The second part of the Tactical urbanism: What, Why and How? took place on 08th of March 2020. This second part was also organised by the Wuppertal Institute in partnership with the World Resources Institute – India, and presented as a part of the Urban Pathways project, which is funded by the German Federal Environment Ministry through the International Climate Initiative (IKI).
In the second part we have discussed on the implementation aspects of Tactical Urbanism, presented by Rajeev Malagi (WRI – India). The webinar also shared case studies from the Zone 30 project in Belo Horizonte, Brasil presented by Ms Maria Rosa (Wuppertal Institute) and a street transformation project in Nairobi, Kenya presented by Moses Kuyaki (Nairobi City County).
Over 70 participants attended this second part and have actively engaged with the presenters. The results from the polls during the webinar can be seen below.
A recording of the webinar can be seen from the link above on the NUA Campus’s YouTube Channel.
Q & A during the webinar
It is crucial for groups that are against the project to understand the project. Majority of the opposition comes from the lack of awareness of the project and the changes the project will bring. If stakeholders are informed in advance the changes, the potential benefits and dis-benefits that the project shall bring, there can be a greater cooperation among all involved groups.
Businesses, especially, need to know that projects that focus on walking, cycling and increasing the comfort and quality of life, do not decreased their customer base but rather increase it (as evidence from many places show).
Just like int he case of businesses, the local community also have the right to know how their neighbourhood will change. Moreover, a community that is well aware of the project seldom rejects an idea of tactical urbanism. So, the key is better information dispersal well in advance to the intervention. Also important to get the feedback and comments from the involved community.
A major factor for utility companies is cost, some of this cost is in form of taxes levied by the local government. By incentivising utility companies to have an integrated strategy in lieu of reduced or waived taxes for the time period will encourage companies to work together. In some cases, disincentives will also work but incentivising has better returns. Further, when utility companies are owned by the city, the city has the onus of integrated planning for implementation.
Deciding and implementation is a two way street i.e. the initiative can come from either the communities or the city government. In either case the success lies in integrated decision making and community participation.