•
•
• •
•
•
•
•
Enhancing and Maintaining Our Urban Forests The City and County of Honolulu
Office of Climate Change, Sustainability and Resiliency www.ResilientOahu.org
2018 July | Singapore 100 Resilient Cities Asia Pacific Implementation Training Workshop
• • • •
Remaining Rooted: Ensuring Long-Term Affordability for Island Residents Bouncing Forward: Fostering Resilience in the Face of Natural Disaster Island Innovation & Exposure: Tackling Climate Change by Reducing Emissions and Adapting to Impacts Laulima: Leveraging the Strength and Leadership of Communities Cross-cutting theme:
Fiscal Alignment and Performance Management From Policy to Practice, Programs, and Projects
DISCOVERY AREAS
City Resilience Framework
Key stresses: climate change impacts (i.e., increasing heat), aging infrastructure Key shocks: rainfall flooding, heat wave
+Value: Equity & Engagement
Finding and Making Opportunities
Owners, Approvers, Partners, Beneficiaries
‌ and others‌
Data, mapping and analysis, methods, environmental engagement and financing‌ any others?
City Budget and Agencies + Recommended 100RC Platform Partners http://www.100resilientcities.org/partners/
Honolulu: Enhancing and Maintaining Our Urban Forest The City and County of Honolulu
Office of Climate Change, Sustainability and Resiliency www.ResilientOahu.org
2018 July | Singapore 100 Resilient Cities Asia Pacific Implementation Training Workshop
TRAFFIC CALMING AT CORE HERITAGE AREA
MOHD RIDHWAN MOHD ALI RESILIENT MELAKA MELAKA HISTORIC CITY COUNCIL
PROJECT DESCRIPTION (CHALLENGE, INTERVENTION, SCALE) • Melaka’s core heritage area attracts millions of visitors every year. Heavy traffic, street parking and narrow road increase risk of vehicular accidents.
• Proposed action are by building raised intersection, creating pedestrian alleyway / street art at back lanes. • The change mainly focused at heritage neighbourhood area.
PROJECT OBJECTIVE • This project aims to encourage and increase walk-ability in the area. • Visitors can move around safely and use the back lanes as new attraction and alternative route to move around heritage area. • This project have potential to be a catalyst in effort to pedestrianize the main road in the area.
RESILIENCE VALUE (TARGET SHOCKS / STRESSES, CO-BENEFITS, EQUITABLE OUTCOMES) • This project helps reduce traffic congestion at heritage core and increase walk-ability among visitors. It also potentially attracts new entrepreneur to open up their business in the area. • Less vehicles means more landscape creativity spaces. Back lanes would be city a new attractions area while being an alternative path to
STAKEHOLDERS (OWNERS, APPROVERS, PARTNERS, BENEFICIARIES) • Preservation and conservation at Core heritage area is under Melaka Historic City Council (MBMB) jurisdiction. Therefore, MBMB is the best agency to lead the design and delivery of the project. • A synergy between MBMB with local residents, business owner and corporate companies that willing to provide CSR funds for the project will play a critical roles in making it a success.
• These activities in return would benefit the local residents and business owners in the area. It also helps to amplify tourism activities.
BUDGET / FUNDING RESOURCES AND COMMITMENTS • Every year Melaka celebrate anniversary of its recognition as UNESCO World Heritage City. In 2017, MBMB has budgeted RM500,000 for the celebration. This year, MBMB budgeted RM350,000 for the programs and activities for the anniversary. • MBMB collects Heritage Tax every year from hotel guests. In 2017, MBMB collects about RM3.2 millions from the exercise. 40% of the collections (RM1.3 millions) are used by MBMB to enhance UNESCO site. • Departments that managing this funds has given their commitments to give serious considerations on Resilient Melaka proposal for the pilot project that could help improve and brings good impacts in core heritage area. • Approach businesses that willing to do CSR projects in core heritage area.
ANTICIPATED BARRIERS AND RISKS • BARRIERS a) Limited budget and funding available / approved for the project. • RISKS a) Getting full support from the local residents to self-maintained the back lanes once the project has been done. b) The projects are prune to vandalism.
How can we improve the governance and management capacity of Jakarta?
How can we create “culture” of preparedness Habit of preparedness to deal with shocks and stresses?
How can Jakarta’s health and wellbeing be improved through better clean water, waste water, and solid waste management?
How can Jakarta’s mobility and connectivity be improved?
How can Jakarta improve the social cohesion?
• • • •
Community Economic Development
• Business development • Urban farming skills training, • Healthy culinary skills training
Enhancing Human Resource Competitiveness
• • • • • •
Improving Health and Environmental Aspect
• Center for program of family plan (KB) • Health conscious society movement (PHBS) • Sanitation & waste bank • Anti riot and drug prevention program
• •
• • •
Violence complaint center Center for tutorial activities Foreign language learning center Sports and arts activities Religious workshop/discussion Educational program A, B, C
• • •
o
o
o
How can we improve the governance and management capacity of Jakarta?
1
o
o
How can we create “culture” of preparedness Habit of preparedness to deal with shocks and stresses?
2
How can Jakarta’s health and wellbeing be improved through better clean water, waste water, and solid waste management?
3
How can Jakarta’s mobility and connectivity be improved?
4
How can Jakarta improve the social cohesion?
5
▪ ▪ ▪ ▪ ▪
▪
•
▪ ▪ ▪ ▪ ▪
• •
▪
• • •
• •
•
• •
• •
•
•
• •
• • • •
•
• • • • • •
•
•
•
• •
•
•
•
• •
Promotion Project for Urban Functions Location
・Population： ４１８，６８６
・Area： １，２４１．８５km2 ・Born by 7 municipalities merger in 2005
Toyama’s Compact City Structure COMPACT CITY TOYAMA
Toyama City, Japan
Project Description (challenge, intervention, scale) 1 Resilience challenge that Toyama City seek to address
“Disappearance of urban function caused by Depopulation and Super Aging” ・The city has started “Compact City” development to stop the outflow of population to the suburbs and to suppress the low population density in urban areas. ・ Behind the success of the development in CBD, several rural areas, though they are designated residential promotion areas, are clearly suffering from the depopulation and super aging, and it accelerate to shrink the local commercial scale and quality of service since the necessary urban functions are disappearing.
2 The action that will help Toyama City get there Grant to promote the sufficient function location ・Promotion of urban functions locations for the piling up and moderate location of the urban functions.
3 The level at which the change is meant to happen. ・Directly local residents in suburban areas, secondly whole citizens
COMPACT CITY TOYAMA
2017
‐61‐
Project Objectives
The overarching goals of the project and impact for achievement
Aims the creation of Toyama’s Compact City Structure by featuring each urban functions with accumulated population.
COMPACT CITY TOYAMA
‐62‐
Resilience Value (target shocks/stress, co-benefits, equitable outcomes) 1 Key Shocks and Stresses (PRA identification) -Depopulation -Super Aging
2 Other dividends or multiple benefits
-Empowered each local community caused by condensed population. -Enhanced urban value, urban landscape by avoiding empty spaces or abandoned buildings.
3 Our endeavor for equitable outcomes ① For the creation of sustainable commercial strength at each targeted area, - Encouraging citizens to move to each targeted area ②For the piling up the population at each targeted area, - Revitalizing a public transportation, including an introduction of LRT ③For enhancing the total strength of the city, - Increased Tax revenue brought by the enhanced land prince in CBD will be distributed to rural area development. COMPACT CITY TOYAMA
‐63‐
Stakeholders (owners, approvers, partners, beneficiaries) ・ Project Owners
-City (Urban development department) -Business Owners/ Entrepreneurs -Land owners -Local Community
・ Approvers N/A
for the project
・Partners of the project -Retailers association -Business owners -Local community ・Beneficiaries -Local residents
COMPACT CITY TOYAMA
‐64‐
Budget/ Funding Resources and Commitments ・Funding resources and Commitments to advance the project The project has authorized by the city assembly, and resourced by the city find. Subsidy rate and limit Rate：1/2 of construction cost for building Limit：See the table below(roughly10% of construction cost ） Type
Limit
70million JPY Toyama Light Rail（2006. Apr.) (0.7M USD)
Supermarket Drugstore
30million JPY (0.3M USD)
Convenience store
10million JPY (0.1M USD)
100% covered by the city fund
・Related funded projects - Business owners also utilize other loan interest support menu of city. (Project of Labor and Commercial Dept.) COMPACT CITY TOYAMA
‐65‐
Anticipated Barriers and Risks
- Insufficient piling up of population in the designated suburban or rural areas - Unbalanced piling up population (only concentrated into CBD) -Inactivity of local community
COMPACT CITY TOYAMA
�66�
Summary ➢ Toyama city has started “Compact City” development since around 2007 to stop the outflow of population to the suburbs and to suppress the low density in urban areas. ➢ Toyama’s compact city strategy aims for a urban structure which accumulate population and urban functions inside the targeted area in the suburbs in addition to CBD. ➢ In recent years, although the citizen’s habitation orientation has changed from a suburban towards the city center, several extensional designated residential promotion areas has started to suffer depopulation, and it has become difficult to sustain the essential urban functions. ➢ Citizen’s complains might be a deterrence for compact city development since citizens living in such areas are forced inconvenient lives with insufficient locations of supermarket or clinic. ➢ For promotion of ideal urban function location, the city is ready to subsidize business owners who open the store, but no results so far. COMPACT CITY TOYAMA
‐67‐
67
APAC – Implementation Workshop
Resilience Project – Mula-Mutha River Conservation & Riverfront Project, Pune -
Ganesh Sonune, Deputy Commissioner, PMC
-
Magesh Dighe, Environment Officer, PMC
-
Mahesh Harhare, CRO
Project Background Mula Mutha River Conservation and Riverfront Development • About Pune city o
Pune’s population : 3.5 mn, area: 250.56 sq km and is administered by Pune Municipal Corporation (PMC)
• Mula-Mutha river system o
o
Length of Mula and Mutha rivers traversing through PMC ~ 44 km and widths ~ 80 m to 250 m Two adjoining cities (Pune and Pimpri Chinchwad) have created pressure on these rivers.
• Mula-Mutha river is one of the 302 polluted river stretches of India* o o
Pollution due to - dumping of solid & liquid waste within and upstream of city PRA of Pune identifies river pollution as a critical challenge and need for integrated and comprehensive river management strategy.
• PMC has also taken up this issue in a more comprehensive way as “Water Cycle Management” which includes three important projects o
(i) 24x7 water supply for PMC area, (ii) Pollution abatement of Mula - Mutha rivers and (iii) Mula Mutha River Conservation & Riverfront Project
*Central Pollution Control Board (CPCB) of Government of India.
Project Description – Pune City map showing rivers Mula Mutha River Conservation and Riverfront Development
PimpriChinchwad City Boundary
PimpriChinchwad City Boundary
Pawana Dam
Priority Project Stretch
Project Stretch – 2 Shantinagar Area – 4.16 km
Project Stretch – 1 Aundh Baner Smart City Area 6.32 km
Mula River 22.2Km
Project Stretch – 4 Bund Garden Area – 6.54 km
Mula-Mutha River 11.8Km
Mulshi Dam
Mutha River 10.4Km Project Stretch – 3 Sangam to Lakadi Pul Area – 5.3 km
Temghar Dam
Warasgaon Dam
Khadakwasla Dam
Pune City Boundary
0
Panshet Dam
0.5
1
KM
2
Project Objectives Mula Mutha River Conservation and Riverfront Development
• In order to address the issues of frequent flooding, erosion and pollution as well as to create meaningful public realm along the river, the PMC has taken up this project. The 44 km of river passes through PMC, along Pimpri-Chinchwad city and Khadki Cantonment Board. • Objectives of the Project o
Create and ensure ownership for river management through a Special Purpose Vehicle (SPV)
o
Clean the River and make it pollution free
o
Reduce risk of flooding
o
Create a continuous public realm along the river
o
Retain water and Improve city’s access to the riverfront
o
Impact lives of Pune citizens – through social cohesion, quality of Life, water management and flood
management o
Integrate heritage structures, current activities, parks and gardens
Resilience Value Mula Mutha River Conservation and Riverfront Development Under PRA - Urban Environment has been identified as one of the Discovery Areas, within which Water body management is sub discovery area
Diagnostic questions around key stresses to be addressed in Phase-II
• • • •
Expected outcomes With SPV structure, citizen involvement - Increased ownership towards owning and managing river system by all stakeholders Bringing people to the river, thus creating social landscape Increasing awareness among all stakeholders of the importance of the natural ecosystem 100RC is evaluating options for city to city partnership for knowledge sharing and capacity building – options – Rotterdam, Paris or Singapore.
Pune Riverfront Development Project
Existing
Proposed HCP Design, Planning & Management Pvt. Ltd., Ahmedabad & Center for Development Studies and Activities, Pune for Pune Municipal Corporation
(Rural riparian )
Pune Riverfront Development Project
Existing
Proposed
HCP Design, Planning & Management Pvt. Ltd., Ahmedabad & Center for Development Studies and Activities, Pune for Pune Municipal Corporation
(Urban riparian )
Pune Riverfront Development Project
Existing
Proposed HCP Design, Planning & Management Pvt. Ltd., Ahmedabad & Center for Development Studies and Activities, Pune for Pune Municipal Corporation
(Urban )
Stakeholders (owners, approvers, partners, beneficiaries) • Project is owned and lead by PMC with support from District Collectorate of Pune, Pimpri-Chinchwad Municipal Corporation and Khadki Cantonment Board • Other stakeholders involved and benefitted
o
o o o
o
Topographical Survey
Draft Master Plan
Geotechnical Investigation
PART 1 – FEASIBILITY STUDY
o
Citizens – especially vulnerable class of society living along the river stretch NGOs working in river conservation, climate change etc.: Center for Environment and Education (CEE) and JIVIT Nadi (literal meaning Live River) Business entities located within 500 m distance from river bank Mahratta Chamber of Commerce and Industries(MCCIA) Maharashtra Pollution Control Board (MPCB) Professional organizations like Institute of Town Planner Pune, Ecological Society – Pune, Institute of Engineers Office of Chief Resilience Officer (CRO) for Pune city
Kick off meeting Task Review+ Project Scheduling
Hydrology & Hydraulics
Vision & Objectives Identification
SPV Formation
Draft DPR Base Map Final EIA
Area Assessment Environmental Monitoring
Statutory Approvals
Draft EIA
Public Consultation-2 (Expert’s Discussion & Workshop)
Final DPR
Concept Master Plan
Public Consultation-1 (Opinion Survey) Existing Condition Analysis
PART 2
o
Project stages & approvals required
Master Plan
DETAILED DESIGN AND IMPLEMENTATION OF PROJECT
DPR
Statutory Approvals
Budget Funding and Resource Commitments • Capital cost of the Project is INR 26.0 bn and the O&M cost is around 5% of the capital cost • Out of total 44 km stretch, plan is to implement project in two phases o
Phase- I comprises of four stretches – 22.3 km
• Project Financing through o o o
PMC own contribution, State / centre’s contribution Land Value capture mechanism Property value appreciation through property tax rationalization
Priority Project Stretch
Project Stretch – 2 Shantinagar Area – 4.16 km
Project Stretch – 1 Aundh Baner Smart City Area 6.32 km
Project Stretch – 4 Bund Garden Area – 6.54 km
Project Stretch – 3 Sangam to Lakadi Pul Area – 5.3 km
• Other ways to explore o o
If multilateral funding/debt available Municipal bonds – PMC has recently raised bonds for 24x7 water supply projects
0
0.5
1
KM
2
Anticipated Barriers and Risks Mula Mutha River Conservation and Riverfront Development • Institutional and related to river stretch o
There is complex institutional structure in terms of ownership and management of rivers. Coordination among these authorities is a quite challenging task.
o
Pollution due to solid and liquid waste caused by Rural/ semi urban areas on the upstream side of river before entering PMC
jurisdiction (~ 6 km stretch of Mutha and ~ 40 km stretch of Mula) o
Discharge of liquid waste leads to growth of water hyacinth at a large scale, leading to loss of riverine biodiversity and habitat loss.
• Project structuring and implementation challenges o
Bringing all key agencies and stakeholders on the same platform and making them part of the SPV, fixing responsibility each.
o
Acquisition of around 81 Ha of land, which could be a challenging task and the funding required for the same.
o
Generating finance for the project, to the tune of INR 26.0 bn is critical, followed by ensuring regular funding for the operation and maintenance.
o
In future, the PMC limits will be expanded by addition of surrounding villages, leading to increase in length of the river stretch falling in the project area.
o
There is existing infrastructure within some parts of the river cross section, which need to be changed, demolished and redesigned. It can receive opposition from citizens and politicians.
Expectations from 100RC Mula Mutha River Conservation and Riverfront Development • Learnings from peers on SPV structure • Exploring various ways of IEC strategies to address following o
Citizen awareness and bringing people to the river, thus creating social landscape
o
Collaboration with all stakeholders on the importance of riverine and riparian ecosystem
• Exploring various options of Financial mechanism • Evaluating options for city to city partnership for knowledge sharing and capacity building – For instance Rotterdam, Paris or Singapore experiences
Thank You.
Hello, Greetings from Accra A City in the West African country of Ghana with about 2Million Resident Population and an Additional 2Million Day Time Population. Accra stands to Assert Itself as an Inclusive Community of People from Every Walk of Life with the Vision to becoming Resilient, Smart and Livable
Accra Trotro Upgrading Project ASIA PACIFIC IMPLEMENTATION WORKSHOP 11TH – 12TH JULY 2018 AKUA & ALEX
Project Description 01
Resilience Factor to be Addressed Making the Public Transport System of Accra Resilient
Level for Change to Happen
by Reducing GHG Emissions through an Upgrade of
A Greater Accra Metropolitan Area Wide
Paratransit Operations to Good Quality
Intervention is Expected
Transportation
02
03
Actions that Will Help Accra Get There 1. Business Model Transformation for Paratransit Operations 2. Driver Training for Safety 3. Quantity Regulation to Ensure Quality
Project Objectives
01
Project Objectives 1. Improving the quality of
paratransit services to support mass transit
02
Project Impact 1. Increased quality of paratransit service delivery 2. Time-based renewal of rolling stock
2. Increasing efficiency level of
3. Elimination of ‘penny war’
regulation for to improve
approach to paratransit
compliance and safety
driving to ensure safety
01 Resilience Value
02 Other Dividends
Key Shocks & Stresses
1. Re-organisation of paratransit
1. Inefficient Transportation
operators for improved service
System (Congestion)
delivery
2. Flooding (GHG Emission
2. Re-orienting paratransit systems
from Old Public Transport
to support mass transit (reduced
Vehicle)
congestion)
Target Shocks/ stresses, co-benefits, equitable outcomes
03 Equitable Outcomes 1. Reinforcing relevant primary and secondary drivers of resilience: a. Provide reliable communication and mobility b.
Ensures continuity of critical services (accessibility)
c. Supports livelihood & employment d. Improved air quality
01 02
CITY LEAD/APPROVER INTERNAL PARTNERS/ APPROVERS
Transport Operators
Stakeholders Owners Approvers
Greater Accra Passenger Transport Executive
03
EXTERNAL PARTNERS
04
BENEFICIARIES
Partners Beneficiaries
1. 2. 3.
Public Transport users Transport Operators Commuters
Ministry of Local Government & Rural Development
Budget Funding Resources Commitments
01
SECO USD 6Mio Funding for Ghana Urban Mobility & Accessibility
02
French Development Agency USD 1.5Mio Support for Data
The World Bank is Currently Scoping Activities for Trotro
Collection on Public Transport
Interventions including improving key portions of the road network
Improvements
to directly benefit Trotro Operations
1. A Slow Down in the Procurement Process for the
Anticipated Risks and Barriers
Ghana Urban Mobility & Accessibility Project
2. Uptake of New Business Models to be Introduced for Paratransit Operations 3. Limited Commitment of Local Funds by Government 4. Politicisation of Mobility Initiatives
THANK YOU
Singapore Working with the Community on Flash Floods
Climate Change and Flash Floods
Strategies & Plans Climate Action Plan
Sustainable Singapore Blueprint
Towards a City in Nature
Urban Density
City in Nature City of Gardens and Waters City in a Garden Garden City
Liveability Copyright Š Centre for Liveable Cities
Greening the City 1986 1986
Long-term planning for a sustainable Environment • Between 1986 and 2010, despite growth in population from 2.7 million to 5 million, Green Cover in Singapore grew from 35.7% to almost 50% Increase accessibility to parks • 0.8ha of parks per 1,000 residents • At least 85% of our residents can live within 400m of a park by 2030 • 101 hectares set aside in the city centre for Gardens by the Bay Green Mobility • Park Connector Network: Extend to 360km by 2020 • 24km rail corridor
2010
2010
Flood Management in Singapore
ABC Waters Programme Greewood Sancturary
Source: PUB, Singapore’s water agency
Rain garden at Balam Estate
Kallang River@Bishan-AMK Park Before Transformation
After Transformation
Source: PUB, Singapore’s water agency
Flood Plain Approach
Source: PUB, Singapore’s water agency
Flood Management in Singapore Approaches Physical
o o o o
Enhancing Public Awareness
o
Public Engagement/ Education
o o
o
o
Challenges
Source-Pathway-Receptor system Build up capabilities of the (private) development in designing storm water drainage system Regime in place to ensure proper operations and maintenance of drainage system Deployment of water sensors for drainage monitoring
o
SMS alert system for early warnings of heavy rains and rising water level in drains and canals. MyWater app (PUB), MyENV app (NEA), to allow public to get real time information on floods + updates on social media
o o
Educating public through print and social media Providing assistance to pump out floodwater during flood upon request Provide technical advice to residents and building owners
o
o
o
o
Greater drain capacities needed with climate change and development (land use concerns) Maintenance and cost concerns
SMS alert system may be susceptible to technical glitches Apps might not adequately cover the elderly or very young children Challenge of response time for issues such as flash flood
Getting residents to internalise flood warnings and response actions Having communities taking ownership, and developing networks
Exploring a Community Design Approach • Not sustainable nor resilient for Singapore to take a zero-tolerance approach towards flooding. • Given the impacts of climate change, continuing urban development and risks of more flash flood events as a result, how can we get the community and stakeholders to better understand these implications and be more involved in our flood management system • Proposal: To pilot a community design and engagement approach to co-create flood management solutions at a pilot site.
Desired Outcomes (“Resilience Value”) • Create greater awareness and understanding of the challenges, risks and implications of climate change and flooding • Build and strengthen community networks and resiliency to self organise as first line of defence during flash flood • Leverage and harness local communities for innovative solutions and ideas • Aim to achieve multiple benefits (or resilience dividends) from ongoing or planned infrastructural projects
Low Lying Neighborhood
Pockets of underutilized spaces
Vacant land planned for future use
Redevelopment plans for existing infrastructure
Key Questions • How can the community in the neighborhood be engaged to better understand the risks of climate change and implications on their community and as individuals – flash flood occurrences? • How can the community be brought on board to co-create and have greater sense of ownership of solutions to address flash flood occurrences? • How to mobilize the community and stakeholder to self organize as first line of defence during crisis? • What are alternatives or additional approaches for flood management that can be explored and adopted on site?
Stakeholders Public Sector
People and Private Sector
Water and Flood Management
PUB /MEWR
Climate Change
NCCS/ MSS(NEA)
Planning and Land use
URA & SLA
Roads
LTA
HDB Town Planning
HDB
Community & Grassroots Estate Management
PA – RCs
Businesses - Local businesses Residents - HDB - Condominiums - Low-rise or landed private property Vulnerable Groups /Others - Elderly - Special needs
Town Councils
Others/ Experts: IHLs (Academics + students (eg. studio)/100RC/RBD
For Discussion
• • • • • • • • • • • •
• • •
• • •
• •
• ✓
✓ ✓ •
•
•
•
•
• • •
• •
• •
• •
• • •
•
• •
• • •
• •
COMMUNITIES BACKGROUND
• • • • •
• •
• • •
• • •
• •
•
• •
• •
• • •
• • • •
•
•
• •
• •
• •
• • •
•
•
• •
• •
• •
• • •
• • •
•
• • •
• •
•
• • •
• • •
•
•
•
• • •
• • • • • • • • • • • •
•
• • • •
• •
• • •
Drivers/Activities Driver Driver Driver Driver
•
•
•
• • • •
• •
• • •
Drivers/Activities Driver Driver Driver Driver
•
•
• • •
• • • • • • •
•
• • •
• • •
• •
• •
• •
• •
• • •
•
• •
•
•
• •
• •
• •
•
•
•
•
•
•
• •
• •
•
•
•
•
•
• •
• •
•
•
• • •
• •
•
•
• • •
•
•
•
•
• •
• •
•
•
•
•
•
• • •
• • •
• • • •
• •
• • •
• •
•
•
• • •
• •
•
• •
•
• • •
•
• •
Context
Input
Output
Outcome
Impact
• •
• •
• •
•
•
•
•
• •
• •
•
• • •
• •
France
Others
•
• •
•
• •
• • • • • •
• • • • • • •
• • • • •
• • • • •
• • • • • • •
The funding challenge: capturing Economic & Resilience benefits ➢ Metro are usually not selffinancing infrastructure, especially underground ones. Some metro lines in Singapore, Taiwan, Bangkok manage to cover their operation and maintenance costs. ➢ But they do generate substantial economic benefits. The difficulty is to capture those benefits.
Recovery: Financing through Tax Increment (direct value capture) ➢ Mechanism that allows local authorities to borrow against future growth in tax revenues. The principle is that a MRT project will generate additional tax revenues such as property taxes as result of an area benefiting from the improved public transport network and land values increasing as a result. ➢
Example: UK crossrail
➢ The £4B project funding will be raised through business rate supplement (BRS). It is collected as a levy of 2% on non-domestic properties (value > £55,000)
Widening the scope: Rail / property development models ➢ The principle is to transfer the increase in value (thanks to improved transport access) of the property to finance infrastructure development. Approaches include sale of development rights, direct land sales, development impact fees and joint development of infrastructure with private sector.
Private Participation ➢ Private businesses may be willing to contribute to station or pedestrian connections if it increases the value of their assets.
Properties value near MRT have been shown to increase by 5-10%
➢ If the government owns sizeable land assets, the transfer of those assets can cover the cost of developing the rail project. ➢
Example: HK MTR
Helsinki metro +7.5% over Newcastle Metro +2% Toronto metro +20%
• •
• •
❑ Proceeds from Income Tax ❑ World Bank Loan ❑ Tolls and User Charges / Government asset sales or leases ❑ PPP ❑ Participating in this workshop ❑ Municipal/Sovereign Bonds & Impact Bonds ❑ Existing or New Budget (Revenues, Expenses; Reserves; Subsidies, etc.) ❑ Creating a SPV
•
•
•
• •
• •
•
•
•
•
• • •
Your work
Previous sessions
This session
What we need
This session
Cost component
The exercise
Projects / Steps
$ or Size
Create financing mechanisms for trotros Sidewalk widening
Key stakeholder
Direct revenue component
Risks
$ or cover costs?
Key stakeholder
TBD Tro-Tro owners Need to better Local banks / understand owners $ Government
Limited: Interest paid (but risks)
Local banks
Scheme set-up Guarantees
Construction cost
Leasing space to restaurant
Retail owners
Enforcement / traffic management
Department of transport.
Requirements
What we need
The exercise
This session
Tourists Local business during construction (compensation?)
• •
‾ ‾
•
•
Liz Yee eyee@100rc.org (New York)
Stefanie Fairholme sfairholme@100rc.org (London - but don’t email yet!)
Henri Blas hblas@100rc.org (Singapore)
Isabel Beltran ibeltran@100rc.org (New York)
Lisa Lee llee@100rc.org (New York)
Cost component Projects / Steps
$ or Size
Financing mechanisms TBD: could be pure for tro-tros financing but even that has risks Implement bus lanes and decide on access (fees?)
Direct revenue component
Risks
Key stakeholder
$ or cover costs?
Key stakeholder
Requirements
Owners Local banks Union
Limited: Interest paid (but risks)
Local banks
Fee?
BRT operator Car drivers political Taxis influence Tro-tros owner / driver
Scheme enforcement
Done in session: Resilience Value (3max)
RVR
M&E
Comm
Finance
Drivers / Steps (3max)
Impact story / Success KPIs
Stakeholders
Timeline
Opportunity statement
Safety for residents and tourists
Finance & Build pedestrian and roads
Road & Pedestrian design
• • • •
Air quality
Dpt of transport
Dpt of transport Tourism board Residents Business owners Lease of pedestrian space ($)
Stronger tourism economy
•
• •
Business Tourism board
Safer Melaka: # Accidents -10% in 2 years • Comm: “Designed by people + feeling safe
•
Hospita l
• • • •
Dpt of transport Tourism board Residents Business owners
Media
Journal / Worksheets Next steps required based on each session
•
•