Beruflich Dokumente
Kultur Dokumente
INTRODUCTION
Local Agenda 21 (LA21) is a programme to forge partnership between Local Authority, private
sector and the local communities that serve to work together, to plan and care for their
surroundings towards sustainable development. The programme is based on Agenda 21 which is
global action plan towards development for 21st Century resulting from Earth Summit at Rio De
Janeiro, Brazil in June 1992.
1. To expose the local community and private sectors to the sustainable development issues.
2. To clarify the roles of sustainable development are our responsibility.
3. To conclude that the strategies and LA21 action plans are based on local sustainable
development issues.
4. To implement the LA21 action plan in the form of sustainable development projects.
The pilot programme aims at promoting sustainable development at the local level by creating
and strengthening participation between local authorities, local communities and the private
sector. Four councils were selected from both the urban and rural sector:
Urban Sector
Petaling Jaya Muncipal Council,
Miri Municipal Council
Kuantan Municipal Council.
Rural Sector
Krian District Council
ANALYSING MALAYSIA LA 21
1. Formation of Partnership
2. Community based Issues Analysis
3. Action Plan
4. Implementation and monitoring
5. Evaluation & feed back
CHALLEGES IMPLEMENTING LA 21 IN MALAYSIA
This is the observation of Hardev Singh from Universiti Teknologi Mara Melaka:
2. The missing linkage: The need to strengthen the NGOS and CBOS in LA21
- Unclear and vague policy of the participation of NGOs in sustainable development
activities
- Over involvement of certain groups such as the environmental groups and
underrepresentation of certain groups.
- Community based organizations (such as Residents Associations) have a restricted
membership and also lack of funding.
3. Financing LA21
- Budget deficits and have difficulties to commit themselves to long term sustainable
development projects.
- Development projects do not provide immediate economic returns.
4. Inter-agency Relationships
- Lack of a holistic approach to implementing LA21 within the councils. (e.g.: Most of
the LA21 processes are linked to the departments of planning within the council)
- Such practice lead to a serious misunderstanding of Agenda 21 and its structural
demands.
Other studies had found that most failure in projects initiated by government either it at the
federal or local government are linked to their limited capacities or disinterest to meet the
objectives. According to Mariana Mohamed Osman, Syarifah Norazizan Syed A Rashid, Nobaya
Ahmad (2008) from University Putra Malaysia, the failure is due to 4 factors:
4.Official standards are unrealistic based on level of investment, funding and other
resources. (staffs and capacity building)
CONCLUSION
The success and impact of LA21 seems to be relying on the work of a few key dedicated people
either in the councils or members of the public, rather than a widespread and deep commitment
from every stakeholder. LA 21 also suffers from the weakness of local councils. So, without a
strengthening of the local government, it is likely that implementation of LA21 will continue to
fail to deliver it aspirations (Hardev, 2008).
REFERENCES
1. Mariana Mohamed Osman, Syarifah Norazizan Syed A Rashid, Nobaya Ahmad. 2008.
“LOCAL AGENDA 21 IN MALAYSIA: ISSUES AND PROBLEM FACED BY THE
STAKEHOLDER IN THE PARTICIPATION PROCESS” presented in Ecocity World Summit
2008 Proceedings.