Bombay Urban Development Project: A Solution for the Shelter Problem of the Urban Poor?

Author(s):  
Swapna Banerjee-Guha
2018 ◽  
Vol 30 (2) ◽  
pp. 519-536 ◽  
Author(s):  
Wayne Shand

To make co-production work as a strategy for urban development, and to establish a basis for collaborative action, states and organized communities must find a way to manage their unequal power relationship. Effective partnerships, constructed through projects of co-production, require participants to move beyond institutionally defined roles of service provider and service consumer to forge new terms for collaboration and spaces for joint decision-making. The processes of making space for co-production can be centrally important to establishing the legitimacy of development activity that includes the urban poor as stakeholders. Drawing from research undertaken in Harare, Zimbabwe, this paper examines how a memorandum of understanding was used to frame dialogue between community and state actors and facilitate co-production of housing and infrastructure in a low-income settlement.


Author(s):  
Ahmet SAMSUNLU ◽  
Veysel EROĞLU ◽  
Nihat SAYINALP

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alexander Styhre ◽  
Sara Brorström

PurposeDrawing on the literature on professional ignorance, here defined in affirmative terms as the capacity to act regardless of the incompleteness of available information in organizations and professional communities, the article reports empirical material from an urban development project wherein policy makers' instructions are vague and, in certain domains, inconsistent with market conditions.Design/methodology/approachUrban development projects regularly include uncertainty and risk taking, and policy makers' stated objectives regarding project goals may be incomplete or merely signal a political ambition. In such situations, first-line project participants need to make decisions as if uncertainties regarding policy objectives are manageable and preferably minimal. The purpose of the article is to substantiate the proposition that professional ignorance is a key mechanism in incomplete or imperfect governance systems.FindingsProject participants actively questioned policy but acted on the instructions just the same, which is indicative of how professional ignorance is supportive of governance system that relies on first-line market actors and agencies to implement also incomplete or vaguely stated policy objectives. Incomplete policies derive from challenges in political deliberation and bargaining processes, uncertainty regarding the future and shifting preferences among policy makers and constituencies more widely. In practice, incomplete policies regularly include issues for first-level actors (e.g. on the urban development project level) to handle and to reconcile in their day-to-day work.Originality/valueOn basis of an empirical study of a major urban development project, the study contributes to a growing literature that recognizes the value of professional ignorance in governance systems and in project management practice. The study invites further scholarly research that takes an affirmative of professional ignorance but without overlooking its risks and potential malfunctions.


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