1. Training Workshop Sustainable Development Strategy for Larnaka
1rst Session:
MEDCITIES USUDS TOPICS
Mediterranean Network for the Promotion of
Urban Sustainable Development Strategies
This document has been produced with the financial assistance of the European Union. The contents of this document are the sole responsibility of USUDS Network and can under no circumstances be regarded as reflecting the position of the European Union
12-14/12/2012
Larnaka Cyprus

2. The Mediterranean is an urban region
The city has become the human habitat
The future depends on the future of the city
Transportation and commerce
Manufacturing
Leisure
Innovation
???
CULTURE
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3. The recent history in the Mediterranean
Rapid urban growth
Emergence of urban dysfunctions (territorial, social, economic, environmental...)
Not suitable governance and administrative systems
Governments (local and national) needs to be aggressive in order to attack these dysfunctions and to promote the cities
CSDS is an appropriate tool to support this needed change
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4. CSDS benefits for Larnaka
Municipal leadership
Government multilevel coordination
Involvement of urban stakeholders
Consensus on key themes
Partnership (public & public / public & private)
Capacity to adapt to changes (internal & external dynamics)
Coherent medium-term projects with long-term goals
Identification, design and start up of strategic projects (capability to produce changes)
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5. Main features (1/2)
The complete implementation of Larnaka Sustainable Development Strategy will be a long term process (10 to 20 years). Nevertheless short term strategic projects should be included for tangible results.
The implementing bodies of strategic projects are not only local or national administration. Private & public agents, as private enterprises, communities, foundations, universities, entrepreneurs organisations, trade unions, research centres, should be committed to implement specific projects. New tools for Strategy implementation will be joint PPP actions in many cases.
Any SDS must be focused on all population, including slum dwellers and/or origins. Nevertheless SDS treatment (approaches, participation methods, etc) can differ for each sector.
Youth and women should be considered as relevant to define population needs and economic and social strategic policies.
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6. Main features (2/2)
Decisions need consensus, which implies conflict management, mainly on land market, property rights and rights of development.
Communication and awareness of citizenship & city stakeholders of SDS project shall be made from the project starting.
Pre-diagnosis, the first step of a SDS is mainly a picture of the city on needs, strength, weakness, trends and behaviors: It is both a quantitative and qualitative approach, Sectors with a strong strategic component as mobility, environment, social inclusion, infrastructure, territorial uses or local economy shall be included.
City vision of future, objective of the SDS, shall not be a projection of actual trends or existing city opportunities. The city vision is a result of an exercise of realistic willingness of citizenship.
Financial resources needs and sources of financing appraisal shall be considered as a relevant factor of decision from the first steps of the SDS.
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7. CSDS is practicality
A City Sustainable Development Strategy is not just a technical work. It is mainly a political process for defining with city social and economic agents its desirable future and how to get it through implementing specific strategies and strategic projects.
A main result of a CSDS is increase the capacity of the municipality to MANAGE CITY LONG TERM.
A CSDS is at the end a list of strategic projects to do, through a appropriate project implementation MANAGEMENT
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8. Management levels of CSDS building
USUDS proposes two levels of management: political and technical
a) Political
Mayor
Municipal Council
Core USUDS institutions nucleus (association, municipal group, foundation, etc)
Instituted core group (recommended) : Steering Committee
Consultation Committee (Civil society participation body)
Sectorial working groups (participation of experts & city stakeholders)
b) Technical
Mayor or Mayor’s political representative
Project Lead Coordinator
Municipal staff implicated
Local Team Coordinator
Local Sectorial Experts
International Expert Adviser
Technical Steering Committee (recommended)
Project lead coordinator (municipal staff)
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9. CONSULTATIVE COMMITTEE INTERNATIONAL CONSULTANT
Work structure
MAYOR
CONSULTATIVE COMMITTEE
STEERING COMMITTEE
USUDS NETWORK
PROJECT COORDINATOR
INTERNATIONAL CONSULTANT
TECHNICAL TEAM
WORKING GRUPS
...
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10. USUDS Project objectives
The overall objective of the action is to promote the sustainable development and the social cohesion of Mediterranean cities through the use of urban sustainable development strategies (USDS) and networking.
The specifics objectives are:
create a network of cities interested in building strategies for urban sustainable development
develop three new Urban Sustainable Development Strategies (CSDS) in Sousse, Saida and Larnaka.
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11. Project summary Partners Three new CDS
Larnaka
Sousse
Saida
Three new CDS
Metropolitan Area of Barcelona
CIEDES Foundation (Málaga)
Sfax City Council
Al Fayhaa Urban Community
Larnaka Municipality
Sousse City Council
Saida Municipality
Three Knowledge Transference Centers
Málaga (KTC on Methology and best practices)
Sfax (Magrhib Antenna for Dissemination and News CDS)
Al Fayhaa (Middle East Antenna for Dissemination and News CDS)
Associated partners
Barcelona City Council
Izmir Metropolitan Municipality
Tirana Municipality
Marseille City Council
Ancona City Council
GIZ
Diputacion Barcelona (Province)
Hariri Foundation SUH (Lebanon)
Technological Platform
situated in Barcelona and partner Cities
Collaborative work
Networking
e-Learning (based on P2P experience)
Data and documental base
Visibility
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12. USUDS networking objectives
Reinforce the cooperation mechanisms among Mediterranean cities and promote experience sharing among those who have already developed UDS experiences, also offering on-line consultancy, technical assistance and training missions to those wanting to begin.
Train those cities interested in launching and developing their own UDS through specific encounters and through a set of training documents and on-line tools to facilitate their work.
Work together to develop methodologies to define urban development strategies and social cohesion strategies. Transmit best practices from other cities in the world.
Tackle key development issues for cities that are, at the same time, key issues in the development of the Mediterranean region.
Impulse Joint Work Programs for Urban Development with interested International National Institutions.
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13. Networking Platform 2.0
The specific objectives of the Technological Platform are:
To promote collaborative exchange between network members
To provide an effective instrument for the exchange of experiences
To facilitate the decentralized work of different Knowledge Transfer Centres
To ensure the maintenance and updating of on-line information of the Resource Centre.
To support the work of Saida, Sousse and Larnaka in the their USUDS building
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14. A methodology to serve a purpose
Main goal of USUDS
Transforming the city by executing projects and aligning the strategic objectives of the different agents
Social and economic agents (such as unions, entrepreneurs, administrations, associations, etc.) become active players in the urban transformation
Strategy must territorialize: different territories for different societies
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15. A focalised methodology…
To describe the real (objective) situation of the city (citizens, organizations…)
To identify the key issues of the development of the city
To outline the future of city with consensus
To elaborate strategies to build this future
To define projects to transform the city
To establish a set of tools for its implementation
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16. Plan means project Territorial development model
Territorial projects with a social impact
Social projects with a territorial impact
Territorial development model
Social development model
Territorial projects with a economic impact
Social projects with a economic impact
Economic projects with a territorial impact
Economic projects with a social impact
Economic development model
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17. The main phases Foreseen timetable in the GAF, it will be modified
3 months
2 months
3 months
1 month
5 months
2 months
ORGANISATION
PRE-DIAGNOSTIC
STRATEGIC DIAGNOSTIC
SCENARIOS
STRATEGIC FRAMEWORK
ACTION PLAN
MONITORING
EXECUTING EVALUATION
Workshops
Public meetings
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18. DIGNOSTIC ABOUT KEY ISSUES
Expected results
DESCRIPTIVE MEMORY
DIGNOSTIC ABOUT KEY ISSUES
Strategic Projects
Funding
Work plan schedule
Implementation tools
ACTION PLAN
MISSION / VISION STRATEGIC OBJECTIVES
IMPLEMENTATION, MONITORING & EVALUATION STRUCTURE
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19. The objective of strategic urban planning is not to approve a good technical document, but to transform the city
Project management is also strategy
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