerable resource base for future urban management activities at the regional
and global level.
City Development Strategies
The Urban Management Programme, as an extension of the city consultation
methodology, has implemented City Development Strategies in seven cities to further
improve the capacity of municipal authorities to implement participatory management
mechanisms. Those cities are Bamako, Mali, Cuenca, Ecuador, Colombo, Sri Lanka,
60
Johannesburg, South Africa, Santo Andre, Brazil, Shenyang, China and Tunis,
Tunisia.
UMP CITY CONTACTS
Bamako, Mali
Boukary Diarra, Bamako City Hall
District de Bamako, BP 256
Bamako, Mali
Tel: ( 223) 22 19 17
Fax: (223) 22 55 40
Seydou Diakité
Alphalog, Bp 1881 Bamako
Tel/Fax: (223) 22 84 40
Email: alphalog@spider.toolnet.org
Cuenca, Ecuador
Carmen Balarezo
Municipality of Cuenca
Sucre y Benigno Malo, Cuenca,
Ecuador
Tel: 593-7 831 353
Fax: 593-7 834 359
E-mail: mcproyec@etapa.com.ec
Juan Fernando Cordero, Alcalde
Municipality of Cuenca
Sucre y Benigno Malo, Cuenca,
Ecuador
Tel: 593 7 840 674 / 593 7 839 299
Fax: 593-7 834 359
E-mail: fcordero@az.pro.ec,
muncuenc@etapa.com.ec
Gustavo Muñoz Gonzalez, Gerente
Agencia Cuencana de Desorrollo e
Intergracion
Regional (ACUDIR)
Edificio "Camara de Industrias de
Cuenca" Oficina
907
Tel: 593 7 838 598 / 843 852
Fax: 593 7 838 598 / 843 852
Email: acudir@cue.coln
Colombo, Sri Lanka
Mr. Herath Mudiyanselage Udeni
Chularathna
Executive Director, SEVANATHA –
Urban
Johannesburg, South Africa
www.joburg.org.za
Mayur Maganal
Corporate Planning Unit
Johannesburg Metropolitan Council
Email: mayurm@joburg.org.za
Housing Component:
Spadework Consortium, M Stewart
Tel: 011-6467923
Email: spadewrk@mweb.co.za
Water and sanitation component:
Johannesburg Water, Wallace Mayne
Tel: 011-6881605
Email: wmayne@jwater.co.za
Santo Andre, Brazil
Executive Agency: The Greater ABC
Economic
Development Agency
Rua Laura, 543 – Vila Bastos, 0940-240,
Santo
André, SP
E-mail: grandeabc@osite.com.br
Executive agency team
Executive director: Engineer Celso Augusto
Daniel
Executive Secretary: José Carlos Paim Vieira
Research Coordination: João Bastista
Pamplona
Executive Board of Directors Advisors:
Nadia Somekh/Jeroen Klink
José Carlos Paim Vieira
Secretário Executivo da Agência
Tel: (11) 4992-7352
Fax: (11) 4437-2036
E-mail: jpaimgabc@osite.com.br
João Batista Pamplona
Coordenador de Pesquisa da Agência
Tel: (11) 4992-7352
Fax: (11) 4437-2036
E-mail: pamplona@agenciagabc.com.br
61
Resource Centre
14, School Lane, Nawala,
Rajagiriya, Sri Lanka
Tel: 94-1 879710 / 94 74 404259
Fax: 94-1 878 893
Email: sevanata@sri.lanka.net
Mr. N.S. Jayasundera
Deputy Municipal Commissioner
(Professional
Services), Colombo Municipal Council,
Town Hall
Colombo 07 Sri Lanka.
Tel: 94-1-681198
Fax: 94-1-671282
E-mail: munici@slt.lk
The City Development Strategy (CDS) is one of the two key approaches within the
Cities Alliance. The Cities Alliance was conceived in 1999 as a coalition of cities and
their development partners, committed to address urban poverty reduction as a
global public policy issue. Consultative Group Members are UN-HABITAT and the
World Bank, Associations of Local Authorities, and Governments.
A CDS is seen as an instrument to develop pro-poor urban governance in cities.
Ultimately, it is about participatory decision-making. For cities facing the challenges
of urbanizing poverty, increasing competitiveness and emerging pressures on
economic and environmental sustainability, the CDS provides a framework for
economic growth, making it sustainable and equitable through pro-poor policies,
strategies and actions. These CDS exercises have provided an opportunity for UMP
partner institutions to scale up the UMP city consultations in seven cities, and to
include the dimension of economic growth. The experience also provided important
lessons for adopting participatory processes involving all stakeholders in a CDS
exercise.
The UMP CDS approach is based on three important principles of enablement,
participation and capacity building. Empowering local authorities and other partners,
through enabling legal and institutional frameworks, is a necessary condition for the
CDS exercise. Without the participation of those at the local level - local authorities
and the urban poor - sustainable citywide strategies cannot be achieved. This
participation must be genuine, resulting in local ownership of the process. For that
participation to be meaningful, civil society organizations and city government
institutions need solid institutional and technical capacity.
The goals of a CDS process include a collective city vision and strategy, improved
urban governance and management, increased investment and systematic and
sustained reductions in urban poverty. The most important product of a CDS is a
citywide strategy that turns the city into an engine of equitable economic
62
development and has a direct impact on poverty reduction, local economic growth
and improved governance.
HIV/AIDS has become part of the permanent condition in human settlements around
the world especially in Africa and Asia. The highest incidence of HIV/AIDS is in cities
and towns. There is growing consensus that strategies to reduce HIV/AIDS must go
beyond health interventions because of its severe social consequences. The disease
exacerbates poverty, creates orphans, marginalises people and stigmatises those
afflicted and their families. It has also weakened the ability of local urban institutions
to deliver services because so many employees are affected at every level of society.
It is for this reason that last year, UN-HABITAT established a new initiative to involve
local governments in the struggle. Local governments are the authorities best placed
to lead, mobilise and co-ordinate a wider response at the local level in the fight
against HIV/AIDS. The initiative forms part of the Urban Management Programme
(UMP). The UMP’s overall aim is to develop and apply urban management
knowledge and to promote inclusive urban governance to alleviate poverty, improve
environmental conditions and enhance economic growth in urban areas.
UN-HABITAT, through its urban mandate, is ideally placed in the UN system to take
on HIV/AIDS using its wide network of partners, particularly at the municipal level in
towns and cities around the world. City administrations are often ill-equipped to
manage local strategies because of fragmentation of services, weak administrative
processes and poor dialogue between civil society, local and national government.
5.16 Regional Offices and Activities
The global Urban Management Programme Office is located within UN-HABITAT in
Nairobi, Kenya. There are four Regional Office and two sub-regional offices as
follows: The Regional Office for Africa in Abidjan, Ivory Coast and the East and
Southern Africa Sub-Regional Office in Johannesburg, South Africa, The Regional
Office for Asia and the Pacific in New Delhi, India, and the South Asia Sub-Regional
Office in New Delhi, India, the Regional Office for Arab States in Cairo, Egypt, and
the Regional Office for Latin America and the Caribbean in Quito, Ecuador.
63
Regional Offices
UN-HABITAT Headquarters - Nairobi,
Kenya
P.O. Box 30030, Nairobi, Kenya
Tel: (254-2) 621234
Fax: (254-2) 624266/624267
E-mail: habitat@unhabitat.org
www.unhabitat.org/
ROAAS, UN-HABITAT - Nairobi, Kenya
P.O. Box 30030, Nairobi, Kenya
Tel: (254-2) 623221
Fax: (254-2) 623904
E-mail: roaas@unhabitat.org
www.unhabitat.org/roaas/
UN-HABITAT Regional Office for Asia
UN-HABITAT Regional Office for Latin and the Pacific - Fukuoka, Japan
America and the Caribbean - Rio De
ACROS Fukuoka Building, 8th Floor
Janeiro, Brazil
1-1-1 Tenjin, Chuo-ku
Edificio Teleporto
Fukuoka 810, Japan
Av.PresidenteVargas,3131/1304
Tel: (81-92) 724-7121
20210-030 - Rio de Janeiro, Brazil
Fax: (81-92) 724-7124
Tel: (55-21) 2515-1700
E-mail: habitat.fukuoka@unhabitat.org
Fax: (55-21) 2515 1701
www.fukuoka.unhabitat.org
E-mail: portal@habitat-lac.org
www.habitat-lac.org
Liaison & Information Office: Geneva,
Switzerland
Liaison & Information Office: New
UN-HABITAT Office at Geneva/ Bureau
York, United States
du CNUEH(Habitat) à Genève
UN-HABITAT
International Environment House/
Room DC2-0943, Two UN Plaza
Maison Internationale de
New York, N.Y. 10017, U.S.A.
l'Environnement
Tel: (1-212) 963 4200
11-13 chemin des Anémones
Fax: (1-212) 963 8721
CH 1219 Chatelaine/ Genève
E-mail: habitatny@un.org
Tel: +(41 22) 917 86 46/48
Fax: +(41 22) 917 80 46
Liaison & Information Office:
64
Budapest, Hungary
UN-HABITAT Office
H-1124 Budapest
Németvölgyi út 41.2.Ép.1.1., Hungary
Tel: (36-1)-202-2490
Fax: (36-1) 356-0602 or
Tel/Fax: (36-1) 316-4604
E-mail: horcher@unhabitat.datanet.hu
Liaison & Information Office: Moscow,
Russian Federation
Habitat Executive Bureau
8 Stroitelei St., 2 Building
117987GSP-1, Moscow
Russian Federation
Tel: (7-095) 930-62-64
Fax: (7-095) 930-03-79
Telex: 411013 STROJ SU
E-mail: unhabitat@gosstroy.gov.ru
E-mail: habitatgva@unog.ch
Liaison & Information Office: Brussels,
Belgium
UN-HABITAT
14 rue Montoyer
1000-Brussels
Belgium
E-mail: unhabitat@skynet.be
Liaison & Information Office: Chennai,
India
UN-HABITAT
ChennaiOffice,Thalamuthu
Natarjan Building
Egmore, Chennai 600 008, India
Tel:(91-44)8530802
Fax: (91-44) 8572673
E-mail: unchssp@md2.vsnl.net.in
Liaison & Information Office: Beijing,
China
UN-HABITAT, Beijing Office
No.9 Sanlihe Road, Beijing 100835
People’s Republic of China
Tel: (86-10) 6839 4750
Fax: (86-10) 6839 4749
E-mail: unchspek@public.bta.net.cn
www.cin.gov.cn/habitat
Africa Region
In the recent wave of decentralisation in Africa, local authorities and other
stakeholders are working together to find ways to manage new responsibilities. This
process has been facilitated by UMP activities through the Regional Office for Africa
and city consultation activities have been completed or are underway in 39 cities
through the engagement of regional anchor institutions and local partners. Follow up
support to the city consultation has taken many forms depending on local
government resources and funding opportunities.
Arab States Region
The UMP Arab States Office is working in 21 cities in the region and has been
successful in improving the living conditions of the poor in many cities through the
city consultation process. These successes have been made possible by the
sustained collaboration between local UMP partners and the concerned
municipalities and by an advocacy approach that goes beyond the provision of
technical advice. UMP Arab States has also made a concerted effort to include
65
gender concerns into all its activities. This effort has resulted in modified city
consultation guidelines to include the gender dimension, and improved awareness
and coverage of the issue by the local media.
Asia and the Pacific Region
In Asia and the Pacific, decentralisation and local autonomy are gaining
momentum and with this the interest in capacity-building of local governments
is growing. The most recent experiences of UMP city consultations in Asia
have shown that the participatory urban governance approach is essential for
achieving improvements in existing urban conditions, processes and
institutions. The UMP Asia Regional Office has undertaken 20 city
consultations during Phase 3 and the outcome of these have indicated the
acceptance of participatory urban governance in Asian cities. Many cities have
been able to achieve significant success, which can be built upon and
replicated.
Latin America and the Caribbean Region
The city consultation methodology is well suited to the current situation in the Latin
America and Caribbean region. Given the high rate of urbanisation in the region
(73%), urban areas in LAC have important lessons for other regions in the world in
meeting the challenges of urbanisation. The UMP LAC Regional Office has been
active in 40 city consultations and has been successful in contributing to
institutionalising and formalising participatory governance in the region, as well as
having a positive impact on improving life and conditions for poor and excluded
communities. Mainstreaming a gender perspective has been an important
component of UMP activities.
6.0 Media & Events
Media Contacts
If you wish to get further information, please contact:
Sharad Shankardass,
Spokesperson Media & Press Relations Unit,
UN-HABITAT
Nairobi, Kenya
Tel: +254 20 623153/3151
Fax: +254 20 624060
E-mail: habitat.press@unhabitat.org
or
Ms. Zahra A. Hassan
Media Liaison
UN-HABITAT
Nairobi, Kenya
Tel: +254 20 623151,Fax: +254 20 624060, E-mail: habitat.press@unhabitat.org
66
Events
September 2003
29/9/2003 2/10/2003 Sustainable Cities
Programme / Local
Agenda 21 Global
Meeting 2003
Alexandria, For further information, please
Egypt
contact:
Chief, Urban Environment Section
P.O. Box 30030
Nairobi, Kenya
Tel: +254-20-62 3263/3164
Fax: +254-20-62 3715
E-mail: scp@unhabitat.org
theme :
“ENVIRONMENTALLY
SUSTAINABLE
URBANISATION”
Developing
Environmental
Planning and
Management
Capacities for Poverty
Reduction
October 2003
5/10/2003 8/10/2003 IFHP 47th World
Congress
Theme: Cities and
Markets, Shifts in
Urban Development
Vienna,
Austria
6/10/2003 6/10/2003 World Habitat Day
Theme: Water for
Cities
Rio de
Janeiro,
Brazil
International Federation for
Housing and Planning (IFHP)
Joke Bierhuys
IFHP Secretariat
Tel: +31 70 324 4557
Fax: +31 70 328 2085
Email: congress@ifhp.org
Website: www.ifhp2003.at
17/10/2003 22/10/2003 The 39th International Cairo,
Planning Congress
Egypt
UN-HABITAT
Mr. Amrik Kalsi
UN-HABITAT
Nairobi, Kenya
Email: whd@unhabitat.org
www.unhabitat.org
ISoCaRP
International Society of City and
Regional Planners
Judy van Hemert - Executive
Director
Willem Witsenplein 6, Rm 459a
2595 BK The Hague
The Netherlands
67
Tel: +(31-70) 346-2654
Fax: +(31-70) 361-7909
Email: secretariat@isocarp.org
http://www.isocarp.org
19/10/2003 22/10/2003 2003 International
Healthy Cities
Conference Belfast
Waterfront
Hall,
Belfast,
Northern
Ireland
City of Belfast and WHO European
Healthy Cities Network.
World Health Organization
Regional Office for Europe
8 Scherfigsvej, Copenhagen DK2100
Tel: +45 3917 1479
Fax +45 3917 1860
email:cop@who.dk
Belfast Healthy Cities
22-24 Lombard Street, Belfast BT1
1RD, N Ireland
Tel: +44 28 9032 8811
Fax: +44 28 9032 8333
email: info@belfasthealthcities.com
Happening
9 Wellington Park
Belfast
BT9 6DJ
N Ireland
Tel: +44 28 9066 4020
Fax: +44 28 9038 1257
email: kate@happen.co.uk
For more information go to:
www.healthycitiesbelfast2003.com
24/10/2003 26/10/2003 Mordern
Building 2003
Earth Berlin,
Germany
“Die Wille” gGmbH
“Die Wille” gGmbH
Kohlfurter Str, 41-43
D-10999, Berlin
tel:++49-30-617762-43
fax:++49-30-26476299
email: info@modernerlehmbau.com
www.moderner-lehmbau.com
November 2003
3/11/2003 5/11/2003 International
Conference on
Sustainable
Urbanization
Weihai,
China
68
UN-HABITAT
Ministry of Construction, China;
Weihai Municipality,
Strategies
Mr Jianguo Shen
Inter-Regional Adviser
UN-HABITAT
P.O.Box 30030, Nairobi
Tel:00254-2-623541
Fax:00254-2-624264email:jianguo.shen@unhabitat.org
7/11/2003 9/11/2003 Asian Conference on New Delhi,
Environmental
India
Education
Theme of Conference:
"Environmental
Education and Civil
Society"
Indian Environmental Society (IES)
23/11/2003 26/11/2003 World Wind Energy
Conference Renewable Energy
Exhibition 2003
For any enquiries contact:
The Registrar
Strategic Business Services (Pty)
Ltd
P O Box 1059, Bellville 7535
Tel: +27 21 914 2888,
Cape
Town,
South
Africa
Dr. Desh Bandhu President
Indian Environmental Society (IES)
U-112, Vidhata House,
Vikas Marg, Shakarpur,
Delhi - 110092
Phone: (011)
22046823/22046824/22450749
Fax: (011) 22523311
Email: iesenro@del2.vsnl.net.in
Fax: +27 21 914 2890
Email: registrar@sbs.co.za
69
Annexe 1
MILLENNIUM DEVELOPMENT GOALS
70
The eight Millennium Development Goals constitute an ambitious agenda to
significantly improve the human condition by 2015. The Goals set clear
targets for reducing poverty, hunger, disease, illiteracy, environmental
degradation, and discrimination against women. For each Goal a set of
Targets and Indicators have been defined and are used to track the progress
in meeting the Goals.
Goal 1: Eradicate extreme poverty and hunger
Goal 2: Achieve universal primary education
Goal 3: Promote gender equality and empower women
Goal 4: Reduce child mortality
Goal 5: Improve maternal health
Goal 6: Combat HIV/AIDS, malaria and other diseases
Goal 7: Ensure environmental sustainability
Goal 8: Develop a Global Partnership for Development
Goal 1: Eradicate extreme poverty and hunger
Target 1
Halve, between 1990 and 2015, the proportion of people
whose income is less than one dollar a day
Indicator 1
Proportion of population below $1 per day (PPP values)
Indicator 2
Poverty gap ratio [incidence x depth of poverty]
Indicator 3
Share of poorest quintile in national consumption
Target 2
Halve, between 1990 and 2015, the proportion of people
who suffer from hunger
Indicator 4
Prevalence of underweight children under five years of age
Indicator 5
Proportion of population below minimum level of dietary
energy consumption
Goal 2: Achieve universal primary education
Target 3
Ensure that, by 2015, children everywhere, boys and girls
alike, will be able to complete a full course of primary
schooling
Indicator 6
Net enrolment ratio in primary education
Indicator 7
Proportion of pupils starting grade 1 who reach grade 5
Indicator 8
Literacy rate of 15-24 year olds
71
Goal 3: Promote gender equality and empower women
Target 4
Eliminate gender disparity in primary and secondary
education, preferably by 2005, and to all levels of education
no later than 2015
Indicator 9
Ratios of girls to boys in primary, secondary and tertiary
education
Indicator 10
Ratio of literate females to males 15-24 years old
Indicator 11
Share of women in wage employment in the non-agricultural
sector
Indicator 12
Proportion of seats held by women in national parliament
Goal 4: Reduce child mortality
Target 5
Reduce by two-thirds, between 1990 and 2015, the underfive mortality rate
Indicator 13
Under-five mortality rate
Indicator 14
Infant mortality rate
Indicator 15
Proportion of 1-year-old children immunised against
measles
Goal 5: Improve maternal health
Target 6
Reduce by three-quarters, between 1990 and 2015, the
maternal mortality ratio
Indicator 16
Maternal mortality ratio
Indicator 17
Proportion of births attended by skilled health personnel
Goal 6: Combat HIV/AIDS, malaria and other diseases
Target 7
Have halted by 2015 and begun to reverse the spread of
HIV/AIDS
Indicator 18
HIV prevalence among 15-24-year-old pregnant women
Indicator 19
Condom use rate of the contraceptive prevalence rate
Indicator 20
Number of children orphaned by HIV/AIDS
72
Target 8
Have halted by 2015 and begun to reverse the incidence of
malaria and other major diseases
Indicator 21
Prevalence and death rates associated with malaria
Indicator 22
Proportion of population in malaria risk areas using effective
malaria prevention and treatment measures
Indicator 23
Prevalence and death rates associated with tuberculosis
Indicator 24
Proportion of tuberculosis cases detected and cured under
DOTS (Directly Observed Treatment Short Course)
Goal 7: Ensure environmental sustainability
Target 9
Integrate the principles of sustainable development into
country policies and programmes and reverse the loss of
environmental resources
Indicator 25
Proportion of land area covered by forest
Indicator 26
Ratio of area protected to maintain biological diversity to
surface area
Indicator 27
Energy use (metric ton oil equivalent) per $1 GDP (PPP)
Indicator 28
Carbon dioxide emissions (per capita) and consumption of
ozone-depleting CFCs (ODP tons)
Indicator 29
Proportion of population using solid fuels
Target 10
Halve, by 2015, the proportion of people without sustainable
access to safe drinking water
Indicator 30
Proportion of population with sustainable access to an
improved water source, urban and rural
Target 11
By 2020, to have achieved a significant improvement in the
lives of at least 100 million slum dwellers
Indicator 31
Proportion of urban population with access to improved
sanitation
Indicator 32
Proportion of households with access to secure tenure
(owned or rented)
Goal 8: Develop a Global Partnership for Development
Target 12
Develop further an open, rule-based, predictable, nondiscriminatory trading and financial system [Includes a
commitment to good governance, development, and poverty
reduction – both nationally and internationally]
73
Target 13
Address the Special Needs of the Least Developed
Countries [Includes: tariff and quota free access for LDC
exports; enhanced programme of debt relief for HIPC and
cancellation of official bilateral debt; and more generous
ODA for countries committed to poverty reduction]
Indicator 33
Net ODA, total and to LDCs, as percentage of OECD/DAC
donors’ GNI
Indicator 34
Proportion of total bilateral, sector-allocable ODA of
OECD/DAC donors to basic social services (basic
education, primary health care, nutrition, safe water and
sanitation)
Indicator 35
Proportion of bilateral ODA of OECD/DAC donors that is
untied
Target 14
Address the Special Needs of landlocked countries and
small island developing States (through the Programme of
Action for the Sustainable Development of Small Island
Developing States and the outcome of the 22nd special
session of the General Assembly)
Indicator 36
ODA received in landlocked countries as proportion of their
GNIs
Indicator 37
ODA received in small island developing States as
proportion of their GNIs
Target 15
Deal comprehensively with the debt problems of developing
countries through national and international measures in
order to make debt sustainable in the long term
Indicator 38
Proportion of total developed country imports (by value and
excluding arms) from developing countries and from LDCs,
admitted free of duties
Indicator 39
Average tariffs imposed by developed countries on
agricultural products and textiles and clothing from
developing countries
Indicator 40
Agricultural support estimate for OECD countries as
percentage of their GDP
Indicator 41
Proportion of ODA provided to help build trade capacity
Indicator 42
Total number of countries that have reached their HIPC
decision points and number that have reached their HIPC
completion points (cumulative)
Indicator 43
Debt relief committed under HIPC initiative, US$
Indicator 44
Debt service as a percentage of exports of goods and
74
services
Target 16
In co-operation with developing countries, develop and
implement strategies for decent and productive work for
youth
Indicator 45
Unemployment rate of 15-to-24-year-olds, each sex and
total
Target 17
In co-operation with pharmaceutical companies, provide
access to affordable, essential drugs in developing
countries
Indicator 46
Proportion of population with access to affordable essential
drugs on a sustainable basis
Target 18
In co-operation with the private sector, make available the
benefits of new technologies, especially information and
communications
Indicator 47
Telephone lines and cellular subscribers per 100 population
Indicator 48
Personal computers in use per 100 population and Internet
users
75