Learn from the world

THE World Bank has just released an in-depth study of eight cities around the world that regenerated their urban spaces to achieve economic growth and higher living standards. Sri Lanka, with its ambitious Megapolis plans, would do well to take its findings and adapt them.

The cities that did it right are Singapore, Shanghai, Washington, Seoul, Santiago in Chile, Johannesburg and unexpectedly Ahmadabad in India. Based on these success stories, the new World Bank report and online tool aims help planners and decision-makers with the design, financing, and implementation of urban regeneration projects. 

One of the key findings of the study is that the public sector can rarely be the sole implementer of large urban regeneration projects. Private investment is key to securing the necessary financial resources, while the viability of regeneration efforts relies largely on buy-in from the community and private sector.

Urban regeneration takes time. Therefore, cities that are serious about revitalising declining areas need to stick to a long-term vision that can withstand political swings and bureaucratic reassignments. In many of these cities the plans took 40-50 years and consistent planning by Governments. 

There is no ‘one-size-fits-all’ approach to urban renewal: while any city can benefit from a sound urban regeneration program, how it gets there will depend on a variety of factors such as the existing urban landscape, income level, institutional and legal environment.

Perhaps most importantly of all the study found regardless of the local context, strong institutions and well-enforced zoning and property tax systems are essential prerequisites to a successful regeneration program. This means the Sri Lankan Government will have to empower and absorb municipalities, local governments and provincial authorities into what has so far been a very top-down system. 

In Singapore, the study found, urban redevelopment required forward thinking and planning, and was initiated in tandem with formulating a comprehensive master plan framework for Singapore. A systematic approach to long-term planning was eventually established, involving a review of the Concept Plan every 10 years to set out development directions for the next 40-50 years. The approach also included the drafting of a Master Plan to translate the broad and long-term strategies of the Concept Plan into detailed plans for implementation over 10-15 years.

What differentiates Singapore’s integrated planning regime from other cities is that its plans do not exist merely on paper. They are coordinated, implemented and executed effectively through dedicated government agencies, with attendant expertise and resources. These action-oriented agencies include the Urban Redevelopment Authority and the Housing and Development Board, as well as the former Public Works Department.

The transformation of Singapore’s urban waterfront is very much a product of the Government working successfully with the markets. In many ways, this partnership is manifested in the Government Land Sales program, with the Government providing upfront public infrastructure and a clear, transparent framework for the development in the form of land sale conditions and tender process. For its part, the private sector contributed the creative expertise and financial capital.

Leadership has an important impact on planning and implementation. The capacity to inspire trust and bring stakeholders together is based on the credibility of the Government. This is a crucial gap the Sri Lankan Government must work on to effectively push forward for the Megapolis plan to succeed and ensure its own political survival.