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Shuaib Lwasa
Department of Geography
Makerere University
UGEC 2010 16th October 2010
Introduction
Understanding Institutions
Mechanics of institutions
Character of cities, actors and spheres of decision making
Innovation for sustainability
Conclusion
© 2007 David Sasaki
Urbanisation
Institutions are more than organizations and structure
Rules of engagement' determining the nature of relations, authority and power in decision making
Decision making spheres interwoven and diverse
Decisions for sustainable urban development; Action and or lack of such impacts urban systems
and people
Within a hierarchy and operating in many spaces
Decisions framed largely by legal instruments
Upstream and downstream relations
Traditional top-down but increasing evidence of “botto-up”
Constraint
Constraint
Noise
Noise
Scale
Macro-
Meso-
Micro-
Example
Household
Municipality
City council
Actors and spheres of decision making
Neighborhood
Municipality
Urban corridors
City
Valparaiso Chile: UGEC ViewPoints 4 October 2010
5 Municipal councils
1 city council
18 Ministries
3 Public transport operators
Two million dwellers
7 waste management companies
100 large industries
10 real estate operators 2 energy
companies
1 water supply company100s of
contractorsCivil society organizations
ResearchersLeadership in
knowledge generation
Elected Officials (national and
local)Wield power to guide decisions
City management
officialsStrategic and
routine guidance?
CommunitiesReceivers? Served? Adhere?
Private sector,
industrialistsInternational organizations
Formal and informal
Informality of the formal and formality of the informal
Decisions and planning policy; official, unofficial and official-unofficial
Slow policy response on sustainable development
Policy &Policy &SolutionSolution
CrisisCrisis
ManagementManagementAction as a FixAction as a Fix
AssessmentAssessmentor Pseudo? or Pseudo?
Report StoredReport StoredOn shelf On shelf
NextNextCrisisCrisis
Forgetting
• Innovation “change and or development of alternate systems enabling creativity based on local adaptation needs”
• Mainstreaming incentives
• Identifying leverage points; e.g. from projects to programs
• Redefining community role in decision making• Expansion of decision sphere? Side by side formal and
informal operations?
• Bridging the gaps between institutions: UNUF
Champions, tradeoffs and co-benefits
Multi-actor knowledge platforms and knowledge bases
Debunking the formal and informal rules
Redefining and pursuing common interests
Innovatively closing ‘capacity gaps’
Institutional adaptation
Caveats
Urban inclusiveness
Mainstreaming systems for maintenance and replacement
Responding to dynamics of demand and need
Understanding rules of engagement is important
The multi-actors and rules drive urban development programs to widely differing directions
Institutional innovation will have to involve creating spaces for the majority in decision making
Internal weaknesses of legally established institutions must innovate and attend to outcomes