Ibn Khaldoun_IUSD Integrated Case Study_2014

MSc Integrated Urbanism & Sustainable Design (IUSD)

The Integrated Case Study An Integrated Approach for Revitalisation of Mass Housing The Case of Ibn Khaldoun District Tunis, Tunisia 2013/2014 IUSD LAB Cairo

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MSc Integrated Urbanism & Sustainable Design (IUSD)

The Integrated Case Study An Integrated Approach for Revitalisation of Mass Housing The Case of Ibn Khaldoun District Tunis, Tunisia 2013/2014 IUSD LAB Cairo

Contacts: IUSD Masters Program, IUSD LAB Cairo Ain Shams University 1 El Sarayat street 1, Abbassia, Cairo-Egypt www.iusd.asu.edu.eg Email: iusd@eng.asu.edu.eg Fax: 0020224662361 Dar el Kutub No. 15851/2014 ISBN 978 977 237 381 9

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MSc Integrated Urbanism & Sustainable Design (IUSD)

Disclaimer The “Integrated Approach for Revitalisation of Mass Housing - The Case of Ibn Khaldoun District in Tunis, Tunisia, is produced as a part of the Integrated Case Study (ICS) module for the masters of Integrated Urbanism and Sustainable Design. © IUSD Masters Program, 2014 No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of IUSD-ASU, Ain Shams University, Cairo, Egypt.

All rights reserved The ICS and associated publications would not have been possible without the support of variety of donors and partners organizations, which are thanked collectively as follows: IUSD is funded by DAAD, BMZ, BMF, MoHE Federal Ministry of Education

Federal Ministry for Economic Cooperation

Ministry of Higher Education

The ICS 2013/2014 is hosted by Université Ibn Khaldoun - Tunisia

Acknowledgements IUSD-ASU thanks Dr. Lotfi Cherif, Director of UIK for hosting IUSD in Université Ibn Khaldoun - Tunisia and IUSD contributing guest speakers: Dr. Chiara Sebastiani, University of BOLOGNA; Dr. Faïka Béjaoui, ASM; Prof. Habib Dlala, Professeur à l’Université de Tunis; Dr. Insaf Brahmi, ATU - VNG; Dr. Imene Zaafrane, ISTEUB; Dr. Olfa Ben Medien, ISTEUB - ATU; Dr. Sabrine Ben Hassen, ATU; Dr. Sami Yassin Turki, ISTEUB-ATU.

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UIK: Université Privée Ibn Khaldoun ATU: Association Tunisienne des Urbanistes ENAU: Ecole Nationale d'Architecture et d'Urbanisme (Tunis) ISTEUB: Institut Supérieur des Technologies de l'Environnement, de l'Urbanisme et du Bâtiment ASM: Association de la Sauvegarde de la Médina de Tunis

IUSD Class 2013/2014 Abd alrahman AlShorafa Athar Mufreh Aya ElWageeh Ayham Dalal Daniel Koschorrek Dina Noseir Eric Puttrowait Franziska Amelie Turber Heba Badr Irmtraud Eckart Katharina Frieling

Mahy Mourad Mohamed El-Gamal Mohamed Mahrous Mohammed Alfiky Nuha Innab Rasha Abo Deeb Sana Kassouha Sara AbdelMeguid Sari Mudhafar Tariq Nassar Wesam ElBardisy

Ain Shams Teaching Staff Professor Mohamed Salheen Assistant Prof. Marwa Abdel-Latif Ain Shams Assisting Team MSc. Ebtihal Zakaria MSc. Mona Mannoun Eng. Nouran Azouz Local Supporting Team MSc. Insaf Ben Othmane Hamrouni MSc. Zaineb Madyouni Special Thanks for Prof. Mouldi Chaabani, ENAU-UIK and Arch. Lara Paris for their dedicated academic support.

Editors Professor Mohamed Salheen Assistant Prof. Marwa Abdel-Latif MSc. Ebtihal Zakaria MSc. Mona Mannoun MSc. Insaf Ben Othmane MSc. Zeineb Mediouni

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Table of Content Introduction ix

Chapter 1 The Integrated Case Study (ICS): The Teaching Process 1 1.1 Learning objectives of the ICS 1 1.2 Structure of the Case Study Module 3 1.3 Case Study Selection 4 1.4 Teaching Methodology 6 1.5 Teaching Tools 10 Chapter 2 The Integrated Case Study (ICS) 17 2.1 Phase 1: Site and Actor Analysis 18 2.2 Phase 2: Gap and Needs Assessment 21 2.3 Phase 3: Development Lines 26 2.4 Phase 4: Priority Projects 27 Chapter 3 Housing in Tunisia 29 3.1 Overview on Tunisia 29 3.2 Governance Structure in Tunisia 30 3.3 Demography 32 3.4 The Institutional Organization 34 3.5 Grand Tunis 37 3.6 Chronological Development of Housing Provision in Tunisia 42 Chapter 4 The Integrated Case Study (ICS): Excerpts from Students’ Work 53 4.1 Site and Actor Analysis 54 4.2 Development Lines and Priority Projects 89

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List of Figures & Tables List of Figures Figure 01: Ibn Khaldoun Housing Project 4 Figure 02: Ennasr Residential District 4 Figure 03: Boundaries of Study Area in Ibn Khaldoun Area Figure 04: Location of Ibn Khaldoun in Tunis 5 Figure 05: Welcome in Université Ibn Khaldoun 7 Figure 06: Excursion to the Old Medina 7 Figure 07: Kick-off meeting in old Medina 7 Figure 08: Lectures in ISTEUB 7 Figure 09: Impressions from the Orientation Week in Tunisia Figure 10: The Teaching Process of the ICS Modules 2013/2014 Figure 11: Diagram of a Transect Walk 10 Figure 12: Pieter Verhagen 1907-1909 10 Figure 13: SWOT Analysis Matrix 11 Figure 14: Knowledge Café Rotation Diagram 11 Figure 15: Vertical Tiering Diagram 12 Figure 16: Logical Framework Matrix 15 Figure 17: Guided Site Visits 18 Figure 18: Transect Walks in Ibn Khaldoun 18 Figure 19: Students’ Log Book 18 Figure 20: Thematic Analysis 18 Figure 21: Data Collection Phase in Ibn Khaldoun 19 Figure 22: Group Work On-Site n Ibn Khaldoun 19 Figure 23: Group Reflections Pin-Ups 20 Figure 24: Group Reflections in the Studio 20 Figure 25: SWOT Analysis 20 Figure 26: Knowledge Café List of Issues 21 Figure 27: Knowledge Café Rotation Tables 21 Figure 28: Thematic Prioritisation of Issues 22 Figure 29: Identification of Solutions 23 Figure 30: Solutions VS Objectives Matrix 23 Figure 31: Clustering Solutions Studio Work 24 Figure 32: Clustering Solutions into Development Lines 25 Figure 33: Working on Development Lines 26 Figure 34: Vertical Tiering of Development Lines 26 Figure 35: Students Presenting Priority Projects 27 Figure 36: The drainage basin of the Medjerda Valley of Tunisia Figure 37: Administrative Territorial Division 30

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Figure 38: : Location of Grand Tunis within Tunisia 33 Figure 39: Governorates of Grand Tunis 37 Figure 40: Structure of Grand Tunis 38 Figure 41: The Urban Sprawl of Greater Tunis since 1975 39 Figure 42: Spontaneous Areas in Grand Tunis 40 Figure 43: Urbanisation projetée dans le Grand Tunis à l’horizon 2021 41 Figure 44: Mapping the Development of Housing Provision in Tunisia (1950s -2000s) 50-51 Figure 45: General Environment Conditions 54 Figure 46: Comparison of the Concept of Arabic Medina, Original Plan and Current Situation

of Ibn-Khaldoun 54 Figure 47: Routes followed by the Group for Exploring the Site and Collecting Data 55 Figure 49: The Main Street and the Metro Line 55 Figure 48: Residential Streets in IBK 55 Figure 50: Blocked Manholes in IBK 56 Figure 51: Noise Distribution Map 56 Figure 52: Courtyard Modifications 56 Figure 53: Ventilation through Courtyards of Housing Clusters 57 Figure 55: Lighting and Ventilation after Enclosing the Courtyards in IBK 57 Figure 54: Ventilation through Courtyard of Housing Typology B 57 Figure 56: Vegetation in Collective Housing 58 Figure 58: Vaults in the Original Building Form 58 Figure 57: Newly Designed Elevations 58 Figure 59: Green Fenced Areas 58 Figure 60: Insufficient Collection Boxes 59 Figure 61: Cité Ibn Khaldun - Elevated View 60 Figure 62: Stakeholders in IBK Diagram 61 Figure 63: Boundaries and Connections to Surrounding Quarters 63 Figure 64: Semi-Collective Housing Original Design and Changes Added in the 1980’s 64 Figure 65: Different Types of Pedestrian Spaces in IBK 65 Figure 66: Different Types of Current Self-Managed Usages for Open Spaces 65 Figure 67: Schematic Illustration for the Modification Stages of the Various Housing Typologies 66 Figure 68: Modification in the Original Dwellings in Ibn Khaldoun 66 Figure 69: Low Maintenance for IBK 68 Figure 70: Second Hand Clothes Market in Ibn Khaldoun 68 Figure 71: Enclosed Vegetables’ Market in Ibn Khaldoun 68 Figure 72: Youth Centre “Hay Ibn Khaldoun” 68 Figure 73: Conceptual Mapping for Ibn Khaldoun 70 Figure 74: Forms of Administrative Structures, within the Government, and the Community.

71 Figure 75: Greater Tunis Institutional and Organisational Level 1 74 Figure 76: Greater Tunis Institutional and Organisational Level 2 74 Figure 77: Greater Tunis Territorial Structure 75 Figure 78: Street Market in Ibn Khaldoun 76 Figure 79: Food products in Ibn Khaldoun 78 Figure 80: Secondhand Market of Ibn Khaldoun 78

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Figure 81: Food Market of Ibn Khaldoun 78 Figure 82: Economic Sectors 79 Figure 83: Mapping the Economic Activities in the Area 79 Figure 84: Relationship between Actors in Ibn Khaldoun 80 Figure 85: Money Circulation within Ibn Khaldoun 82 Figure 86: Surveyed Area for the Social Integration Studies in Ibn Khaldoun 84 Figure 87: Villas Typology in Ibn Khaldoun 85 Figure 88: Collective Housing Typology in Ibn Khaldoun 85 Figure 89: Semi-Collective Housing Typology in Ibn Khaldoun 85 Figure 90: Data Analysis of Structutred Interviews for Social Integration in Ibn Khaldoun 85 Figure 91: Gender Specific “Hang-out” Possibilities in Ibn Khaldoun` 86 Figure 92: Different Notions of the Huma 87 Figure 93: Four Main development Lines for Revitalizing Ibn Khaldoun - Social Infrastructure 89 Figure 94: Policy, Program, Plan Cascading Pyramid 91 Figure 95: Main Actors’ Spheres 92 Figure 96: Micro-Finance Conceptual Idea 93 Figure 97: Figure 06: Funding cycle for micro-business applicants 94 Figure 98: Decision Making on Micro-Business Applicants 96 Figure 99: Project Design Milestones 97 Figure 100: Project Classification Matrix’ 100 Figure 101: Scheme of the Project Levels 102 Figure 102: Different Usages of Open Spaces in Ibn Khaldoun and in the Selected Model Areas 103 Figure 103: Open spaces Network 103 Figure 104: Proposed Park 104 Figure 105: Storm water Extreme Scenario 104 Figure 106: Social Infrastructure Tiering (PPPP) and Scope Diagram 109 Figure 107: Ibn Khaldoun Social Model 110 Figure 108: Proposed Communication Process 110 Figure 109: Proposed concept for the Social Network between Social Activities in Public spaces. 110 Figure 110: Location and Current Situation of Potential Social Areas and Streets 111 Figure 111: Social Street Connections Between Potential Social Areas and Proposed Activities 111 Figure 112: Visualization of Spot A 112 Figure 113: Visualization of Spot C 112 Figure 114: Pyramid of Development Lines 117 Figure 115: Network of Actors 119 Figure 116: Map of Waste Disposal 121 Tables Table 01:Phases of the Integrated Case Study Module 2013/2014 3 Table 02:The Administrative Division of Tunisia 31 Table 03:Population Distribution in thousands by Governorate 32 Table 04: Housing Agencies in Tunisia 49

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List of Abbreviations Ain Shams University ASU Basic Urban Services BUS Federal Ministry for Economic Cooperation and Development, Germany

BMZ

Federal Ministry of Education and Research Germany

BMBF

Université Ibn Khaldoun UIK Integrated Case Study ICS Institut Supérieur des Technologies de l’Environnement, de l’Urbanisme et du Bâtiment ISTEUB Association Tunisienne des Urbanistes ATU Ecole Nationale d’Architecture et d’Urbanisme – Tunis

ENAU

Association de la Sauvegarde de la Médina de Tunis

ASM

United States Agency for International Development

USAID

National Housing and Savings Fund CNEL Real Estate Housing Agency AFH Office National de l’Assainissement (National Sewerage Authority)

ONAS

Small Meduim Enterprises SMEs

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Introduction

There is an international recognition for the importance of an integrated approach and sustainability in urbanism. In this framework, the IUSD MSc. programme emanated from the need for providing an academic programme to develop successful research and practice in the field of urban planning. The Integrated Case Study (ICS) Module is designed to expose the students to real situations by working directly on a study area. Accordingly this document represents a tool to communicate what has been done through this module for the academic year of 2013/2014 and the final product which can be monitored in the urban interventions implemented in the study area.

For the year 2013/2014, 22 students were enrolled in the programme. This year, the Integrated Case Study module took place in Tunisia, Tunis. The main theme revolved around developing common-based solutions as an integrated approach for revitalisation of mass housing projects. This theme resonated with the global efforts to address housing issues in a rapidly urbanising world, such as the UN-HABITAT‘s international competition on ‘Urban Revitalization of Mass Housing. UIK (Université Ibn Khaldoun) was chosen as the host institution for the students’ working studios and meeting the day to day activities.

This document is divided into three parts; Part 1 is concerned mainly with brief illustration of some important methodologies and tools which are required in general when working on the development of a study area. Then part 2 describes the process itself which the MSc. IUSD 2nd t intake students went through. Part 3 gives an comprehensive analysis on housing in Tunisia. Finally the document ends up with part 4 which elaborates the outputs of the ICS Module, including site studies, maps, diagrams and briefs of the final four development lines.

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Chapter 1 The Integrated Case Study (ICS) The Teaching Process 1.1 Learning Objectives of the ICS 1.2 Structure of the ICS Module 1.3 ICS - Case Study Selection 1.4 ICS Teaching Methodology 1.5 ICS Teaching Tools

1.1 Learning objectives of the ICS As an international programme, the IUSD receives students from different countries. The programme stretches the ability of the students to open up for different perspectives, learn how to communicate with the Other even if they have disagreements, so provides a large space of democracy. The Integrated Case Study Module is designed to address this new condition and prepare the next generation of professionals to lead in the development of new modes of research and design practice.

This course explores how these new models of working can expand the scope and capabilities of architects, urban planners and engineers to embed the role of design and research in the total process of developing and realizing a project.

The Integrated Case Study (ICS) module aims at expanding students’ understanding of the roles and responsibilities of professionals involved in the process of shaping our cities, buildings and urban environment. The intended learning objectives of this module could be grouped into 4 categories: 1.

Knowledge and Understanding:

Upon the successful completion of this Module, students will be able to: »» Identify different research approaches and will be able to describe what suits their case study design project best; »» Categorize the site challenges and constraints on both urban and architecture level and to develop an understanding of the integrated research concepts and; »» Deal with complex urban issues in a real concrete con1

text and sensitize them to develop creative integrated solutions that are beyond a single discipline of a research practice.

2.

Intellectual skills:

Upon the successful completion of this Module, students will be able to: »» Analyse the consequences of applying two different yet complementary design approaches using an integrated design model and; »» Gain the ability to criticize each approach and epistemologically distinguish and differentiate each research application methods.

3.

Practical skills:

Upon the successful completion of this Module, students will be able to: »» Present and communicate their ideas; »» Demonstrate their proposals though model making and simulation computer programs and; »» Contribute and influence urban and architecture design challenges in future practice.

4.

General Transferable skills:

Upon the successful completion of this Module, students will be able to: »» Undergo a practical experience though working on a real case study; »» Present their projects outcome as a proposed design project to be implemented in reality and; »» Interact with local community and professionals and gain access to wide variety of expertise.

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The module is designed to be an active learning experience, based mainly on field work.

The ICS methodology is developed in compliance with the IUSD programme approach.

The ICS methodology is developed for the integrated planning process.

1.2 Structure of the Case Study Module To achieve these objectives, the module is designed to be an active learning experience, based mainly on field work in a selected study area. During the semester, the module was divided into four main phases, of which six weeks were dedicated to field work.

During a six week field trip, students used an integrated planning methodology in order to develop integrated plans to revitalize the district. UIK (Université Ibn Khaldoun) was chosen as the host institution for the students’ working studios and meeting the day to day activities. As a preparatory stage, the students conducted a desktop task to build a foundation for the theme of revitalisation of mass housing and the commons with a special focus on the case study in Tunisia and the Arab States. The purpose was to: a) explore theories and approaches to mass housing and; b) investigate international practices to deal with mass housing projects and; c) reflect on massing housing projects in Tunis/ Arab States.

Phase 1: Urban Profiling Site Observation Site Analysis Phase 2: Gaps & Needs Assessment Identification of Issues Proposing Solutions Policy.Program.Plan.Project Tier Phase 3: Development Lines Selection of 4 Development Lines Inception Report for each development line Phase 4: Action Plans Action Plans for Priority Projects Logical Framework Matrix Table 01:Phases of the Integrated Case Study Module 2013/2014

The students went through four successive phases to develop their final design projects ((Table 01)). In the first phase, students conducted a ‘site and actor analysis’ for the district. This involved massive work on site to absorb all the information of a totally new locality. Based on this comprehensive analysis, students performed ‘gap and needs assessment’ for the district in phase two. Subsequently, four development lines were selected: improving local governance systems; improving the quality and utilization of the public realm; fostering social infrastructure and; supporting and empowering SMEs. The final phase incorporated the action plans for the selected priority projects, which involved full participation with the local community of Ibn Khaldoun District. These efforts, in general, took into consideration the sustainability dimensions, and recognised the importance of integrated planning approaches in urbanism. The following sections review the process of designing the module and implementing for the academic year 2013-2014.

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1.3 Case Study Selection IUSD has a tradition of engaging its students in the international current events and professional arenas. For the ICS 2013/2014, the main theme revolved around developing common-based solutions as an integrated approach for revitalisation of mass housing projects. The theme resonates with the global efforts to address housing issues in a rapidly urbanising world, such as the UN-HABITAT‘s international competition on ‘Urban Revitalization of Mass Housing.

According to the UN-Habitat, a majority of the mass housing does not reflect the principles of sustainable urbanism which requires an urgent need to meet the mounting urban challenges to attain sustainable cities.

In the search for a case study, the main criterion was to select an area that falls under the category of mass housing.

In addition, the selected area should have enough factors, issues, dealing with different aspects of life, governance, socio-economic environment, natural environment, and built environment. Furthermore, it t is very important to have key contacts in the selected area to assist participants in accessing the area and building networks with the community there.

To select the case study, the ICS staff went for a fact finding mission in Tunisia for four days. During these days, the staff visiited different residential districts around Tunis, as well as potential stakeholders. Areas visited included Ibn Khaldoun, Ettahrir, and Ennassr residential districts.

Figure 01: Ibn Khaldoun Housing Project Source: IUSD Team

Accordingly, the case study of Ibn Khaldoun in Tunis, Tunisia was selected, to identify the complex relationships between the causes and effects in other localities and to capitalise as well on the knowledge acquired on the theme of ‘commons’ in Germany by experimenting its application it on a real-time case study in the MENA region.

Ibn Khaldoun district is located to north-west of the capital” Tunis”, Tunisia. The district represents a mass housing project built by a Tunisian governmental agency in the 1970s. It is the first affordable mass housing project in Tunis, housing a population of 7868 inhabitants, designed as a synthesis between the fabric of the old Medina and the new cities (Ben Slimane, 2007). Its initial design was creating of an affordable mass housing project for the inhabitants 4

Figure 02: Ennassr Residential District Source: IUSD Team

Figure 03: Boundaries of Study area in Ibn Khaldoun Area Source: google map adapted by IUSD team

of Jabal Al-Ahmar area who came from different suburban areas and villages around the capital to avoid the sprawl of informal areas. The original concept of the project was to provide a modern solution for housing problems, inspired by the traditional Arabic city (Madina). However, the project has suffered from degradation of the quality of life over the years. Nowadays, Ibn Khaldoun is one of the densest residential areas in Tunis and based on the people needs, the area transformed from a housing residential area to a mixed-use area. Therefore, Ibn Khaldoun district presented a real- time challenge for students in ICS module in the MENA region. The case study site is surrounded by many neighbourhoods; located in the northeast is El-Menzah, a high-income housing area, which borders to the university campus, east of Ibn Khaldoun. On the other side of the highway lies Jebel El-Ahmar, a low income area. In the south, Rommana, Ras Ettabia and Le Bardo, also mostly residential areas. CitĂŠ Ettahrir is another neighborhood in the west, which comprises a garden district.

Figure 04: Location of Ibn Khaldoun in Tunis Source: Ben Medien, 2013

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1.4 Teaching Methodology 1.4.1.Learning Outcomes Due to the nature of this module, and to achieve the objectives of the ICS module, active learning models as experiential learning methodologies are considered suitable for achieving the objectives of this module. Benefits of experiential learning model in small groups include (Kotval, 2003): »» Helping students to gain a deeper understanding of issues with great opportunities for discussion and interaction; »» Developing reflective perspective; »» Encouraging peer learning and enhancing collaboration; »» Giving students the opportunity for a more personal and challenging educational experience.

1.4.2.Teaching Process The academic process of the ICS module was an active learning experience, based mainly on field work. The academic input was in the form of teacher directed lectures in the module. These lectures attempt to familiarize international students with planning landscape in Tunisia. To provide this wide range of topics, the staff invited external local experts from different organisations and a series of lectures were organised.

For this the students received guest speakers from l’Université de Tunis, ISTEUB (Institut Supérieur des Technologies de l’Environnement, de l’Urbanisme et du Bâtiment), ATU (Association Tunisienne des Urbanistes), ENAU (Ecole Nationale d’Architecture et d’Urbanisme - Tunis) and ASM (Association de la Sauvegarde de la Médina de Tunis). The first set of lectures aimed at introducing an overview of the regional urban planning and habitat politics in Tunisia and its institutional set-up. It also included an overview on the case study itself accompanied by a guided tour to the site and an outline on the different patterns of planning and housing in Tunisia. In the second series of lectures, students were presented by the legal status, the role of donors in urban development in Tunisia, the policies of Habitat in Tunisia and the administrative system of Tunisia.

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Figure 05: Welcome in UniversitĂŠ Ibn Khaldoun Source: IUSD 2013

Figure 06: Excursion to the Old Medina Source: IUSD 2013

Figure 07: Kick-off meeting in old Medina Source: IUSD 2013

During the 6 weeks time frame assigned for the academic module, the academic process relied on by using different methodologies such as thematic approach in analysis, the (policy, plan, program, projects) vertical tiers, and other priority and evaluation matrices between groups and frequent comprehensive workshops with all the theme teams for sharing and debriefing to overcome the time constraint in a foreign country. As such, for the action plans proposals, intense coordination was carried out between different groups in order to interlink the different development lines and produce, solid integrated proposals that reflect reality.

To finalise their work in Tunis, the students presented their work on the hosting institution in a presentation combining some of the faculty professors and students.

One of the challenges encountered in this case study of the ICS module was connected to the logistics of accommodating a whole team of staff and students in a totally new locality including but not limiting to arranging with local experts, finding host institutions for their working studios and meeting the day to day needs. Another challenge was the time constraint in a foreign country. Such a factor, in general, could have threatened the ability to practice the integration approach within time frame assigned for the academic module, which was 6 weeks. This was overcome by using different methodologies such as thematic approach in analysis, the (policy, plan, program, projects) vertical tiers, and other priority and evaluation matrices between groups.

Simultaneously, frequent comprehensive workshops with all the theme teams for sharing and debriefing. As such, for the action plans proposals, intense coordination was carried out between different groups in order to interlink the different development lines to produce, solid integrated proposals.

Figure 08: Lectures in ISTEUB Source: IUSD 2013

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Figure 09: Impressions from the Orientation Week in Tunisia Source: IUSD 2013

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Tools

Background on Revitalization of Mass Housing Worldwide (Hand-In 1)

Phase 1: Site & Actor Analysis

Desktop Research

Academic Input / Lectures

Students Outputs

Introduction to the Case Study Module Objectives and Mission

Site Surveying Tools

Meeting Local Experts Transect Walks

Reflection and documentation from the field observation

Field Observations

Urban Planning and Habitat Politics in Tunisia

Overview on Urban Planning & its Development in Tunisia

Institutional Setup of Urban Planning in Tunisia

Overview on 'Hay Ibn Khaldoun' in Tunis

Guided tour to the Site of 'Hay Ibn Khaldoun'

Patterns of Planning & Housing in Tunisia: ASM 'Hafsia Project'

Public Space(s) in Tunisia

Thematic Approach for Site Analysis

In-Depth Interviews

Urban Design

Economic Stimulation

Social Integration

Environment Improvement

Governance & Partnership

Preliminary Issues

Phase 2: Gaps & Needs Assessment

SWOT Analysis

SWOT Analysis SWOT Analysis

Introduction to Gaps and Needs Assessment

Urban Design

Round Table Discussion

Knowledge Cafe

Economic Stimulation

Knowledge Cafe

Phase 3: Development Lines

Social Integration

Knowledge Cafe

Environment Improvement

Knowledge Cafe

Governance & Partnership

Knowledge Cafe

Identifying Cross Cutting Issues between Themes Proposing Solutions based on Identified Issues

Preliminary Prioritization of Issues based on Themes

Introduction to Levels of Solutions Reviewing the Objectives of the UNHABITAT

Phase 4: Action Plans

SWOT Analysis SWOT Analysis

Grouping Solutions into Vertical Tiers (Policies, Plans, Programs, Projects)

P.P.P.P

Examining Preliminary Solutions against the Objectives of UN-HABITAT

Solutions VS Objectives Matrix

Improving the Quality and Utilization of the Public Realm

Introduction to Inception Reports

Administrative System of Tunisia

Regional Planning of Tunis

Role of Donors in Development

Sustainability & Integrated Mobilities in Metropolitan Tunis

Clustering Solutions to Development Lines

Fostering Social Infrastructure

Support and Empowerment of SMEs

Improved local Governance System

Project Classification Matrix according to Important and Urgent Projects

Improving the Quality and Utilization of the Public Realm

Fostering Social Infrastructure

Support and Empowerment of SMEs

Appropriating Open Spaces

Developing Social Street Network

Establishing Micro-loan Office

Introduction to Action Plans for Priority Projects

Improved local Governance System

Trust Building between Community & Government

by Creating a CBO for Waste Management Academic Input

Logical Framework Matrix

Action Plans for Priority Projects Report

Introduction to Phases Teaching Tools Students Outputs

Figure 10: The Teaching Process of the ICS Modules 2013/2014

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1.5 Teaching Tools This section presents the tools used in the different phases of the integrated planning process as implemented in the ICS module. These tools are selected to suit the integrated planning process and the objectives of the ICS module. The tools were developed according tools used by various international agencies adopting similar planning approaches, as well as the professional and academic experience of the ICS staff.

1.5.1.Phase 1: Site and Actor Analysis »» Thematic Approach for Analysis The participants are divided into groups. Each group is responsible for an in-depth analysis of a specific theme. Along with other tools of integrated analysis, the thematic approach ensures obtaining a comprehensive analysis of the area according to the objectives of the study. »» Transect Walks A transect walk is a tool for describing and showing the location and distribution of resources, features, landscape, main land uses along a given transect.” World Bank. They are systematic walk on a designated path (transect) in an area to gather information. The transect line routes are identified prior to the site visit to pass through the different zones of the area. It is recommended to design the routes with a key informant. »» Log Book The log book is notebook given to each student to record their field observations. The observations are taken in form of records usually referred to field notes,which are “detailed, non-judgmental, concrete descriptions of what has been observed” (Marshall and Rossman, 2006: 98).

Figure 12: Diagram of a Transect Walk Source: http://www.communityplanning.net/ methods/reconnaissance_trip.php

»» Data Collection In this step, students bring insights on the matrix’s sectors and crosscutting issues in separate lines and in an equivalent weight for each. Each group build their set of research tools for data collection and analysis. Tools for data collection include as field observations, stakeholder mapping, unstructured and semi-structured interviews, as well as surveys, maps, statistics and literature review. Tools for analysis include conducting SWOT analysis, GIS analyses, 10

Figure 11: Pieter Verhagen 1907-1909 Source: http://en.nai.nl/collection/view_ the_collection/item/_rp_kolom2-1_elementId/1_265288

and statistical analyses.

S W

Strengths

Weaknesses

T O

Threats

Opportunities

Figure 13: SWOT Analysis Matrix

»» Stakeholder Mapping Stakeholder identification is an important step for the development of suggested interventions. Building up knowledge for the related stakeholders and the beneficiaries provides a comprehensive look into all relative development actors who could benefit, influence, and have a specific interest in the study area. In this map, related stakeholders are clustered according to their relevance and potential influence on development issues (UN-HABITAT, 2001). »» SWOT Analysis The SWOT matrix is a structured methodology that identifies the strengths and weaknesses of a project internally, and the external opportunities and threats of a given project. It is very helpful as it provides the needed informed knowledge for identifying the projects’ objectives later on and the steps to achieve them.

1.5.2.Phase 2: Gap and Needs Assessment »» Knowledge Cafe

Figure 14: Knowledge Café Rotation Diagram

In general, a ‘Knowledge Café’ (or World Café) is a discussion tool, used to hold an interactive group conservation on a topic of mutual interest. “A Knowledge Cafe is a means of bringing a group of people together to have an open, creative conversation on a topic of mutual interest to surface their collective knowledge, to share ideas and insights and to gain a deeper understanding of the subject and the issues involved. This ultimately, leads to action in the form of better decision making and innovation and thus tangible business outcomes.” (Gurteen Knowledge Community website).

For the Integrated Planning approach, this tool is applied in order to more closely discuss the overlapping topics between the 6 development sectors.

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1.5.3.Phase 3: Development Lines »» Vertical Tiering of Strategic Actions The concept of tiering can be defined as distinguishing different levels of planning – policy, plans, programs – that are prepared consecutively and influence each other (EC 1999).

Strategic Actions could be classified into (Source: Wood and Djeddour,1992): 1.

Policy – general course overall direction that is pursued and functions as inspiration and guidance for action and ongoing decision-making

2.

Plan – a purposeful forward looking strategy often with coordinated priorities, options, measures for implementation

3.

Programme – a schedule of proposed commitments, activities, instruments (a group of projects) within a particular sector or area

4.

Project level – development and implementation of a specified product (e.g. construction, modification, operation of infrastructure works)

The vertical tiering is important for the process of decision making in order to achieve the objects. Thus, it is essential to: •

to constitute policies for future-oriented target

•

to make plans in relation to the policies

•

to make programs to reach the targets

•

to make projects

(source: Say and Yucel, 2006)

Figure 15: Vertical Tiering Diagram Source:Arts, Tomlinson and Voogd, 2005

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»» Inception reports ‘The inception report is a means of ensuring mutual understanding of the consultant’s plan of action and timeline for conducting the evaluation. The inception report must contain a work plan which indicates the phases of the evaluation, the timing, key deliverables and milestones (ILO, 2014). A timeline or work process flow chart can sometimes be an effective way of communicating this information and keeping track of the evaluator’s progress’. Main sections covered in Inception reports include: 1.

Purpose and scope

2.

Methodology

3.

Proposed method and steps for refining the Development Line

4.

Appointment of group representative

5.

Methodology for coordination with other groups

6.

Progress

7.

Outputs of the inception phase (including the refined list of development line hierarchy and cascading from Policy to Project)

8.

Activities for the following phases

9.

Final output

10.

Deliverables

11.

Overall work plan (including dates of completion of milestones, deliverables and intersection points with other development lines)

1.5.4.Phase 4: Priority Projects »» Projects Classification Matrix The ‘Classification of Projects’ Matrix is used in order to select the priority project. Projects are examined against a number of criteria: 1.

Physical dimension: Spatial - Non-spatial

2.

Nature of project: Capital Investment - Capacity Building - Procedural

3.

Source of Budget: Public-Private Partnership - Pubic - Private

4.

Urgent - Important

13

 Action Plan for Priority Project The action plan could be defined as a document which presents the project rationale, goals, objectives, list of activities and resources required to achieve the specified goals in a defined time horizon. The Action Plan document includes:

1.

Selection of priority project: Stating the motivation behind the selection of this project, clearly identifying the specific issue/s which it intends to solve. Explaining why this/these issues/s were selected over others, and how the project proposal fits within the development lines for Ibn Khaldoun area.

2.

Definition of sub-aims, objectives and measures

3.

Identification of beneficiaries/ target groups

4.

Project design: Describing the project content in detail. This subsection could be a mixture of maps, sketches, illustrations with narrative description.

5.

Identifying and networking with actors involved in implementation: In this subsection, it is explained why the selected actors are best suited to participate in the project. In addition, role of potential consultants could be described.

6.

Indicating the working methodologies and processes to be used.

7.

Resources and budget plan

8.

Time plan

9.

Sustainability of the project: The project has to have a positive influence even after the implementation is over. Community need to keep on benefiting a social, financial, institutional or environmental return when the projects is designed and implemented.

10.

Performance Indicators for evaluation: The project needs to specify how the outputs and objectives are measured if they are actually reached, how much time is need- ed for this to take place and how much budget.

11.

Logical Framework Matrix (LFM): The formulation of the logical framework describes the planned activities in detail, what expected outputs these activities

14

lead to and a reasoning why these outputs lead to the demanded immediate objective of the intervention.

12.

Split up of responsibilities of project team

13.

Specific tasks that will be sub-contracted to bodies outside the formal project team

Figure 16: Standard Logframe matrix and definition of terminology Source:European Integration Office, 2011

15

Chapter 2 The Integrated Case Study (ICS) The Integrated Planning Process 2.1 Phase 1: Site and Actor Analysis 2.2 Phase 2: Gap and Needs Assessment 2.3 Phase 3: Development Lines 2.4 Phase 4: Action Plans for Priority Projects

4

Action Plans for Priority Projects

1. Developing Action Plans for Priority Projects • Improvement of Local Governance

by Trust Building between Community and Government • Appropriating Open Spaces • Micro Loan Office • Develop Social Street Network 2. Logical Framework Matrix

1. ‘Policy-Program-Plan-Project’ Tiers 2. Four Development Lines • Improving the Quality & Utilization of the Public Realm • Fostering Social Infrastructure • Support and Empowerment of SME’S • Improved local governance system 3. Inception Report for each development line

3

Development Plans/Lines

Urban Profiling

• • •

1

Intersect Walks Site observations In-Depth Interviews

1. Data Collection 2. Analysis of 5 Themes • Urban Design • Economic Stimulation • Social integration • Environmental improvement • Governance and partnership 3. SWOT Analysis for each sector

Site and Actor Analysis

2 17

2.1 Phase 1: Site and Actor Analysis This phase initiates the process of preparing the site and actor analysis following an integrated planning approach.

The purpose of this phase is to provide a deep and broad database for the second phase of analysis.

2.1.1.Site Observation The purpose of this stage is to provide a preliminary analysis of the situation of the area in terms of its infrastructure, economy, natural and built environment while considering aspects of political settings and social networks, following an integrated planning approach.

Figure 17: Guided Site Visits Source: IUSD 2013

»» Transect Walks The students and staff take a transect walk to acquire general observations on the nature of the area and local community and build some preliminary reflections. It is important to have an inside informant to guide the participants in their walk in the area. During this walk, participants begin Figure 18: Transect Walks in IBK to take preliminary observations on the area such as present Source: IUSD 2013 land uses, local economic activities; social relationships and environmental issues. »» Log Book In the case of ICS module, the log book is divided into three parts. In the first part, the students write their observations on parameters related to their sector. In the second part, they add major observations on the other 4 sectors. In the third part, they report on any other general observations. Figure 19: Students’ Log Book Source: IUSD 2013 The logic of dividing the log book is to let students observe the area on three tiers: sectoral; cross-sectoral; and beyond sectoral. These tiers allow the students to think of their secEconomic tor, and its relation with other sectors as well as to think Stimulation beyond the issues defined for each sector. Thus, students are able to expand their investigation skills not limited to Urban the pre-set parameters.

Design

Social Integration

2.1.2.Site Analysis »» Thematic Approach for Analysis During the preliminary site analysis of Ibn Khaldoun, stuGovernance & Environment Partnership Improvement dents were divided - according to their interests - into five themes: Urban Design - Economic Stimulation - Social Integration - Environmental Protection - Governance and Figure 20: Thematic Analysis Partnership. These themes were deduced from the design Source: IUSD 2013 18

criteria of the UN-HABITAT Mass Housing Competition.

Each theme conducted site analysis. They covered the main issues in their theme, connecting to other themes. »» Data Collection Data collection for Ibn Khaldoun was carried out through various quantitative and qualitative. Collecting data on ground were enhanced and promoted by linking it to literature review and lectures by locals regarding housing in Tunisia. Data were collected on and off-site. Site observations were considered a key indicator for the area’s conditions.

Each group built their set of data collection tools based on on the nature of required data as well as examined issues.

Interviews, mapping and relying on statistics were essential tools for the ‘Economic Stimulation’ theme to define and identify the intensity and density of economic activities in Ibn Khaldoun. On site interviews were conducted with randomly selected inhabitants from the local community.

They were held at different times of the day and on different days of the week to assure diversity among the interviewees.

Figure 21: Data Collection Phase in IBK Source: IUSD 2013

Figure 22: Group Work On-Site n IBK Source: IUSD 2013

Conducting structured and unstructured interviews was an essential tool for the ‘Social Integration’ theme. The group formulated interviews to investigate the existing forms of social connections and gender distribution. The conducted interviews generally provided a preliminary overview of the study area and not a fully representative sample. Throughout these site interviews, valuable data were collected and problematic issues concerning the area were highlighted.

For the ‘Governance and Partnership’ theme focusing on governmental issues, that are highly institutionalized, random interviews and simple observations were not promising in that context. The complex information about the governmental system – that also hold some security issues due to its political impact – were only available by official meetings with representatives of the institutions.

For some of the themes, one of the challenges of the data collection was the short time schedule for the case study that did not allow for deep-going analysis of hidden structures what would have requested a wider time frame. Hence, the resulting lack of information was filled with literature and scientific research that had already been done before. Contradictory information acquired from the interviews was cross-checked through observations and literature review.

Another challenge was that approaches which were more 19

oriented towards primary sources since secondary sources were weak for reasons related to the general situation such as: language barrier with the official institutions, bureaucracy procedures and also the security situation on the country level after the revolution of 2011. »» Group Reflections & Discussion To create a common understanding of the area, a preliminary round of reflections was conducted where each group shared their first obeservations and recieved the impressions of the whole class.

Figure 23: Group Reflections Pin-Ups Source: IUSD Students 2013

Figure 24: Group Reflections in the Studio Source: IUSD 2013

»» SWOT Analysis In order to systematically analyse the above mentioned data and to put them in a context that is valuable for further proceeding within any upcoming strategic elaboration, the SWOT analysis was chosen to summarize the strengths, weaknesses, opportunities and threats of each single theme.

The analysis at hand along with the SWOT aims at eventually leading to the formulation of issues, and recommendations in the coming phase of identifying solutions and clustering them into development line.

Figure 25: SWOT Analysis Source: IUSD Students 2013

20

2.2 Phase 2: Gap and Needs Assessment 2.2.1. Identification of Issues The purpose of this phase is to identify the cross-cutting issues arising from the SWOT analysis of each theme to later produce a a list of prioritised issues based on themes. In this stage, students with the support of the ICS staff hold workshops and discussion tables. »» Knowledge Café The aim of the Knowledge Café session was to reflect and discuss the main issues for each theme with other themes to produce a well-studied list of issues for their respective groups. As a first step groups use the findings from the previous SWOT analysis to create a comprehensive list of major issues and aspects that they identified in the urban profiling phase. Since the number of groups were odd, there was always one group waiting for the others to finish. The rotation of the Knowledge Café was interactively done amongst all groups with rotation breaks for the odd group out. Tables were first assigned between the ‘Urban Design’ theme and the ‘Economic Simulation’ theme. During that time ‘Governance and Partnership’ them was actively involved with ‘Social Integration’ theme and the ‘Environmental Aspects’ theme was having their rotational break.

Figure 26: Knowledge Café List of Issues Source: IUSD Students 2013

During the discussion, each group introduced the main issues in their sector to the other groups. The overlapping issues are combined and summed up into final issues. In the end, each group was asked to provide a list of the most important issues regarding their theme of study which were pinned up for an overall group discussion.

Figure 27: Knowledge Café Rotation Tables Source: IUSD 2013

21

2.2.2.Thematic Prioritisation of Issues Topics identified from the preliminary identification of issues are subjected to a second round of the prioritisation exercise through a simple matrix which is produced by each of the 5 groups in this phase. The matrix consists of the set of overlapped thematic issues and the 5 analysis themes.

Students then again discuss within their thematic groups to analyse which of the issues are either solved by or effects in other thematic groups.

Figure 28: Thematic Prioritisation of Issues Source: IUSD Students 2013

22

2.2.3. Identification of Solutions The purpose of this stage is to come up with rapid solutions and test them against the objectives provided by the UNHabitat competition. »» Issue Based Solutions Solutions were proposed to respond to the set of issues prioritised by each thematic group using the inductive solution identification method. The main reason for using such a method is due to the time limitations in the study area and that it is more open-ended and exploratory. »» Solutions VS Objectives Matrix

Figure 29: Identification of Solutions Source: IUSD Students 2013

Each thematic group proposed solutions to address the issues arising from the previous steps. To validate these solutions and text whether they are realistic and whether they respond to the main scope of work, these solutions were examined against the objectives of the UN-Habitat competition described in the overview of the international mass housing competition.

2.2.4.Clustering Solutions in Development Lines

Figure 30: Solutions VS Objectives Matrix Source: IUSD Students 2013

23

At this stage, students proposed more than thirty solutions.

The solutions varied from small scale interventions to policy level. Furthermore, solutions presented from different thematic groups seemed to overlap. Therefore, a big pool of solutions was created. Hence to narrow down and combine these solutions, development lines were extracted from the pool of solutions and then, these solutions were clustered into the 4 main development lines. The final development lines selected dealt and combined governance, ecological, economical and social aspects in the study area as follows: 1.

Improving Local Governance Systems

2.

Improving the Quality and Utilization of the Public Realm

3.

Fostering Social Infrastructure

4.

Support and Empowerment of Small and Micro Enterprises

Figure 31: Clustering Solutions Studio Work Source: IUSD 2013

24

Relocate the street vendors Thermal comfort: legalization

Develop a regulatory framework for PPP

Expansion and growth: Sitting a legal framework (formalize)

Establishing a CBO

Develop organizational manual for the street vendors

Mobilize community to create activities in open spaces

Privatization Garbage collection system Improve relationship between municipality and community through platform/transparency

“Needs assessment� for students

Cooperate with the youth center (facilitator between youth and gov.)

Secure microbusinesses registration

Capacity building training (regulatory body).. trust building

Setting a legal framework for expansion

Improve relationship between municipality and community through platform/ transparency

Figure 32: Clustering Solutions into Development Lines Source: IUSD Students 2013

25

2.3 Phase 3: Development Lines The purpose of this stage is to select one development line that have been chosen from the previous phase and elaborate more on it by preparing a full inception report. After the thematic groups for phase 1 and phase 2, new groups were formed in this phase according to student’s preferences. »» Vertical Tiering Following the concept of vertical tiering described in the Figure 33: Working on Development Lines toolbox in chapter 1, solutions under each development line Source: IUSD 2013 were built into a cascading pyramid and distinguished into policies, plan, programmes, and projects. This is carried out because after the issues based solutions exercise, some of the solutions were for a strategic level and some were on a fast track intervention level. The aim is to distinguish between these tiers an categorise them to have a comprehensive and hierarchal strategy for the development line and to identify missing tiers for each development line. Each tier has to respond to one or two objective from the set of objectives that were discussed in the previous phase. After the preparation of the vertical tiers, each group presents their proposal to the whole class. »» Inception Reports After setting the vertical tiering for each development line, each group works on developing an inception report which explains their vision on their respective development line.

The purpose of this report is to set out the objectives, approach, methodology, working programme and experts for each development line. In this stage, the working groups present their ideas on the projects they propose, their approaches to implementation, as well as the required resources, expected limitations and how to proceed. In order to have an integrative approach for the revitalization of Ibn Khaldoun, the three teams working in different fields had to be synchronized. For this stage, each group appointed a representative by collective agreement to coordinate with the other three development lines groups.

Figure 34: Vertical Tiering of Development Lines Source: IUSD Students 2013

26

2.4 Phase 4: Priority Projects This is the final phase in the Integrated Case Study Module.

After each group has worked on refining its development line through the organisation and cascading of a collection of projects, programs, plans and over-arching policies into the pyramid of vertical tiers and the preparation of a comprehensive inception report for each development line, the time has come for each group to choose a priority project to continue work on for the last phase of the project. The purpose of this stage is to develop the finally selected priority projects into action plans. As an academic module, the aim of this phase is to improve the practical and general transferable skills of the students. Hence, this phase is designed to give the students the opportunity to develop design strategies for their project through developing their vision, mission and actions. In addition, groups should work on finalizing their project budgets and networking with stakeholders involved in the action plans. At the end of this stage, groups hold a presentation on their action plans for the IUSD staff as well as the ICS module partners. »» Project Classification Matrix In this phase, students selected the priority projects, based on Projects Classification Matrix. »» Action Plan for Priority Project 1.

2.

3.

4.

Development Line: Improving Local Governance Systems; Action Plan: Trust Building between Community and Government by Creating a CBO for Waste Management Development Line: Improving the Quality and Utilization of the Public Realm; Action Plan: Appropriating Open Space Development Line: Fostering Social Infrastructure; Action Plan: Developing Social Street Network Development Line: Support and Empowerment of SMEs; Action Plan: Establishing Micro-loan Office

Figure 35: Students Presenting Priority Projects Source: IUSD 2013S

27

Chapter 3

Housing in Tunisia

3.1 Overview on Tunisia 3.2 Governance Structure in Tunisia 3.3 Demography 3.4 The Institutional Organization 3.5 Grand Tunis 3.6 Chronological Development of Housing Provision

3.1 Overview on Tunisia Tunisia, 162 155 square kilometres, is the smallest country in North Africa. It is bordered by Algeria to the west, Libya to the southeast and the Mediterranean Sea to the north and east while the south of the country reaches to the Sahara desert. Its capital Tunis is located in the northeast. It is a member of La Francophonie, the Arab Maghreb Union, the Arab League, and the African Union.

3.1.1.Environment Tunis is characterized by three geo-climatic zones, the northern region where the average rainfall is between 450 and 600 millimetres, and the central region where the average rainfall is between 300 and 200 millimetres, and the southern region which tends to be a drier than the other two with an average rainfall of less than 150 millimetres (Bibi & Chatti, 2007). The northern region which has the highest annual rainfall is also abundant in waters constituting 80% of the country’s surface waters and thus produces 63% of the national agricultural production. The rest of the country is semi-arid, arid and Saharan (HYDRIA-UNESCO, 2011).

3.1.2.Economy In terms of economy, Tunisia’s economic sectors are concentrated in five categories mainly service, agricultural, mining, tourism, and manufacturing with services at 54 percent of the GDP, manufacturing at 35 per cent of the GDP, and agriculture at 11 per cent of the GDP (UN-HABITAT, 2011).

Economic vulnerability corresponds to the proportion of people with an income level at the very most 25 percent higher than the lower (absolute) poverty line (Bibi & Chatti, 2007).

1

3.1.3.Basic Urban Services 100% of the urban population in Tunisia has access to drinking water (2/3 of the population), and 85% of the rural population (1/3 of the population). This has been made 29

possible through the construction of dams that transfer waters from the Medjerda Basin to the capital and from other coastal areas to the east a few decades after its independence of the country (HYDRIA-UNESCO, 2011). Unemployment was “13.3% in the year 2009 with 30% for individuals aged 20-24 years and at 25 % for young university graduates. (UN-HABITAT, 2011). Economic vulnerability1 is an important concern in Tunisia since around “6 percent of the population remain clustered above, but close to, the lower poverty lines” (Bibi & Chatti, 2007).

3.2 Governance Structure in Tunisia The territorial division of Tunisia draws the governance vision in a country and determines the function of local governance. There were several shifts in the administrative and institutional structure of Tunisia which are mostly related Figure 36: The drainage basin of the Medjerda to the increase in international aid. The Tunisian territory Valley of Tunisia division in Tunisia witnessed three phases. The first phase, Source:(HYDRIA-UNESCO, 2011) which is the pre-colonial phase, was based on a tribal division. The second phase which is the colonial phase was based on the deconstruction of this pre-colonial era. The third phase, which is the post-colonial phase presented the construction of the modern republic and illustrated the perpetual changes in space, policies and institutions (Belhedi, 1989).

The Pre-Colonial Phase: The country was subdivided into 70 Caidats. These Caidats reflect the tribal division of the country. Each ‘Caidat’ was governed by the Caid. This precolonial division was based on the natural and historical specificities (Belhedi, 1989). In each Caidat we find the Macheikhat, led by Sheikh helping the Caid in tax collection and strengthening the link between the population and the local authority.

The Colonial Phase: The French protectorate maintained the tribal division that was already defining the spatial division in Tunisia for better control and exploitation of the territory. However, they reduced the number of Caidats to 36 instead. The first spatial plans appeared in the colonial period in 1929, and showed the management plans for all urban perimeters and expansion zones according to the decree of 25 January 1929 on the development and expansion of urban areas (Béchir et al., 2011).

30

Figure 37: Administrative Territorial Division Source:(Ministry, 2009)

The Post-Colonial Phase: During the first thirty years of independence, the territorial planning was a part of the sectoral approach to the state and was a rather vertical economic planning which further amplified the regional disparities (Béchir et al., 2011). The post-colonial phase removed the tribal configuration and the traditional administration and “established a modern administration, which incorporates, in fact, the principles of the colonial administration and refined the administrative division according to political and economic imperatives” (Belhedi, 1989). Tunisia is divided into 24 governorates (Table 2). The governorate represents the largest administrative division of the national territory.

Each governorate is subdivided into delegations. The delegations are in turn divided into sectors or Imadas . There are 8 sectors per delegation. Tunisia is made up of 264 delegations, which are divided into 2083 sectors.

There is another subdivision of Tunisia into municipal (communes ) and non-municipal areas. These areas are labelled as municipal for town-planning purposes and are Governorate

Number of communes

Number of sectors

Number of delegations

As of 31/12/1990

As of 12/31/2012

As of 12/31/1990

As of 12/31/2012

As of 12/31/1990

As of 12/31/2012

Tunis

6

8

121

163

14

21

Ariana

11

6

67

48

8

7

Manouba

-

9

-

47

-

8

Ben Arous

8

11

46

76

7

12

Nabeul

23

24

90

102

15

16

Zaghouan

5

6

42

48

5

6

Bizerte

13

13

85

102

12

14

Béja

7

8

95

101

8

9

Jendouba

8

8

85

95

6

9

Le Kef

12

12

81

87

10

11

Siliana

10

10

79

86

9

11

Kairouan

12

12

110

114

11

11

Kasserine

10

10

93

106

12

13

Sidi Bouzid

9

10

105

113

11

12

Sousse

14

16

95

105

14

16

Monastir

31

31

70

79

13

13

Mahdia

14

14

94

99

10

11

Sfax

14

16

119

126

13

16

Gafsa

8

8

68

76

10

11

Tozeur

5

5

34

36

5

5

Kebili

5

5

33

43

4

6

Gabes

9

10

68

73

9

10

Medenine

7

7

87

94

8

9

Tataouine

5

5

54

64

6

7

Total

246

264

1821

2083

220

264

Table 02:The Administrative Division of Tunisia Source: (INS, 2012)

31

not necessarily related to the previous administrative zoning. There are 264 communes or municipal areas (See Table 2). The governors, delegates and omdas who are respectively the chief regional authorities at the governorates’, delegations’ and sectors’ level are designated as civil servants. The municipality president and the members of the municipal councils are elected every 5 years (INS, 2012) (UCLG, 2008).

3.3 Demography Tunisia has become increasingly urban since 1950, and this urbanization trend is continuing. The national census which was conducted by the INS in 2004 recorded a total population of 9.911 million inhabitants, out of which 6.43 million (64.9%) were classified as living in urban areas as opposed to 1966 where only 1.82 million inhabitants lived in urban areas, representing 40.1 % of the total population at that time (UN-HABITAT, 2011). Grand Tunis is composed of the four governorates: Ariana, Ben Arous, La Manouba, and Tunis and the coastal areas particularly in the North East and Central East Regions are among the most urbanized with the highest population densities. In the western and southern areas densities

Year

2009

2010

2011

2012

2013

Tunis

996.4

999.7

1002.9

1003.7

1004.5

Ariana

483.5

498.7

510.5

528.5

540.4

Ben Arous

565.5

577.2

588.7

600.9

616.0

Manouba

363.0

367.9

375.3

375.7

379.9

Nabeul

744.2

752.5

762.6

773.1

784.5

Zaghouan

169.4

170.4

172.3

174.0

176.0

Bizerte

543.2

546.7

551.5

556.0

561.7

Béja

304.7

305.7

307.3

305.4

306.3

Jendouba

422.3

423.2

426.0

424.2

425.6

Le Kef

257.0

256.5

258.1

255.1

255.6

Siliana

234.1

234.0

235.3

234.0

234.1

Kairouan

558.2

560.7

564.9

566.7

571.3

Kasserine

427.7

432.3

437.2

438.4

442.3

Sidi Bouzid

408.8

412.6

415.9

417.9

419.2

Sousse

600.4

612.1

622.1

641.7

655.9

Monastir

505.2

515.4

525.5

539.4

542.1

Mahdia

394.1

395.3

400.4

400.5

392.8

Sfax

918.5

930.1

944.5

955.5

969.8

Gafsa

335.1

338.4

341.7

344.5

349.7

Tozeur

102.3

103.5

104.8

105.9

108.7

Kébili

148.6

150.9

152.2

154.3

156.9

Gabés

358.3

361.2

366.1

367.5

370.8

Médenine

453.3

456.0

460.0

466.7

474.2

Tataouine

145.8

146.0

148.0

146.8

148.2

Total

10439.6

10547.0

10673.8

10776.4

10886.5

Table 03:Population Distribution in thousands by Governorate (Last updated on: 17-01-2014) Source: (INS, 2012)

32

Figure 38: : Location of Grand Tunis within Tunisia Source: (Legros & Ben Othman, 2014)

33

are much lower. The Governorate of Tunis is the largest of the four and is home to a population of 1,000,000 inhabitants according to the latest census by Institut National de la Statistique – Tunisie ((INS, 2012) Table 2). The north and eastern coast, especially the agglomerations of Greater Tunis, Nabeul/Hammamet, Sfax, and Sousse, have been the main destination of rural-urban-migrants for decades (UNHABITAT, 2011) (Dlala, 2007).

3.4 The Institutional Organization Local Public Authorities ‘Colléctivités Locales’: This term designates municipal councils, regional councils and structures to which the law confers upon the quality of the local governance and manages the local affairs as described by law.

The Regional Council: The governors of the 24 governorates are nominated by the President of the country. They chair the regional council. The governor represents the executive power by the law. According to the law, the regional council: »» Elaborates the regional development plan (in the context of the national plan), the regional physical planning and the town plan; »» Gives advice on programs and projects established by the government if asked for; »» Establishes regional development programs, and governors operating and capital budget as well as income taxes; »» Manages public property; »» Coordinates between regional and national programs; and »» Cooperates with equivalent foreign institutions.

The Delegation and the Local Development Council: The Local Development Council is a consultative body working under the regional council and helping with the development plans through defining local priorities and needs in the delegation. The local development council, as the consultative body in each delegation, is chaired by the delegate and composed of the heads of municipalities (Mayors), the presidents of rural councils of the delegation, the heads of the sectors, and representatives of regional services of public institutions in the delegation. The delegate may also 34

invite any person with a helpful presence. Article 2 of Law 94-87 on 26 July 1994 defines the missions of the Local Development Council which consist of: »» Giving advice on programs and local development projects; »» Presenting propositions in order to establish priorities and improve coordination; »» Elaborating and executing property and environment protection programs; »» Participating in the elaboration of regional development plans in the regional districts; »» Presenting periodical reports, propositions and recommendations to the governor.

The Sector: The Sector (Imada) replaced the ‘Macheikhat’ and whose head (Omda) is now appointed (B. Tekari 1981 in Belhedi, 1989). The ‘Omdas’ are heads of the Sector administrative institutions whose responsibilities can be changed by the Ministry of the Interior and the Local Development beyond Council. The ‘Omda’ is the officer of the judicial police and registry officers and collaborates with the administration under the authority of the delegates, assists the administration and defend citizens’ interests.

The District Committees: The district committees are considered by law as independent structures and cannot substitute any administrative or political structure. Their responsibilities are to: »» Assist town authorities in the field of health, property and environmental protection; »» Organize cultural activities, sport and entertainment; and »» Increase public awareness of the community.

The Municipality ‘La Commune Urbaine’ and Municipal Council: The municipality is the local administrative urban unit. Its main role is to manage local affairs and communal issues. It is also the body representing the local community.

The municipality council has a mandate of five years. The councillors are elected with a system of voting by proportional representation. Thus, the number of councillors is in proportion to population. In addition, decisions are taken by majority of votes. The municipality council has the authority to take decisions. Although Article 42 of Law No. 75-35 35

of 14 May 1975 on the budget law of local public authorities gives an important position of action for the municipality, Article 43 insists on the necessity of the Governor’s approval. For the distribution of roles and missions, different committees are created. Article 30 of Law 95-68 of 24 July 1995 defines these committees and their functions which are administrative and financial affairs; works and urban development; health, hygiene and environmental protection; economic affairs; social and family affairs; youth, sport and culture; cooperation and external relations; and voluntary action. The Mayor has a mandate of five years. He is elected among town councillors by a secret ballot with absolute majority among the members of the town council and chairs the town council. The Mayor of Tunis however is appointed by decree. According to Article 42 of Law No. 75-35 of 14 May 1975, discussions on the following issues shall take effect after approval by the supervisory authority: »» The budget of the municipality; »» Dispositions and exchanges of property; »» The terms of the leases lasting more than three years; »» Transactions exceeding a rate to be fixed by decree; »» The names of streets and public places where that name is a commemoration; »» The classification of streets, public squares, open spaces , parks, decommissioning, reclassification, their extension or enlargement or suppression and the development and modification of plans to stabilize the municipal roads; »» The intervention of the municipality by direct exploitation or financial interest in the industrial or commercial companies providing a public service or local or regional interest; »» General regulations; and »» Twinning relations and external cooperation Municipalities and Post revolution Status: Directly after the January 14, 2011, the municipal councils elected in the last municipal elections which took place in May 2010, were urgently replaced by special delegations. This shift induced a weakened municipal administration which lost the quality of an elected body. The new laws organizing local public

36

authorities functioning (Constitutional Law No. 6-2011 of 16 December 2011 on the provisional organization of public authorities) gave more space to a more centralized decision making. Article 21 recognizes the National Constituent Assembly and its elected representatives as the legislative body permitting the authority to dissolve existing delegations to appoint new ones or extend their duties if necessary.

3.5 Grand Tunis Grand Tunis is the political and economic capital of Tunisia.

As mentioned before it consists of four governorates namely the Governorates of Tunis, Ariana, Ben Arous, and Manouba (Figure 39). The Governorate of Tunis is the largest of the four and is home to a population of 1,000,000 inhabitants according to the latest census by Institut National de la Statistique – Tunisie (INS, 2012). Grand Tunis became a million agglomeration around 1978. As of independence,

Figure 39: Governorates of Grand Tunis Source: (Legros & Ben Othman, 2014)

its population ranged from 561,000 to 900,250. In 1984 it reached 1,283,500 and in 1994 became 1,683,960. By the year 2004, it was home 2,248,000 inhabitants within the delegations from the four governorates. At 2.4 million inhabitants, it now contains almost one quarter of the country’s population. (UN-HABITAT, 2011) Meanwhile, the number of municipalities increased from 13 in 1975 to 29 in 1994 and 48 in 2004 (Dlala, 2007).

37

Figure 40: Structure of Grand Tunis Source: (Ben Amor & Krotoff, 2012)

3.5.1.Structure of Grand Tunis The structure of Grand Tunis revolves around five main axis (Figure 40), the traditional core ‘Medina’ and colonial city, the post colonial areas extended from the core, the secondary urban centres, the spontaneous settlements and the evolution of the mega projects phenomenon (Legros & Ben Othman, 2014) (Dlala, 2007).

38

»» The Medina The Medina was built in the 7th century on a small hill around the Zaytuna mosque. It consists of a central core and two suburbs, Bab Souika to the north and Bab El Jazira to the south. This urban complex contains a very rich architectural heritage, consisting of religious buildings, crucial and numerous monuments of the Arab-Muslim architecture (Legros & Ben Othman, 2014). Between 1975 and 2004, inhabitants of these traditional urban cores have started moving out to the peripheral urban settlements due to the absence of maintenance of the historical residential buildings and the change in the nature of these areas from housing into mostly city centre commercial and tourism (UN-HABITAT, 2011). »» The Post Colonial Area After independence, people left the old core and headed towards the other areas surrounding the traditional core and on the coasts looking for development opportunities. These

Figure 41: The Urban Sprawl of Greater Tunis since 1975 Source:( (Dlala, 2007)

39

parts began to prosper in terms of investment opportunities and tourism services such as luxury hotels, corporate headquarters, banks, and the business area located in Avenue Mohamed V. This all was connected by an improved road network system and parks such as Esplanade, and garden Habib Thameur were created. This change required the establishment of a public transportation system and strengthening the network of buses, which have helped to improve the accessibility to the centre architecture (Legros & Ben Othman, 2014).  The Secondary Urban Centres Those are the centers which are distributed unevenly in various areas that make up the metropolitan area of Tunis.

They fall under two main categories namely the traditional centers (La Goulette, Hammam- Lif, The Bardo , La Marsa , Ariana) and the planned centers (El Manar El Menzah VI , Berges du Lac and Mourouj). They are dispersed along the northern zone, which is characterized by a high habitat quality, and has a good network of local centers in the districts of El Manar and El Menzah; the north east area which has an agglomeration of traditional centers (La Goulette, Marsa, etc. . ), and the project on the shores of the Lake; and the southern area which is famous for its industrial functions (Hammam -Lif, Rades)(Legros & Ben Othman, 2014).

Figure 42: Spontaneous Areas in Grand Tunis Source: (Ben Amor & Krotoff, 2012)

40

»» Spontaneous Settlements Since the early seventies a generation of unplanned areas were informally built (Figure 42) without prior authorization either on non-agricultural land for urbanization located mainly in North Manouba (Ettadhamen , and Douar El Boudria Hicher) and or at the expense of low and fragile farmland the northern zone of Ariana - Chotrana enveloping the east and south of Sebkhet Ariana, west of Sebkhet Sejoumi (El Agba , Sidi H’cine, Jayara and Sejoumi) and South (M’thalith and Sidi Mosbah) as identified by the District of Tunis in their study in 1982 on “Spontaneous settlements in the District of Tunis - Study Identification”. However, these areas are characterized by a fairly dynamic informal economy (Dlala, 2007) (Legros & Ben Othman, 2014). »» Mega Projects: Part of the previous government’s futuristic vision was a series of development projects that aim to boost the economy of Tunisia and promote its modernization. Part of this framework are the urban project of the Tunis Lake performed on 150 hectares between the Lake and the expressway leading to Marsa, the District Fair (subdivision dominant business whose development started in 2006), and “ Downtown “ (subdivision dominant business services and high density) and two industrial zones, Than Khéreddine and La Goulette and finally the creation of a “ City Park “ (Dlala, 2007).

Figure 43: Urbanisation project of Grand Tunis -Horizon 2021 Source: (Legros & Ben Othman, 2014)

41

3.6 Chronological Development of Housing Provision in Tunisia 3.6.1.Years 1950 -1960 The decade of the 1950’s, was marked by the processes of the Tunisian Independence which occurred between 1952 and 1956 with France. In the year 1956, the 20th of March exactly, Tunisia achieved independence from France. This independence was pushed forward by Habib Bourguiba, who became the first president of the Republic of Tunisia and ruled 31 years from 1956 to 1987. After the independence, the need for decent housing was so pressing and one of the priorities needed to erase the traces of a colonialism independent state and put the country on the route of the economic and social development. “At that time key economic sectors were dominated by the French. Since there was almost no role for the Tunisian private sector, only the public sector could fill the vacuum created by the departure of the French and the need to meet development priorities” (Lippe & Bechraoui, 1997). “The first wave of informality began in 1956 when a belt of Gourbivilles had surrounded Tunis and its Medina.” (UN-HABITAT, 2011, p. 28). Parallel to that response, an important institution, the Tunisian Housing Corporation was created in that year 1957 called the National Society of Real Estate Tunisia - la Société Nationale Immobilière de Tunisie (SNIT) by the decree of August 23, 1956, which is the “is the first national public institution entrusted with the conception and financing of building projects destined to the different social categories” (SNIT, 2014).

3.6.2.Years 1960 -1970 By the 1960, the public sector entirely dominated the housing provision in Tunisia. “The state assigns the primary role of the promoter and becomes the primary if not the sole investor in housing. The state grants tax exemption, and reduces interest rate with repayment periods spanning thirty years and even financial assistance to future residents” (Ben Median, 2013). Starting in that time, “Tunisia launched a very ambitious social housing program, through the National Property Company of Tunisia (SNIT), the Société Tunisienne de Banque (STB), the government ministries and financed by the State through subsidies” (UN-HABITAT, 42

2011, p. 13). By 1963, “limits of public finances in the repayment period increased to 20 years and interest rates were revised and an advance of 20% was required for future buyers 2% for popular housing and 5% for workers’ housing” (Ben Median, 2013). During that decade, several factors affected the social housing programs. Firstly, in 1964, “a financial stabilization plan was adopted that considered housing as an unproductive sector and resulted in a drastic reduction of the housing finance by the state which affected social housing.” (Ben Median, 2013) Secondly a “massive crediting contributed to the depletion of available funds and led to the crisis in public finances and a halt to the housing programs in 1965” (Ben Median, 2013). This decade also marked USAID’S first involvement in Tunisian housing. As its housing policy, USAID promoted American builder projects at that time. “The first project was carried out by SNIT and STB in Cite Carnoy, a suburb of Tunis, became a part of this effort to increase housing production. 693 houses were constructed in the suburbs of Tunis, with financing from a $5 million Housing Guaranty (HG) loan. The Housing Guaranty program is a program in which the United States provides a full faith and credit guaranty to U.S private investors making loans directly to the country concerned for shelter and other urban programs agreed to with USAID”.

(Lippe & Bechraoui, 1997, p. 08).

3.6.3. Years 1970 -1980 This decade was marked by a lot of laws and institutional set-up in housing and urban development. Even though in the 1970s the cost of housing was 30-60 % higher than in 1962-1964 (Ben Median, 2013), Urbanization accelerated and the phenomenon of Gourbivilles proliferated, multiple institutions were established and alternative policies and projectswere acupunctured. The state’s first response was demolition and resettlement in government housing or forced return to the villages of origin (UN-HABITAT, 2011).

Several institutions were established in the early 1970’s.

The National Housing and Savings Fund – Caisse Nationale d’Epargne-Logement (CNEL), the Housing Land Agency - Agence Fonciere d’Habitation (AFH) and the National Wastewater Company - Office National de l’Assainissement (ONAS) were set up in 1974. With this step, SNIT could concentrate exclusively on the construction of social housing, leaving the land provision, sanitation, and finance to other 43

institutions (UN-HABITAT, 2011, p. 13). SNIT changed to focus entirely on building houses. In this phase, CNEL is 100% state owned and its main purpose is to implement the financial aspects of the governmental housing policy (Boleat, 1985). The Fund for Promotion of Housing for Salaried Employees (FOPROLOS) was established as well in 1977. It assists lower income groups to either built housing or purchase social housing. Part of this fund is financed through the employers’ contributions. By 2006, this fund has financed around 20.000 units. (UN-HABITAT, 2011, p. 16) By the late 1970s, policy began to shift emphasis towards enabling housing strategies. Pilot efforts included core housing financed by CNEL. In 1977, a program of small core houses financed by CNEL and constructed by SNIT was set in place. This component marked a further step along the road to smaller and more affordable housing.

In the 1970’s the USAID’s policy turned to the basic shelter needs of low income households instead of promoting the American’s builder projects. It carried out several projects in the 1970’s. The first being a first comprehensive slum upgrading project in Mellassine in Tunis. This project led to the acceptance by the states of the concept of upgrading or gradual improvement of infrastructure and housing rather than demolition and urban renewal as was done previously (Lippe & Bechraoui, 1997). The other project was Ibn Khaldoun project in 1972, carried out by SNIT. It marked the first project in which USAID and the government directly collaborated on design and implementation, and represented USAID’s first efforts to modify existing Tunisian policies.

Funded with a $10 million HG loan, to strengthen SNIT and make it a more effective provider of public housing. USAID’s encouraged lower design standards that make housing more affordable to the urban poor (Lippe & Bechraoui, 1997, p. 09). In 1977, USAID opened a Regional Housing and Urban Development Office (RHUDO) in Tunis, where it was to remain for twenty years. By the late 1970’s the first code of the National Planning was established in 1979.

3.6.4.Years 1980 - 1990 In this phase, more efforts were undertaken to diversify modes of housing production. A major step was the involvement of the private sector. Parallel to that Tunisia began to go through a structural adjustment process and with it came 44

a shift towards less government control, less regulation, and a more private sector oriented economy in 1986. Land development, sites and services projects were initiated, aiming to provide serviced housing lots both at individual builders and the nascent corporate private sector (UN-HABITAT, 2011, p. 13). International donors such as the USAID’s emphasis were on the private sector. Later in 1985 an effort was exerted by the state and USAID to encourage the private sector’s involvement in housing production. The program consisted of land development and serviced sites, and was undertaken with AFH and CNEL. In 1989 CNEL which was 100% state owned was transformed into the Housing Bank, an autonomous State corporation which was eventually partially privatized. The Housing Bank, (BH, Banque de l’Habitat) was established replacing the former government National Housing and Savings Fund (CNEL, Caisse Nationale d’Epargne Logement). The private sector became seen as an important potential producer of lower cost housing, and in one project (El Mourouj IV) a private developer purchased land from AFH. Also, the Loan Fund to Support Local Authorities (CPSCL) was set up to lend funds to municipalities. Law 1989-9 created a privatization commission under the leadership of the Prime Minister, giving it clear direction as to its role and responsibilities, and providing an efficient organizational vehicle to implement the privatization program.

At that time also, there was a shift in policy towards urban upgrading which was supported by international donors. In 1981, Tunisia established the National Rehabilitation and Renovation Agency - l’Agence tunisienne de Réhabilitation et de Rénovation Urbaine (ARRU) a new government agency charged with carrying out and coordinating upgrading activities. ONAS began to be heavily involved in extending sewerage networks to deprived urban areas and to coordinate and carry out upgrading activities, a direct result of the successful Mellassine experience. In 1984, the Thirty Towns Project, USAID’s first activities with ONAS and is a targeted initiative in support of Tunisian upgrading programs to improve sanitary conditions in low income neighborhoods.

Later in 1988, Tunisia published its first housing policy document.

45

3.6.5. Years 1990 -2000 In the 1990’s a main target was the move towards decentralisation. Several initiatives were carried out between 1992 and 1996 such as in the 8th National Development Plan, the state addressed urban problems by strengthening the local governance system, the (CPSCL) which provides finance to municipalities, was reformed into a independent institution and central government agencies such as ARRU, AFH and ONAS became more involved and focused on integrated urban upgrading.

Although many private banks have begun to provide mortgage financing and the number of housing loan schemes offered through FOPROLOS and other government financing schemes have increased, the high costs of housing and land has made the situation untenable for poorer households seeking to acquire housing units (UN-HABITAT, 2011). The Law 17 of 1990 organized the real estate developer profession, which allowed private developers to acquire, service, subdivide land and construct housing estates and gave them incentives to construct affordable social housing. Various other laws, decrees and acts have further regulated the operations of real estate developers, mostly in 1990 and 1991.

There was a major disappearance of public land for housing and rapidly rising urban land prices. At the same time, the trend to involve the private sector in low cost housing has continued, with many laws and measures aimed at stimulating the private developer sector. For example, Law 320 of 1992 was put in place for allowing private civil works companies to enter into government contracts. However, their production of housing suitable to lower income families has proven to be weak and even today they tend to concentrate on middle class apartment housing and up-scale residential projects (UN-HABITAT, 2011). Yet, were still some trials to support affordable housing such as the National Solidarity Fund - Fonds de SolidaritĂŠ Nationale (FSN) 26/26 which was established in 1992 to sustain the poorest families to reach decent living standards, and funded from the Tunisian National Budget, Private & Corporate Donations.

In 1994, the Code of Planning & Urban Development was out in place. In 1995 the Greater Tunis Development Agency - Agence d’Urbanisme du Grand Tunis (AUGT) was established to develop urban studies, to monitor urban development, and to develop intervention plans for Greater Tunis as well as other urban centers. In 1995 as well, the Planning 46

Director (SDA) Greater Tunis 2021 scheme was initiated in parallel with the development of the national scheme of land. Law 46 of 1990 modified the Urban Planning Code (Code de l’aménagement du territoire et de l’urbanisme) to deal with slum areas, illegal housing, and informal urban settlements. This Code was further modified by Laws 122 of 1994, 78 of 2003, and 71 of 2005.

Concerning international development cooperations, the USAID ended its involvement in the housing by 1994 when Tunisia’s economic advances led it to the “graduation” from USAID funding (UN-HABITAT, 2011). The WB supports Tunisia with narrowly-focused urban infrastructure projects. AFD became highly active in Tunisia in 1992 providing financing and capacity building to municipalities and in 1995 AFD financed 170 million Euros for 7 upgrading peripheral popular urban areas. In 1995-1998 the Sustainable Tunis Project upported by UN-HABITAT and UNEP under the Sustainable Cities Programme was carried out by the Municipality of Tunis focusing on urban environmental issues.

3.6.6. Year 2000’s In December 2010, Tunisia experienced an unprecedented and spontaneous wave of massive civil resistance that ended the 23 year rule of President Zine El Abidine Ben Ali. Over the period 2001-2003 a City Development Strategy for Tunis was developed within the Cities Alliance framework with support from the World Bank and UN-HABITAT. Consultative approaches were emphasized, which engaged the private and NGO sectors and academics as well as government officials.

In 2006, the National Solidarity Fund 26/26 the fund was allowed to finance the improvement of housing for the very poor living in upgrading and rehabilitation areas both in Greater Tunis and other large towns. At the same time, there was an emergence of Large Real Estate Developers and Mega Projects, mostly around Tunis but also Sfax, Sousse, and Bizerte. In fact, Law 77 of 2004 enabled the establishment of the National Home Improvement and Rehabilitation Fund (FNAH, Fond national d’amélioration de l’habitat). The current status of national housing policy is reflected in a number of measures adopted by the Council of Ministers in September 2010.

47

International cooperation works are mostly limited to infrastructure and research, such as the extension of the light metro system with a loan of 40 million Euro financed by AFD in 2008 and the Rapid Rail Network for Greater Tunis and a project of air quality and energy conservation in urban public transport in 2010 in which AFD is a co-financer (with the European Commission, and the European Investment Bank and KfW, German Development Bank). In 2008 as well, AFD supported the ‘’Programme National de Réqualification Urbaine” PNRU, with a loan of 50 million Euros including grants for studies and for institutional development of ARRU.

48

1960

SNIT

National Property Company of Tunisia

1974

STB CNEL

Société Tunisienne de Banque The National Housing and Savings Fund

AFH

The Housing Land Agency

ONAS

The National waste water company (SNIT Loans for land, sanitation and finance to other institutions) The shift in policy of the state and the openness to : INTERNATIONAL AND BILATERAL

1981 1989

ARRU HB

ORGANIZATIONS Rehabilitation agency and renewal Housing Bank - CNEL before, autono-

CPSCL

mous state corporation partially privatized Loan Fund to Support Local Authorities

1992-1996

CPSCL

as for municipalities.

The 8th Development plan the CPSCL

ARRU – AFH - ONAS

became more autonomous and independent.

These institutions became more integrated in integrated urban upgrading The sustainable Tunis Project was car-

1995-1998

ried out by municipality of Tunis and its partners focusing on urban environmental issues supported by UN-HABITAT and UNEP (SUSTAINABLE CITIES PROGRAM) City Development strategy for Tunis

2001-2003

was developed within the cities alliance framework with the support of WB and 2004

FNAH

UN-HABITAT Law 77 of 2004 enabling the establishment of the National Home Improvement and Rehabilitation Fund. FNAH: Fond National pour l’Amélioration de

2007

FNAH

l’Habitat.

Two decrees that elaborate more the funding and access to the FNAH fund.

Table 04:Housing Agencies in Tunisia Source: Compiled by IUSD Team

49

1956: A belt of gourbivilles surrounded Tunis and its Medina. The state’s response was demolition and resettlement or forced return to the villages of origin.

The creation of a number of institutions such as the National Fund for the Improvement of habitat (NHIF) and the National Society of Real Estate Tunisia (SNIT) by the decree of August 23, 1956

560,000 inhabitants

1960 The state assigns the primary role of the promoter and becomes the primary if not the sole investor in housing

1960: Tunisia launched a very ambitious social housing program, through the National Property Company of Tunisia (SNIT), the Société Tunisienne de Banque (STB), and government ministries. This housing was financed by the State through generous subsidies, and it was the centrally controlled public sector that dominated completely.

1963 : Limits of public finances in the repayment period increased to 20 years and interest rates were revised and an advance of 20% was required for future buyers 2% for popular housing and 5% for workers' housing.

The state grants tax exemption, and reduces interest rate with repayment periods spanning thirty years and even financial assistance to future residents.

1970

The first comprehensive slum upgrading project by the USAID in Mellassine in Tunis. This project led to the acceptance by the states of the concept of upgrading or gradual improvement of infrastructure and housing rather than demolition and urban renewal.

The shift in policy towards urban upgrading was supported by international donors.

1980

More efforts were undertaken to diversify modes of housing production.

Involvement of the private sector. Land development, sites and services projects were initiated, aiming to provide serviced housing lots both at individual builders and the nascent corporate private sector.

The move towards more decentralization in government has not progressed much.

Total disappearance of public land for housing and rapidly rising urban land prices.

2007 is estimated at 2,380,000 inhabitants

In December 2010, Tunisia experienced an unprecedented and spontaneous wave of massive civil resistance that ended the 23 year rule of President Zine El Abidine Ben Ali

1979: The first code of the National Planning was established.

1981: Tunisia established l’Agence tunisienne de Réhabilitation et de Rénovation Urbaine (ARRU) a new government agency charged with carrying out and coordinating upgrading activities. ONAS began to be heavily involved in extending sewerage networks to deprived urban areas and to coordinate and carry out upgrading activities, a direct result of the successful Mellassine experience

2000

1988: Tunisia published its first housing policy document (enshrined in the Seventh Social and Economic Development Strategy) 1992-1996: In the 8th National Development Plan the state addressed urban problems by strengthening the local governance system. (CPSCL) which provides finance to municipalities, was reformed into a independent institution.

1989: CNEL was transformed into the Housing Bank, an autonomous State corporation which was eventually partially privatized.

The private sector became seen as an important potential producer of lower cost housing, and in one project (El Mourouj IV) a private developer purchased land from AFH. Also, the Loan Fund to Support Local Authorities (CPSCL) was set up to lend funds to municipalities.

1990s: Trend to involve the private sector in low cost hous-

ing has continued, with many laws and measures aimed at stimulating the private developer sector. However, their

Central government agencies such as ARRU, AFH and ONAS became more involved in integrated urban upgrading.

production of housing suitable to lower income families has proven to be weak, and even today they tend to concentrate on middle class apartment housing and up-scale residential projects

1994: Code of Planning & Urban Development 1995: Planning Director (SDA) Greater Tunis 2021 scheme was initiated in parallel with the development of the national scheme of land.

1992: The National Solidarity Fund 26/26 was established to sustain the poorest families to reach decent living standards, funded from the Tunisian National Budget, Private & Corporate Donations.

1995: The Greater Tunis Development Agency (AUGT) was established to develop urban studies, to monitor urban development, and to develop intervention plans for Greater Tunis as well as other urban centers.

Over the period 2001-2003 a City Development Strategy for Tunis was developed within the Cities Alliance framework with support from the World Bank and UN-HABITAT. Consultative approaches were emphasized, which engaged the private and NGO sectors and academics as well as government officials.

2006: The National Solidarity Fund 26/26 the fund was allowed to finance the improvement of housing for the very poor living in upgrading and rehabilitation areas both in Greater Tunis and other large towns.

2006: Emergence of Large Real Estate Developers and Mega Projects, mostly around Tunis but also Sfax, Sousse, and Bizerte.

Figure 44: Mapping the Development of Housing Provision in Tunisia (1950s -2000s) Source: IUSD Team

50

Law d’H Law 199 199 Law ers of 1 cial 199 tion Dec tion gra Law law 199

1974: The National Housing and Savings Fund (CNEL), the Housing Land Agency (AFH) and the National Wastewater Company (ONAS) were set up. SNIT could concentrate exclusively on the construction of social housing, leaving the land provision, sanitation, and finance to other institutions.

1986: Tunisia began to go through a structural adjustment process and with it came a shift towards less government control, less regulation, and a more private sector oriented economy.

1990 Although many private banks have begun to provide mortgage financing and the number of housing loan schemes offered through FOPROLOS and other government financing schemes have increased, the high costs of housing and land has made the situation untenable for poorer households seeking to acquire housing units

1964: A financial stabilization plan was adopted in that considered housing as an unproductive sector and resulted in a drastic reduction of the housing finance by the state which affected social housing.

1977: The the Fund for Promotion of Housing for Salaried Employees (FOPROLOS) was established. It assists lower income groups to either built housing or purchase social housing. Part of this fund is financed through the employers’ contributions. By 2006, this fund has financed around 20.000 units.

Late 1970s: Policy began to shift emphasis towards enabling housing strategies. Pilot efforts included core housing financed by CNEL.

Law ope

Law Rig de 1 of b

1965: Massive crediting contributed to the depletion of available funds and led to the crisis in public finances and a halt to the housing programs.

1970: The cost of housing is 30-60 % higher than in 19621964. Urbanization accelerated and the phenomenon of Gourbis (informal peripheral urban settlements) proliferated, the state’s first response was demolition and resettlement in government housing.

Laws

The need for decent housing was so pressing that it was one of the priorities to erase the traces of colonialism independent state and put the country on the route of the economic and social development

Tunisia nationalized a number of key economic sectors dominated by the French. Since there was little in the way of a Tunisian private sector, only the public sector could fill the vacuum created by the departure of the French and the need to meet development priorities.

Private Sector

1950

The State

State of the Art

The processes of the Tunisian Independence occurred from 1952 to 1956 between France. In March 20, 1956, Tunisia achieved independence from France proposed by Habib Bourguiba.

Law mo Law ban L’A Dec for

Law lead as t cien tion

Law sion sub the Var the 199 Law de wit tlem 199 Law ent Law me

Law Ho Fon 200 Fun

The in a ters

Law 21 of 1973:Eestablishment of Agence Foncière d’Habitation (AFH) Law 34 of 1976: Building permits, modified by Law 18 of 1990 and modified by a number of ministerial acts between 1995 and 2007 Law 35 of 1976: Organized the relationship between owners & tenants for rental housing and amended by Law 122 of 1993 to grant permanent occupancy rights for certain social categories. Rentals were further regulated by an Act in 1999 dealing with building approvals for vertical construction of multi- family dwellings for rent.

Decrees 54 of 1976 and 624 of 1978: Authorising the National Pension and Social Fund (CNRPS and CNSS) to grant loans for home ownership or land purchase.

Law 54 of 1977: Establishment of the (FOPROLOS). This law has been frequently modified over the years in 1977, 1993, 1995, 1998, 1999, 2000, and 2007.

into the Housing Bank, an which was eventually par-

en as an important potensing, and in one project (El r purchased land from AFH. t Local Authorities (CPSCL) nicipalities.

vate sector in low cost housaws and measures aimed at per sector. However, their

ble to lower income famiand even today they tend ss apartment housing and

Fund 26/26 was established to reach decent living standn National Budget, Private &

Law 55 of 1981 organizing the real estate agent profession, modified by Law 77 of 2005.

Law 69 of 1981 enabled the establishment of the Urban Rehabilitation of the Renovation Agency (ARRU, L’Agence de Réhabilitation et de Rénovation Urbaine) Decree 1413 of 1988 establishing the General Directorate for Housing within MEHAT

Law 1989-9 created a privatization commission under the leadership of the Prime Minister, giving it clear direction as to its role and responsibilities, and providing an efficient organizational vehicle to implement the privatization program

Law 17 of 1990: Organized the real estate developer profession, which allowed private developers to acquire, service, subdivide land and construct housing estates and gave them incentives to construct affordable social housing.

Various other laws, decrees and acts have further regulated the operations of real estate developers, mostly in 1990 and 1991.

Law 46 of 1990: Modifying the Urban Planning Code (Code de l’aménagement du territoire et de l’urbanisme) to deal with slum areas, illegal housing, and informal urban settlements. This Code was further modified by Laws 122 of 1994, 78 of 2003, and 71 of 2005.

Law 320 of 1992: Allowing private civil works companies to enter into government contracts.

Law 108 of 1995: Establishing the Greater Tunis Development Agency

Law 77 of 2004 enabling the establishment of the National Home Improvement and Rehabilitation Fund (FNAH, Fond national d’amélioration de l’habitat). Two decrees in 2007 further elaborated the funding of and access to this Fund.

The current status of national housing policy is reflected in a number of measures adopted by the Council of Ministers in September 2010

Institutions

Law 5 of 1965 promulgating the Code for Real Property Rights, modified by law 98 of 2005. A decree (Décret 1646 de 1998) regulates the coproprietor of buildings and groups of buildings.

International Donors

Laws Law 154 of 1959 set the regulations for the formation and operation of housing cooperatives.

1957: The Tunisian Housing Corporation (SNIT, la Société Nationale Immobilière de Tunisie)

1960s: USAID promoted American builder projects

1966: USAID'S first involvement in Tunisian housing, carried out by SNIT and STB in Cite Carnoy, a suburb of Tunis, became a part of this effort to increase housing production. 693 houses were constructed in the suburbs of Tunis, with financing from a $5 million Housing Guaranty (HG) loan. The Housing Guaranty program is a program in which the United States provides a full faith and credit guaranty to U.S private investors making loans directly to the country concerned for shelter and other urban programs agreed to with USAID.

1970s: USAID’s focus turned to the basic shelter needs of low income households.

1972: Ibn Khaldoun project, carried out by SNIT was the first in which USAID and the government directly collaborated on design and implementation, and represented USAID’s first efforts to modify existing Tunisian policies.

Funded with a $10 million HG loan, to strengthen SNIT and make it a more effective provider of public housing.

USAID’s encouraged lower design standards that make housing more affordable to the urban poor.

National Property Company of Tunisia Société Tunisienne de Banque

1974: Caisse Nationale d'Epargne-Logement (National Housing and Savings Fund -CNEL) The Agence Fonciere d'Habitation (Housing Land Agency - AFH), The Office National de l'Assainissement (National Sewerage Authority - ONAS) SNIT changed to focus entirely on building houses.

1977: USAID opened a Regional Housing and Urban Development Office (RHUDO) in Tunis, where it was to remain for twenty years.

1977: Program of small core houses financed by CNEL and constructed by SNIT. This component marked a further step along the road to smaller and more affordable housing.

1977: The Housing Promotion Fund for Salaried Persons (FOPROLOS)

1980s: USAID’s emphasis was on the private sector.

1981: ARRU (Agence pour la Rehabilitation et Renovation Urbaine - the National Rehabilitation and Renovation Agency).

1984: The Thirty Towns Project, USAID’s first activities with ONAS and is a targeted initiative in support of Tunisian upgrading programs to improve sanitary conditions in low income neighborhoods.

1985: Effort by the state and USAID to encourage the private sector’s involvement in housing production. The program consisted of land development and serviced sites, and was undertaken with AFH and CNEL.

1992: AFD is highly active in Tunisia providing financing and capacity building to municipalities.

1994: The USAID ended its involvement in the housing when Tunisia’s economic advances led it to the “graduation” from USAID funding. The WB supports Tunisia with narrowly-focused urban infrastructure projects.

1988: Department of Housing (DGH, Direction Générale de l’Habitat 1989: The Housing Bank, (BH, Banque de l’Habitat) was established replacing the former government National Housing and Savings Fund (CNEL, Caisse Nationale d’Epargne Logement)

1992: The National Solidarity Fund 26-26 (FSN, Fonds de Solidarité Nationale 26-26) 1995: The Greater Tunis Development Agency (AUGT, Agence d’Urbanisme du Grand Tunis)

1995: AFD financed 170 million Euro for 7 upgrading peripheral popular urban areas.

In 1995-1998 the Sustainable Tunis Project upported by UN-HABITAT and UNEP under the Sustainable Cities Programme was carried out by the Municipality of Tunis focusing on urban environmental issues.

2008: AFD supported the ‘’Programme National de Réqualification Urbaine” PNRU, with a loan of 50 million Euros including grants for studies and for institutional development of ARRU. 2008: AFD financed the extension of the light metro system with a loan of 40 million Euro.

2010: AFD is a co-financer (with the European Commission, and the European Investment Bank and KfW, German Development Bank) of the Rapid Rail Network for Greater Tunis and a project of air quality and energy conservation in urban public transport.

2002: MEHAT’s Direction Générale de l’Habitat decided to create a housing observatory L’Observatoire de L’immobilier et du Foncier, OIF).

2004: The National Fund for House Improvement and Rehabilitation (FNAH, Fond National pour l’Amélioration de l’Habitat)

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Chapter 4 The Integrated Case Study (ICS) Excerpts from Students’ Work 4.1 Site and Actor Analysis 4.2 Development Lines and Priority Projects

In this chapter, abstracts of the students’ work and projects’ outputs of the Integrated Case Study module will be presented. These outputs were accomplished using the various tools mentioned in Chapter 1 that vary from desktop researches, field interviews, meeting with officials and participatory workshops with the residents of the area. The preliminary analysis stage was the students’ first step for the assessment of the community urban needs, opportunities, and challenges of Ibn Khaldoun. The outputs were in the form of documentation reports of the processes with their illustration and graphics. The students, who were divided into dynamic and changing groups depending on each working phase, had identified different ways to structure their work in terms of a methodological set of data collection and analysis tools which intermingled together in the form of comprehensive integrated projects. The first section of this chapter presents the sites and actor analysis for Ibn Khaldoun district under five themes: environmental improvement, urban design, governance and partnership, economic stimulation, and social integration. To follow, second section presents the four development lines proposed by the students and the action plan of the selected priority project under each development line.

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4.1 Site and Actor Analysis 4.1.1.Environmental Improvement »» Introduction This part of research is intended to serve as a starting point for the discussion of the environmental aspects in bn Khaldoun. It provides a brief overview of the environment within the neighbourhood, and the wider environmental impacts on the urban fabric. A profound analysis of different urban scales demonstrates the relationship between urban environment, human health and wellbeing. The study extends to cover dynamics of the built environment; both planned and unplanned, how it affects and is affected by residents’ attitude. Such information is essential for a better understanding of impacts of human activities on the natural environment in Ibn Khaldoun. Environmental analysis is linked to other thematic analysis aiming to determine potentials which are needed to come up with an integrated approach dealing with the neighbourhood (Figure 45).

At first sight Ibn Khaldoun appears to be designed with regards to the Old Medina(Figure 46). Its narrow streets and Figure 45: General Environment Conditions building geometries reflect the same principles of the orig- Google earth, http://www.accuweather.com/ inal design, coping with modern needs main streets were designed wide to accommodate cars and metro lines, large public spaces were added to provide a common ground for various social activities. A profound look at Ibn Khaldoun shows the other side of the coin. The coming analysis demonstrates that Ibn Khaldoun couldn’t stand against the rapid global climate change, and many people were forced to have air-conditioners. In winter, rain water accumulates in the streets which weren’t designed to handle the increased amount of rains.

Three routes were proposed to cover Ibn Khaldoun (Figure 47). The criterion of choosing these routes was to have a reflection from different streets sizes and housing typologies.

Site visits in different days helps to have various feedbacks.

First day was to have a primary idea of the area, while other two days concentrated to held interviews with residents there (second day around 15 unstructured interviews were held, and around 10 structured interviews in the last day).

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Figure 46: Comparison of the Concept of Arabic Medina, Original Plan and Current Situation of Ibn-Khaldoun Source: IUSD Students 2013

»» Methodology and Data Collection Experiencing Ibn Khaldoun came through various quantitative and qualitative data collection methods. Collecting data on ground were enhanced and promoted by linking it to literature review and lectures by locals regarding housing in Tunisia. Structured, and non-structured interviews were the main tools to deal with residents, some questions were direct, others were indirect, which helped to have a profound analysis that was completed by observations in the neighbourhood. »» Main Findings of Site Analysis On a Street Level Figure 47: Routes followed by the Group for Exploring the Site and Collecting Data Source: IUSD Student 2013

Figure 48: The Main Street and the Metro Lin IUSD Students 2013

Figure 49: Residential Streets in Ibn Khaldoun Source: IUSD Students 2013

Street Network: Ibn Khaldoun district was designed to imitate the design of the Arabian old city, where the streets system manifest an obvious approach for the functional hierarchy for the streets. The group observed it clearly on several site visits. The streets were basically divided to different types; the main street is the widest one where the metro line passes through (Figure 48) and is attached to a double loaded Souq, followed by another level of street width where the small shops for grocery and similar activities are located. This level of streets lead to the residential streets which are considered to be the narrowest ones and sometimes are dead ends (Figure 49).

Street Shading: The hierarchy of the streets level created a different amount of shades accordingly to the street width and functions. For the main street where metro line passes almost there is no shades. In contrast in the narrower streets the buildings are providing considerable amount of shades, however in some streets where some small shops are located the building shades were not enough for the residents who step by these shops. So that the residents made some tents to provide more shading areas . In the streets which are considered to be a pure residential streets, residents were keen to plant their court yard with different kinds of trees which also provide shade for the outer streets as the trees always expand to the streets outside.

Rain Water Management: The rain water management in residential streets was observed by the group that the original design of the streets and the rain water collecting system were well designed, in terms of the streets inclination and the floor design. The water collects in the middle of the 55

streets in small channels directed towards the manhole in the end of the street. Recently the residents made many modifications in their houses and the leftover of the building materials blocked the manhole either partially or completely which affected these manholes functionally (Figure 50). Furthermore residents reported that the train sometimes stops in winter time after heavy rain as a result of the water accumulation in the main street.

Topography: The differences in Ibn Khaldoun streets levels were quite obvious when visiting the site. The narrow residential streets are linked together with stairs and ramps.

These ramps are quite hard to climb especially for the older residents due to the harsh angle of their slopes. In some cases it seemed that residents have added more steps to ease the way of the circulation.

Noise: Referring to the on-site observations, the more one Figure 50: Blocked Manholes in IBK Source: IUSD Students 2013 is inside the residential part, the less the noisy it is. In Ibn Khaldoun there are two main resource of noise, the train line and the Souq (Figure 51). The houses which are close to the train line have the most noise. The train line is located on the widest road in the area where the cars are always present. The Souq effect is limited to day time as it stops working at night. Some residents reported that there are some other activities which are held in the area and which cause a lot of noise such as wedding parties.

On a Building Level Building Form: The environmental aspect has been considered in the original design of different building typologies in Ibn-Khaldoun. Most of buildings had an internal courtyard, either in the front or at the back of a single dwelling or formed between clusters of many dwelling units (Figure 53, Figure 54). Some of the collective housing have been designed without an internal courtyard but it is surrounded by green area. The courtyard element provides cooler air to the surrounded rooms specially when cross ventilation occurs and air moves from the courtyard to the room. However, many residents have partially or wholly modified their courtyard (Figure 52). Some have built a roof on the court and used it as an extended room which gives the opportunity to add another room above. Some others have extended their house to include more floors and the court was used as an open core for their stairs. The structured interviews showed that 56% of respondents have courtyards in their 56

Figure 51: Noise Distribution Map Source: IUSD Students 2013

Figure 52: Courtyard Modifications Source: IUSD Students 2013

Figure 53: Ventilation through Courtyards of Housing Clusters Source: SNIT. Plan analysed by IUSD Students 2013

Figure 54: Ventilation through Courtyard of Housing Typology B Source: SNIT. Plan analysed by IUSD Students 2013

houses and 20% of them have closed the courtyard, but according to the on-site observations more than 50% of the residents who originally had courtyards in their houses have closed it either wholly or partially.

Figure 55: Lighting and Ventilation after Enclosing the Courtyards in Ibn Khaldoun Source:IUSD Students 2013

Ventilation and Lighting: Few cases who have fully built the courtyards suffer from lack of proper ventilation and natural lighting. According to the interviews 40% of the groups of respondents who have courtyards see that courtyard modification have negatively affected the lighting, also only 20% of the same group feel the negative effect on ventilation while the rest of the same group did not experience modifications. However, according to the on-site observation there is some architectural sense while carrying out the modifications as one of the observed houses had kept high rise windows along the wall of the old courtyard and made a new opening in the external wall of the court to maintain the air flow by cross ventilation (Figure 55).

Ibn-Kaldoun area follows the Tunisian tradition to paint the houses white, which has two environmental benefits. Firstly it increases the natural lighting through radiation and secondly the reflection which helps to reduce thermal effect.

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Vegetation: According to observation, vegetation is common and exists in most of the houses except in the typology of collective housing which are buildings of five storeys.

Fruit trees where observed in most of private courtyards as well as flowering plants such as ‘Bougainvillea’ are popular to see in the open stair cores or on the front wall of the houses (Figure 56).

Materials and Techniques: According to observations, vaults have been the original form of many roof tops which is appropriate for hot climate in Tunis (Figure 57). As a response to the residents needs to additional spaces for family extension they were reshaped to flat roofs to allow for additional uses above. According to observations, the structures are built with concrete skeleton and filled walls are built from hollow blocks in single rows. Most of the interviewees had an air conditioner in one or two floors if they can afford its cost. Small sized openings are designed for almost all buildings and are still used. However, the material for windows and doors are undergoing change (Figure 58).

Window frames and sun shelters where originally made of wood which is one of the most eco-friendly materials, but currently some windows are made of aluminium frames with no sun shelter. Doors were originally made of wood or steel with hollow sheets, but the impermeable material is currently used instead which prevents air movement.

Figure 56: Vegetation in Collective Housing Source: IUSD Students 2013

Figure 57: Vaults in the Original Building Form Source: IUSD Students 2013

On Open Spaces Level Open & Green Areas: Large green areas are mainly distributed around the site. Current concentration of green areas and trees inside the site are considered very low. The original design provided vegetation in open spaces. These green areas were maintained by the municipality till the revolution. After the revolution these areas were completely ignored which allowed people to throw their garbage in them.

Trees are mostly vertical growing trees which do not provide maximum shading. In addition, some of the green areas are at a level that is higher than the street and bordered by small fence which disconnects it from people’s interaction. As a positive reaction from residents they decided to fence these areas and plant it in order to keep the place clean (Figure 59). The group also observed that there are no open spaces for children.

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Figure 58: Newly Designed Elevations Source:IUSD Students 2013

Figure 59: Green Fenced Areas Source:IUSD Students 2013

Figure 60: Insufficient Collection Boxes Source: IUSD Students 2013

Solid Waste Management: The municipality is responsible for solid waste collection. The interviewees mentioned that before January revolution it was collected two times per day but currently it is done once a day. According to observations, some areas are suffering from insufficient garbage collector boxes (Figure 60), such as the areas close to the vegetable market and those near the collective housing which result in pollution and a foul smell. On the other hand, plastic sorting was observed in two locations and is done by private company.

»» SWOT Analysis Strengths

Weaknesses

•

•

•

The urban fabric of Ibn Khaldoun area provides good shading in the inner streets.

The environmental awareness of residents in terms of air movement consideration, vegetation and paint colour of buildings.

• • •

Accumulation of garbage in nodes and open spaces due to lack of garbage containers.

Lack of shading areas for pedestrians in wide streets and open spaces.

Lack of maintenance of rain water channels.

Building expansions have negatively affected natural lighting and ventilation in a few cases for buildings that have courtyards.

Opportunities

Threats

•

•

•

New systems for external private companies for garbage sorting and recycling.

Plenty of abundant open spaces that can be upgraded for different community uses.

• • •

Deterioration of infrastructure maintenance after revolution.

Spreading of diseases due to garbage accumulation in open spaces and streets.

Lack of thermal comfort due to climate change in opens spaces, building and streets.

High voltage electrical cables near living areas.

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4.1.2.Urban Design »» Introduction Ibn Khaldoun (Figure 61) was conceived as a pilot project for the relocation of the population of two squatter settlements on the outskirts of Tunis on two phases. The first phase, which consisted of the construction of 1,500 units (out of 5,100 projected units) for low-to-middle income residents, was completed in 1974. The site was chosen next to the squatter settlements. Three types of dwelling units were developed ranging from a two-room house on one level to a five-room house organized on two levels and set around a courtyard. The units were assembled in a variety of ways to form articulated linear blocks with an average density of 40 units/ha. The basic structure is load-bearing brick walls and reinforced concrete frame. All exterior surfaces are covered with cement plaster (Archnet, 2013). The project was designed with an architectural style based on the traditional Medina concepts, as noted by many commentators. Ibn Khaldoun is still an asset today in modern Tunisia and the houses are still in demand.

Figure 61: Cité Ibn Khaldun - Elevated View Source: Archnet. Photograph date: 1977.

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»» Methodology and Data Collection The methodology for the site and actors analysis for the urban planning of Ibn Khaldoun in this report depends mainly on primary data for the initial analysis. The short period of the analysis phase affected the data collection approaches which were more oriented towards primary sources. Secondary sources were weak for reasons related to the general situation such as: language barrier with the official institutions, bureaucracy procedures and also the security situation on the country level after the revolution of 2011.

Secondary data sources were mainly taken from Tunisian academic professors and experts through lectures and field visits. For the primary sources, observations in field visits formed the corner stone for the group in understanding the context of the area. Structured interviews played an important role as well in data collection, and were used mainly to identify the original building typology in comparison to the recent modifications.

SNIT

CNEL AFH ONAS

»» Main findings of Site Analysis

Ministry of Interior Municipality Public Inhabitants Business owners Market vendors Visitors/ Commuters Private

USAID

International

Figure 62: Stakeholders in Ibn Khaldoun Source: IUSD Students 2013

Stakeholder Identification: Ibn Khaldoun was carried out

by SNIT in 1972. It was the first project in which the USAID and the government directly collaborated on design and implementation of a housing project and represented USAID’s first efforts to modify existing Tunisian policies (Lippe 1997). In 1974, the National Housing and Savings Fund – CNEL was established. 1974 also saw the establishment of AFH , the Real Estate Housing Agency and ONAS, the Office National de l’Assainissement (National Sewerage Authority) (Figure 62). Further, the inhabitants of the dwellings have developed the housing through expansion process as the report will discuss.

Locality analysis: Ibn Khaldoun city is located to northwest of the capital” Tunis”, Tunisia. It was one of the first affordable mass housing project, which has the old Medina concept. The main purpose of this project was to relocate the inhabitant who were located in Jabel Al-Ahmar, where they came from different suburbans and villages around the capital to avoid informal areas in this rough topography.

The case study site is surrounded by many neighbourhoods; located in the northeast is El-Menzah, a high-income housing area, which borders the university campus, east of Ibn Khaldoun. On the other side of the highway lies Jebel El61

Ahmar, a low income area. In the south, Rommana, Ras Ettabia and Le Bardo, also mostly residential areas. CitĂŠ Ettahrir is another neighborhood in the west, which comprises a garden district.

Ibn Khaldoun can be accessed by different means: the Tunis Metro, bus, car and as well as unmotorized modes. The latter, however, is subject to certain difficulties, as examined later. The metro line, coming from the city centre, runs around the quarter’s south corner, the western border and eventually enters the district. After passing three stops on the edge of the CitÊ, it terminates in its center, right next to the main market. For cars, the main access route to the quarter is following the street parallel to the Metro line.

The street continues, however, after the metro terminal. A bus line follows the same route, and then leaves the quarter again to the northeast, where the second access street is located.

As it is fairly typical for the suburbs and districts of Grand Tunis, Ibn Khaldoun is surrounded by a number of major traffic passages. On the south and the east borders, multilane highways with high speed and traffic volume segregate the area spatially. In the southeast lies Boulevard Mohamed Bouazizi, while in the northeast Rue Meftah Saadallah; where the constant traffic flow makes it dangerous for the pedestrians to cross the street on the ground. On the west side, another wide street, however without guardrails and slightly quieter, separates Ibn Khaldoun from the neighbouring Cite Ettahrir and its big garden. In addition to the roads, a series of other barriers intensify the isolation of the quarter. The west and south borders have metro tracks running parallel to the roads. The two highways are three meters elevated, bounded by steep slopes or even concrete walls. Moreover, patches of wasteland stretch along either side of the highways, especially north of the campus and in the southeast corner of Ibn Khaldoun area. Due to these factors, the border areas are almost devoid of people and accordingly are potential places for criminal activities.

A few connection points have been formally installed to enable pedestrian mobility to the neighbouring districts. These include an underpass under Boulevard Mohamed Bouazizi in the south and another one towards the campus, followed by a foot bridge to enable students to enter the campus.

However, some people, particularly women, might not feel 62

safe using underpasses. The bridge remains ignored to a large extend, since students find it easier to hop the guardrails and take the risk of crossing the road on the ground. Another footbridge crosses Boulevard Mohamed Bouazizi, providing access to a bus stop next to the metro station and right on the side of the busy highway. Despite this provision of some connections, the situation remains problematic, particularly for disabled, elderly, children, and other vulnerable groups.

The lack of proper accessibility for pedestrians drove inhabitants to create their own informal ways to enter and leave the district. Especially along Rue Meftah Saadallah, which has not a single official pedestrian crossing, several paths and self-build stairs going up the slope of the highway can be found.

Numerous students have been observed while crossing this busy road and the following wasteland to enter the campus by climbing the wall, which surrounds it. The case study site illustrates very clearly, how transportation infrastructure can be a means of providing access and connection to an area, as well as isolating its inhabitants at the same time. The observed traffic system discriminates certain modes of transportation and hampers direct contact between residents of adjacent neighbourhoods. In face of the dangerous and uncomfortable situation for pedestrians, we recommend to consider the implementation of appropriate crossings on the critical spots. Furthermore, making use of the potentials of the wasteland strips could make this area more comfortable, attractive and profitable.

El Menzah

Campus

Jebel el Ahmar

to cit ter

en

Ras Ettabia

yc

Cite Ettahrir

Road Hierarchy narrow, open, medium traffic volume, low speed

metro stop

underpass

wide, open, medium traffic volume and speed

bus stop

footbridge

wall

stairs/informal stairs

wasteland

path/informal path

wide, bounded, high traffic volume and speed

Figure 63: Boundaries and Connections to Surrounding Quarters Source: IUSD Students 2013

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Open Spaces: The open spaces in Ibn Khaldoun are analysed on three levels in this report; private, semi-public and pubic open spaces. The Private open spaces are represented in private gardens and courts, which are privately owned by core-house owners, and used by house owners which are usually one family. The semi-Public open spaces, which area related to specific clusters of buildings within the block area.

This type of open spaces has multi-functions; cars parking, and small garden which could be maintained by the municipality or neglected and community gardens fenced and protected from cars to be parked there (Figure 65).

The public open spaces is usually located on crossroads and between the blocks, which is relatively bigger than the two previous types. This type of open spaces has different activity based on daily, weekly, and seasonally basis, sometimes it’s on the long term basis. Accordingly, the open public spaces between the housing clusters is used during the mornings for basic gardening activities by the residents as well as a play area for the children; while its main use during the evenings is car parking (Figure 66).

Building Typologies: The initial form of Ibn Khaldoun dwelling units in 1970’s consisted of three types of Building Typologies; core-house (Individual Houses), semi-collective houses and collective houses. The core-house originally consists of one floor individual house with inner court. The semi-collective house consist of two floor house and have vaults features on the roof top in the original designs (Figure 64). The collective housing originally consists of ground floor and four upper floors arranged in clusters with gardens in between. The three housing typologies were further developed and expanded according to the owners’ needs, on two stages; 1980’s and further in 1990’s (Figure 67). This process allowed the residents to satisfy their own social, family and cultural needs.

Figure 64: Semi-Collective Housing Original Design and Changes Added in the 1980’s Source:IUSD Students 2013

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Figure 65: Different Types of Pedestrian Spaces in IBK Source:IUSD Students

Figure 66: Different Types of Current Self-Managed Usages for Open Spaces Source:IUSD Students 2013

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Figure 67: Schematic Illustration for the Modification Stages of the Various Housing Typologies Source:IUSD Students 2013 Figure 68: Modification in the Original Dwellings in Ibn Khaldoun Several levels of modification can be observed here. Firstly, a shop was added, which expands over the sidewalk. The second floor was once a terrace with a zig-zag wall (note the colour difference). The terrace on top of the ground floor was an addition already, because the prototype designs did not include cantilevering elements.

The wall fragments and the skeleton structure on top of the roof suggest future planned additions.

Source:IUSD Students 2013

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Project Outcomes: Cité Ibn Khaldoun today is a vibrant and dense community in terms of adaptation and expansion; the original dwellings have grown and clusters have adjusted (Figure 68). Small shops and other services have opened, which have contributed to the development of the whole neighbourhood. These expansions are due the amount of flexibility that was considered in the original designs that have nurtured the evolution of the current community. Whereas the original houses were changed and adjusted: extra floor, rooftop shadings, balconies, external staircases, stone facades, and new paints. In the process of expansion and growth, other undesired outcomes have appeared. The houses and neighbourhood have suffered some deterioration in environmental standards; this includes instances of overcrowding, and other safety issues relating to the ongoing process of construction. Some houses appear to have not followed sound design and technical principles in their growth, which is against the owners and the community. Basic urban planning regulations are desirable to limit expansion and to shape urban growth so that in the long run the built environment is safe. »» SWOT Analysis Strengths

Weaknesses

•

•

• • • • •

The area has dense urban fabric that ensures climatic benefits and cultural values.

Good connection to Tunis centre via Metro.

Self-organized initiatives for community gardens and usage of spaces, such as self-made hardscape elements, stairs,..etc.

The area has its own markets that acts as commercial centre.

Flexible original design of the housing as well as of open spaces which allows multi-functions.

Hierarchy of street sizes creates various urban atmospheres as well as hierarchy of shared spaces from private till public.

• • • • • •

Physical separation from surrounding neighbourhoods by metro tracks, highway, lack of connections and vacant land.

Existing connections (especially to the campus) are few and partially neglected .

The original design cannot cope with the current demand for car parking.

Sidewalks around final metro stop are fully occupied by vendors.

Lack of maintenance in collective housing units.

Lack of public furniture as places for socializing.

Poor infrastructure services represented in the sewage.

Opportunities

Threats

• • •

• •

Presence of self-organized community initiatives.

Abundance of unused/vacant spaces.

Potentials to revitalize the medina concept.

• • • • •

Proliferating numbers of private cars.

Lack of maintenance: cleaning/waste collection in certain areas.

Informal expansion of buildings on the expense of public spaces.

Increased misuse of gardens for car parking.

Uncontrolled process of housing extensions.

Lack of official data about current building extensions status.

Natural hazards thread by the flooding.

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4.1.3.Governance and Partnership »» Introduction The importance of the governance and partnership comes from its hardcore involvement in the process of development. In order to maintain a win-win situation through this process, dynamics upon which different actors operate must be understood. In Hay Ibn Khaldoun, and due to the revolution, the governance structure tumbles in a resemblance to those occurring on a state level. However, this governance structure and its relationship with the current situation are gaining even more importance due to their critical role in developing and maintaining the neighborhood. One general definition of Governance states that it is a concept in which power is manifested both inside and outside the formal authority and institutions (UN-HABITAT, n.d.). Another definition is that governance is a process in which authority is designated to rulers, whom afterwards formulate the rules and impose them (World Bank, n.d.). This process involve the government, private sector and civil society. This chapter discuss and analyze of the dynamics of this process and key actors and entities involved.

Figure 69: Low Maintenance for IBK Source:IUSD Students 2013

Figure 70: Second Hand Clothes Market in IBK Source:IUSD Students 2013

»» Methodology and Data Collection The area with its governmental structuring & partnerships was investigated by several analytical methods; namely participant observations, key-person interviews / guided interviews and unstructured interviews with randomly chosen interview partners that stay in Ibn Khaldoun while the research took place. With a focus on governmental issues, that are highly institutionalized and organized other analytical methods (e.g. random interviews and simple observations) seemed not promising in that context. The complex information about the governmental system – that also holds some security issues due to its political impact – was only available by official meetings with representatives of the institutions. According to the hierarchical system in Tunisia information about Ibn Khaldoun were partly not even available on-site; for that, institutions beyond the boundaries of Ibn Khaldoun had to be investigated – namely the Wilayyah of Tunis. Official data, e.g. statistics, could not be taken into account – due to a highly bureaucratic system and the shortage of time while the field study took place.

Informal and invisible associations, networks and partnerships were investigated by unstructured interviews and observations. Yet, also in this case, a narrow time schedule did 68

Figure 71: Enclosed Vegetables’ Market in IBK Source:IUSD Students 2013

Figure 72: Youth Centre “Hay Ibn Khaldoun” Source:Google Earth, IUSD Students 2013

not allow for deep-going analysis of hidden structures what would have requested a wider timeframe. Hence, the resulting lack of information was filled with literature and scientific research that already had been done before about Ibn Khaldoun, mainly by Professor Doctor Olfa Ben Medien.

And also research about the constitution, the governmental system in Tunisia and the relationship between government and civil society in general by Dr. Sami Yassin Turki, as well as additional interviews with the urbanist and consultant Insaf Brahimi. »» Main Findings of Site Analysis The Role of The State Sub-divisions in Ibn Khaldoun Neighbourhood: The “Hayy of Ibn Khaldoun” is hosting several formations that can be considered to relate in certain ways to structures of governance and partnership. Those can be divided into mainly three configurations – official institutions belonging to the governmental system, institutionalized non-governmental associations and last but not least non-institutionalized systems of partnership and networks; sometimes those have a certain spatial pattern, yet sometimes they are even lacking any significant visible expression. Relating to the former, the area is confined in its Southern edges by several institutions; namely the municipality (baladeyyah) and the delegation (mu`tamadeyyah).

On the opposite side, in the Western edges of Ibn Khaldoun, the location of some residential buildings can be found that are inhabited by mainly employees of the Ministry of the Interior. Though not offering any municipal services, they play a certain role in the power structures shaping the area.

In the centre, non-political and non-institutionalized associations do impact the cityscape. The “Tunisian Association for Social Solidarity” which was founded in 1882 has a branch in the neighborhood that was partly funded by the Japanese Embassy and UNICEF. It is providing there social services, e.g. educational programs for children and elderly, as well as leisure activities for the whole community. Next to it, a formerly informal vegetable market can be found, that had been formalized by the municipality through limiting its extent by fencing. This market has its counterpart in the Western edge of the area where the central vegetable market is located. Bordering it is the flea market, where mainly second-hand cloths and house wares are sold. On an organizational level this market can be located somewhere between the informal and formal, municipal sector.

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The whole area around the metro-station is occupied by this economic activity. Besides, the whole area seems to be nerved by a dense network of invisible relations that can be considered also as partnerships or civil society associations on an informal level. Non-political / Charitable organizations are also affecting this area. Despite not being located within its borders, charity organizations, such as “Munnet al-Rahman�, do impact the lives of the citizens in Hayy Ibn Khaldoun.

Figure 73: Conceptual Mapping for IBK Source:Google Earth maps, IUSD Students 2013

Governance System & Stakeholders Analysis: The hierarchical structure of the government ranges from a very general & broad level of state down to the small sectional level of neighborhoods. The still relatively high level of centralization (decentralization process is taking place in the next 5 to 10 years) within the state apparatus is supporting the hierarchical and bureaucratic functioning. In general two main branches can be distinguished within the system: One being concerned with the regional level and the other one tackling on-goings on the local level. While the former one is characterized by its political function and for that not being elected, the latter one is rather administrative and defined by its representatives not being elected. On the national 70

Figure 74: Forms of Administrative Structures, within the Government, and the Community.

Source: IUSD Students 2013

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level the highest authority – the state - is represented by the president. The governor -who is acting as representative of the regional level- is also directly appointed by the president. Yet, in-between governor and president – on the national level – there is also located various ministries, e.g. the ministry of interior and rural development. The ministry of interior that is the most powerful force in terms of control within the whole state apparatus is directly controlling the local level through the municipalities (baladiyyeh); whilst the delegation (mu`atamadiyyeh) on the regional level is solely in communication with it. With the governor being directly nominated by the state and heading the regional level, complete control cannot be exerted by the ministry of interior. There are 24 governorates in Tunisia; each consisting of two entities, namely the governor and the regional council. As has been said before, the 264 delegations are each directly depending on the governor of the governorate they belong to – while the 264 municipalities are solely in correspondence with the governorates and relating to the ministry of interior in terms of control. Both institutions on the local level consist of two bodies; the delegation comprising of the delegate and the development council – and the municipality consisting of an elected mayor and the municipal council. The members of the development council relate to the level of the ministry by being local representatives of each department of the ministry (education, culture, etc.).

The administrative institutions on the local level, represented by the municipality, are completely independent as all their representatives are elected. On the neighborhood level the smallest entity are 2073 sectors that are administered by the `Imada. The connection between civil society and institutions is realized by the position of `Umda, who is mainly registering social needs and demands of the residents.

Due to this specific structuring, development projects of a sector are not necessarily implemented by the municipality it is located in. Solely projects that are related to the very specific area of the municipality are solved within this section, e.g. electricity, infrastructure, open spaces, streets, kinder-gardens etc. Issues concerning broader areas or country-wide infrastructure, e.g. schools, hospitals etc., are in the field of responsibility of the respective ministry – being delegated to them by the delegation and its development council.

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To give an example, if a street in Ibn Khaldoun needs to be repaired, the resident demanding this issue has to go to the technical office of the Delegation Omran El A´ala to make a request. In a further step, the technical office has to collect all the requests concerning the issue and delegate them to the municipality of Tunis. After that, the municipality can decide – by informing the governor of Tunis about the case to repair or rebuild the street.

Yet, if the establishment of a new school is taken into consideration, the municipality cannot decide about this but has to wait the decision of the ministry of education that relates the decision to the information given by the regional council of the government and the development council of the delegation. For the very specific case of the case study area of Ibn Khladoun the described structure differs slightly; as the area is located in the Greater Metropolitan Area of Tunis.

Meaning that Ibn Khaldoun - as one of the 2073 sectors of Tunisia - belongs to the delegation of Omran El A´ala. Omran El A´ala is (territorial wise) a part of the municipality of Tunis within the governorate of Tunis. Yet – notwithstanding the former general structure of Tunisia – the governorate of Tunis is a section of the governorate of Greater Tunis, that consists of 3 further governorates; namely Ariana, Manouba and Ben Arous. The same institutions and entities as described before can be found within this system. Yet due to the small-sized sub-divisional structure of the area, an additional level of institutions can be found; namely, the sub-municipalities of Tunis under the municipality of Tunis (e.g. Ibn Khaldoun).

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Figure 75: Greater Tunis Institutional and Organisational Level 1 Source: IUSD Students 2013

Figure 76: Greater Tunis Institutional and Organisational Level 2 Source: IUSD Students 2013

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Figure 77: Greater Tunis Territorial Structure Source: IUSD Students 2013

»» SWOT Analysis Strengths

Weaknesses

• •

•

Mayor and Municipal Council are elected.

Fiscal autonomy of the municipality.

• • •

Due to the transitional situation after the revolution, the mayor is not elected.

Lack of skills and human resources in the municipality.

The municipality is incapable of achieving fiscal autonomy due to obstacles in collecting taxes.

Lack of knowledge & skills to implement Public-Private Partnership (PPP) from the side of private actors.

Opportunities

Threats

•

•

• •

The new constitution dictates that administrative entities like governors and delegates are being elected which can rebuild a ‘trust’ relationship between locals and government.

Development of a regulatory and financial framework for building Public-Private Partnership (PPP).

The democratization process fostered by the new constitution might revive the role of the neighbourhood committee without any political implication.

•

Reluctance of people to participate in activities related to governmental institutions (e.g. municipal council meetings) Subdivisonal system affects the communication patterns between the single entities and renders transparency insufficient.

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4.1.4.Economic Stimulation »» Introduction The collaboration between government, private sector and academia can feature a perspective for innovative economic development (UN-Habitat 2004). Accordingly, the following will discuss the economic stimulation, engaging public and private businesses, as well as residents in the urban area of Ibn Khaldoun, situated in the greater boundaries of Omrane Supérieur, in the governorate of Tunis. The economic activities in this residential urban area are defined under the umbrella of exchange of money and trade, the demand Figure 78: Street Market in Ibn Khaldoun and supply of goods, and the generation of labour, to se- Source: IUSD Students 2013 cure the livelihood of its residents. Further, these activities are distinguished in public and private sectors. Whereas the public sector provides different services, e.g. education and maintenance, as well as public-owned market space, the private sector covers the provision of daily needs as goods and services of micro-businesses.

The observation and analysis of economic patterns will focus on the above-mentioned factors, as well as the distinction of formal and informal1 labour and goods on markets, occurring since the 2011 revolution in Tunisia. The analysis of the observed economic activity in the context of Ibn Khaldoun’s neighbourhood (Figure 78), will help to identify local potential of economic sectors and their actors. Economic triggers, such as, the demand and supply of resources and services, will be investigated, and the interrelation to income sources for residents, will be determined. We will introduce a methodology to collect quantitative and qualitative data, and evaluate the findings for solution-related analysis and conclusions. In doing so, we will elaborate a SWOT-Analysis to correlate findings with the wider context of Tunis. We will conclude in summarizing the driving economic forces and the money circle in Ibn Khaldoun, with their interrelation and effects on each other, as well as identifying potentials for economic benefits, growth and economies of scale2. »» Methodology of Data Collection To understand and analyse the economic activities within Ibn Khaldoon area, different methods for data collection were used such as: observations; interviews; mapping, and statistics in a parallel way.

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1 In microeconomics, economies of scale are the cost advantages that enterprises obtain due to size, with cost per unit of output generally decreasing with increasing scale as fixed costs are spread out over more units of output. Often operational efficiency is also greater with increasing scale, leading to lower variable cost as well. (http://en.wikipedia.org/wiki/Economies_of_

scale) 2 The term ‚informal‘ is used in this context, to describe market activity in Ibn Khaldoun within an enclosed group of vendors, not paying charges for their market spaces to any authoritarian body, and thereby, occupying space ‘illegally’ nevertheless tolerated by the municipality.

Observations in particular were used in the area as a method to investigate and define the various economic activities occupied in the area. Observations were held in different days and timings. Consequently, it eased identifying the target groups within these economic activities. Based on the observations, different methods were held such as mapping, structured interviews, and statistics analyses to ensure the reliability of the information to be analysed. Structured interviews aimed to investigate different aspects as ownership, rents, origins, economic vitality, demand, source of income, and means of spending and tenureship. The sample of the structured interviews for the private sector in service provision and production in Ibn Khaldoun were as follows: 1.

Do you live in Ibn Khaldoun?

2.

Do you have a family?

3.

Are you the business owner or an employee? (If ownership: Do you have employees?)

4.

Do you own or rent the place you are working in?

5.

For how long are you working in this place?

6.

What are your daily/weekly work times?

7.

Do solely people from the neighbourhood consume in your place or also outsiders?

8.

Are you spending your money in Ibn Khaldoun or outside?

9.

How would you currently rank the economic situation of your business?

These interviews were held with different actors in the area that ranged from private to public sector for service provision and production in Ibn Khaldoun Market, and consumers as well. Each target group was selected intentionally, while the sample was selected randomly. They are listed as the following: formal vendors in markets and shops, informal vendors in markets, craftsmen, consumers in the area and outsiders, real estate agency and Omda.

Mapping: researchers mapped the density of economic activities in an attempt to allocate different vacant lands and areas that may become a possible asset for new economic growth. The mapping was implemented through walking tours in different routes inside the area.

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Statistics: researchers aimed to find secondary data from reports and statistics about employment and education percentages, the availability of the data is from the Wilaya and employment authority reports and publication. However, there were no statistics on the scale of Ibn Khaldoun found in the reports.

»» Main Findings of Site Analysis

Figure 79: Food products in Ibn Khaldoun Source: IUSD Students 2013

General Observations: Ibn Khaldoun is commercially very active, with a wide spectrum of variety in products and reasonable prices, which attract visitors from outside the area to buy, especially in peak times. The main economic attraction is the Flea market, which is considered the second famous flea market after “Hafsia”1 (Mrs S. Selmi 2013, personal interview. 27 October) in greater Tunis City. The main economic activities identified in the site are second hand markets, home wares, crafts production, groceries and some other activities as hairdressers, tailors, restaurants, and cafes. These markets are categorized as formal Figure 80: Secondhand Market of Ibn Khaldoun IUSD Students 2013 and informal markets which will be defined by the researches in the next section. Concerning gender and age, the presence of working women in the neighbourhood is noticeably high, especially in private shops. While male domination is noticeable in the street vendors sector with a very low / neglected percentage of women.

Economic mapping of Ibn Khaldoun: Ibn Khaldoun is commercially very active, with a wide spectrum of variety in products and reasonable prices. A variety of products attracting visitors from outside the area to buy, especially in peak times (Figures 79 - 81).

Concerning gender and age, the presence of working women in the neighborhood is noticeably high, especially in private shops. While male domination is noticeable in the street vendors sector with a very low / neglected percentage of women. After observing a high number of men spending their time in cafés, our first assumption was that those men Figure 81: Food Market of Ibn Khaldoun were unemployed, however, after interviewing café owners, Source:IUSD Students 2013 we found out that the majority of men work in shifts and taking break in these cafeterias.

Economic Sectors and Actors: Economic sector can be categorized into formal and informal sector (Figure 82). The researchers defined the “informal” sector, as an enclosed 78

Hafsia is a quarter in the center of greater Tunis City. It has the biggest flea market in the capital Tunis.

1

group of vendors in Ibn Khaldoun who neither pay charges nor are registered in the municipality, while the formal ones pay rental charges to the municipality.

Economic Sectors

Informal Sector

Formal Sector

Private Sector Supply Provision (secondhand clothes, homeware market) Private Sector Service Provision (tailor, cafĂŠ, mechanic ...)

Private Sector Supply Provision (food market, bakery, supermarket, ...) *including Real Estate Market

Public Sector Service Provision (schools, post, youth club, ...)

Figure 82: Economic Sectors Source: IUSD Students 2013

Figure 83: Mapping the Economic Activities in the Area Source: IUSD Students 2013 Formal economic Nodal -Points

Informal economic Markets

Conflict fomality zone

Vital economic axis (9-15 shop/100 m) Medium economic axis

(6-8 shop /100m) Weak economic axis

(<6 shops / 100 m)

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Relationship between actors in the area: Before revolution, vendors in the flea market were able to get a selling point directly from a â&#x20AC;&#x153;key personâ&#x20AC;?, who rents the plot from the municipality; yet, this key person has been freely controlling the whole lot with the absence of the municipality supervision on the vendors themselves. After the revolution, this key person no longer exists, and the vendors directly contact the municipality to claim a selling point. This contact is very weak and nearly do not exist. Accordingly, vendors have found their own way of organising the selling points apart from the municipality which increased the number of vendors incredibly around the metro line. On contrary, the vegetables markets are not affected by the revolution, where the municipality still have full supervision and control on the whole market. Vendors can apply for a selling slot inside the vegetable market and pay a monthly rent (Figure 84).

Selective Labour Data: 39 interviews were conducted targeting the formal and informal vendors, in addition to visitors and residents in both genders. In structured interviews of formal vendors from different professions, the entire sample answered that they are renting the place with majority renting since 1 year. However half of them were residents in Ibn Khaldoun area, and 70 per cent of the total are breadwinners. In an attempt to estimate the money circle in the area, more than half of the sample said that their customers Economic Actors Key Person Before

Vendors

Municipality

Formal/ Informal

Direct Communication ( Weak)

Figure 84: Relationship between Actors in Ibn Khaldoun Source:IUSD Students 2013

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Revolution

After

are from outside the area. As a conclusion, economic dissatisfaction was expressed by the sample.

On the other hand, a majority of Informal vendors were working in the area for more than 6 years without paying any rent to the municipality especially after the revolution.

Moreover, nearly half of them are residents and the others are coming from outside the area. In conclusion, the majority expressed their dissatisfaction about the situation. Additionally, some said that it is the worst ever. By asking craftsmen, who were residents in the area and working there for more than 3 years. Half of the sample answered the question about the economic situation as good and moderate and the rest expressed their dissatisfaction. In general, the revolution in 2011 acts as a turning point for the economic situation in the area, majority of the sample expressed their dissatisfaction about the situation since then. On the other hand, the absence of youth sector can be noticed, since majority (around 70 percent) of the sample are the breadwinners in their families. About the money circle, more than the half of the sample are residents in Ibn Khaldoun, which indicates how active the human resources are in the area.

Real Estate Data: The initial impression on Ibn Khaldounâ&#x20AC;&#x2122; real estate condition considered the district as a highly occupied one for single-family homes and apartments. In Addition, a real estate agent was interviewed inside the area.

The area was found to be 90-95% occupied and highly demanded. Different options were found between rented apartments and single family â&#x20AC;&#x153;Villasâ&#x20AC;? in the area. The main target groups are students and families. Students demand for apartments nearer to educational institutes, while families demand for single family houses.

The selling price of middle class apartment per sqm. is around 500 TD, while rents range between 300-700 TD per month. These values are considered of a moderate rate in general. The variant between the rates are set according to the distant from either the central services or the educational institutes. The nearer to these areas the higher are the rates. In addition, shops renting follow the same spatial pricing with rents vary between 350-600 TD monthly. It is worth mentioning that, majority of the real estate owners are from Ibn Khaldoun district.

Money Circulation: This study attempted to define the money circle within Ibn Khaldoun and with the surrounding, in 81

order to determine the potentials and limitations to foster the economic activity. This was investigated through different interviews to the different targeted groups as mentioned previously in the methodology section. Concerning the money circulation between Ibn Khaldoun and the surrounding, money goes out the area either from bringing goods from outside providers or from the outside informal vendors coming to work in the area (Figure 85). While, shopping of customers form outside the area who come especially to the flea market contributes in bringing the economy back to the area. In addition, household income brought from outside is considered another sector contributing in bringing money into Ibn Khaldoun, however it needs further investigation.

Regarding money circulation within the area, money is kept inside the area due to residentâ&#x20AC;&#x2122;s shopping inside the area to satisfy their daily needs. In addition, the relation between the area and the municipality is ambiguous especially after the revolution. It is characterized by the lack of legal framework which organize the money collected and spent by the

Figure 85: Money Circulation within Ibn Khaldoun Source: IUSD Students 2013

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municipality inside Ibn Khaldoun.

Through the different observations and analyses, the area has potentials to grow economically depending on both high demand on their products from one side and the presence of urban spaces that could be used. Moreover, craft products and small enterprises found scattered inside the area has the potential to be fostered and gathered in specific area in order to create a new segment of economy. Another aspect needs to be considered is self-production within the community as a step for empowering productivity in the districts. However, reconsidering the lack of communication and legal framework between the vendors and the municipality is crucial.

»» SWOT Analysis Strengths

Weaknesses

•

• • •

• • • • • •

Good reputation of the market & attraction point for outsiders Variety of supply & productive services Service oriented area Potential for women labour Self-organizing, strong bond between labors Coverage of daily needs supply 2 major markets

•

Dangerous location of Vendors at the Metro line Absence of legal framework organizing all markets High competition in between shop due to the high level of service supply and less demand Fear of forced eviction / displacement for street vendors

Opportunities

Threats

• •

•

•

Growing demand for informal products Municipality plan for relocation of vendors at Metro line (Security level – Municipality opinion) Vacant areas nearby which have a potential for new economic activities

• • •

Municipality plan for relocation of Vendors metro line (less dense of vistors if vendors undergo the relocation plan of the Municipality ) Post-revolutionary depression Evolution of informal private business Non-residential informal employers taking the income out of the area

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4.1.5.Social Integration »» Methodology and Data Collection The social analysis of Ibn Khaldoun area encompassed different methods of data collection; observational studies, structured interviews and unstructured interviews. The group collected the data through structured and unstructured interviews from different people trying to profile the inhabitants eg. men, women, youth, and officials. The group’s perception of the area was also taken into consideration. Beside en situ observations, social nodes where mapped when identified as well as used and unused open spaces (Figure 85).

The unstructured interviews were considered significant and crucial as they provided a general view of the area and brought a broad understanding. Besides that, it also helped with the personal interpretations and allowed to design the structured interview. The unstructured interviews and the general observations entailed the group’s existence in the area observing it carefully, walking around and opening general conversations with random people in the area.

This general observation and unstructured interviews were recorded and, based on the information collected and composed, the structured interview questions was decided on.

Figure 86: Surveyed Area for the Social Integration Studies Source: IUSD Students 2013

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Figure 87: Villas Typology Source: IUSD Students 2013

Unstructured interviews give open, un-directed, impression on certain aspects which can be narrowed down by the interviewer. These unstructured interviews helped create a relationship, a sense of trust and allowed people to open up easily. The route of structured interview was then engaged in as it would give the empirical and more directed data in relation to certain social aspects in Ibn Khaldoun. Due to time limitations and time constraints mentioned before, 30 people in total were interviewed. Having different housing typologies (Figure 87) such as villas ; collective housing (Figure 88) ; semi-collective housing (Figure 89), 10 persons from the surrounding area of each typology were randomly interviewed (5 male and 5 female). The collected data was compiled in a table and analysed (Figure 90).

Figure 88: Collective Housing Typology Source: IUSD Students 2013

Figure 89: Semi-Collective Housing Typology Source: IUSD Students 2013

Figure 90: Data Analysis of Structutred Interviews for Social Integration Source: IUSD Students 2013

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Holding a survey with 3o people, representing approximately 0,08% of the inhabitants (Total approximately 40000) cannot be used to give accurate numbers for the area of Ibn Khaldoun. Yet the information of the survey was used as qualitative information trying to draw a idea for the area.

In figure 86 the different places of the interviews combined with the cafe -social nodes are shown.

Social Nodes: From the observations and the survey it was found that men most of the time meet in the different cafe spread over the whole area of Ibn Khaldoun. Also meetings in each others houses or infront of the houses are taking place. For women the meeting points are either inside the Figure 91: Gender Specific “Hang-out” Possibilihomes or hangouts outside of the area. There are no mixed ties cafe inside the area. Women cannot hangout in the cafes Source: IUSD Students 2013 inside Ibn Khaldoun. The only meeting points identified for the youth inside the area were cafes the playground in the youth centre.

Leisure Activity: The area lacks leisure facilities except for the cafes. There are no leisure facilities for kids, women and families inside the area. In the interviews it was mentioned that women and families seek leisure facilities outside the area to hangout. They have places near by Ibn Khaldoun; they either go to City center, Almanar, Almanzah, Almarsa, the lake and the Bleveder garden. The survey’s results in (Figure 91) give an overview on the image of the leisure facilities.

Security: The issue of security was differently perceived.

This could be due to different cultures within the group and the different perception of the residents interviewed. First, the residents that have different perceptions seemingly in relation to their social class. Residents of the semi-collective and the social housing typologies -assumed as middle to lower middle class , stated that “the area is safe”. Also it was added that there is a kind of social safety as people care on each other. On the contrary some of the villas’ residents -assumed as upper middle class, see the area as unsafe.

Second, the different perceptions within the group that were formulated due to the situation, where the police stopped the group to check on the purpose of the survey. The situation was perceived differently; the MENA students perspective and the the German student perspective.

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The MENA students’ perceived the event of police control as a indicator for security and safety. On the contrary the German student in the group stated that the need of a police control could be a sign for insecurity on site. These different perceptions might help to illustrate that security which is mentioned here is in first place based on the person´s impression.

Figure 92: Different Notions of the Huma Source: IUSD Students 2013

Notion of Homa: According to the different interviews, the meaning of Huma is stated in two different ways. The first is a mental image of the Huma, namely for the residents it means a strong social network within this part of Ibn Khaldoun area. Most of the people interviewed perceived the Huma as such. The residents stated different words giving this perception of mental image; “Mantekti”, “Harti” and “local area or Hay Sha’by”. The second meaning was based on physical aspects of the environment. The residents see Huma as the street where they live (Figure 92). Besides that, the survey showed that the naming of the Huma is denominated by the most significant activities that are related to the specific area; eg. “Humat Almadrasa” Huma of the school; “Humat Alrawda” Huma of the kinder-garden.

»» SWOT Analysis Strengths

Weaknesses

• • • • •

•

High percentage of women are working.

Strong social network.

Residents have a strong feeling of belonging to the area.

Social safety.

Social nodes for men in the area (cafe).

• • • •

Conservative point of view that residents have (man dominance in public space).

Available social services are not used.

Mistrust between residents and the government.

Lack of leisure facilities in the area.

Security need (fenced collective housing and villas).

Opportunities

Threats

• •

• • •

• • •

A base for social mixture (different housing typologies).

The market act as a social node for the surrounding areas.

Existence of social mobility (students renting in the area).

Schools in the area (social activities in the summer).

NGO in the area “Altadamon”.

Lack of maintenance for open spaces.

Weak government.

Magazine general.

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4.2 Development Lines and Priority Projects 4.2.1.Development Line: Support and Empowerment of SMEs- Priority Project: Establishing Micro-Loan Office  Introduction Ibn Khaldoun as a case study represents a social mass housing project that suffers from different urban problems that accumulated along the years. For that matter, an integrated revitalisation approach was adopted in order to intervene in such area. Accordingly, different thematic (Environmental, economic, social, governance and urban design) groups were organised to explore Ibn Khaldoun area and thus try to pinpoint the main issues to be tackled later on. By this stage, different thematic SWOT analyses were produced stating different issues. These issues were grouped and interpreted into four main development lines. These four main development lines are believed to be working together as one integrated comprehensive approach that would revitalize Ibn Khaldoun area. Among these development line is fostering the social infrastructure development line. It is focusing on the interaction dynamics between the different users groups in Ibn Khaldoun with each other within the district and with the outer context of the city. Social interaction dynamics inside any society is crucial and once achieved it becomes a quality of the space and foster the sense of community and belonging to the area. Being a crucial aspect in Ibn Khaldoun revitalization, different analyses of the existing and the potential social infrastructure aspects will be profoundly discussed in order to improve and use the social infrastructure and thus foster the social interaction inside the district.

Figure 93: Four Main development Lines for Revitalizing Ibn Khaldoun - Social Infrastructure Source: IUSD Students 2013

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»» Selection of Priority Project Widening the spatial project scope: In order to support and empower small and micro businesses within the area, first ideas focused on the idea of introducing new economic activities. Where should those be introduced? The initial focal point was to physically expand the flea market, as predominant economic spot. Meaning: To introduce new economic activities there, to allow for new channels for new products. Nevertheless the area of Ibn Khaldoun does not solely comprise the main markets. Tailoring a project especially to enhance this part would limit the project scope and might even run into danger to create exclusive structures, neglecting the various other economic activities, creating imbalance. Thus the project scope had to be opened up, targeting the overall area of Ibn Khaldoun. Other thoughts on enhancing the overall economic activity comprised the initiation of events, such as weekly open markets, allowing new temporary economic activities in the area. Those would attract local and external consumers, with overall benefits for existing and temporary businesses.

The Emphasis on Training: Further considerations again turned the focus point. Solely introducing new economic activities will not be enough to support and empower local businesses. As indicated before, business within the area to large extent lack crucial knowledge of how to efficiently run a business. Introducing more economic activity without a “program”, might neither be beneficial for the existing business nor the newly established. It might thus solely increase the quantity rather than the quality of the businesses. But sustainable economic development emphasizes on the creation of stable, long lasting economic activities. Thus, it becomes evident that the importance of the provision of basic training for existing as well as potential local business owners, to in a next step allow for stable spatial development.

Creation of an organizational Framework: It is yet unclear how decisions are formulated, who the decision makers are, which key actors are to be involved and how the communication works out. It was first intended to interpose a vendors committee, including various local business owners, as organizational framework to push further projects.

Solely creating an organizational framework for the vendors was dismissed as it implied several risks. The vendors committee might decide on short term beneficial solutions, 90

neglecting the needs for creating a sustainable economic structure. It might not sufficiently target the communities needs, probably condemning new economic development as it might be regarded as competition, etc.

Final Decision: In order to successfully target the purpose of supporting and empowering local small and micro businesses, a framework has to be created that works in a holistic way, integrating various groups, allowing for economic development in favour for local businesses and the community: Thus, the final decision was made for a local micro loan office framework, in its core providing organizational and financial support for small and micro businesses, allowing existing businesses to be stabilized, new economic activities to settle and both together creating a strong economic network with beneficial synergies. The framework should equally consider to allow to integrate certain groups in the active economic cycle: For example, a business run by women or disabled. »» Project Objectives 1.

Creation of economic variety

2.

Creation of social and economic inclusion

3.

Creation of synergies between existing and new economic activities

»» Project Beneficiaries and Target Groups

Figure 94: Policy, Program, Plan Cascading Pyramid Source: IUSD Students 2013

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The local community of the area of Ibn Khaldoun are a group of people living and sharing the environment of Ibn Khaldoun, needs, resources, traditions etc. They include individuals running micro-businesses who need support and empowerment in the entrepreneurial field. The beneficiaries are classified into two main groups which are the applicants and the investors. The investors include those investing in the investment pot from the local community or also referred to as the local entity and, the external investors.

Moreover, the applicants include the existing vendors and the new vendors who will later apply for joining the projectâ&#x20AC;&#x2122;s program. Those applicants are those whom the project is designed to help; equip them with skills and better understanding to their needs. Other external stakeholder and other external interested individuals can benefit from having new channels in Ibn Khaldoun area through their involvement in the investment pot.

Municipality

Funding Bodies BTS (Bank Tunisienne de Solidarite)

Entities for Technical Support

Ministry of Vocational Training

T.I.L.I

The Municipality: The Municipality is one of the main (Tunis Inclusive Labor Initiative) actors for launching of the MLO. It is responsible for the provision of the initial agreement on the primitive idea of the project. Furthermore, it is also accountable and dependable for providing commercial units license and, the formalization and legalization of informal vendors. Thus, it acts as Figure 95: Main Actorsâ&#x20AC;&#x2122; Spheres a main facilitator and it helps in the interrelation between Source:IUSD Students 2013 the MLO and other official institutions.

Vocational Training Institutional Bodies: The MVT have a special focus on labour market dynamics. It can support the MLO with their human resources and network in terms of training. This can be a direct support from the MVT to MLO. An indirect support could be offered through the TILI. TILI is a collaborative initiative which provides an inclusive legal and economic framework for informal Tunisian workers. It is a partner working with the Global Fairness Initiative to bring Tunisian government, the private sector, informal workers and civil society organizations together. TILI can support the MLO by providing professional trainings which promotes the integration of informal workers into the formal labour market. Additionally, it ensures them sustainable employment, equal representation, and access to social protection. It would correspondingly be involved in the decision for micro business applicants according to quality of business plan or probability for repayment of loans.

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Banque Tunisienne de SolidaritĂŠ: The financial support will be provided by the BTS. BTS is a bank working under governmental supervision. It provides funding and supports creating income sources for professional or those with entrepreneurial skills who do not have sufficient guarantees which are required by regular banks. BTS will be the main funding source for the MLO and will be responsible of providing fixed amount of fund that secure the monetary condition of the program. Moreover, it gives the opportunity for the project to work under their patronage.

Local Community: Local community are initially integrated with the project to shape the framework of MLO as they can be the source of local knowledge. Subsequently, some of local individuals and businesses would as well be interested to contribute in the investment pot. They are considered as a dynamic source of funding and further creates local acceptance for the program. After launching the MLO, the local entity would have the opportunity to achieve professionalism and develop into qualified entrepreneurs prior to getting the support and empowerment.

Figure 96: Micro-Finance Conceptual Idea Source: IUSD Students 2013

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 Project Design The creation of a holistic financial system: The financial system, regarding the side of the money lenders, is considered as a twofold system, consisting of: 1. An investment pot and; 2. Fixed funding from BTS. This two fold money source system allows the provision of loans to be financially backed. The investment pot, allows for simple, small scale investment, especially for local community and businesses, but as well for external investors. The investment pot thus creates a mechanism, getting the local community and businesses to have an active interest in the creation of new micro businesses, as their successful implementation is directly related to their share of return on investment. The creation of the investment pot is thus an important factor for creating acceptance, with the locals, supporting rather than opposing the purposes of the Microloan Office. The investment pot might depict a volatile financial source. As mentioned above, the money flow for the funding of the micro loans is thus backed up by a second financial source: A fixed fund from the BTS.

Figure 97: Funding cycle for micro-business applicants Source: IUSD Students 2013

Focusing on the debtor side, the micro businesses and the probability of repayment of loans: Micro loan receivers are generally more than any other loan receivers, able to pay back loans, as seen within various microloan programs globally. The loan candidates within the microloan program are further selected according to their financial feasibility (see decision process) and are undergoing an intense training.

Providing substantial training for micro business applicants further increases the probability to implement successful businesses, that are able to repay the loans. Hence the repayment of microloans is backed up from several sides.

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This allows to keep the investment cycle running, as well as positively contributes to the establishment of sustainable economic structures within the area.

The provision of training: Another major function of the Microloan Office, besides providing financial support, relates to the provision of training. In order to provide sufficient, targeted training, several stakeholders are to be mobilized: 1. The Ministry of Vocational Training, as experienced body in terms of providing important theoretical knowledge regarding business administration, business modelling, legal frameworks, etc. and; 2. Local entities, to provide major insight regarding local economic characteristics.

The Launching of the Microloan Office: After fixing the organizational framework of the Office, the first microloan applicant cycle can start running. In the following, it is briefly described, how this cycle is generally designed. It is further explained, in which way projects can be integrated within the microloan framework in general. After providing a general overview of interface possibilities, it is in particular described, in which way the projects of the other IUSD groups can be integrated.

Decision making on micro business applicants: Great emphasize relies on the selection of micro business applicants according to the previously defined sub-aims.

To agree on proposing loan applicants and provide the support, decisions have to be made, internally within the Micro loan office (figure 97). It is thus important to understand the decision making structure of the Ibn Khaldoun Microloan Office. The MLO has representatives from four categories: 1. the bank; 2. the municipality; 3. the locals and; 4. Training support, whereof the first three bodies are involved in the decision making. Each has different resources and responsibilities within the Office and thus different perspectives that influence their decision for proposing micro business applicants. The bankâ&#x20AC;&#x2122;s major interest is to ensure repayment of distributed loans and respectively keep the financial cycle running. Thus the bank decides for applicants that provide viable business and repayment plans. The major responsibility of the municipal representatives is to - in accordance with the overall inclusion policy of the Tunis CDS - decide for applicants that can be categorized as marginalized and thus require special attention and support. The local community representatives within the MLO decide for 95

the micro business applicantâ&#x20AC;&#x2122;s proposal in terms of local requirements - what businesses are yet missing and what businesses can be integrated in the existing economic infrastructure and thus allow for local economic synergies.

The microloan application cycle is briefly described: In a first step, training is provided for interested target groups, providing them with basic business understanding. In a further step, applicants hand in a business plan. If the applicant is convincing, the applicant is accepted and gets the loan distributed from the MLO. In a last step, the debts are repaid to the Office, which respectively distributes the shares amongst the investors of the investment pot.

Figure 98: Decision Making on Micro-Business Applicants Source:IUSD Students 2013

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»»

Project Design

•

Identifying stakeholders, that are to be involved and checking on mutual benefits.

•

Checking on existing community institutions for getting in contact with the community.

•

Defining and agreeing upon responsibilities of the involved stakeholders as well as guidance of ongoing interactions.

•

Creating a legal registered entity.

•

Securing basic resources such as funding and human resources to be able to run the office.

•

Setting of the MLO program, time, work and budget plan.

•

Opening the funding channel external / internal.

•

Mobilizing investors for the investment pot.

•

Mobilizing applicants for the loan program.

•

Setting criteria to select applicants.

•

Assessing the overall effectiveness of the ML program mechanisms through a conducted and evaluated pilot project.

•

Running feedback loops to further develop the project.

Figure 99: Project Design Milestones Source:IUSD Students 2013

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 Resources and Budget Plan The resource and budget plan, described in the following section, provides crucial understanding of which amount of financial resources is required for what and by whom.

Starting with the budget plan regarding the spatial setting of the office itself: Requirements considering this setting include the rent of the place and further equipment, such as communication technology, building services and furniture. The financial resources for the setting are to be provided by the BTS. Proceeding with the breakdown of financial resources for the running of the Microloan Office: Financial resources are required in terms of monthly payments for HR. Salaries payed for two employees from the BTS (payed by the BTS), five employees from the Ministry of Vocational Training / TILI (payed by the Ministry of Vocational Training / TILI) and three employees from the local entities (payed by the BTS).

The budget plan further breaks down the money required for keeping the financial system running. Meaning: providing loan for microloan applicants and return on investment (ROI) for the investors. Thus estimations regarding the number of interested loan applicants, the average as well as aggregated amount of loan payment had been conducted.

About 70 000 TND are to be mobilized by the BTS and the Investment Pot, each contributing with 50 % share. Further considerations concerned the estimated interest rates and the probability of loans to be repayed. Considering those percentages the aggregated repayment as well as the ROI can be estimated.

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»» Time Plan

»» Performance Indicators for Evaluation Indicators of progress: What are the key indicators related to the wider objective?

How indicators will be measured: What are the sources of information on these indicators?

The intensity of work achieving a Framework for businesses/Creation of a supportive framework,

The spent working hours

Specific Project Objective/s: What are the specific objectives, which the project shall achieve?

1. Creating economic variety

What are the quantitative and qualitative indicators showing whether and to what extent the project’s specific objectives are achieved?

Acceptance/Interest of micro-business applicants, Change in economic structure of IK market,

What are the sources of information that exist and can be collected? What are the methods required to get this information?

Number of new business start-ups/initiated, Number of types of businesses

What are the factors and conditions not under the direct control of the project, which are necessary to achieve these objectives? What risks have to be considered?

Lack of interest by the target group, Lack of trust/conviction regarding the IK MLO, Active opposition regarding change from Local stakeholders, Passivity towards change (Perception of no necessity regarding change), Limited skill set/ Lack of self confidence regarding probable addressees (i.e. target persons)

2. Creating economic inclusiveness (marginalized groups, disabled, women, unemployed,...)

Appealing of the program for the marginalized,

Number and Percentage of new businesses run by the marginalized groups, Percentage of resources spent to target the marginalized

Lock of acceptance for the inclusion of the marginalized, Lack of interest by the marginalized/lack of self-confidence,

3. Creating synergies between existing and new economic activities

The interface points between the IK MLO and existing businesses,

The number of interface points,

Difficulties in cooperation between existing and new businesses,

Intensity of resource transfer between MLO and existing local businesses,

Direction and amount of resources flows between MLO and existing businesses (money, HR, technical …etc.), Direction and amount of resources flows between existing and new businesses (money, material, number of signed contracts for cooperation …etc.),

Reluctance to accept new development as threat for existing businesses,

Wider Objective: What is the overall broader objective, to which the project will contribute?

Boosting the economic activities in Ibn Khaldoun Neighborhood through establishing a framework for support and empowerment of small enterprises

Scope of the framework to target the marginalized,

Intensity of cooperation between existing and new economic activities,

Assumptions & risks:

Lack of coordination in cooperation between new and existing businesses

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4.2.2.Development Line: Improving the quality and Utilization of the Public Realm - Priority Project: Appropriating Open Space »» Introduction The group was able to identify the problems related to the public realm and further propose solutions and arrange them under ‘Improving the quality and utilization of the public realm’ development line. »» Selection of Priority Project The motivation behind selecting ‘Appropriating Open Space’ project was based on observations from the area through different times, needs of residents; possible potentials and resoures. In addition, the group developed five selection criteria to choose the priority project: urgent/important; SWOT analysis; feasibility; local know-how and; available resources.

Figure 100: Project Classification Matrix Source:IUSD Students 2013

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»» Project Objectives Level I: Semi-public squares 1.

Preserve the quiet atmosphere: Due to their typological composition, the respective sites are quiet and this quality needs to be preserved for the neighbours. Activities, which cause higher levels of noise, should be located on the public squares, which are already on the busy streets.

2.

Connect to the green infrastructure network: This network is meant to increase the connectivity and therefore the activity and amount of people. However, this effect would contradict the objective mentioned before.

3.

Keep them clean: The semi-public spaces are generally less polluted that the public spaces, and this quality needs to be supported. This means also to prevent people from using them as a dump site for their leftover construction materials, such as sand, gravel, broken bricks etc.

4.

Foster the introduction of appropriate usages and elements by the neighbours: Every single semi-public space, with its specific conditions, is suitable for a certain types of usages, while unsuitable for others.

This needs to be determined by the neighbours and will lead to integrated and individual concepts for each square.

Level II: Public squares 5.

Vitalize them: since these squares are exposed to high amounts of traffic and passers-by, fostering commercial activity, such as cafés, shops, workshops etc. would increase activities on the square itself.

This would contribute to the public safety, especially in the evenings.

6.

Expand green infrastructure to the streets to create a consistent network: The shade provided by added trees will make walking more comfortable on hot sunny days. Trees will also hold rainwater and delay the time of the impact on the ground. This feature is a potential synergy with the social infrastructure work group.

7.

Encourage communication and community activity: Accommodating communication and discussion 101

is one of the essential qualities of public squares. In order to create an open, democratic and neighbourly atmosphere, the squares must be attractive and inviting for people to get into contact, meet each other and express one´s opinions.

8.

Improve flood protection performance: The district regularly falls victim to floods due to the lack of absorbing or discharge capacity of excessive amounts of rainwater. The public spaces have a certain potential to cater for this objective by applying adequate measures, which are not applicable at other places in Ibn Khaldoun.

Level III: Trinity Park 9.

The existing concrete storm water channel which collects water from the Northern part of the park and then delivers it to the conventional infrastructure network within Ibn Khaldoun area which usually fails under the high pressure of storm water during Winter season. This situation imposed the possibility of taking advantage of the topography of the area to create a storm water basin within the proposed park in order to reduce the pressure over the existing infrastructure network.

10.

The introduction of a green pedestrian bridge over the highway instead of the totally unused tunnel and bridge in the Southern part. This bridge will enhance the spatial continuity of the natural valley and would also ease the movement of high numbers of students crossing the highway in an unsafe situation.

»» Project Beneficiaries and Actors

Figure 101: Scheme of the Project Levels Source: IUSD Students 2013

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 Project Design

Semi-public

Context

Public

Parking Private courtyard Semi-Public Public Space

Figure 102: Different Usages of Open Spaces in Ibn Khaldoun and in the Selected Model Areas Source: IUSD Students 2013

The project will be executed on three levels; the first level is focusing on the semi-public open spaces in the neighbourhood, the second level is regarding the public open squares and the connectivity between them by the green infrastructure network, while the third and last level is concerning the outer context and the connectivity with the park on the other side of the high way. Each level has its own beneficiaries\ target group as shown in Figure 101. Two locations were selected as pilot project for execution; one semi-public space and one public space (Figure 102), as well the park across the high way is the selected location for the third level of the project to connect with the surrounding context.

Concept of Green infrastructure network: The greatest value of an interconnected green space system is the financial benefit that may be gained when green infrastructure reduces the need for built infrastructure. When designed to include stream networks, wetlands, and other low-lying areas, a cityâ&#x20AC;&#x2122;s green space system can provide numerous storm water management benefits, including storing, carrying, and filtering storm runoff. Strategic design and placement of green space elements across the urban landscape can provide visual relief, separate incompatible land uses and complement the placement of buildings, roads, and other city infrastructure. (Source: https://www.planning. org)

Green paths

Vegetation: When managed to maintain and restore natural ecological communities, city parks can help protect the biological diversity of local plants and animals. When connected strategically with riparian areas, wetlands, and other urban green spaces, the ecological value can far exceed the value of any one park. Connected parks can thrive as a wildlife habitat system and help to restore and maintain vital ecological functions and services. Increased vegetation is also considered as a main target for the project since it could strongly enhance the public life in open spaces. Vegetation in an urban area could provide shaded streets to protect the residents from the sun incidence and provide a comfortable microclimate for residence.

Parking Private courtyard Semi-Public Public Space

Figure 103: Open spaces Network Source: IUSD Students 2013

Water management: Unlike single-purpose gray stormwater infrastructure, which uses pipes to dispose of rainwater, green infrastructure uses vegetation and soil to manage rainwater where it falls. By weaving natural processes into 103

the built environment, green infrastructure provides not only storm water management, but also flood mitigation, air quality management, and much more.

Connection and interaction between levels: Green infrastructure is supposed to strengthen the spatial connectivity between public open spaces within the targeted area.

The connectivity could be on different levels; the spatial connection between open spaces could be done by green paths, which are shaded to enhance the walkability and social life, and also connected through unconventional infrastructure systems. The connectivity issue could take the form of connecting different areas through green corridors or parks. which could improve the physical connection between these areas.

Park Green Connection Water Basin School

University

Semi-Public Space Public Space

Figure 104: Proposed Park Source: IUSD Students 2013

Legend storm-water overflow Storm-water basin Temporary water basin Permiable surfaces Slope Direction (Southern) Figure 105: Storm water Extreme Scenario Source: IUSD Students 2013

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»» Time Plan

»» Sustainability of the project Workshops and activities raise the awareness of the students and the parents about the importance of clean open spaces and green spaces in the area. The next generation in Ibn Khaldoun neighbourhood will be more responsible and the environment will have more greenery, an improved walkability, less noise and less pollution. Hence, the most important factor for sustainability are the local inhabitants themselves.

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 Performance Indicators for Evaluation The performance of the different levels needs to be evaluated by specialized indicators. In the semi-public open spaces, these are: the progress of the variety of the users and the activities, trees density, the reduction of noise and amount of garbage in the streets, the number of dysfunctional street lights, the number of the people who are walking on the streets compared to the people walking in the shade of trees, changing announcements on the interactive board. For evaluating the Green network the applicable indicators are: tree density, the variety and frequency of activity in open spaces, the Amount of garbage in the streets and the gardens and the microclimate.The efficiency of the metro line in regards of the flooding issue, reduction of the number of floods, the number of complaints per habitants to the municipality, the level of air pollution, the microclimate, are the indicators for the third level.

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4.2.3.Development Line: Fostering Social Infrastructure - Priority Project: Developing Social Street Network

 Selection of Priority Project Project Objectives Fostering the social infrastructure is considered by the group as appropriating the social facilities and brain storming the different possible social activities, thus achieve social interaction between the different residents of Ibn Khaldoun and with the outer context. It is worth mentioning that, social infrastructure consists of tangible aspects as the physical environment built to accommodate social activities such as: schools, youth and community centers, parks... etc.

While intangible social infrastructure is a difficult quality to be achieved however, it is considered as the social bond within the society. It may include societal sense of belonging, responsibility and interaction with each other. By this rationale, this policy aims to increase the awareness level of social responsibility within the community and encourages the social interaction between the different user groups. Accordingly, tangible creation and maintenance of physical spaces and infrastructure hand in hand with creating new activities enhancing the social involvement is crucial.

For that matter, the development line was divided into two main plans (Figure 106). The first plan is concerned with maintaining and enhancing the already existing social infrastructure, while the second plan is concerned with creating new social infrastructure. Building on the identified issues, maintaining the existing social infrastructure includes the physical one as the flea market area, the deteriorated public spaces and the social street network linking the spaces together. In addition, an inclusive social activities to involve women and kids in social spaces are to be developed. It is worth mentioning that the deteriorated public spaces are those spaces found between the blocks and building clusters which were planned to be green spaces and parking, however, they are not maintained and are in a deteriorating condition.

The aim of the second plan as shown in the tiering (pppp) diagram is focusing on creating new social infrastructure in an attempt to enrich the social integration between the residents of Ibn Khaldoun and the visitors coming to the area or living in the surrounding districts. This is achieved through 108

reusing the abandoned lands inside the areas. These lands are either planned or unplanned ones which in both cases abandoned by the people and neither fulfilling their planned aim nor used in any other mean. Another program is more oriented to create new attracting social activities as the famous Tunisian sheep fight events, Wi-Fi access to the university students and musical and artistic events. The three orange rectangles in figure 106 represents the three selected projects, yet, they are not separated from each other. The aim is to work on both, the existing social infrastructure and reusing the abandoned areas in creating new ones. Moreover, creating social activities scattered in the area will not be efficient without appropriating the physical and visual linkages between them. By this rationale, the three projects act as one holistic approach.  Project Objectives 1.

Accessibility and linkage of the district either with the outer context or internally within the different parts of the area both physically and visibly

2.

Sociability of the area by allowing for residents to meet, greet neighbours and interact freely with visitor and resident.

3.

Uses and activities that would attract residents and visitors to the place, without it the place would be abandoned.

4.

Comfort and good image perception of the place is crucial, this includes safety, cleanliness and ability to rest.

Figure 106: Social Infrastructure Tiering (PPPP) and Scope Diagram Source: IUSD Students 2013

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 Project Design Ibn Khaldoun Social Model: The intervention would be working on creating Ibn Khaldoun social model where the different deteriorated and abandoned lands inside and around Ibn Khaldoun and accessibility will be highlighted.

Ibn Khaldoun social model will include three main parts: a social activities guidelines, organizational diagram and a procedural framework (Figures 107-108). Ibn Khaldoun social network model is developed to be presented to a CBO or the neighborhood committees to be adopted and used to decide on the different activities and the way of management (Figure 106). Afterwards, it would be communicated to municipality and funding actors. This model will be integrated with the different development lines as the Public Realm development line who focuses more on the specific urban design of the small public and semi-public ones - minor network - inside the area. In addition, it will act as a catalyst for connecting different visitors to the area and thus share in fostering SMEs inside the area. Besides, these new activities and fostered social interaction will attract more businesses.

Activity Selection Guidelines

I.K Social Model

Organizational Diagram Process Frame work Figure 107: Ibn Khaldoun Social Model Source: IUSD Students 2013 Process Model IUSD

CBO

Municipality

S eet Str

Social Network Concept: The main concept is not only activating the existing social infrastructure or creating new Figure 108: Proposed Communication Process and more suitable social activities, but how to sustain and Source: IUSD Students 2013 revitalize these social places and activities, making them Open Space more vibrant by increasing the social inclusion of different layers of society and maintain the dynamic connection beLocal Market tween these social spaces. This concept can be done by activating a social network throughout the main streets which are connecting these places. These networks vary from main large networks connecting public social spaces hosting IbnKhaldoun inhabitants and visitors from outside, to smaller networks connecting semi-public spaces or community gardens that are more suitable to Ibn Khaldoun inhabitants (Figure 109). e cap

Vacant Land The social network consists of two main important eleOpen space ments. First, the social places which are either maintained existing social spaces or reused abandoned public lands.

Second, the main streets that are more suitable to pedestrian in regard to dimensions and less distracting to the surroundings, connecting these social spots. These physiPublic Area cal connections proposed to be vibrant streetscape and con- Figure 109: Proposed concept for the Social NetThis Diagram work illustrate between the proposed Social conncetion Activities in Public spaces. taining different commercial activities, balanced car traffic, between the diďŹ&#x20AC;erent public activitis

Source: Sources: authors

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IUSD Students 2013

bicycle roots and planted with trees for shading which in the end will encourage increasing the flow of people pass through these streets and then unconsciously being moving in between the main social spots. Some potential social areas have been selected to practically demonstrate the proposed Social Model. These Pilot examples include the public garden with the amphitheatre on the north west of the site and the public garden in front the school in the south east of the site (Figure 109). In addition to the other smaller public areas in the middle of Ibn-Khaldoun as an example of the potential areas.

ntial Areas ur Group

al Potential nding with oup

ential Areas provelopment linewith Urban

work

omic access ps / 100 m

ocation and current situal social areas

Figure 110: Location and Current Situation of Potential Social Areas and Streets Source: IUSD Students 2013

Pilot Social Network: After selecting the potential public spaces that could be developed as a case study for the proposed social model, the phase of selecting the most suitable social activity will take place. This phase depends on the activity selection guide lines that we mentioned before (Figure 110). These guidelines are mainly dependent on the nature of the surrounding usage for the selected social space, the original usage of the space, user interacting with it and the current situation. These activity drivers will then determine the most suitable social activity/ies, one or more such as social, cultural, mental or physical recreational activities. For instance in location C in figure 111 shows where the school is located, the proposed activities will be open classes for students, playgrounds for children and siting areas for families and the surrounding inhabitants. The main three locations ( A,B,C) will be profoundly explained.

Figure 111: Social Street Connections Between Potential Social Areas and Proposed Activities Source: IUSD Students 2013

111

Figure 112: Visualization of Spot A Source: IUSD Students 2013

Figure 113: Visualization of Spot C Source: IUSD Students 2013

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»» Time Plan »»

»» Sustainability of the Model Looking into the notions of social infrastructure and the current social network in Ibn Khaldoun, it was essential to provide a holistic and flexible system that can deal with different social aspects, and could be adopted by a managerial body. Flexibility of the proposed process model system ensures ability to accommodate any kind of space, activity, actors... etc. as elaborated before in the pilot examples.Being adopted by the Community-Based Organization, involving the community from the early stages in the process of decision making, the model will ensure enhancing the relations between residents themselves and towards the place that they are living in. by both means, social infrastructure in the area will be fostered. As mentioned before, different development lines interlink with the social infrastructure model in order to have a holistic revitalization approach.For instance, the street network accompanied with different activities will allow fostering the small and medium enterprises inside the area. Moreover , it will emphasize on the green network proposed by the appropriating open saces development line. Finally, adopting this model works hand in hand with enhancing local govrnance as it s based on bottom up approach by the society or CBO. 113

»» Performance Indicators for Evaluation Wider Objective: Fostering Social Infrastructure in Ibn Khaldoun area.

Indicators of progress:

-The awareness level of social responsibility is raised within the community.

-Interaction between user groups.

-A Model to be applicable and replicable.

How indicators will be measured: -Measuring the increase of community based initiatives and volunteerism.

-Measuring social interaction through qualitative tools such as; questionnaire, and interviews.( observing mix of ages, and user groups in Ibn-Khaldoun).

-National recognition towards the model.

Specific Project Indicators of progress: Objective/s: -Reuse abandoned lands.

-Develop deteriorated spaces.

-Develop street network.

-Create inclusive social activities

-Increase street and spaces’ livability and pedestrian activities.

-Accommodate the spaces with proper equipment and facilities.

-Increase in number of users.

-Increase integration of different user group.

How indicators Assumptions & risks: will be measured: -Degradation of equipment

Outputs (tangible) and Outcomes (intangible):

Indicators of progress:

How indicators Assumptions & risks: will be measured: - CBO is interested to adopt

Activities:

Input:

-Ibn Khaldon social model which includes: tangible and intangible social network, and procedural framework.

-Activity and spaceselection guideline.

-Process input.

-Process framework.

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-Model is adopted by the community (CBO).

-Identifying the carrying capacity, accessibility, and ownership for space selection.

-Identify the dominant uses around, users, space conditions, and usage for activity selection.

-Identify the possible actors, fund, methods, and physical potentials for every space.

-Survey different social groups inside the space.

-Measure usage duration time throughout the day.

- Surveying comfort inside the social spaces.

- Measure number of users in the space.

- Written agreement with municipality and funding bodies.

and facilities due lack of maintenance.

-Illegal acquisition of spaces due to lack of monitoring and legalization, and as a result shifting of usage of the space for personal desire.

the model.

-Inability of securing the continuity of the agreement with municipality and funding bodies.

Assumptions, risks and pre-conditions:

-Pre-conditions: -Identifying abandoned and deteriorated public spaces.

-Identifying unused social infrastructure.

-Identifying sponsorship possibility.

-Assumptions and risks: -Lose interest of main actors and participants.

- Bureaucracy as a challenge to formalize the process.

- Conflict between the users in choosing the social activities.

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4.2.4.Development Line: Improved Local Governance System - Priority Project: Trust Building between Community and Government

»» Selection of Priority Project A collection of projects, programs, plans and overarching policies were organized and sorted accordingly in the Pyramid of Development Lines (Figure 114), and resulted in the formulation of the following 4 development lines I. The establishment of a Community Based Organization (CBO), a Neighborhood Committee or a webpage/publication, that tries to link the locals in Hayy Ibn Khaldoun with their municipality. These actions fall into the aim of creating a communication platform, that demands from the municipality to open-up towards the inhabitants through this platform and be more transparent. By achieving this, trust relationships can be regained and further developed.

II. The second development line targets the flea market. Projects, such as starting a committee for streets vendors, preparing an organizational manual for the market and a toolbox of regulations regarding Public Private Partnership (PPP), can be implemented. These projects link to a higher level, which is the cooperation with “Tunisia Inclusive Labor Initiative” to legalize informal workers. Further, this program leads to a higher plan for enhancing PPPs, by which enhancing the effectiveness of the governmental system and trust-building between government and society can take place.

III. The third development line targets the waste management issue in Hayy Ibn Khaldoun, which proposes the redistribution and, if necessary, the increase of numbers in waste bins, as well as the improvement of skills and means of waste collectors. These projects fall into the program to develop a comprehensive plan for waste management/collection, which also falls into a plan to sustain the environment. This plan aims to enhance the effectiveness of the governmental institution and build trust relationships between the government and the governed.

IV. The fourth development line proposes projects, such as an initiative from university students to provide as-built drawings for the neighborhood and to design a framework 116

for future expansion of houses. These fall into the program of encourage cooperation between academic institutions and municipalities, which also come under the plan of produce comprehensive documentation of data. This plan falls under enhancing the effectiveness of governmental institutions.

Figure 114: Pyramid of Development Lines A collection of projects, programs, plans and over-arching policies were organized in this pyramid, and resulted in the formulation of four development lines. Regarding the track of “Trust Building between Government and Civil Society”, the two highlighted development lines can benefit each other while contributing to this objective.

Source: IUSD Students 2013

In the classification matrix, the projects concerning the increase of transparency on municipal level were identified as the most urgent and most relevant ones, to built trust between government and the civil society. In respect to this classification, the project identified in the different development lines as most promising to fulfil the goal to ‘improve Local Governance’ by fostering communication between both parties, is the “Organisational Body of Community” (CBO) By establishing an organizational body, people in Hayy Ibn Khaldoun can create a “Communication Platform” to contribute to the elaboration of a “Comprehensive Plan for Solid Waste Management” to “Improve Environmental Maintenance”. In parallel this development will “increase Transparency on Municipal Level”, so that both development lines can benefit each other and will highly contribute to the “Trust Building between Government and Civil Society” (Figure 114).

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»» Project Objectives The main objective of the project is the improvement of local governance by improving the waste situation through a community initiative. Hence the most valuable way to assess the projects’ success, is to integrate the indicators for good governance with the indicators tackling the environmental situation in the area. For example, while civic participation in political decision-making processes can indicate a higher interest of civil society in political on-goings and also a more transparent communication pattern between both entities – the same can be proved when taking into account the degree of environmental maintenance of the area.

Meaning, as environmental upgrading (in terms of waste disposal) is correlating – in the specific case of Hayy Ibn Khaldoun - to the activation of political potential of civil society by a civil society movement, environmental preservation does not just indicate higher awareness in this certain field, but also a higher political awareness.

Moreover, a higher degree of transparency that enables engagement and the willingness of cooperation between both parties – that is based on a more trustful relationship. Besides that, creation of a trustful relationship between municipality and civil society is the basic structure for good governance. Also the measurements need to be tailored to the very local context of Hayy Ibn Khaldoun. By surveying an indicator solely by one measurement might lead also to a severe miss-interpretation. According to that, several forms of measurements need to be integrated with each other; ranging from general surveys, interviews and observations to more quantifiable methods. »» Project Beneficiaries and Target Group Al Bawsala: Its a Tunisian human rights organization calls for the development of the citizen at the heart of political work and aspires to establish the value of accountability Tunisian reality.

Municipality: Municipality of Umrane Superieur seems incapable of achieving their responsibility of waste management. The proposal offer opportunities for residents to communicate for their emerging demands.

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Vegetable Market: The informally developed market which produces big amounts of waste every day. The process of developing waste plan will open up patterns of communication and raise awareness towards the surrounding environment.

Tunisian Association for Social Solidarity: It developed a Local Committee for Solidarity which is a group of enthusiastic residents who help in social activities and charity work. They are important to foster the waste management plan -process.

Civil Society: Non-government actors, groups and individual citizens of Ibn Khaldoun. The implementation of the project will build trust between residents & Municipality based on a collective sense of responsibility towards the shared living environment.

Stakeholder/Actor Facilitator Relationship Derived from Partners Figure 115: Network of Actors Source: IUSD Students 2013

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»» Project Design Phase I: The first phase of the project is mainly determined by the possible research activities on ground due to the presence of the IUSD team in Tunis and Hayy Ibn Khaldoun. Therefore in the project line of the comprehensive waste management, the exchange with key actors and site analysis are main activities. Nevertheless desktop research is also undertaken to increase knowledge about the steps for the formation of a CBO. The activities are meant to deepen the understanding of the needs of the community and to harmonize the proposals with the other IUSD Teams.

The exchange with key actors focuses on organizations working with the empowerment of civil society such as Al Bawsala Association and the Tunisian Social Solidarity Association (common interest are recorded within the interview in the annex; mainly tackling the issues of solving pollution issues and re-activating a political participation of civil society) or the administrative and technical entities of the municipality, that is to say the department of waste management. The aim of this particular project line is the identification of key actors and potential partners for the later implementation, however the data produced in this phase is used to evaluate the status quo of the waste management in Hayy Ibn Khaldoun including a mapping of waste disposal sites and the distribution of waste bins in the intervention area (Figure 116).

Phase II: In this phase the contacts made with actors in Tunis are used to create networks amongst them, including experts and NGOs to facilitate the project in the subsequent phases; meaning gained data and information is integrated to produce a comprehensive and coherent analysis of the situation on the ground. The “informants” (experts and ordinary persons) are located within the network and linked to each other by first contacts, which are being extended in the following phases by several meetings (as main actors for the initial starting of the project the NGO “Al-Bawsala” and “The Tunisia Social Solidarity Association” are figured out due to their profound interest in the area). The departure of the IUSD Team from Tunis and almost the full exit in the following phase needs compliant partners who share the projects’ aims. This implies the basic design of possible events as well as the forms of announcements to involve the local community. It will lead to a comprehensive work plan for the community activation and network activities in a 120

Figure 116: Map of Waste Disposal This map shows a preview on the possible output of schematic maps and recommendations for the contribution to the “Comprehensive Waste Management Plan”, that will be handed over to actors in the 3rd project phase.

Source: IUSD Students 2013

later phase. Besides that, the data base in reference to waste management is further developed based on the provision on a first schematic map indicating the status quo of wastedisposal in the area (see waste-disposal map). Consequently a comprehensive mapping of the intervention area has to be done; including a schematic map of shortcomings and potentials and recommendations. As a third activity a basic guideline for the creation of a CBO will be developed, on which an elaborated form can be built by the actors involved within the next phases. Additional materials and outputs for distribution will be created in order to further provide information for the organization of the civil society.

Phase III: The handover of outputs and responsibilities is the overarching theme of this phase. The “soft” exit of the IUSD Team, the delivery of the guideline for CBOs, the ac-

map of waste disposal main disposal site waste disposal demolition waste waste bin photo taken

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tion plan for motivating the community and the schematic waste map are handed on. It needs to be ensured that the processes are designed inclusively so that a politicizing of the project is limited as far as possible. Agreements and guidelines need to be harmonized so that each actor has the same understanding.

Phase IV: In this phase the formation of a community based organization that is focusing on waste management in Hayy Ibn Khaldoun takes place. Public debates, meetings between the community and different actors are organized to foster community participation. Further the CBO Guidelines should be applicable for a wide range of application, especially benefiting the other development lines. A wide publication and distribution of the guideline for the creation of CBOs to the civil society should take place in this phase.

Project Design | Improvement of Local Governance by Trust Building between

Level of Trust

PHASE I

PHASE II

PHASE III

PHASE IV

• Exchange with Key Actors

Improved Waste Management in Ibn Khaldoun

(Professionals, Institutions, etc. for Info, Interests, Benefits) _Al Bawsala _Tunis Social Solidarity Association _Municipality (Department for Waste Management)

• Comprehensive Mapping (Schematic Map of Shortcomings and Potentials, Recommendations) • Community Activation Program (Design of Events, Form of Announcements/ Proclamation)

• Desktop Research

Networking with NGOs & Experts for Facilitating Project in coming Phases

• Site Analysis (Mapping, Interviews)

Development of CBO-Guideline

Distribution of Materials / Outputs

Parallel Project Lines

Comprehensive Plan for Waste Management

Organization of Commu Recommendations in Gu

Formation of CBO / Waste M

Orga Commun Associa

Organizational Body of Community

Evaluation of accumulated data and info, e.g. status quo of waste management

122

Prepare produced materials and outputs for distribution

Implementation of (CBO) m

Phase V: In addition, the CBO is meant to work in partnership with the municipality on the elaboration of the comprehensive waste management plan to increase the environmental maintenance. In order to create a permanent platform for communication between civil society and municipality the creation of a webpage or regular meetings is targeted. Besides these topics, the engagement of Private Public Partnerships (PPP) to increase the efficiency of the waste management could be aimed at. The comprehensive waste management plan will determine new waste bin locations and due to the elaboration process, increase the skills of the workers.

After the approval of the new waste management plan by the municipality the project will be implemented. The community together with the municipality will develop further means of communication (i.e. publications, web-pages, reg-

n Community and Government

unity along uideline

Management Commitee, ...

PHASE V

Development and Implementation of Specific Projects • Contribution to Comprehensive Waste Management Plan • Communication Platform (Webpage) to exchange transparently with Municipality • Engage PPP in Waste Management • Publications

anizing nity Body/ ation /...

model for imitation

st Coo Tru peratio n increasing

Improve environmental maintenance; Increase number of solid waste bins / redistribution; Waste collectors / worker skills

123

ular meetings etc.) and will set more topics to work on. It is planned to use the project as model for other themes. The municipality can use the participatory approach to develop further projects in Hayy Ibn Khaldoun.  Resources and Budget Plan Along the division of the project in two main phases the allocation of resources and budget is also divergent in both parts of the project.

In the initial phases (phase l & ll) the main factor that needs to be taken into consideration are human resources, namely the IUSD-team. With its group members conducting most of the interviews, site analysis, production of maps and guidelines / action plans by themselves less external input is needed. Yet the group-work needs to be organized precisely to the shortage of time the group is facing. Especially the coordination with external actors / human capabilities has to be planned thoroughly to get all information necessary in time. This does also involve wider parameters of efficient working-modes, e.g. internet-access, technical equipment, meeting spaces, etc. Financially this specific part of the project is relatively independent and does not need any additional funding.

The following phases are still characterized by a high demand of human resources; yet this time rather relating to professional knowledge and input from the side of non-governmental organizations and municipal entities. Space and further working equipment is mainly demanded by the AlBawsala Association that is further conducting the project after the IUDS-group has been withdrawn from the project.

These items (internet access, meeting space, motilities, electricity, etc.) will be provided by the organization itself, depending on funds from the German Ministry of Foreign Affairs and several other foundations for specific projects.

In the same phases also coordination takes place between local actors of Hay Ibn Khaldoun. Within that, project implementation takes place on ground. The partial implementation of those projects requires additional provision of meeting space, technical equipment, promotion and catering for organized meetings, public debates and gatherings.

As networking of various interested actors has already been taken place before, the availability of meeting space can be ensured. The promotion and announcements of events 124

would be facilitated mainly by word-of-mouth recommendations by the involved NGO in Ibn Khaldoun (Solidarity Initiative). Moreover blueprints of flyers and poster could be prepared by the IUSD-group, yet the print would have to be financed by the NGOs involved or through fund-raising.

Moreover the produced materials (Guidelines for CBO, Action-plan / Community-Motivation Strategy, Maps, Comprehensive Waste Plan) could be duplicated and distributed through the method and funds described before.

Concerning the last phases that are tackling the implementation of a new and comprehensive waste management plan, institutional entities and their equipment are the main resources needed. The facilitation of the plan needs to be funded by the municipal financial resources, normally accumulated by taxes. In addition external funds from the governmental side could be required to substitute new developments on the local level. Moreover financing could be facilitated by the creation of a Public-Private-Partnership for waste-management in Ibn Khaldoun. The most important resource needed in any case is the high demand of human resources willing to engage into the project on a voluntary basis. For further ensuring a continuous proceeding of the project and its transferability to other localities, resources will be needed to steadily monitor the projectsâ&#x20AC;&#x2122; output & success in its aftermath; including reviewing the produced material and further publication and distribution of it.

Also the continuous development of transparent governmental modes (meetings, platforms, publications, web-sites etc.) needs to be organized along certain organization items, e.g. meeting spaces, catering, technical equipment, promotion, and platform-maintenance. For that resources could be partially allocated by the municipality (as main governmental institution on the local level ensuring transparency) and fundraising.

125

»» Time Plan

»» Project Sustainability The identification of adequate and comprehensive indicators and measurements is a first step to ensure the sustainability of the project as it then can be assessed and monitored while its implementation and in its aftermath. With the measurements set into the context of time and space evolving changes in the initial project design can be surveyed – with adoptions and configurations taking place according to it. Moreover, the project design renders the project sustainFigure 117: Sustainable Project Development able in terms of the involvement of actors and their specific Source: IUSD Students 2013 constellations. As the working period of IUSD-team is limited in its timeframe it appeared to be of high importance to create also a limited performance of the groups in terms of project contributions. For that, the group is solely involved in the preparation of the then following implementation of the project on ground.

The preparation eases the work efficiency in the following phases implemented by the mainly non-governmental actors (Al-Bawsala Association) taking over the part of the IUSD team. A faster processing in community organization Figure 118: Sustainable Urban Governance Deand activation is ensured by actors analysis and networking velopment done by IUSD team in the previous phase. The production Source: IUSD Students 2013 126

of schematic maps about waste management also enables a more profound and thorough setting of the waste management project on ground. Especially the realization of a comprehensive waste management plan in the later stage of the project, in which civil society and municipality will be the main actors in field, is facilitated by it. In general the gradual handing-over of responsibilities from IUSD team to non-governmental actors to the target-groups of civil society and governmental institutions is conductive to a sustainable development.

Moreover, the activation of potentials that are already located in the area of Hayy Ibn Khaldoun and later on a possible economic integration of them within Public-PrivatePartnerships (interface with the economic group) can create an economic advantage for the project implementation in its future progressing.  Performance Indicators for Evaluation

127

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Š IUSD Masters Program 2014 Ain Shams University, Cairo, Egypt All rights reserved. No part of this book may be reproduced or transmitted, in any form or by any means, without permissssion in writing from the publisher.

First Edition, 2014 Dar el Kutub No. 15851/2014 ISBN 978 977 237 381 9