Master Plan Proposal for Kigamboni Region, Dar-es-salaam, Tanzania

Kigamboni New City Proposal Phase 1: Master Plan and Feasbility Study

Submitted to: Ms. Anais-Marie de Keijser Submission date: 26 April 2020 Authors: Mark Aguirre, Swarna Selvarajhan, Lucas Nolasco, Ismail Abdelghani Sbumitted by: UEBI Moja L3 // 01 El-Lissitzky Strasse 64287 Darmstadt Germany

0.TABLE OF CONTENTS Section

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1.EXECUTIVE SUMMARY

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2.VISION

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3.THE UEBI MOJA TEAM

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4.UEBI MOJA’S PARTNERS

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5.CRITICAL REFLECTION

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6.NEW MASTER PLAN PROPOSALS

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7.FEASIBILITY STUDY

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8.PRICE CALCULATIONS

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9.REFERENCES

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10.CURRICULUM VITAE

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11.COMPREHENSIVE A3s

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12.REFERENCES

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1.EXECUTIVE SUMMARY In 2008, the governments of Tanzania and the city of Dar es Salaam, embarked on an ambitious project to develop the Kigamboni New City in Temeke district. For the Dar es Salaam government, the strongest drive for this project was to respond to environmental and urbanization problems that arose from the city’s continued population growth. 10 years after the initial project, many of the stated initiatives in the 2008 Kigamboni New City Plan (KNCP) have yet to be realized.

Being a port city, Kigamboni has the potential to further increase Dar es Salaam’s international trade links.

The city has a cosmopolitan population. These include Swahili-speaking people and 120 other ethnic groups.

An eclectic expatriate community of people from the Arab Peninsula, South Asia, and Europe, also call Dar es Salaam home. Considering these geographic, economic, and demographic factors, there is much potential to look at Kigamboni once more. The 2008 KNCP needs to be revived, reviewed, and reinvigorated.

Our proposed solution As a consulting firm of equal partners who come from different cultural, linguistic, and professional backgrounds, EUBI Moja takes our collective wisdom and applies interventions that are appropriate to the local context. To achieve this, we will take a systematic approach to elaborate the logic behind our proposal.

This will be accomplished through: Critical reflection: understanding the history, culture, educational, and demographic contexts helps to understand the push factors and limitations that influenced the challenges in the 2008 KNC Plan.

New master plan: from our analysis, UEBI Moja is best positioned to advance Dar es Salaam’s long-term growth aspirations by tending to plans and interventions in the short-term. By fostering an environment that enables future growth, we determined three major areas in which we could intervene: • Housing • Economic opportunities in flood-prone areas • Cultural and creative industry Feasibility study: using the 2008 KNCP as our guide, UEBI Moja will elaborate on a 12-month work schedule that will begin next month (05/2020) and conclude in 04/2021. Due to our team’s wide-ranging experience in civil engineering, architecture, management, mediation, and participatory practices, UEBI Moja will embark on a collaboration with local partners. These include engagements with Dr. Herbert Qambalo (University of Dar es Salaam), whose specialties are disaster management and urban and rural settlements planning.

Together, we aim to work with The World Bank, the government of Tanzania, and Dar es Salaam to begin delivering on the promise of a regenerated and resilient Kigamboni.

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2.VISION UEBI Moja brings people together to empower and build ONE resilient community with dignity.

Mission We use participatory planning processes to address gaps in resources for the development of flood vulnerable communities. Our company will assist and advise in addressing those resource gaps such as finding appropriate funds or developing strategies that reflect the priorities of our client. In Kigamboni, UEBI Moja’s aim is to work on projects on the smaller-scale and within shorter time frames to support the grander economic ambitions of Dar es Salaam and Tanzania .

Figure 1: resilience in a community is dependent on the individuals and systems in place that can withstand shocks such as natural hazards like floods ( Source: AP, Nd.).

Figure 2: core to our mission, we believe in participatory planning as a tool to promote equitable growth and strengthen resilience in communities. UEBI Moja’s strength lies in facilitating these processes to strengthen relationships while creating favorable conditions for growth (Source: AP, Nd.).

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3.THE UEBI MOJA TEAM Our story Fate brought us together in a master program at the Technical University of Darmstadt. Lamenting about the challenges of urban development, we learned that we share one goal. With small actions, our goal is to help people live a better life. Hence, this journey started. The adventure of establishing this company spans the whole globe: from India, passing through Africa, and to the Americas. We created this company together as partners, taking into consideration all previous experiences in construction, field participation, and management for sustainable development.

Who are we?

We are a collaborative team of equals who bring our individual skillset. Diversity is our strong suit. We have two civil engineers, one architect, and political scientist. Coming from different geographic and cultural settings. Collectively, our work spans these various areas: architecture in India, civil engineering projects in Egypt and Brazil, and capacity building/participatory projects in the US and Benin. We are able to communicate in the following cultural and language contexts: Arabic, Tamil, Tagalog, Portuguese, French, Spanish, German and English. Together, we can work in both global and localized* contexts.

UNITED STATES: Mark, with his background in political science, worked for four years in building local capacity for small organizations in Benin. One of his major cross-cutting projects was to help young mothers to establish their own savings association. The pilot scheme addressed financial resilience gaps to improve access to community health resources on the village level.

EGYPT: Ismail is a civil engineer with four years of experience, working on large projects in Egypt’s new capital city, indoor projects. He founded his own firm of Alika and has experience of working in the entrepreneurship space. One of his major strengths is his previous experience of working with political entities.

BRAZIL: Lucas is a civil engineer with five years’ experience in the following areas: sustainability, social housing, management, building information modelling, and marketing. Working for Bravo in Brazil, he successfully used building information modelling to increase transparency and productivity in previous projects.

INDIA: Swarna worked as an architect for four years. Her experience ranges from commercial to high-rise residential projects. Her strengths rest in mediating conflicts horizontally among consultants and negotiating vertically between local vendors and clients.

MOJA (“one” in Swahili): As a team, we specialize in project transparency and participatory processes. We address gaps in resources (e.g. lack of money, development agenda). And finally, we address our projects in flood vulnerable communities with our project partners. Together, we are ONE unified team.

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4. UEBI MOJA’S PARTNERS Partnerships are our lifeblood At UEBI Moja, partnerships are are essential to the success of our work. For the Kigamboni New City project, we will feature three main partners with whom we will be working throughout the duration of the project. They are elaborated below:

University of Dar es Salaam (Tanzania): Beginning with the local setting, we intend cultivate a relationship with the University of Dar es Salaam, specifically with the Department of Geography. Dr. Herbert Hambati Qambalo, BA, MA, PhD specializes in Disaster Management, Urban Planning and Management, Project Planning and Management, Participatory Geographical Information Systems, and Urban and Rural Settlements Planning (UDSM, 2020). With his technical expertise, matched with his knowledge of local urbanization processes within Dar es Salaam, we look forward to cooperating with him on a survey design study to gauge and seek insights into the challenges faced by the 2008 KNCP. Following suit, we will also use the results from the survey to engage with stakeholders on multiple levels to develop a revamped plan for Kigamboni.

Alika (Egypt): Founded by Ismail, the Alika Contracting and Trading Group has experience working with local infrastructure initiatives in Egypt. The company specializes in the facilitation of construction projects in New Cairo, a burgeoning urbanized area east of the old city. It has professional experience in managing relationships with the national government and local benefactors. This would serve to be a useful reference considering that Dar es Salaam’s experience with Kigamboni requires an ability to mediate between the national, municipal, and local area governmental entities.

Haisec (Brazil): Our master plan will call for a construction phase of the project in the area of housing. The building projects and design are going to be completed by our partner Haisec. Haisec is a company based in southern Brazil, focused on sustainable engineering. The projects are going to be conducted through building information modeling (BIM) format, which provides more transparency, efficiency and integration in the implementation and construction process. This allows us to inform our partners, clients, and stakeholders in real-time, the progress of our project, thereby increasing accountability and transparency.

TecVerde (Brazil): Together with Haisec, UEBI Moja has a partnership with TecVerde, whose specialty is building social housing residences in wood frames. TecVerde normally has a small wood frame factory and a sustainable forest when they have a huge amount of work in a location. TecVerde could work with local stakeholders to implement a similar approach. We intend to work with the local and national governments to negotiate a scheme in which we can create a small factory and lease land for a sustainable forest in Tanzania or in one of the neighbouring countries. Additionally, it is also possible for TecVerde to send house parts to Tanzania through a ship,then mount the building in the place.

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5.CRITICAL REFLECTION Historical analysis The quiet fishing village of Mzizima was rebranded as Dar es Salaam in 1862 by the then ruler, Sultan Seyyid Majid of Zanzibar as he decided to build his summer palace there. The town began to grow in 1877 after the German East African Company established its trading station. A change in the post-independence ideology of the country to a socialist economic model created a major setback for urban development which was eventually abandoned to favour the liberation movement in 1990. The years that followed saw larger scale investment from China, resulting in the transformation of the colonial town into a metropolis.

The Kimanboni New City project was established in 2008 as an effort to mitigate the fastly urbanising Dar es Salaam area. The implementation of the project was set to take place in threephase; 2011 to 2020, 2021 – 2025 and 2026 to 2030. The project had a very top-down and technocratic approach, causing tension amongst the locals and the officials. It was planned to house as many as 5,00,000 including the 97,000 Kigamboni residents. A vast majority of these people would have had to commute to the Dar es Salaam city to work every day by a ferry. The bridge was not opened until April 2016. The resettlement of the local population was not thought through. The small area allocated to build new flats was further away from the ports, making it hard for the commuters. This would mean that low paid workers will have to spend more on their everyday transport cost. The project required Sh11.6 trillion to complete, which they did not have.

In 2012, the government managed to gather Sh60 billion, which is only a fraction of what was originally required. In the same year an announcement was made that they will be using “Modern techniques” to raise the funds. The project was put on hold in 2014. The project was ambitious, trying to mimic that was not suitable to the community.

Cultural Analysis As a port city and home to one the country’s international airport made the city easily accessible for decades. A main feature of its cosmopolitanism, the city has a considerable subpopulation of Arabs, Indians, Pakistanis and Europeans. Dar es Salaam is considered the cultural and creative capital of the country. These industries are becoming increasingly important as they have the potential to and are significantly increasing employmen opportunities for Tanzania. UNESCO along with the Tanzanian Ministry of Information organised workshops to design the framework for Reshaping Cultural Policies for the Promotion of Fundamental Freedoms and the Diversity of Cultural Expressions(UNESCO, Nd.), funded by the Swedish International Development Cooperation Agency.

Education Analysis When it comes to higher education, Dar es Salaam enjoys being the home to some of the best universities and colleges in the nation. The city also houses many public and private schools. But the education system and quality are far from perfect on a national level. The outcome of the 2014 fee-free education policy saw an elevation in enrollment on the primary level, but the lack of resources and trained personnel have taken a toll on the quality of the education. The Person with Disabilities Act from 2010 provides the right to education for children with disabilities, but the majority of the schools failed to meet the requirements to accommodate special needs children. In April 2020 the World Bank approved a $500m loan which will directly benefit secondary school students.

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6.NEW MASTER PLAN PROPOSALS From our critical analysis, UEBI Moja is best positioned to advance Dar es Salaam’s longterm growth aspirations by tending to plans and interventions in the short-term. By fostering an environment that enables future growth, we determined three major areas in which we could intervene. In the following stages we will elaborate on these major areas with an accompanied diagram of the Gantt chart to explain our steps.

• Housing • Economic opportunities in flood-prone areas • Cultural and creative industry Housing Wood Frame Small Buildings Residences (4 - 6 floors): based on our experience, wood frames are fast and easy to construct. This is important because the housing demand is growing alongside population increases in Dar es Salaam. Wood Frame is also a sustainable construction method. It requires less energy and emits less CO2. A building with 4-6 floors will avoid urban sprawl problems because it has more density than regular houses. UEBI Moja has a partnership with a company in Brazil that builds social housing residences in wood frame, called TecVerde. Tecverde normally has a small wood frame factory and a sustainable forest, when they have a huge amount of work in a location. Similarly, TecVerde could apply this same approach and build a small factory and source wood from a sustainable forest in Tanzania or in one of the neighbouring countries. Besides that, it is also possible for Tecverde to send house parts to Tanzania through a ship and then mount the building in place.

When it comes to the overall building projects, designs are going to be done by our partner Haisec. Haisec is a company based in southern Brazil, focused on sustainable engineering. The projects are going to be completed through building information modeling (BIM) format, which provides more transparency, efficiency and integration to the project.

After construction of the social housing buildings, we strongly recommend for the government of Tanzania to start a financing program to help local people purchase the apartments. UEBI Moja recommends a financing program inspired by the successful "Minha Casa Minha Vida" program that was developed in Brazil.

In this program, the Brazilian government financed 90% of the total value of the house, with the dweller paying the remaining total amount divided in the next 300 months. With this kind of financing program, this sceme enabled poor people to fulfil their dream of purchasing their own home.

Figure 3: Woodframe housing as a strategy to build sustainable, inexpensive, and quick social housing for Kigamboni (Source: Nolasco, Nd.).

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Housing (Continued) Below is a section of a Gantt chart that focuses on the housing strategy.

Figure 4: housing strategy in the new master plan.

The major steps of the housing strategy in the new master plan are as follows: • land selection • stakeholder survey • soil study and analysis • design and development through BIM • construction budget and planning • wood frame construction in the fabric • foundation construction • frame mounting • work finishing • financing for dwellers In due time, our plan intends to address the potential housing shortage as increased population grown will add demographic pressure to Kigamboni. In the next strategy, we will discuss the economic opportunities of developing within a flood-prone community.

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Economic opportunities in flood-prone communities Gas fields were discovered, most of them within Tanzania’s underwater boundaries. These gas fields provide an opportunity to purchase treasury bills, borrow money, and provide an environment for investment in Dar es Salaam. Every economy relies on cities and a favourable climate for investment. Therefore, infrastructure development via a robust, long-term investment of the transportation network is essential to achieving this future.

Our steps can be explained as follows: Analysis of satellite imagery of the sea area to determine the presence of underground gas.

Conduct interviews with the government to understand what they need and what they expect as benefits from this project.

Survey the companies which are there now and do interviews with them to understand the weaknesses and strengths of the economic environment.

This portion of our plan contains three levels: the first level, focusing on increasing the number of companies and therefore, growing job opportunities. The second level is to use the gas resources as treasury bills which international investors can purchase. Also depending on this resource, the government can take out loans (long and short term). In the third level, we will help the government to start establishing national companies and factories which can compete with other international companies, produce long- and shortterm agendas to develop economic systems. In the first year, we are targeting the collection of all information as well as beginning the first level of the plan. The plan will be declared after three drafts. In these three drafts, we will take feedback from the Clients and will modify our plans.

We understand the geopolitical and economic climate between China, Tanzania, and its immediate neighbours. Establishing an agreement with China to extend the port to a second location in Kigamboni, opportunities for medium-term projects exist by connecting the seaports and airport via railway networks.

This arrangement could potentially benefit the neighbouring countries of Rwanda and Uganda, thereby increasing Tanzania’s trade links in the region between its African neighbours and the international market.

For this strategy, the steps are spelled out below: • Arrange interviews with China's representatives to negotiate the extension of the seaport, showing them how this project is useful.

• Organize a high-profile meeting, including clients and stakeholders (China's representative, Tanzania's government, The World Bank) to discuss main points in the agreement.

• We foresee designing a strategy that aims to establish attractive economic areas: one for logistic services and the second for tourism and trade alike which will connect all the transportation systems ( airportrailway-seaport ) in a seamless network.

• In the first year we aim to complete the interviews, create the design for the extension of the seaport, and make working plans for the projects.

In the interim, UEBI Moja sees itself as an agent that can facilitate smaller projects in the short-term to contribute to this aspirational and favourable economic environment. The following initiatives include : • Negotiating with the Tanzanian government to lease a large area (50.000-meter squared) of land for a considerable period to help farmers to develop that land by using the latest advances in agriculture technology and irrigation to increase agricultural production. This would enable them to make contributions to the city and national trade. Figure 6 displays a flood management technical innovation using green infrastructure. Within one year, we intend to complete these negotiations.

• UEBI Moja will facilitate the development of a flood control design plan. The developed infrastructure will resist, absorb and collect water. Additionally, the design will also call for online and offline ponding, which will generate electricity. The process of creating the plan can also be used as an opportunity to engage citizens and increase their commitment to the project, thereby increasing social capital. Together, these initiatives will support farmers and other community members who will invest their technical expertise in these areas. Within one year, we intend to complete these negotiations.

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To garner support and awareness for the project, UEBI Moja will also work with and train teams of local university students and community members from the Dar es Salaam region to create highly detailed local area maps of flood-prone areas of the city. We will provide internship opportunities so that university students can work after graduation in these projects. Through our partnership with the University of Dar es Salaam, we will try to improve the quality of university instruction through theoretical-practical tech transfers between the classroom and the work sites. (construction qualitytechnology quality). Within one year, we intend to complete the pilot process of training local university students.

Figure 5 depicts how economic opportunities will developed in flood prone communities.

Figure 5: economic opportunities in flood-prone communities

Figure 6: example incorporating green infrastructure to address flooding

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The Cultural and Creative Industry

The Cultural and Creative industry is seen as one of the important contributors to the Tanzanian economy. The industry generated Sh71 billion in 2007 and Sh1.1 trillion in 2017. The industries’ sub-sectors consist of film, music, art, craft, architecture, games, radio and fashion to name a few.

This industry has the capability to bridge the unemployment gap in the country and boost the economy. UEBI Moja can help the government with initiatives that can be taken to build a strong network of this industry, such as: • Investment directed towards education on the proper subject.

• Implement cultural and creative industry programs in schools, as this would make it easier for higher institutes to make learning easy. Also, there is a problem of students dropping out in secondary school. Exposing them to these subjects might help them evaluate future career options and reduce the dropout rate.

• Providing better infrastructure. We take inspiration from the development of the South Korean entertainment industry. One of the reasons why the South Korean entertainment industry became a top revenue collector is because of its infrastructure, both modern and indigenous, providing viewers with the unique image of the country. Infrastructure development would provide stakeholders with a place to belong, do business in, and perform such as theatres, exhibitions spaces etc.

• Policies for that allow proper access to resources for both producers and consumers.

• The team, with the help of local experts, will conduct field research, documentary surveys and focused group discussions specific to particular sub-sectors to identify opportunities and hurdles. This will help us to systematically approach and address issues.

• Establish a global network to exchange technologies, ideas, education, and international showcasing.

• Design and develop a success model to attract investments. The country has a large pool of talent, but lacks the funding to improve quality and create opportunities.

Figure 7 displays how this strategy will unfold over the course of the project cycle.

Figure 7: cultural and creative industry

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7.FEASIBILITY STUDY Within the 1-year project timeline, we divided the major sections into three parts. These include: • Critical reflection • New master plan • Feasbility study Critical Reflection Within the critical reflection, we will spend a majority of the time gathering information about Tanzania, Dar es Salaam, and the Kigamboni area. This will be done through desk reviews, stakeholder analyses, and other strategies. However, one of the major tools that we will employ is to design a survey that will take a sample of the city to gain insights about the perspectives of locals regarding Kigamboni. Working with the University of Dar es Salaam, we intend to work with the Geography Department to design this study, collect data, and analyse these findings. Then as we create the New Master Plan, we will use the findings to engage with clients, the local population, and other stakeholders to come up with a collective vision of how they want to develop in the major areas that we elaborated in our proposal in the previous section.

New Master Plan As elaborated in the previous section, our master plan will be a reflection of the survey study and community engagement exercises that will be conducted with Kigamboni area residents and stakeholders. However based on our own critical review, we aim to stir the direction of our projects in the there main areas: • Housing • Economic opportunities in flood-prone areas • Cultural and creative industries Feasibility Study Lastly, as we conduct an internal team reflection on the findings from the critical review, we will assess the plausibility of our New Master Plan through a critical and comparative SWOT analysis. Based on the discussions that arise from this analysis, the inferences will be used to prioritize our strategies based on a short-, medium-, and long-term schedule.

Figure 8 shows a stylized SWOT analysis to give the reader an idea of how we intend to prioritize our next steps. Figures 9a and 9b show the Gantt chart of our project proposal in all of its totality.

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Figure 8: UEBI Moja’s feasibility SWOT analysis

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Figure 9a: Gantt chart in totality

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Figure 9b: Gantt chart in totality

8.PRICE CALCULATIONS The price calculation started with calculating the number of hours required to complete a given step. To avoid overlapping the total hours were divided by three to get an tentative time required; this was because work and progress will take place along all three categories at any given time. The approximate hours are then divided amongst the required/involved consultants and partners in a step. Hours were later added as seen fit to complete the project, mostly in the area of ‘design and development’ and ‘project execution’. In the next page, Figures 10a and 10b display our price calculations. Overall, our project proposal is estimated to cost 595.604,09 EUR.

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Figure 10a: price calculation

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Figure 10b: price calculation

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9. References

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PROJECT 1: Participatory action in a cross-cutting project at the nexus of financial resilience and rural community health

Figure 1: members from the Kaki-Koka VSLA contributing money to the collective savings fund (source: Aguirre, 2018) Client mothers’ groups from the Villages of KakiKoka and Engaradebou (Bénin) Project timeline execution September 2015- June 2018 Budget, Resources Est. 100EUR In-kind donations Partners US Peace Corps Centre de Santé de Kaki-Koka le Comité de Gestion de Centre de Santé (COGECS) de Kaki-Koka

Project Context Kaki-Koka and Engaradebou are rural agricultural villages in the northern department of Borgou in Benin. They share a health centre that is funded by the national government. However, the health centre faced the challenge of underutilization of its services by local residents. As a Rural Health Community Specialist with the US Peace Corps, Mark Aguirre was assigned to the community to determine the barriers between the residents and the health centre and develop a project to bridge this resource accessibility gap.

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Project Implementation To determine the barriers that prevented residents from accessing the health centre’s services, Aguirre collaborated with the President of COGECS to investigate the challenges that surrounded the health centre’s underutilization. Together they organized multiple community input meetings that targeted specific groups including neighbourhood groups, local artisan groups, and young mothers. Among these sessions, one of the most noteworthy findings arose from a participatory analysis with 30 mothers. Collectively, they voted on financial resilience and education as the most pressing need that prevented access to the health centre’s services. Dependent on the income that came from their spouses, they did not have enough funds to pay for transport, medicine, or services at the health centre.

To narrow the gap between personal finance and healthcare access, Aguirre and the COGECS President attended the US Peace Corps’ training on implementing Village Savings and Loan Associations (VSLAs). Upon return, the duo met with community leaders to inform them of the intervention and gain political support. Recruitment sessions were held to gauge potential members. After achieving a minimum threshold of 15 young mothers, Aguirre co-delivered a 6-week training module that emphasized the importance of collective savings, prudent borrowing, and responsible repayment. For the duration of the one-year pilot project, the mothers built financial resilience by saving a part of their allowance on a weekly basis. Through this collective saving, they held each other accountable when a member needed to borrow money for a family emergency or for a child’s school feels. Through responsible repayment, members witnessed the gradual growth of the collective savings fund due to the 10% interest rate. By the end of the project, they reaped the rewards of their efforts as they raised almost 800 Euros for the group or 53 Euros per member.

Relevance to Kigamboni New City Proposal From this experience, the clients in the VSLA project were committed to the project due to the participatory design of the intervention. At almost every step of the VSLA, members had a say in the terms of the project, from determining the interest rate of the loan to negotiating terms of repayment when a member was unable to repay within a given timeframe.

In terms of the Kigamboni New City Proposal, we at UEBI Moja understand that building resilient communities requires the ability to design interventions that put people at the centre of the planning process. We also understand that the planning process requires the ability to connect seemingly different issues and find ways to build strategies that support and are reflective of the local context. Thus, from the onset of our proposal, we incorporated a range of tools such as interviews, surveys, and hosting local events to engage the public and build goodwill for the Kigamboni New Master Plan.

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PROJECT 2: The revitalisation and environmental conservation project in a high flood-prone city.

Client The Government of Tamil Nadu Project timeline execution 09/2015- 11/2015 Partners Tamil Nadu Forest Department Care Earth Trust - NGO

Project Context Chennai is one of the fastest urbanising cities of India. Over recent decades, fast urbanisation resulted in the disappearance of many water catchment areas. This has compromised the green belts of the region. Pallikaranai Marshland is one of the last standing freshwater swamps and natural ecosystems within the boundaries of the city. The topography of the marsh is in such a way that it retains and absorbs stormwater. The purpose of the project was to produce a relevant design to cater the need of nature and size of the neighbourhood.

Figure 2 (top left): Pallikaranai Wetland (source: TNFD, Nd.) Figure 3 (top right): Pallikaranai Wetland (source: Swarna, Nd.)

Figure 4 (above): the blue map shows the flood level while the red map shows the decrease (hectares) of the size of the wetland (source: City Connect & Care Earth.)

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Project Implementation The Pallikaranai Wetland was prone to encroachment on a devastatingly large scale. The unique freshwater swamp was reduced to less than 1/10th of its original size. Though restoration efforts have been made, only a fraction of the ecosystem was restored. The marsh and its pockets were the city’s freshwater catchment areas. Over time, the disappearance of these areas has lead to seasonal flooding and drought.

The area was documented and studied over a course of 3 months with heavy community involvement. Our partners, the Forest Department and an NGO provided the team with a detailed historical background and documents relevant for further development of the area. This neighbourhood happens to be in one of the city’s densely populated regions. So relocation, in order to restore the natural topography, was out of the question. Through regular surveys and interviews, stakeholders were informed about the progress of the project and meetings were held to help them reclaim the importance of preserving the marshland rather than relegating it to wasteland. The project outcome was to establish stricter and more controlled development policies and regulation tailored to the area. As for the physical structure, an Eco-walk and an Information Centre were proposed. The idea was to use sustainable and environmentally friendly materials bordering the marshland.

They were proposed to protect the area from further encroachments in the hopes that it would help educate the people about the need for conservation.

Relevance to Kigamboni New City Proposal Both Chennai and Kigamboni are similar in many ways. Both are coastal cities. They are highly vulnerable to floods with a dense and fast-growing population. Both cities pose high economic significance to their respective regions. Urban development happens across all parts of the city, from the inner city, suburbs and, outer metropolitan fringe. Welltailored development projects and policies are becoming important as we expand cities and cater to a growing and changing population. From our experience, we seek projects and encourage policies that address not only the needs of a growing population but also protect and conserve the natural ecosystem that the city thrives on.

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PROJECT 3: Parallels to implementation challenges in New Cairo Client Government of Egypt Project timeline execution 2016- Present Budget, Resources 1 billion Euros Partners Wadi Degla Construction & Emaar

Project Context The Egyptian government was in the midst of replanning the old capital and opted for horizontal expansion eastward. Thus it started to establish a new administrative capital. This new capital is located 75 kms from old Cairo. The project intended to transfer the principal administrative and vital facilities to this new area to reduce population congestion on the Nile Valley. Also, this project aimed to create a new urban area with a high population capacity, consisting of people coming from diverse income levels. The two capitals would have been connected with a road system and robust transport network. The compound (Neopolis Wadi Degla) was supposedly the western gateway for the new capital. Overall project’s target was to contain 500,000 inhabitants.

Figure 5 (above): New Cairo (Source: Wadi Degla Developments, 2011)

Project Implementation This project looked into expanding into the desert in order to break from the bottleneck of the Nile Valley. This project aimed to promote low congestion through the provision of rapid transportation for citizens. Also, it intended to provide a high standard of living for low-income residents while preserving the culture of residential communities.

Additionally, there was a call to preserve vast green spaces and achieve a reliable infrastructure which was capable of withstanding population pressure increases. Lastly, the project desired to provide a fast internet network that could support working remotely Slide:26 from home.

Figure 6 (above): rendering of a proposed neighbourhood in New Cairo (Source: Wadi Degla Developments, 2011)

Relevance to Kigamboni New City Proposal Both New Cairo and Kigamboni New City offer many parallels in terms of their development. Located within larger urban agglomerations, they include fast-growing populations with high economic significance in the region. From our experience in Egypt, we recognized the same problems that led to the challenges in Kigamboni. Therefore, our plans call for reaching out to the local population as part of our research analysis from the beginning of the project. This would ensure that the new master plan reflects the local context and respects existing social networks. The New Cairo development, as shown above, helped us to recognize the weaknesses of the Kigamboni New City. That these two cases offer insights into the importance of working closely with representatives from the national and city governments. In spite of their differing political systems on paper, both cases exemplify quite similar experiences in governance. That the implementation comes from a top-down approach. It will be up to our organization and our partner at University of Dar es Salaam to work on relationship building as a key strategy to enable the creation of more locally developed plans for the rehashed Kigamboni project.

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10. Curriculum Vitae

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11. COMPREHENSIVE A3s

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The Metro Manila Urban Agglomeration

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Aguirre, M. 2016. “Sur le Terrain: Saving Starts.” Retrieved from: https://maguirre.tumblr.com/. Accessed 26 April 2020.

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Mark Andrew Gotanco Aguirre

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