EXECUTIVE SUMMARY
nancing (SBIF). However, these procedures imply secure access to property (land tenure), a complete land registry, real property taxation, land management tools and project management with a social housing dimension in order to mitigate the risk of the poorest populations becoming victims of the valuation of the district. These conditions are prerequisites for the success of operations of this kind (examples will include Tokyo, Chicago, Istanbul, Shanghai, Bogota and Brasilia). Other strategies and complementary budgetary, economic, or monitoring tools are also being employed. They are able to: transform the organization of local authorities or associated institutions; promote equal access to basic services; and engage a new cycle of dynamic relationships with inhabitants. Examples include: participatory budgeting (Porto Alegre and Yaound辿), social and local currencies (Rio de Janeiro, Bristol, Paris, Toulouse, and Amsterdam), new indicators of wealth (Bogota and Sao Paulo), reduction of working hours (El Paso-USA), etc. Frameworks for parallel political, socio-economic and technical management action are equally necessary including (among other actions): city-to-city/decentralized cooperation and peer-to-peer/ inter-territorial cooperation; taxes on the total payroll of businesses, transportation subsidies paid by entrepreneurs for their employees and urban congestion charges; in-depth work on economies of scale, costs avoided and valorisation of positive externalities of urban interventions in basic services; the equalization of revenues from basic services; differentiated tariffs including exemptions, population targeting and cross-subsidising; cooperation with networks for social and solidarity economy and finance (cooperatives for citizen energy production, for example); negotiated engagement with the private sector through
Corporate Social Responsibility (CSR) programmes; local crowd-funding; and local microcredit for households and entities working on the development or delivery of basic services. These elements will be illustrated with the case of Antananarivo, Berlin, Sao Paulo, Durban, London, Singapore, Semarang, Casablanca, Johannesburg, and Rio de Janeiro. This diversification of resources (and partners) needs to be conducted with full awareness of the potential negative consequences of the financialisation of territories. With the withdrawal of the state, the recourse to practices of the banking sector and the financial system (including forms of PPPs like Build-Operate-Transfer) and, relatedly, the use of their technical logic in urban fabric (mortgage, debt, securitization, derivatives) will have a de facto, direct impact on budget trade-offs and therefore, prioritization. The logic of these financial actors, often outside the scope of the local, is, in fact, highly heterogeneous. It refers to time scales that are completely inconsistent with those of the locality. The short term logic of financiers exists in opposition to long term urban processes and bases itself on risk-足return without integrating the 足social/足solidarity criteria that elected officials and administrative staff are responsible for placing at the heart of their policies and actions (e.g. in Bangalore and Chicago). Challenges, conclusions and recommendations The quest for basic service delivery for all presents some of the most fundamental and significant challenges for local officials in metropolitan areas, as they struggle to meet existing needs and to anticipate future needs. The future is part of the present for local authorities, as it is for central governments;