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188 Managing Systems of Secondary Citiesand several other IUIDP programmes conducted in Brazil, India, Mexico and Nigeria.The African Development Bank Urban Strategy (AfDB, 2011) provides one ofthe most useful summaries of key issues relating to the implementation of urbanprogrammes. It highlights a number of key aid governance issues, multilaterals andbilateral agencies need to address engaging in urban programmes. These include:Institutional arrangements: Many international agencies engaged in urban activitiesare reluctant to collaborate and share information, and often bring their own agenda tothe design and implementation of projects. To enhance coordination and collaborationon urban-sector activities – especially in secondary cities – it is important to rethinkthe institutional approach to urban interventions. Institutional arrangements for mosturban-sector projects are not very accommodating of integrated and multisectorapproaches to project design and implementation. Generally, there is a propensity fordevelopment agencies and IFI to design projects as single-sector (water, roads andhousing) projects and to implement them with limited inter-agency consultation. Someinternational development agencies are reluctant to collaborate with IFIs, as collaboratingcan lead to bilateral agencies losing recognition and/or presence. This oftenhappens where one of the international or regional development banks is designatedas the lead agency, while a bilateral or government agency does not get equal credit orrecognition for the contribution it makes to the partnership.Long-term planning: Countries that have been most successful in urban developmentare those with a track record of effective planning and implementation. Urbandevelopmentprojects need to be incorporated in national urban and regional-developmentplans, Poverty-Reduction Strategies (PRS), Country Strategy Papers (CSP) andRegional Integration Strategy Papers (RISP). Long-term urban-development planningmust also be linked to long-term urban-financial planning in order to identify andsecure sufficient funds to provide infrastructure, develop land and housing – especiallyfor lower-income groups.Leveraging private-sector involvement: There is much potential for private-sector-ledand public-private partnership in urban development. However, PPPs are generallyonly attractive to investors interested in large infrastructure projects related to transportor water sanitation in metropolitan cities. Lacking are vehicles for leveragingprivate-sector engagement for PPPs in secondary cities. The international developmentbanks and development agencies could take the additional role of transmitting experiencesamong countries on urban-sector policy and institutional reforms, encouragingPPPs at the local level and the development of small and medium-sized enterprises(SME). There are, however, gaps in bridging finance needed to take the risk in investingin projects in secondary cities, which could be filled by some finance provided byinternational development agencies.Knowledge development: Urban development requires a multisector approach, touchingon a variety of interlocking, technical, economic, social and environmental issues.
International Development Assistance Support for Secondary Cities Development 189A good understanding of the impact of bank interventions on these dimensions willrequire dedicated analytical work. It will, therefore, be important to undertake studiesto inform bank interventions as well as those of other partners.Strengthening urban governance: This requires cities to adapt their developmentstrategies; improve their finances, attract private investors, strengthen their enablingenvironments, and develop and implement programmes to take care of the poor. TheWorld Bank, regional development banks, UN agencies and CA, in particular, havedesigned business lines in new urban and local development strategies that build onpast failures to address these issues. Strengthening urban governance by adopting moreholistic approaches to planning, administration and finance is the most critical factorto improving the implementation of urban-development strategies.Urban finance: The failure of many urban projects can be traced to the lack of capacityto continue financing activities once international development assistance or governmentgrants end. There is a need for all international development agencies and banksto ensure that urban-project activities can become self-sufficient and self-financingonce an initial support programme provided finishes. One area of urban finance thathas been significantly neglected by international development agencies and banks isenhancing the revenue-collection capacity of local governments through improved taxcollection and user-charges, which would be able to fund ongoing community developmentand environmental services programmes. The failure to link urban-developmentbudget with recurrent expenditure budgets in central and local government agencies isa significant gap in the design of many projects.Increasing productivity: Many urban projects promote equity and social integration,but there is also a need to develop and implement urban-development strategies aimingat increasing urban productivity in the formal and informal sectors, in the private andpublic sectors, in the entire urban economy. Job creation and investment are absolutelyessential to addressing problems of poverty-alleviation, reducing crime and improvingthe liveability of cities. Many international development-agency projects give lip serviceto evaluating not just in an economic sense but in identifying ways to develop humanand social capital to enhance productivity and performance.Addressing cross-sector issues: Many urban projects identified the need to incorporatecross-sector issues such as supporting the empowerment of women, addressing theneeds of the disabled and marginalized groups. Other cross-sectional issues includeclimate change and risk-mitigation management. Few urban projects supported byinternational aid and development-assistance agencies address these issues well. Manyprojects fail to appreciate that these issues extend well beyond the lifetime of individualprojects and must be seen as programmatic activities, the results of which will takemany years to be realized. Many cross-sectional issues call for cultural and behaviouralchanges, which take time and need to be handled sensitively.Social media engagement: In contemporary societies, with social media and
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First published in Belgium in 2014
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Contents1 Introduction 161.1 The Ch
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8.2 Policy and Programme Initiative
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Executive SummaryCities are becomin
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• Population size is still a dete
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ForewordAs the world completes its
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Introduction 17well behind more adv
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Introduction 191.3 Contents of the
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Secondary Cities: Definitions and C
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Secondary Cities: Definitions and C
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Bach Ninh, one of aseries of new ci
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Children earn a livingby transporti
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3Secondary City Urbanization Trends
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4New Urban Economic Geographyof Sec
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844.5.1 Bolstering Endogenous Devel
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5Overcoming the Challenges ofSecond
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100 Managing Systems of Secondary C
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108Targeted Investmentsin secondary
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6Policy Responses to Secondary Citi
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Urban revitalization inStone Town,
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7Regional Approaches to SecondaryCi
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Page 209 and 210: Annexes 209AnnexesThe annexes set o
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Page 215 and 216: Annexes 215Annex 3Number of Cities
Page 217 and 218: Annexes 217Annex 4 continuedUrban I
Page 219 and 220: References 219ReferencesAbdel-Rahma
Page 221 and 222: References 221and reassessment of a
Page 223 and 224: References 223Roberts and T. Kanale
Page 225 and 226: References 225USAID (1984). USAID p
Page 227 and 228: Index 227planning failures, impacts
Page 229 and 230: Index 229urbanization and secondary
Page 231 and 232: Index 231colonial administrations,i
Page 233: References 233SECONDARY CITIES have
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