URBAN

PLANNING
Urban Planning for City Leaders - A handbook for Kenya is a valuable source of information,
inspiration and ideas on urban planning that is designed for city leaders and decision makers at a FOR CITY
LEADERS
critical moment in human history. Globally, it is predicted population growth over the next 50 years
will have immense consequences for cities, particularly intermediate cities with populations of up to
two million people. Developed countries will need to double the amount of urban space they have by
2050 to accommodate the expected numbers of people, whereas developing countries will need to
expand their urban space by more than 300 per cent. By 2050, Kenya’s urban population is projected
to reach 44 million people, which will be close to half (46 percent) of the total country population, from
A HANDBOOK FOR KENYA
an estimated current urban population of 13.8 million people.

Most cities will simply not be able to cope with the impact of population growth and other issues if
they do not start preparing for them now. This means planning, designing, financing and implementing
strategies for sustainable urban development, which involves: land use and urban form, affordable
housing, mobility, water supply, energy, waste management, social and economic development,
parks and open spaces, environmental management, community amenities, safety, climate change
mitigation and adaptation, urban governance and much more. This handbook is a start towards
making those strategies. It focuses on the key role that proactive integrated urban planning can have
in shaping the future of a city and it outlines practical ways to create and implement a vision for a city
that will better prepare it to cope with growth and change.

The handbook includes several “how to” sections on key aspects of urban planning, answers many
of the questions that leaders are frequently asked, and features numerous examples of cities where
urban planning made a significant, positive transformation.

HS/068/18
ISBN (Volume): 978-92-1-132812-7

United Nations Human Settlements Programme | P.O. Box 30030, Nairobi 00100, Kenya
Tel: +254-20 7623075 | unhabitat-info@un.org | www.unhabitat.org
URBAN
PLANNING
FOR CITY
LEADERS
A HANDBOOK FOR KENYA

Republic of Kenya
 Urban Planning for City Leaders: A Handbook for Kenya
UN-Habitat Support to Sustainable Urban Development in Kenya

Copyright © United Nations Human Settlements Programme 2018

All rights reserved

United Nations Human Settlements Programme (UN-Habitat)
P. O. Box 30030, 00100 Nairobi GPO Kenya
Tel: 254-020-7623120 (Central Office)
www.unhabitat.org

HS/068/18
ISBN (Volume): 978-92-1-132812-7

Disclaimer
The designations employed and the presentation of the material in this publication do not imply the expression of any
opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country,
territory, city or area or of its authorities, or concerning the delimitation of its frontiers of boundaries. Views expressed
in this publication do not necessarily reflect those of the United Nations Human Settlements Programme, Cities Alliance,
the United Nations, or its Member States.

Excerpts may be reproduced without authorization, on condition that the source is indicated.

Principal Authors: C. Baraka Mwau and Ivan Thung

Contributors (UN-Habitat): Rosina Hawkins, Jiacong Ang, Gianluca Crispi,
Yoel Siegel, Sharmaarke Abdullahi
Contributors (Government of Kenya): Solomon Ambwere and Ronald McGill
Project Manager: Yuka Terada
Project Technical Advisor: Klas Groth
Project Coordinator: Laura Petrella
Project Coordination Support-Regional Office for Africa: Thomas Chiramba and Jeremiah Ougo
Administrative Assistance: Maryann Kithome
Design and Layout: Andrew Ondoo

ii URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

TABLE OF CONTENTS
LIST OF BOXES, FIGURES & TABLES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IV
TERMS USED IN THIS HANDBOOK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . VI
INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . VIII
Background and rationale . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . viii
Purpose of the handbook . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . viii
Structure of the handbook . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . x

PART I. IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS . . . . . . . . . . . . . . 03

SECTION 1. WHY URBAN PLANNING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 04
Understand urbanization trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 06
Harness urban opportunities and address challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 09
How planning ensures leaders achieve policy goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Planning to achieve sustainable development goals and the new urban agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Major obstacles to effective urban planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Thinking implementation from the start . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
SECTION 2. INSTITUTIONS AND PLANNING CONTEXT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Planning functions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Plans are made at different scales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Planning for existing built-up areas and new development areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Planning for new development areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
SECTION 3. PLAN PREPARATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Typical planning process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
SECTION 4. CROSS-CUTTING ISSUES IN PLANNING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
Urban planning and gender . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Urban planning and youth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Urban planning and human rights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Urban planning and climate change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
Urban planning and disaster management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83

PART II. PLANNING TO ADDRESS SPECIFIC URBAN DEVELOPMENT ISSUES . . . . . . . . . . . . . . . . . . . . . . . 85

INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
SECTION 1. PLAN FOR IMPROVED INFRASTRUCTURE AND BASIC SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
Plan for urban mobility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
Plan for water supply, sanitation services, and environmental management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Plan for energy needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
Planning for telecommunications infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
SECTION 2. PLAN FOR THE REALIZATION OF AFFORDABLE HOUSING FOR ALL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114
SECTION 3. PLAN FOR SOCIAL INFRASTRUCTURE, PUBLIC SPACES AND SAFETY . . . . . . . . . . . . . . . . . . . . . . . . . . . 124
SECTION 4. PLAN FOR ECONOMIC DEVELOPMENT AND MUNICIPAL REVENUE GENERATION . . . . . . . . . . . . . . . 134
CONCLUSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142
BIBLIOGRAPHY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143

TABLE OF CONTENTS iii

 LIST OF BOXES, FIGURES & TABLES
LIST OF BOXES
Box 1.1: The Role of the County Executive Committee in Urban Planning and Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Box 1.2: Strengthen Urban-Rural Linkages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Box 2.1: International Agencies’ Involvement in Kenya’s Urban Planning and development sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Box 2.2: The Private Sector in Urban Planning and Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Box 2.3: Kenya vision 2030 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Box 2.4: Metropolitan Regional Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Box 2.5: Cape Town Densification Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Box 2.6: Medinat Errahma, Casablanca City Without Slums Programme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Box 2.7: Planned City Extension in Ouagadougou, Burkina Faso . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Box 3.1: Key questions to consider when demarcating a planning boundary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Box 3.2: Pros and Cons of Outsourcing Plan development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Box 3.3: Defining terms of reference for planning work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Box 3.4: Checklist for getting started . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Box 3.5: Backcasting for strategic integrated urban planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Box 3.6: Links between the spatial development framework and the integrated urban development plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Box 3.7: Participatory plan making . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
Box 3.8: How to Engage Stakeholders in Plan Formulation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Box 3.9: Evaluation of draft plans for approval and process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Box 3.10: Create an Efficient Development Management System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Box 3.11: The Link between Development Management and Municipal Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Box 4.1: Kenya Constitution 2010, Bill of Rights: Rights and Fundamental Freedoms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Box 5.1: Car-free living: Vauban, Germany . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
Box 5.2: Designing streets for people . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
Box 5.3: Integrating non-motorized trans port into transportation systems in Bogotá, Colombia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
Box 5.4: Transit-oriented development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98
Box 5.5: Policy Concerns for Provision of Urban Water and Sewerage Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .104
Box 5.6: Ciudad Saludable, Peru . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
Box 5.7: Criteria for a landfill location . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
Box 5.8: Various Ways in Which Urban Authorities Play a Central Role in the Energy Picture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
Box 5.9: “Information City” Programme (Moscow, Russia) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
Box 6.1: Cities Should Address Constraints on Affordable Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
Box 7.1: Creating an Inventory of Public Spaces in Nairobi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128
Box 7.2: Public Space Revitalization in Dandora, Nairobi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130
Box 8.1: Local Economic Development Centre (San Miguel De Ibarra, Ecuador) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136
Box 8.2: How Leaders can Assess Social Infrastructure Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130
Box 8.3: Illustration of spatial distribution of economic development corridors and areas, City of Johannesburg . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137
Box 8.4: UN-Habitat Support to Revenue Enhancement in Kiambu County, Kenya . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140

LIST OF FIGURES
Figure 1.1: Structure of Kenya Municipal Programme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . viii
Figure 1.2: Urbanization in Kenya 2010-2050 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Figure 1.3: Population distribution of urban centres in Kenya . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Figure 1.4: Distribution of Urban Centres in Kenya . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Figure 1.5: A Typical Urban-Rural Transect in Kenya . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Figure 1.6: Infographic of the Sustainable Development Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Figure 2.1: National-County Government institutional levels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Figure 2.2: Policy and Legislative Framework for Spatial Planning in Kenya . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Figure 2.3: Public-Private Institutional Engagement in Urban Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Figure 2.4: Illustration the different levels of spatial planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Figure 2.5: Planning and design is important for urban centres of all sizes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Figure 2.6: Illustration of a typical metropolitan scale of planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Figure 2.7: Framework for City/Municipal planning in Kenya . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Figure 2.8: Kisumu Lakefront Development Concept Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Figure 2.9: Supply and demand in land-use decisions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Figure 2.10: Street layer - Contrast of Planned versus Unplanned (Kisumu) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Figure 2.11: Conceptual approach to planning for existing built-up areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Figure 2.12: An Illustration of Typical Planning Issues Related to Existing Developments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

iv URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Figure 2.13: City-wide map-informal settlements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Figure 2.14: Street Patterns in Informal Settlements, Nairobi, Kenya . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Figure 2.15: Medinat Errahma neighborhood, Casablanca . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
Figure 2.16: A framework for Citywide Strategy for Informal settlement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Figure 2.17: Concept plan for Ningo-Prampram, Accra, Ghana . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
Figure 3.1: An Urban Plan Formulation Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Figure 3.2: Illustration of towns whose growth stretch across boundaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Figure 3.3: A conceptual approach to integrated working in planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Figure 3.4: Typical outcomes of assessing of existing conditions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Figure 3.5: Backcasting method-application for visioning in urban planning processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Figure 3.6: The link between spatial development framework and integrated urban development planning in Counties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Figure 3.7: A typical Approach to Integrated Urban Development Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Figure 3.8: Concept plan for waterfront redevelopment in Likoni-Mama Ngina Drive, Mombasa . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Figure 3.9: Illustration of the plan adoption/approval process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
Figure 3.10: UN-Habitat Three-Pronged Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Figure 3.11: Capital Investment Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Figure 3.12: Examples of “core” PPP contract types . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Figure 3.13: Urban Governance Framework for Plan Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
Figure 3.14: Monitoring and Evaluation in Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
Figure 5.1: Urban Governance Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
Figure 5.2: Institutional framework for infrastructure and service delivery in Kenya . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
Figure 5.3: Levels of access to basic services in Kenya’s major towns . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
Figure 5.4: Four-stage urban infrastructure evolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
Figure 5.5: Illustration of a Typical Street Section . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
Figure 5.6: Water sources in Mombasa . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Figure 5.7: Access to Piped Water Source and Primary Water Used in Kenya’s Urban Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
Figure 5.8: Water sector institutions in Kenya . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
Figure 5.9: Ndakaini Dam, Nairobi’s Main Water Source . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
Figure 5.10: Site-responsive design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
Figure 5.11: Concept for Building Green Infrastructure green public spaces, and support ecosystem services in an urban area . . . . . . . . . . . . . . . . . . . . . . 108
Figure 5.12: Illustration of how different landscape elements can be connected to provide attractive, . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
Figure 5.13: Underground Utilities Placement Guidance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112
Figure 6.1: Tassia Fedha Plotting Systems, Nairobi. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116
Figure 6.2: Plotting system: Illustrations of typical plot layouts and their implications to housing development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .118
Figure 6.3: Illustration on plot mix-promote a variety of housing typologies in a given area . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
Figure 6.4: UN-Habitat 5 Principles of Neighborhood Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120
Figure 6.5: Infill Housing Development of Neighbourhood Level . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121
Figure 6.6: Ngara Civil Servants’ Housing in Nairobi by Government [Before and After] . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122
Figure 7.1: Conceptual Framework for Maximizing the Public Space Dividend . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126
Figure 7.2 : Public Space the role of Local Governments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Figure 7.3: Illustration of access through walking for different facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Figure 7.4: Design visualization for proposed Naivasha Lakefront Public Space . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129
Figure 7.5: Skating activities in one of the Improved Space . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130
Figure 8.1: Cadastre Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139

LIST OF TABLES
Table 5.1: Capacity and Infrastructure costs of Different Transport Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99
Table 5.2: How Water Supply is linked to Spatial Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
Table 5.3: How waste management is linked to spatial structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
Table 5.4: How energy demand and supply is linked to spatial structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109

INTRODUCTION v
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
FOREWORD
Ms. Maimunah Mohd Sharif
United Nations Under-Secretary-General
and Executive Director
vi URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
Unplanned developments, informal settlements, uncoordinated and unplanned
land use and infrastructure development, large infrastructure and housing
deficits are among the greatest challenges that Kenya’s cities and towns face
today. Despite the prevailing challenges, the country’s population is increasingly
urbanizing. The United Nations, Department of Economic and Social Affairs,
Population Division (2018) currently projects Kenya’s urban population as 27 per
cent of the total population. This is equivalent to 13,772,000 people living in
urban settlements of varying sizes. The country’s urban population is expected to
reach half (50 per cent) of the total population in the year 2050. Given that Kenya
is awaiting its largest share of urbanization to unfold, it is an opportunity to guide
a sustainable urban transition. This will require urban management institutions
with sufficient capacity to plan, implement, govern and manage this transition.
The year 2030 is the target for states to realize the seventeen Sustainable
Development Goals. This is the same year that Kenya has planned to achieve its
Vision 2030 for socio-economic development. Sustainable urban development
will be at the core of realizing both. In line with this, is the implementation of
the New Urban Agenda, which aims to readdress the way cities and human
settlements are planned, financed, developed, governed and managed,
recognizing sustainable urban and territorial development as essential to the
achievement of sustainable development and prosperity for all.
Urban planning is one of the tools that can help governments: national, sub-
national and local, to realize sustainable cities and human settlements. To do so,
governments must have sufficient capacity to facilitate efficient urban planning.
Such capacity is required at different levels of government and among the
various actors, including leaders.
This handbook, drawing from UN-Habitat’s Urban Planning for City Leaders
handbook, has been designed to empower Kenya’s leaders with planning
knowledge. Leaders play a critical role in urban planning and are involved
in decision-making processes that have significant implications for urban
development outcomes. Yet too often, urban planning processes are hindered by
communication challenges, including at times, disconnect between leaders and
technical officers.
This handbook, therefore, offers practical advice and insights into how leaders
can actively participate in urban planning and development processes in Kenya.
By leaders gaining a better understanding of planning, they can make well-
informed decisions and develop better engagement with planning processes,
including having good communication with planners, communities and other
stakeholders in the urban sector.

FOREWORD
Charles Hinga Mwaura,
Principal Secretary,
State Department for Housing, Urban
Development and Public Works
Republic of Kenya
PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
Kenya is rapidly urbanizing, with urban centres anticipated to play a critical
role in the socio-economic transformation of the country. However, there are
several obstacles to deal with including infrastructure and housing deficits,
ineffective urban planning, weak urban economies, inadequate institutional
capacities, and urban governance challenges.
Being an emerging middle-income economy, attaining sustainable urban
development is not only important for the realization of Kenya’s Vision
2030, but it is also a vital undertaking towards the attainment of the Global
Sustainable Development Goals and the New Urban Agenda.
For the country to harness the urban potential and achieve sustainable urban
development, both national and county governments must work together
in addressing the challenges facing cities and towns. Unplanned urban
development has been a major constraint to sustainable urban development.
To address this, several interventions are required including the need to
strengthen urban planning capacity at different levels.
In the coming years, urban centres in Kenya are required to invest immensely
in infrastructure and housing. To build right, urban planning is a vital tool for
facilitating effective coordination of investments. Effective urban planning
will enable urban authorities make well-informed decisions whose resultant
investments are resource-effective and that go a long way in advancing
inclusive well-being, strengthening economies and preparing cities and towns
for future growth, among other benefits.
This handbook has been prepared, in collaboration with UN-Habitat, as an
urban planning knowledge tool for leaders in the country. Across the counties,
it is noted that growing secondary cities, medium-sized and small towns
face additional challenges, especially the absence of established urban
management institutions and urban development plans. As leaders in the
counties embark on building the necessary institutions which include urban
boards and committees, they are also expected to actively participate in urban
development planning. This active participation requires a good understanding
of urban planning.
Whereas specialized skills are needed at the technical level, leaders and policy
makers also need to be conversant with the value created by good urban
planning. It is no doubt that a common understanding will facilitate better
engagement across technical, policy and leadership structures of the urban
sector. The national government, in collaboration with development partners
will continue to support counties in developing sufficient capacity to effectively
and efficiently steer urban development on to a sustainability path, within the
framework of devolved government system.
INTRODUCTION vii
 TERMS USED IN THIS HANDBOOK
Urban Form – is the physical characteristics of an urban
center, including its shape, size, density, land use and
configuration of settlements. Urban form can be considered
at different scales: regional, urban, neighborhood, block and
street. The configuration and delivery of urban infrastructure
together with land use, distribution of urban functions
and topography, collectively determines the efficiency of
a settlement, and therefore it strongly influences urban
form. Urban form evolves in response to social, economic,
environmental, and planning and land management regimes,
technological advancements, housing and transportation
policies.
Density – the amount of people, buildings/built mass, or
units in a given area (e.g. people per hectare or dwellings
per hectare). Managing density is a critical factor in urban
development. Guidelines on permitted Plot Ratio [PR] or
Floor Area Ratio [FAR] is used in planning to ensure an area
is developed to achieve a desired density. PR/FAR refers to
the relationship between [ratio] total floor area and the size
of the plot. For example, for a PR/FAR of 2.0, a plot of 100m2
can have a building with a floor area of 200m2. This can be
achieved through varied design configurations, which are
often specified in development control regulations and urban
design policies. These include plot setbacks, building lines,
plot coverage and building heights.
Densification – the increased use of land and space,
horizontally and vertically, within existing developed areas and
in new developments. Densification is marked by an increase
in the number of buildings and building mass, units and/or
population in the area.
Connectivity – the mobility network of an urban center.
Good connectivity strengthens physical, social and virtual
relationship between people, places and goods. Connectivity
varies with scale, and involves different types of transport
and mobility systems, including pedestrian and bicycles.
At regional and national levels, connectivity could refer to
railways and major roads linking production and consumption
centres. At the city level, connectivity is closely related
to mobility and the permeability of an area; increased
connectivity implies decreased travel distances and enhanced
accessibility. Connectivity at the neighborhood level involves
the street network, including footpaths and cycle paths.
Connectivity also involve how the urban fabric is conformed
viii URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
and designed, e.g. depending on the grid and distribution of
streets and public space.
Urban Compactness – promotes optimum use of resources
by encouraging the agglomeration of goods and services.
This benefits residents of an area as services are in close
proximity to their homes and can be easily accessed. It is
measured in terms of the population and building density of
an area, and the concentration of urban functions, efficiency
of land use, and infrastructure costs per capita/per built mass
in that area. Mixed-use developments, public transit and high
density within a municipality area are some of the clearest
indicators of urban compactness.
Mixed Land Use – multiple and compatible uses of adjacent
areas of land. The integration of residential, commercial, office
and social amenities is an example of mixed land use. This
reduces travel demand, enhances accessibility and promotes
economic and social development.
Mixed Land Use – multiple and compatible uses of adjacent
areas of land. The integration of residential, commercial, office
and social amenities is an example of mixed land use. This
reduces travel demand, enhances accessibility and promotes
local economic development.
Urban Sprawl – the physical expansion of the built
environment around an urban centre, in relation to the
surrounding rural areas, farmlands or greenfields. It is
considered the opposite of desirable compact urban
development. Globally, the definition of urban sprawl varies,
and is shaped by many factors including urban planning and
design, land and housing markets, transportation networks
and other reticulated infrastructure such as sewerage. Urban
Sprawl has been associated with a range of costs including
increased commuter travel, environmental management
challenges and climate change, and inequity in access to jobs
and markets, economic production and other opportunities.
Public space – all places publicly owned or of public use,
accessible and enjoyable by all for free and without profit
motive. This includes streets, open spaces and public facilities
Pedestrian-Friendly – the extent to which an area is accessible
and amenable to people moving on foot and on bicycles.
Factors affecting walkability include street connectivity,
land-use mix, residential density, presence of trees and
vegetation, frequency and variety of buildings, entrances,
sensations along street frontages and more.
Equality – involves systematic (re)distribution of the benefits
of growth or development, with legal frameworks ensuring a
‘level playing field’ and institutions protecting the rights of the
poor, minorities and vulnerable groups.
Social Mix – the presence of residents from different
backgrounds and income levels in the same neighborhood.
Social Mix is dependent on the availability of different
housing options, determined by price, tenure type, residential
typology, and availability diverse employment opportunities.
Urban Resilience – the capacity of individuals, communities,
institutions, businesses and systems [e.g. infrastructure]
within an urban area to adapt when exposed to hazards
[e.g. floods, disease outbreaks, terror attacks], stresses [e.g.
inefficient service delivery, high unemployment and slowed
economic growth], or systemic change in order to maintain an
acceptable level of functional organization.
Urban Governance – is how government engages various
actors including the private sector, civil society to plan
finance and manage cities and towns. It involves a range
of actors and institutions, with their relationships being
critical in determining what happens, and where, in the
urban area. Effective urban governance requires appropriate
policy and legal frameworks, efficient and relevant political
decision making, managerial and administrative processes,
and capable local institutions which respond to the citizens’
needs.
Inclusive Urban Planning – recognizes that every person has
the right to participate in shaping the built environment, and
benefit from urban development. The process of Inclusive
Urban Planning promotes participation in planning and
diversity in representation. The intended outcome is equitable
access to services, jobs, opportunities, and civic and political
life.
Informal Settlements – residential areas where:
1. Inhabitants have no security of tenure in the land or
dwellings they inhabit, with modalities ranging from
squatting to informal rental housing;
2. Neighborhoods usually lack, or are cut off from, basic
services and city infrastructure; and
3. Housing may not comply with current planning and
building regulations, and is often situated in geographically
and environmentally hazardous areas.
Informal settlements can be a form of real estate speculation
for all income levels of urban residents, affluent and poor.
Slums are the most deprived and excluded form of informal
settlements, and are characterized by poverty and large
clusters of dilapidated housing. Slums are often located on
hazardous urban land. In addition to tenure insecurity, slum
dwellers lack formal access to basic infrastructure, services,
public space and green areas. They are constantly exposed to
eviction, disease and violence.
Urban-Rural Linkages – complementary functions and flows
of people, natural resources, capital, goods, employment,
ecosystem services, information and technology between
rural, peri-urban and urban areas. It also encompasses
addressing aspects of agriculture, where it should be noted
that agricultural activities surrounding urban areas play a
critical role in providing food to urban residents.
Geographic Information System [GIS] – a technology that
enables decision makers and urban planners to visualize,
question, analyze and understand relationships, patterns and
trends in their environments. Decisions on public and private
investments have a geographical dimension. When used by
urban authorities, GIS has several benefits. These include
simplified work practices, enhanced efficiency and revenue;
improved inter-departmental communication; improved spatial
information management and land administration; and better
urban planning, management and decision-making.
TERMS USED IN THIS HANDBOOK ix
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Urbanization in Kenya 2010-2050

45000
2050 (43 Million)

INTRODUCTION
iNTRODUCTiON 40000
2030 (22 Million)

35000

2017 (13 Million)

30000
Urban population(000s)

BACKGROUND AND RATIONALE

25000
Urbanization is transforming human settlement patterns in There is need for tools to help leaders and county policy
Kenya. Cities and towns are rapidly growing, which creates
20000
makers ensure the effective execution of planning mandates.
opportunities and challenges in equal measure. Several County leaders often have diverse educational and or
investments have been undertaken to address these
15000 professional backgrounds. For many, understanding of urban
challenges and ensure growth, socio-economic development planning and development tends to be limited.
and to ensure that sustainability
10000 is achieved.
This handbook has been designed as a tool for leaders, which
The Kenya Municipal Programme
5000 (KMP) was a recent will enhance their capacity to oversee urban planning and
investment in the urban sector. It was funded mainly by a development in their regions.
World Bank loan, with additional
0 funding from Sida, and
1950
1953
1956
1962
1965
1968
1971
1974
1977
1980
1983
1986
1989
1992
1995
1998
2001
2004
2007
2010
2013
2016
2022
2025
2028
2031
2034
2037
2040
2043
2046
2049
implemented by the national government. The KMP aimed
to address issues of infrastructure development, institutional Year
PURPOSE OF THE HANDBOOK
capacity and urban planning in Kenya’s major municipalities Leaders’ decisions on urban planning and development
matters are more effective if they are provided with the
UN-Habitat supported implementation of the KMP’s
Proportion of Urban population by relevant
size categorytoolsinand
2009,knowledge.
Kenya Better understanding of
Participatory Strategic Urban Development Planning urban planning and development processes leads to
component. This was achieved in collaboration with better communication with planners, and facilitates better
2000 - 9999 110
Government of Kenya’s Urban Development Department engagement with citizens and stakeholders.
10000 - 99999 urban planning capacity
(UDD). The programme strengthened 97

at the county level and100000

increased awareness of good urban The handbook primarily targets county leaders, including
- 999999 22
planning practices. The development of learning tools, such members of the county executive committee, advisors to
1 million and over county governments,
1 chief officers, members of urban boards
as this handbook, for leaders and policy makers involved in
county-level urban planning and development was found to or town committees, city managers and town administrators,
0 1000000 2000000 3000000 4000000 5000000
be a vital component of the programme. In order for counties and members of county assembly. The handbook is also
to effectively undertake the mandated planning functions, useful to technical managers in charge of county planning
leaders with a good understanding of urban planning are
1million and over functions,
100000 - 999999 and practitioners
10000 - in both
99999 public and
2000 - private
9999 sectors.
required. No. 1 It may also
22 be used as a reference
97 material for schools
110 of
urban planning in Kenya.
Share of Urban Population 3109861 4617114 3665486 631109

Source: National Council for Population and Development, Kenya 2013

Figure 1.1
1 .1 Structure of Kenya Municipal Programme

COMPONENT 1: INSTITUTIONAL STRENGTHENING

KENYA
COMPONENT 2: PARTICIPATORY STRATEGIC URBAN COMPONENT 4: PROJECT MANAGEMENT,
MUNICIPAL DEVELOPMENT PLANNING MONITORING AND EVALUATION
PROGRAMME

COMPONENT 3: INVESTMENT IN INFRASTRUCTURE AND

SERVICE DELIVERY

Urban Rules and Regulations

x
X URBAN
URBAN PLANNING
PLANNING FOR
FOR CITY LEADERS A
CITY LEADERS A HANDBOOK
HANDBOOK FOR
FOR KENYA
KENYA Adequate planning rules and regulations are a prerequisite to the design,
production and management of efficient and equitable human settlements.
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
Kisumu, Kenya. © Novemberdelta
This handbook is tailored for Kenya’s urban context, and
borrows from UN-Habitat’s Urban Planning for City Leaders
Handbook (UPCL). In addition to metropolitan areas and the
primary cities, the Kenyan urban context is characterized
by many rapidly growing secondary cities. These medium
or small towns offer increasing opportunities for social and
economic development. But at the same time these urban
centres face challenges. Under-developed infrastructure and
services, unplanned developments and informal settlements,
dysfunctional land and housing markets, environmental
management challenges, and inadequate institutional capacity
for urban planning and urban management are some of the
reasons Kenyan cities and towns have for long been trapped
in a state of under-development.
Leaders have a critical role in steering Kenya’s urbanization
towards sustained economic productivity, social development
and environmental sustainability. On that basis this handbook
offers leaders an overview of the benefits of urban planning,
and how urban planning is useful in attaining sustainable
development. Leaders are equipped with principles, concepts
and a basic understanding of how urban planning and
development processes work. The handbook describes the
role of leaders in urban planning, and outlines how they can
be actively involved in planning processes.
INTRODUCTION xi
Xi
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

STRUCTURE OF THE HANDBOOK

PART I: IMPORTANCE OF URBAN PLANNING AND PART II: PLANNING TO ADDRESS SPECIFIC URBAN
UNDERSTANDING THE PROCESS DEVELOPMENT ISSUES

The first Part of this Handbook is designed to inform leaders
of the importance of planning, to understand the institutional
and urban context, and to equip them with basic knowledge
of an urban planning process.
Section 1: Why Urban Planning Matters. This section
describes the current state of urbanization trends and urban
distribution in Kenya. The concept of urban-rural linkage is
introduced, and is important given the country’s human
settlement development context. Key opportunities and
challenges of urbanization, and the benefits of urban planning
are outlined.
Section 2: Institutions and planning context – This section
provides information for leaders on institutional roles and
responsibilities for planning, important planning issues and
different scales of planning, and the urban context that
planning responds to in Kenya’s cities and towns.
Section 3: Getting Involved in Plan Preparation - This
section gives leaders a basic understanding of the typical
planning process. This will enable successful facilitation and
management of urban development plans, from formulation
to implementation.
The second part of the Handbook provides leaders with basic
understanding of how urban planning can be used to address
specific and thematic urban issues, but which needs to be
analyzed and addressed through an integrated [cross-sectoral]
approach. The contents of this second part are structured as
follows:
Section 1: Plan for Improved Infrastructure and Basic Services
• Plan for Urban Mobility
• Plan for Water Supply, Sanitation Services and
Environment Management
• Plan for Energy Needs
• Plan for Telecommunications Infrastructure
Section 2: Plan for the Realization of Affordable Housing
for All
Section 3: Plan for Social Infrastructure, Public Spaces and
Safety
Section 7: Plan for Economic Development and Revenue
Generation

Section 4: Cross-cutting Issues in Planning – This section

highlights important cross-cutting issues that must be
considered during the planning process. These include gender
and youth issues, human rights and climate change.

xii URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Mama Ngina street, Nairobi, Kenya © Magical Kenya.

INTRODUCTION 01
PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

PART I

IMPORTANCE OF PLANNING
AND UNDERSTANDING
A PLANNING PROCESS

Section 1. Section 2. Section 3.

WHY URBAN PLANNING INSTITUTIONS AND PLAN PREPARATION

PLANNING CONTEXT

Section 4.

CROSS-CUTTING ISSUES
IN PLANNING
 SECTION 1

WHY URBAN PLANNING

04
04 URBAN PLANNING
URBAN PLANNING FOR
FOR CITY
CITY LEADERS A HANDBOOK
LEADERS A HANDBOOK FOR
FOR KENYA
KENYA
 IMAGE: Malindi.
IMAGE: Malindi.
© Digital Globe/Google
© Digital Earth
Globe/Google Earth

SECTION 1: WHY
SECTION URBAN
1: WHY PLANNING
URBAN PLANNING 0505
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Urbanization in Kenya has presented opportunities and
challenges in equal measure. As Kenya’s population continues
to grow, urban centres are accommodating an increasingly
significant share of the population. This has necessitated the
establishment of sound frameworks to guide sustainable
urban development. Urban planning is an instrumental
tool which leaders can use to address challenges, while
also harnessing opportunities arising from urbanization.
Urban planning, together with good urban governance and
management, helps leaders to fulfill their mandate to create
and implement plans which will enhance citizens’ quality of
life. Good urban planning ensures good investment decisions
are made. This leads to optimal use of public resources and
accelerated development.
Most of the urban population is distributed in centers with
a population smaller than 100,000 people, according to the
2009 Census. The Urban Areas and Cities Act recognize a
town of at least 2,000 residents as the smallest possible
urban centre. The County must ensure that all such centers
have development plans. These areas make up the largest
share of Kenya’s urban population. The national government
has already formulated the National Urban Development
Policy and the National Spatial Plan as frameworks for
addressing urbanization at the national level. Counties are
required to scale-down the frameworks for implementation at
the county level.
Figure 1.2 Urban population by size class of urban settlement

UNDERSTAND URBANIZATION TRENDS Urban Population by size class of urban settlement

Kenya’s Urban Population is Increasing,

but is not Evenly Distributed
Kenya’s urban population is projected to increase significantly 20,000
in coming years. The current (2018) urban population is 1 city

estimated at 27 percent (13. 8 million people) of the country’s

Population (thousands)

total population. This is projected to reach 33.4 percent (22.4 15,000

1 city
million people) by the year 2030, when Kenya aims to achieve
5 cities
her Vision 2030. By 2050, the projected urban population will
2 cities
be 46 percent (44 million people), which will be almost half 10,000 3 cities

of the total country population. The current average annual

4 cities
rate of change of the urban population (urban growth rate) is
4.23 percent, with an average annual rate of change of the 5,000

percentage of urban (urbanization rate) of 1.74 percent. This 1 city

1 city

is according to the World Urbanization Prospects: The 2018

0
Revision, by Population Division of the United Nations. 1990 2018 2030

The majority of Kenya’s urban centres are small towns and Year
medium-sized cities. Analysis of the 2009 Kenya Population
and Housing Census indicates that in that year, Nairobi
10 million or more 5 to 10 million 1 to 5 million
was the only city with a population of over one million. By
500,000 to 1 million 300,000 to 500,000
2017, Mombasa was the only other city with a population
Below 300,000 (other urban centres combined)
greater than one million. Nairobi’s reported 2009 population
was 3,138,369, with an annual growth rate of 4.39 per Note: Urban planning by size class of urban settlement and number of cities, 1990, 2018
cent. In light of this, it was estimated that by 2014 the and 2030. They grey area is a residual category that includes all urban settlements with a
population of less than 300,000 inhabitants.
city’s population reached 4,232,100. Besides Nairobi and
Mombasa, other major urban areas whose population in 2009 Source: UN Population Division 2018

exceeded 250,000 people are: Nakuru, Kisumu and Eldoret.

06 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Figure 1.3 Population distribution of urban centres in Kenya

Above 250,000
6 URBAN CENTRES
(NAIROBI, MOMBASA, KISUMU,
NAKURU, ELDORET, KIKUYU)
(Only Nairobi had a population
above 1 Million people in 2009)

50,000 to 249,999
41 URBAN CENTRES

10,000 to 49,999
73 URBAN CENTRES

5,000 to 9,999
58 URBAN CENTRES

2,000 to 4,999
make up 234,206 of the total
urban population

Data Source: 2009 Kenya Population and Housing Census: Analytical Report on Urbanization

Major Urban Centre in Kenya, 2009

Urban Centre Total Urban Population Core Urban Population Peri Urban Population % of total population
Kenya 12,023,570 9,090,412 2,933,158
Nairobi 3,109,861 3,109,861 0 25.9
Mombasa 925,137 905,627 19,510 7.7
Kisumu 383,444 254,016 129,428 3.2
Nakuru 367,183 343,395 23,788 3.1
Eldoret 312,351 247,500 64,851 2.6
Kikuyu 264,714 200,285 64,429 2.2
Ruiru 240,226 238,329 1,867 2.0
Kangundo-Tala 218,722 13,119 205,603 1.8
Naivasha 170,551 91,898 78,653 1.4
Thika 151,225 136,386 14,839 1.3
Machakos 150,467 40,819 109,648 1.3

Source: 2009 Kenya Population and Housing Census: Analytical Report on Urbanization

Leaders need to ensure that their governments have updated
data on urbanization. This will enable better policy and
decision making, while balancing the needs of urban and rural
settlements in their counties.
Most county leaders manage medium-sized and small towns.
The distribution of urban centers of this size varies across
the country. While Kenya is made up of 47 counties, most
of the urban population is concentrated along the Northern
Corridor. County leaders should take note of urbanization
trends and the distribution of urban centers in their counties.
A clear understanding of the opportunities and challenges
presented by each county’s urban context is vital, to
successfully promote social and economic development
and environmental sustainability. This should be considered
during the formulation of County Spatial Plans (CSP), County
Integrated Development Plans (CIDP) and Integrated Urban
Development Plans (IUDP), which are ideal tools for guiding
strategic urban investments at the county level.

SECTION 1: WHY URBAN PLANNING 07

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Figure 1.4
1 .4 Distribution of Urban Centres in Kenya
Urban Distribution in Kenya

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URBAN SIZE [Population 2009]

(
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200,001-500,000
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0 25 50 100 150 200 Kilometers

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( 10,001-50,000 Above 500,000 Source: Population Data: Kenya Population and Housing Census 2009
!
( 50,001-100,000
Small Centres [Less than 2000]
Map: Baraka Mwau

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(

100,001-200,000 International Boundary: Map No. 4187 Rev 3 United Nations December 2011
Regional Roads
Disclaimer: The boundaries and names shown and the destinations used on this map
county do not imply official endorsement or acceptance by the United Nations

08 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

HARNESS URBAN OPPORTUNITIES The Role of the County Executive Committee in Urban
Box 1 .1
1.1
AND ADDRESS CHALLENGES Planning and Development

County leaders and planners can guide urbanization in a

socially, environmentally and economically sustainable way, Section 37 of County Government Act
due to relatively low levels of urbanization and the current
“A county executive committee shall—
existence of small, but growing, towns. Through good urban
planning and policy, cities and towns in Kenya can avoid (a) Monitor
Monitor the process of planning, formulation and adoption
mistakes made in many other urbanizing contexts. of the integrated development plan by a city or municipality
within the county;
A lack of effective planning and management creates
many challenges, such as increased urban poverty and socio- (b) Assist
Assist a city or municipality with the planning, formulation,
economic inequality. For instance, Kenya’s urbanization has adoption and review of its integrated development plan;
resulted in relatively low per-capita income. Other challenges
(c) Facilitate
Facilitate the coordination and alignment of integrated
confronting Kenya’s cities and towns include severe
development plans of different cities or municipalities within
infrastructure and affordable housing deficits, inefficient urban the county and with the plans, strategies and programmes of
form and informal developments, distorted land and property national and county governments; and
markets, climate change and environmental degradation.
(d) Take
Take appropriate steps to resolve any disputes or differences in
Urban planning is an important tool for city leaders to connection with the planning, formulation, adoption or review
achieve sustainable development. It helps to formulate of an integrated development plan”
medium- and long-term objectives generate a collective
vision and ensure rational organization of the resources to
achieve it. Planning leverages municipal budgets, informing
infrastructure and service investments and balancing the
demand for growth with environmental protection. It also
distributes economic development within a given area
to reach social objectives, and creates a framework for
collaboration between local governments, the private sector
and the public at large.

Multi-family Housing developments in Kisumu © Baraka Mwau

SECTION 1: WHY URBAN PLANNING 09

 PART
PART I:I: IMPORTANCE
IMPORTANCE OF
OF PLANNING
PLANNING AND
AND UNDERSTANDING
UNDERSTANDING AA PLANNING
PLANNING PROCESS
PROCESS

Box
Box 1.2
1 .2 Strengthen
Strengthen Urban-Rural
Urban-Rural Linkages
Linkages

Urbanization
Urbanization is is re-shaping
re-shaping human human settlements
settlements in in Kenya.
Kenya . in
in rural
rural settlements
settlements with
with urban
urban centres.
centres. These
These settlements
settlements strengthen
strengthen
Through
Through urbanization, opportunities to enhance development have
urbanization, opportunities to enhance development have economic
economic opportunities by providing a market for rural-based
opportunities by providing a market for rural-based
been
been expanded.
expanded. At At the
the same
same timetime social,
social, economic
economic andand environment
environment economies
economies andand enhance
enhance access
access to
to basic
basic services
services and
and technology,
technology,
challenges
challenges have
have emerged.
emerged. Over Over recent
recent years,
years, there
there are
are two
two key
key trends
trends among
among other
other opportunities.
opportunities.
that
that have
have emerged.
emerged. First
First isis the
the increasing
increasing rural-urban
rural-urban migration,
migration,
and Leaders,
Leaders, policy
policy makers
makers and and planners
planners needneed to to harness
harness thethe
and the
the second
second trend
trend isis the
the gradual
gradual transformation
transformation of of rural
rural lands
lands on
on
the benefits
benefits of urbanization across Kenya’s entire network
of urbanization across Kenya’s entire network of of human
human
the edge
edge ofof urban
urban areas
areas into
into peri-urban
peri-urban and
and urban
urban land
land uses.
uses. Rural
Rural
settlements settlements
settlements within
within and
and across
across counties.
counties . ItIt isis critical
critical to
to promote
promote
settlements have
have also
also transformed,
transformed, with with increased
increased flows
flows of
of capital,
capital,
labor integrated
integrated urban
urban and
and territorial
territorial planning,
planning, where
where urbanurban centers
centers of
of
labor and
and goods,
goods, natural
natural resources,
resources, and
and exchange
exchange of of information
information
between different
different sizes
sizes are
are integrated
integrated with
with their
their hinterlands.
hinterlands. The The back-and-
back-and-
between urban
urban and
and rural
rural areas.
areas.
forth
forth movement
movement of of people
people between
between urban
urban and
and rural
rural areas,
areas, and
and the
the
AA system
system of
of settlements
settlements has
has developed
developed in in Kenya,
Kenya, which
which social-cultural
social-cultural relations
relations between
between the the two
two should
should also also be
be considered
considered in
in
connects
connects city
city regions,
regions, intermediate
intermediate cities,
cities, medium-sized
medium-sized towns,
towns, planning
planning and
and formulating
formulating county
county policy.
policy.
small
small towns,
towns, market
market centers
centers and
and rural
rural villages.
villages . Intermediate
Intermediate cities,
cities,
medium-sized
medium-sized and
and small
small towns
towns are
are fundamental
fundamental in in linking
linking populations
populations
A Typical Urban-Rural Transect in Kenya
Figure
Figure 1.5
1 .5 AA Typical
Typical Urban-Rural
Urban-Rural Transect
Transect in
in Kenya
Kenya

Rural Settlements Peri - Urban General Urban Urban Core

Source
Source Image:
Image: Transect
Transect Kericho,
Kericho, Digital
Digital Globe,
Globe, Google
Google Earth,
Earth, llustration:
llustration: Adapted
Adapted from
from Stephens
Stephens Planning
Planning and
and Design
Design LLC
LLC
Source Image: Transect Kericho, Digital Globe, Google Earth
Illustration: Adapted from Stephens Planning and Design LLC

HOW PLANNING ENSURES LEADERS Planning

Planning Enables
Enables Leaders
Leaders to
to Build
Build Credibility
Credibility
Executing
Executing planning
planning processes
processes withwith efficiency,
efficiency, transparency
transparency
ACHIEVE POLICY GOALS and
and a participatory approach helps build the
a participatory approach helps build the credibility
credibility ofof aa
local government. Since plans are often made for
local government. Since plans are often made for the long the long
Planning
Planning Helps
Helps Leaders
Leaders to
to Achieve
Achieve Development
Development Goals
Goals term
term (up
(up to
to 20
20 years),
years), they
they continue
continue over
over electoral
electoral cycles,
cycles,
AA plan
plan that
that is
is well-embedded
well-embedded across
across sectors,
sectors, inin aa system
system ofof making
making them less politically sensitive. This helps
them less politically sensitive. This helps build
build investor
investor
national,
national, county
county and
and local
local plans,
plans, helps
helps to
to mobilize
mobilize resources
resources confidence,
confidence, making
making anan area
area more
more attractive
attractive for
for investments.
investments.
from
from different
different levels
levels of
of government
government and and guide
guide coordinated
coordinated Participatory
Participatory planning
planning processes
processes open
open channels
channels of of
investments.
investments. An An urban
urban plan
plan embedded
embedded in in aa legal
legal framework
framework communication
communication between citizens and government; improving
between citizens and government; improving
provides
provides aa predictable
predictable urban
urban environment
environment for for the
the medium
medium engagement
engagement and and creating
creating lasting
lasting value.
value.
to
to long
long term
term perspective,
perspective, ensuring
ensuring the
the area
area will
will continue
continue to
to
attract
attract investors,
investors, thus
thus realizing
realizing local,
local, regional
regional andand national
national
goals.
goals.

10
10 URBAN
URBAN PLANNING
PLANNING FOR
FOR CITY LEADERS A
CITY LEADERS A HANDBOOK
HANDBOOK FOR
FOR KENYA
KENYA
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Planning Creates a Framework for Sustainable Growth
Natural population growth and increased rates of rural-urban
migration have resulted in rapid growth of urban centres in
Kenya. Planning has failed to match the pace of this growth,
leading to informal settlements, segregated suburbs and
degradation of the natural environment. With an evidence-
based approach and scenario planning, urban planning can
respond to increasing populations and create a framework for
urban growth that ensures high quality of life for all citizens.
Planning Helps Leaders to Anticipate Future Challenges and Harness
Opportunities
A well-planned city is a well-prepared city. Good planning
anticipates tomorrow’s challenges, rather than reacting with
costly ‘reversal’ and ‘corrective’ measures. For example,
upgrading informal settlements, restructuring already
occupied land, retrofitting built-up areas, or rehabilitating
degraded natural environments are costly and politically
challenging, making them difficult undertakings. In contrast,
planning for efficient urban patterns can generate long-term
value for current and future generations.
Planning Creates a Framework for Economic Growth
Planning helps coordinate the distribution of economic
activities. By investing in efficient systems and allocating
sufficient space for infrastructure (such as electricity, water
and sewage) a robust physical framework for economic
growth can be is created. While inefficient street patterns
can hinder the connectivity of an area, well-planned streets
increase the value of local businesses. More efficient land-
use in cities leads to a greater return on public investments.
Planned areas are more attractive to investors, contributing to
increased municipal revenue in the long term.
Planning Promotes Equitable and Inclusive Development
Good urban planning provides a platform for diverse
stakeholders to debate, negotiate pathways and build a
common vision for urban development. This enhances good
governance, sense of ownership and facilities. Unplanned
cities often have a severe lack of housing options for the
poor. In many Kenyan cities, this has led to social segregation
and the development of informal settlements. Planning is an
important tool to guide public investments, and to ensure fair
distribution of the ensuing benefits.
Planning Helps Leaders to Make an Impact, Step by Step
Local leaders are elected to govern, manage and develop
cities. Given the scale of the challenges cities face, it
is unlikely that all desired improvements will be made
immediately. Successful cities build momentum by tackling
priority projects which are aligned with an overall vision.
Planning identifies pressing issues and available resources,
and ensures that initiatives are not redundant or going in
different directions.
Planning is an institutional process for citizen participation
The planning process is an opportunity for citizens to voice
their aspirations for the city they want. Through participatory
planning different actors and stakeholders, and individuals,
groups and communities, are able to engage leaders
and planning in shaping agenda for local and city-wide
development.

Planning Promotes Natural Resource Management and Prepares Urban

Centers for Climate Change Adaptation
Planning can help achieve a balance between the preservation
and economic use of natural resources. Urban planning
can also help urban areas adapt to the impacts of climate
change by increasing the resilience of vulnerable settlements
to natural disasters, and by preventing development in
locations likely to experience disasters or in areas that are
instrumental for maintaining the ecological infrastructure in
urban areas.These include wetlands, eroding coasts, steep
areas prone to landslides etc. Mixed-use, compact cities
with efficient transport links can reduce energy consumption
and reduce emissions. Properly planned and managed urban
developments can also contribute to a more healthy and
recreational urban environment (air and noise pollution), which
are of benefit for the inhabitants.

SECTION 1: WHY URBAN PLANNING 11

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
PLANNING
PLANNING TO
TO ACHIEVE
ACHIEVE SUSTAINABLE
SUSTAINABLE
DEVELOPMENT
DEVELOPMENT GOALS AND THE
GOALS AND THE NEW
NEW
URBAN AGENDA
URBAN AGENDA
New Urban Agenda – In October 2016, the United Nations
New Urban Agenda – In October 2016, the United Nations
Conference on Housing and Sustainable Urban Development
Conference on Housing and Sustainable Urban Development
(Habitat III) adopted a New Urban Agenda (NUA), which
(Habitat III) adopted a New Urban Agenda (NUA), which
provides a global framework for achieving sustainable
provides a global framework for achieving sustainable
urban development. The role of leaders at different levels
urban development. The role of leaders at different levels
is recognized and emphasized in the NUA. The national
is recognized and emphasized in the NUA. The national
government has embarked on developing a guiding
government has embarked on developing a guiding
framework on the localization of the NUA.
framework on the localization of the NUA.
The NUA calls for planning approaches to be aligned with the
The NUA calls for planning approaches to be aligned with the
attainment of global, national and local sustainability goals.
attainment of global, national and local sustainability goals.
In adopting the NUA, global leaders recognized the vital role
In adopting the NUA, global leaders recognized the vital role
of planning in achieving sustainable urban development. They
of planning in achieving sustainable urban development. They
made a commitment to “promote the development of urban
made a commitment to “promote the development of urban
spatial frameworks, including urban planning and design
spatial frameworks, including urban planning and design
instruments that support sustainable management and use
instruments that support sustainable management and use
of natural resources and land, appropriate compactness and
of natural resources and land, appropriate compactness and
density, polycentrism, and mixed uses”.
density, polycentrism, and mixed uses”.
Figure 1.6 Infographic of the Sustainable Development Goals
Figure 1 .6 Infographic of the Sustainable Development Goals
12 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
12 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
Sustainable Development Goals – After the expiry of
Sustainable Development Goals – After the expiry of
the Millennium Development Goals, UN Member States
the Millennium Development Goals, UN Member States
approved the 2030 Development Agenda, which includes a
approved the 2030 Development Agenda, which includes a
set of seventeen Sustainable Development Goals (SDGs).
set of seventeen Sustainable Development Goals (SDGs).
SDG 11 aims to make “cities and human settlements
SDG 11 aims to make “cities and human settlements
inclusive, safe, resilient and sustainable.” Some of the targets
inclusive, safe, resilient and sustainable.” Some of the targets
for SDG 11 include:
for SDG 11 include:
• By 2030, ensure access for all to adequate, safe and
• By 2030, ensure access for all to adequate, safe and
affordable housing and basic services and upgrade slums
affordable housing and basic services and upgrade slums
• By 2030, provide access to safe, affordable, accessible
• By 2030, provide access to safe, affordable, accessible
and sustainable transport systems for all, improving road
and sustainable transport systems for all, improving road
safety, notably by expanding public transport, with special
safety, notably by expanding public transport, with special
attention to the needs of those in vulnerable situations,
attention to the needs of those in vulnerable situations,
women, children, persons with disabilities and older
women, children, persons with disabilities and older
persons.
persons.
• By 2030, enhance inclusive and sustainable urbanization
• By 2030, enhance inclusive and sustainable urbanization
and capacity for participatory, integrated and sustainable
and capacity for participatory, integrated and sustainable
human settlement planning and management in all
human settlement planning and management in all
countries
countries
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

• Strengthen efforts to protect and safeguard the world’s
cultural and natural heritage
• By 2030, significantly reduce the number of deaths and
the number of people affected and substantially decrease
the direct economic losses relative to global gross
domestic product caused by disasters, including water-
related disasters, with a focus on protecting the poor and
people in vulnerable situations
• By 2030, reduce the adverse per capita environmental
impact of cities, including by paying special attention to air
quality and municipal and other waste management
• By 2030, provide universal access to safe, inclusive and
accessible, green and public spaces, in particular for
women and children, older persons and persons with
disabilities
The SDG 11 is explicitly addressed to cities and human
settlements. In order to achieve these goals, leaders and
other actors must find sustainable solutions to major urban
issues of social and economic development, housing,
infrastructure and services, and environmental management.
However, leaders should note that addressing development
challenges facing cities and human settlements will contribute
towards achievement of the other goals, and create new
opportunities. Urban planning is a decisive tool which will
guide cities towards achieving this goal.
Local leaders are called to support urban planning approaches.
These will enable the systematic implementation, in towns
and cities, of programs and projects which will drive social,
economic and environmental sustainability.

MAJOR OBSTACLES TO EFFECTIVE URBAN PLANNING

UN-Habitat’s Urban Planning for City Leaders Handbook (of 2013) identifies five major obstacles to effective urban planning:

Myopic vision and lack of value-driven planning yields poor results, especially if plans do not outline
Inability to identify the necessary steps to implementation. A collective vision, championed by leaders, is the basis
core issues of impactful planning.

Inappropriate or outdated
planning approaches
and tools
Plans made by technical experts in isolation; plans using imported approaches that are not adapted to
local conditions; and plans based on mechanical and detached assessments may be irrelevant to their
context. Leaders must consider the practical application of all plans. Successful experiences show that
innovative, relevant approaches can be conceived in cities in the developing world.

Weak plan development Often cities lack the sufficient human resources to develop and implement plans. Developing such
and implementation capacity within local planning departments, by using other agencies and engaging the community and
capacity interest groups, is the key to producing good plans.

Legal frameworks that do
not provide sufficient
traction for plans
A sound legal framework is indispensable for the implementation of urban plans. Many cities that
have had major successes in planning also have progressive legislation, ensuring that plans are legally
binding documents and include mechanisms for engaging stakeholders to ensure their successful
compliance.

Plans that do not allow
sufficient time for their
implementation
Plan implementation requires monitoring capacity, credible institutions and good urban governance.
Lack of continuity due to political cycles, and uncommitted leaders who fail to assess the long-term
negative consequences of overruling plans, can be major hurdles to success. Methods of implementing
plans adapted to the local context must be built in from the start.

SECTION 1: WHY URBAN PLANNING 13

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

THINKING IMPLEMENTATION FROM THE START

Good planning is measured by the success and outcomes of its implementation. To become successful in implementing plans, leaders and
planners should consider the following:

The planning system can be complex, time-consuming and expensive, featuring duplications and gaps. It
can take long time to create comprehensive plans, which may be outdated before they are executed. Plans
Make planning simpler that overlook institutional, technical, and financial constraints may eventually need to be abandoned.
Adopting a demand-driven approach by developing a pragmatic and modular framework can increase
positive impacts during a plan’s implementation.

Responding to real, long-term needs, through concrete and well-phased action steps, ensures successful
implementation and longevity of plans. Plans that lack vision, or do not respond to local realities are easily
Be strategic sidelined and forgotten when political agendas change. Choosing which key issues to address and which
assets to develop amidst constraints and challenges is not easy. It requires insight and a capacity to ask
the right questions.

Identify responsibilities
Accountability is impossible without concrete roles, or targets and the resources needed to realize them.
and set performance Lack of accountability makes goals unreachable.
indicators

Transformative projects require holistic thinking to overcome governance bottlenecks and fragmented
implementation. Urban authorities that promote functional integration and teamwork enable formulation
Build inter-departmental of urban development frameworks with mutually supportive sector policies. Designating a specific group
teams responsible for strategic thinking and coordination, and institutionalizing inter-departmental cooperation
and day-to-day work alignment may require systemic and behavioral change, but will ultimately prove
more efficient.

A plan approved by a city council is a legally-binding document. It is important to determine whether a

Deal with the legal
local government will implement a plan alone, or rely on agreements with other levels of government or
dimension early private partners.

Calculate the plan capital It is critical to develop a clear assessment of lifecycle costs. Long-term costs associated with policy
and running costs and decisions are often overlooked, especially operation and maintenance (O&M) costs. In some cities,
its impact on municipal the latter can be heavy financial burdens. Planning decisions and their implementation also impact the
revenue revenue base. Sound management practices must be introduced to recover resources.

Obtain early support to Cities which reach out to stakeholders are able to set priorities which reflect real needs, thus increasing
the impact of investments. If stakeholders are involved from the beginning, the likelihood of later
increase the likelihood of opposition to proposals is reduced. A well-supported plan aligns a local agenda with that of other levels
a positive impact of government, and also enlists the private sector.

Phase implementation Taxpayers’ money should be managed carefully and used transparently with accountability. The same
principle should apply to plan implementation. A plan’s financial feasibility with dictate the phasing of
in terms of space and programme components, and determine which will require funding from an external source. Evaluating
resources results and making necessary policy adjustments then enables effective scaling-up.

Source: Adapted from UN-Habitat (2013) Urban Planning for City Leaders

14 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Downtown Nairobi, Kenya © Julius Mwelu/UN-Habitat

Downtown Nairobi, Kenya © Julius Mwelu/UN-Habitat

SECTION 1: WHY URBAN PLANNING 15

SECTION 1: WHY URBAN PLANNING 15
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

SECTION 2

INSTITUTIONS AND
PLANNING CONTEXT

16 URBAN
URBAN PLANNING
PLANNING FOR
FOR CITY LEADERS A
CITY LEADERS A HANDBOOK
HANDBOOK FOR
FOR KENYA
KENYA
PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

IMAGE: Mombasa
© Digital Globe/Google Earth

SECTION 2: INSTITUTIONS AND PLANNING CONTEXT 17

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
Malindi © Shutterstock
Plans guide urban development at different scales, to achieve
diverse but related objectives. This section outlines planning
functions, various responsibilities for planning authorities and
leaders, and outlines the context that urban planning operates
in Kenya. Institutional mandates for planning in Kenya are
examined in relation urban planning at various scales.
Important considerations for the planning of newly or already
developed areas are discussed.
Leaders have a responsibility enhance the social, economic
and environmental development of a city. Urban planning
is one of the tools leaders can use in realizing sustainable
development.
PLANNING FUNCTIONS
According to the Kenyan Constitution, the state can regulate
the use of any type of land, including private land.1 In Kenya,
land is classified as either public, community or private-
owned. Schedule Four of the constitution distributes planning
1 Principles of land policy in Chapter 5. Article 66 (1) of the constitution gives the state
with powers to regulate the use of any land; with the following passage: “The State may
regulate the use of any land, or any interest in or right over any land, in the interest of
defence, public safety, public order, public morality, public health, or land use planning.”
18 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
functions across national and county governments. The
National Land Commission is responsible for oversight,
and is mandated to monitor land use planning throughout
the country. However, leaders should take note that urban
planning is undertaken within an environment where public
sector, private sector, and civil society take varied and at
times interrelated roles.
PUBLIC PLANNING AUTHORITIES
An efficient public planning authority is a requisite for good
urban planning. Public planning authorities play critical roles
in ensuring planning systems are efficient and fit-for-purpose.
This includes plan formulation, enacting planning legislation,
development regulations and other functions.
Planning functions are distributed across the two Kenya’s
tiers of government – at national and county level – with
provisions for coordination across the two levels. The
constitution, County Governments Act and Urban Areas
and Cities Act, prescribe planning functions at county level,
including the types of plans that should be prepared, and their
respective scope, scale, and objectives.
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Figure 2.1 National-County Government institutional levels

Ministries mandated with functions of Land, Spatial Planning, Infrastructure and Services,
National Government Housing, Environment, Agriculture and Urban Development
Line Ministries
Other Relevant Line Ministry
NATIONAL LEVEL

Energy: E.g. Kenya Electricity Generating Company, Kenya Power, Kenya Electricity Transmission
Company and Kenya Pipeline Corporation.

Water and Sewerage: E.g. Tanathi Water Services Board, Athi Water Services Board and
National Water Conservation and Pipeline Corporation.

National Level Housing and construction: E.g. National Housing Corporation, National Construction Authority.
Authories:
(Public owned and
KENYA CONSTITUTION 2010

Regional Development Authorities: E.g. Tana and Athi River Development Authority, Coast Development
partly public owned)
Authority, Coast Water Board, Ewaso Ngiro North Development Authority.

National /Regional Plans Transportation Infrastructure Authorities: E.g. Kenya Airports Authority, Kenya Urbans Roads Authority,
Kenya Ports Authority, Kenya Railways Corporation and Kenya National Highways Authority.

Specialised Developments: E.g. LAPSSET Corridor development Authority and

Konza Technopolis Development Authority.

Environment: E.g. National Environment Management Authority

National Land Commission

(Monitors and provides oversight responsibilities over land-use planning, and manages public land in Kenya)

County /Regional Plans

Finance and Economic Planning

County Assembly
• Legislative and Oversight role
Lands, Planing and Housing
• Plans and budget approvals
• Operations structured along sectoral committees
COUNTY LEVEL

Infrastructure, Public works and Transport

Water and Natural Resources

Committees/Departments

County Executive: Health Services

• County Executive committee is charged with
overall coordination of planning Education
• Service delivery
• Structured along sectoral line departments Youth, Gender, Sports and Social Welfare

Tourism and Cultural Heritage

Agriculture and Fisheries

County/City/Municipality Utility Agencies:
• Water and Sewarage Justice and Legal Affairs
• Solid Waste Management
• Energy Other Departments
• Other utilities

SECTION 2: INSTITUTIONS AND PLANNING CONTEXT 19

 PART I:I: IMPORTANCE
PART IMPORTANCE OF
OF PLANNING
PLANNING AND
AND UNDERSTANDING
UNDERSTANDING AA PLANNING
PLANNING PROCESS
PROCESS

Planning authorities
Planning authorities are
are envisaged
envisaged to to operate
operate atat different
different Support in
Support in strengthening
strengthening capacity
capacity of
of planning
planning authorities.
authorities. In
In
levels in
levels in the
the counties.
counties. The
The County
County Governments
Governments Act Act the past,
the past, weak
weak public
public planning
planning authorities
authorities have
have contributed
contributed
designates county
designates county departments
departments and and decentralized
decentralized units
units as
as to current
to current urban
urban planning
planning challenges
challenges not
not only
only inin Kenya,
Kenya, but
but
planning authorities
planning authorities in
in aa county.
county. There
There isis an
an obligation
obligation to
to across the
across the continent.
continent. A A well-equipped
well-equipped planning
planning authority
authority is
is
incorporate non-state
incorporate non-state actors
actors inin planning processes22.. These
planning processes These imperative for
imperative for cities
cities and
and towns
towns that
that aspire
aspire to
to improve
improve their
their
departments and
departments and decentralized
decentralized unitsunits are
are headed
headed byby leaders,
leaders, development planning
development planning and
and service
service delivery.
delivery. A
A reliable
reliable public
public
whose responsibility
whose responsibility includes
includes managing
managing and and coordinating
coordinating planning authority
planning authority should
should have
have internal
internal capacity
capacity toto efficiently
efficiently
formulation and
formulation and implementation
implementation of of plans
plans (including
(including spatial
spatial formulate and
formulate and implement
implement plans,
plans, manage
manage development,
development,
plans). For
plans). For planning
planning in
in cities
cities and
and towns,
towns, the
the Urban
Urban Areas
Areas coordinate spatial
coordinate spatial development,
development, andand perform
perform other
other planning
planning
and Cities
and Cities Act
Act designate
designate urban
urban boards
boards and
and committees
committees as as functions on
functions on demand.
demand. Where
Where reforms
reforms in in public
public planning
planning
planning authorities.
planning authorities. authorities and
authorities and urban
urban planning
planning are
are required,
required, leaders
leaders must
must bebe
at the
at the forefront
forefront inin shaping
shaping the
the desired
desired outcome.
outcome.
At the
At the national
national government
government level,
level, agencies
agencies such
such as
as
departments and
departments and parastatal
parastatal agencies
agencies within
within various
various ministries
ministries
are tasked
are tasked with
with urban
urban planning
planning and
and development
development functions.
functions.
Regional development
Regional development authorities
authorities (such
(such as
as the
the Tana
Tana and
and Athi
Athi
River Regional Development Authority, and Ewaso
River Regional Development Authority, and Ewaso Ng’iro Ng’iro
North Development
North Development Authority),
Authority), execute
execute various
various planning
planning
functions mainly at the regional scale.
functions mainly at the regional scale.

Ensure county-specific
Ensure county-specific legislation
legislation for
for urban
urban and
and regional
regional
planning is enacted, within the legislative power
planning is enacted, within the legislative power granted granted by
by
the constitution. In so doing, consistency and value-addition
the constitution. In so doing, consistency and value-addition
is ensured
is ensured byby avoiding
avoiding ‘over
‘over legislating’
legislating’ planning
planning matters,
matters, as
as
such often result in ineffective legislation; focused on ‘control’
such often result in ineffective legislation; focused on ‘control’
rather than
rather than management
management of of urban
urban development.
development.

Facilitate coordination
Facilitate coordination of of planning
planning vertically
vertically (across
(across
different levels
different levels of
of government)
government) and and horizontally
horizontally (between
(between
departments). For
departments). For counties,
counties, coordination
coordination between
between the the county
county
executive and
executive and the
the county
county assembly
assembly isis crucial.
crucial. The
The county
county
assembly exercise
assembly exercise ‘reserved’
‘reserved’ functions
functions ofof legislation,
legislation, plan
plan
approval and
approval and adoption.
adoption.

Support formation
Support formation of of efficient
efficient public
public planning
planning authorities.
authorities.
County Executive
County Executive management
management has has aa responsibility
responsibility toto ensure
ensure
planning authorities
planning authorities havehave access
access toto financial
financial resources,
resources,
human capital,
human capital, and
and facilities
facilities and
and equipment.
equipment. Leaders
Leaders must
must
facilitate inter-department
facilitate inter-department and and inter-agency
inter-agency coordination;
coordination;
ensure development
ensure development budgets budgets areare aligned
aligned to to approved
approved
plans, and
plans, and support
support formulation
formulation and and enforcement
enforcement of of planning
planning
legislation. Political
legislation. Political leaders
leaders (including
(including Members
Members of of County
County
Assemblies) should
Assemblies) should collaborate
collaborate with
with leaders
leaders inin the
the executive
executive
arm of
arm of government
government in in policy
policy and
and legislation.
legislation. They
They are
are
expected to
expected to provide
provide useful
useful oversight
oversight role,
role, approve
approve of of budgets,
budgets,
plans, policies
plans, policies and
and legislation,
legislation, andand offer
offer political
political leaders
leaders on
on
spatial planning
spatial planning matters.
matters.

Nakuru street
Nakuru street scene.
scene. ©
© Tom
Tom Kemp
Kemp

22 See
See County
County Governments
Governments Act,
Act, Sections
Sections 104.
104. Obligation
Obligation to
to plan
plan by
by the
the county
county

20
20 URBAN PLANNING
URBAN PLANNING FOR
FOR CITY
CITY LEADERS A HANDBOOK
LEADERS A HANDBOOK FOR
FOR KENYA
KENYA
 benefits generated by urban endogenous development.

POLICY AND LEGISLATIVE FRAMEWORK FOR SPATIAL PLANNING IN KENYA

2.2 Policy and Legislative Framework for Spatial Planning in Kenya
Figure 2 .2

Constitution of Kenya
Chapter 5: Land and Environment, Fourth Schedule: Functions of National and County Governments

Kenya Vision 2030 National Spatial Plan Other Relevant Policy National Urban Development Policy

Enviromental Management Land Registration Act Lands Act

Urban and Regional Planning Legislation
and Coordination Act Community Land Act

Environmental Management/ Policy Regulations Building Code

PART

Physical Planning Act
(Under Review)
1. Regional Physical Development Plan
2. Local Physical Development Plans (LPDP)
3. Long-term, Short-term, renewal and
County Government Act
Part XI County Planning, County Integrated
1. County- Level Plans
A responsibility of County Planning Unit and Physical
Urban Areas and Cities Act of 2011
Part V - Integrated Development Planning
1. Integrated Urban or City Development Plan
(IUDP)
◆ Plan is adopted by an urban board or committee
PART I:I: IMPORTANCE

Planning Department, under oversight of County

redevelopment plans & submitted to County Assembly (be executive)
Executive Committee.
for approval
IMPORTANCE OF

Examples of short term LPDPs: ◆ Develoment Plan (CIDP) - 5 Year Plan

◆ Action Area Plans for comprehensive planning
◆ Subject Plans (Sectoral plans) e.g. Transportation,
Water supply and Sewerge
◆ Advisory or Zoning Plans - subdivisions and density
◆ County Sectoral Plans - 10 Year Plans based on CIDP
◆ County Spatial Plan - 10 Year Spatial Development
Framework for the County
2. City Level/ Municipal-Level Plans
◆ The Plan is reviewed annually
◆ Term of office of a board member is 5 years
2. Spatial Plan [Spatial Development Framework]
◆ Long Term Plan (10 + Years)
OF PLANNING

◆ Part Development Plans ◆ Basis for IUDP

Responbility of City Board/ Town Committee, County
Physical Planning Department.

SECTION
3. Sector Plans
PLANNING AND

◆ Integrated Urbam Development Plan

SECTION 2:
◆ City/Municipal Land Use Plans
◆ City/Municipal Building and Zoning Plans
◆ City/Urban Area Building and Zoning Plans
◆ Location of Recreational Areas and Public Facilities

2: INSTITUTIONS
AND UNDERSTANDING

INSTITUTIONS AND
County By-Laws, Development Management and Regulation

Other Applicable Policies and Legislation

AND PLANNING
UNDERSTANDING AA PLANNING

PLANNING CONTEXT
CONTEXT
Source: UN-Habitat/BarakaMwau
PLANNING PROCESS
PROCESS

21
21
Levels of Planning in Kenya
Sustainable Urban Development Goals (SDGs) & New Urban Agenda
Spatial [Urban & Regional] Planning Policy & Legislation
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Box 2.1 The Private Sector in Urban Planning and Development

The role of the private sector in Kenya’s urban planning and
development is significant. Following the implementation of
the Structural Adjustment Programmes of 1980s, there was a shift
towards government deregulation and an enablement approach
which also influenced major shifts in urban planning practice and
urban governance. The role of private sector has since increased.
In contemporary urban development, private sector actors have
increased their stake in decision making on matters related to
land use planning, and the provision of public goods such as
infrastructure, services and amenities. This can take place in
several contexts, from large complexes within a neighborhood,
large-scale land sub-divisions or even town-scale developments
(as with Tatu City in Kiambu County).
Land owners and residents’ associations have increased
their stake in urban planning decision making in major cities.
Decisions made by developers and investors have significant
bearing in planning decisions such as land use, infrastructure
development, zoning and development control regulations.
Private sector consultancy firms are increasingly
undertaking planning tasks that were traditionally a
preserve of public sector planners. Private firms are involved
in formulating entire city or town development plans, through
contractual agreements with governments. In many cases, private
contractors are supposed to follow the procedures and standards
stipulated in public policy and regulations. However, in Kenya such
procedures and standards are inadequate, and at times a public
authority can approve new standards introduced and proposed by
private contractors through outsourced planning processes.
Urban planning activities of the private sector are still
governed by public legislation and regulations. Only public
planning authorities have the mandate to make legally
binding planning approvals. But where public planning
authorities are weak, the private sector defines the outcomes of
delegated planning functions. Here, the main catalysts for action
are contractual arrangements, profit interests and other specific
incentives. Presented with this reality, policy makers and leaders
should find leverage in the interplay between the public and private
sector planning forms, to achieve sustainable urban development.
Both policy and political implications associated with increasing
privatization of urban planning must be addressed by leaders.
These include:
• The impact of privatization of public goods and reduced public
assets;
• Outcomes of weakened public planning authorities, and
shifting public finance from public planning authorities to
private contractors;
• Implications of profit interests of the private sector on the need
to promote social equity in urban development;
• Addressing planning barriers and creating value for positive
private sector involvement in planning.

Figure 2.3 Public-Private Institutional Engagement in Urban Development

CITIZENS [EQUITY, SOCIO-ECONOMIC DEVELOPMENT]

INCLUSIVE URBAN DEVELOPMENT

REGULATORY FRAMEWORK PRIVATE SECTOR

GOVERNMENT [PUBLIC SECTOR]
• Provision of public goods
(Includes: Housing infrastructure
& Utilities)
• Policy and regulation
• Support growth of business
• Approval of plans, permissions
and permits.
& PARTNERSHIPS • Engages in provision of
public goods e.g. Housing,
infrastructure & Utilities
PUBLIC-PRIVATE ENGAGEMENTS IN: • Investments (Profit-driven)
HOUSING, INFRASTRUCTURE AND • Generates tax revenues
UTILITIES PROVISION • Service provider to government
(e.g.Urban Planning, Engineering
OUTSOURCING SERVICES
and Construction)
[PROFESSIONAL SERVICES, PROJECT
MANAGEMENT, ETC.]

BUILT ENVIRONMENT
• Adaptation to climate change & sustainability
• Productivity & effective Land Use
• Environmental sustainability

Source: UN-Habitat/Baraka Mwau

22 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

 PART
PARTI:I:
PART I:IMPORTANCE
IMPORTANCEOF
IMPORTANCE OFPLANNING
OF PLANNINGAND
PLANNING ANDUNDERSTANDING
AND UNDERSTANDINGAA
UNDERSTANDING APLANNING
PLANNINGPROCESS
PLANNING PROCESS
PROCESS

Infrastructure
Infrastructuredevelopment
Infrastructure development©©
development ©World
WorldBank
World Bank
Bank

Box
Box2 .1
Box 2 .1 International
2.1
2 .1 InternationalAgencies’
International Agencies’Involvement
Agencies’ Involvementinin
Involvement inKenya’s
Kenya’sUrban
Kenya’s UrbanPlanning
Urban Planningand
Planning anddevelopment
and developmentsector
development sector
sector

Kenya’s
Kenya’surban
urbansector
sectorhas
haswitnessed
witnessedsignificant
significantinvolvement
involvementofofinternational
internationalagencies,
agencies,especially
especiallythrough
throughfunding
fundingofofurban
urbanplanning
planning
programmes
programmesandandinfrastructure
infrastructureinvestments.
investments.This
Thisinvolvement
involvementhas
hasbeen
beenthrough
throughjoint
jointagreements
agreementsand andpartnerships
partnershipswith
withthe
theKenya
Kenya
government.
government.The
Theplanning
planningprocesses
processeshave
havebeen
beenundertaken
undertakenbybyinternational
internationaland
andlocal
localconsulting
consultingfirms.
firms.

Various
VariousUNUNAgencies
Agencieshave
havesupported
supportedurban
urbanand
andregional
regionalplanning
planningwork
workininthe
thecountry.
country.Recently,
Recently,UN-Habitat
UN-Habitatsupported
supportedthe
theimplementation
implementation
ofofthe
theKenya
KenyaMunicipal
MunicipalProgram
Program(KMP)
(KMP)through
throughcapacity
capacitydevelopment
developmentactivities
activitiesrelated
relatedtotourban
urbanplanning,
planning,but
butalso
alsosupported
supportednational
national
government,
government,Nairobi,
Nairobi,Kisumu,
Kisumu,Kilifi,
Kilifi,Kiambu
KiambuandandTurkana
TurkanaCounties
Countieson
onvarious
variousurban
urbandevelopment
developmentinterventions.
interventions.

The
TheKMP
KMPresulted
resultedininthe
theformulation
formulationofofIntegrated
IntegratedStrategic
StrategicUrban
UrbanDevelopment
DevelopmentPlans
Plansfor
for
Mombasa,
Mombasa,Kitui,
Kitui,Malindi,
Malindi,Embu,
Embu,Machakos,
Machakos,Thika,
Thika,Nakuru,
Nakuru,Naivasha,
Naivasha,Turbo/Soy/Jua-kali,
Turbo/Soy/Jua-kali,
Kakamega
KakamegaandandKericho
Kerichotowns.
towns.The
Theprogram
programwas wasfinanced
financedthrough
throughaaWorld
WorldBank
Bankloan
loantoto
Government
GovernmentofofKenya,
Kenya,with
withadditional
additionalfunding
fundingfrom
fromthetheSwedish
SwedishInternational
InternationalCooperation
Cooperation
Development
DevelopmentAgency
Agency(Sida).
(Sida).AAsimilar
similarfinancial
financialarrangement
arrangementenabled
enabledthetheimplementation
implementationofof
the
theKenya
KenyaInformal
InformalSettlements
SettlementsImprovement
ImprovementProgramme
Programme(KISIP).
(KISIP).The
Theurban
urbanplanning
planningwork
workfor
for
these
theseprogrammes
programmesinvolves
involvesprivate
privateconsulting
consultingfirms
firmsfrom
fromforeign
foreigncountries
countriesand
andKenya.
Kenya.

The
TheJapan
JapanInternational
InternationalCooperation
CooperationAgency
Agency(JICA)
(JICA)recently
recentlyfinanced
financedthe
theformulation
formulationofofthe
theNairobi
NairobiIntegrated
IntegratedUrban
Urban
Development
DevelopmentMasterplan
Masterplan[NIUPLAN],
[NIUPLAN],the
theMombasa
MombasaGateGateCity
CityMaster
MasterPlan
Planand
andthe
theMasterplan
MasterplanforforDevelopment
Developmentofof
Mombasa
MombasaSpecial
SpecialEconomic
EconomicZone.
Zone.Nairobi
Nairobiand
andMombasa
Mombasaare arethetheonly
onlycities
citiesininKenya
Kenyawith
withaapopulation
populationexceeding
exceedingone
one
million
millionpeople.
people.

Agence
AgenceFrançaise
Françaisede deDéveloppement
Développement(AFD)
(AFD)has
hasfinanced
financedthe
theKisumu
KisumuUrban
UrbanProject,
Project,which
whichresulted
resultedininthe
theKisumu
Kisumu
Integrated
IntegratedStrategic
StrategicUrban
UrbanDevelopment
DevelopmentPlan.
Plan.The
Thefinancial
financialsupport
supporthas
hasbeen
beenextended
extendedtotocover
coverdetailed
detailedplanning
planningfor
for
specified
specifieddistricts
districtsininthe
thecity.
city.

The
TheEmbassy
EmbassyofofSweden
SwedenininKenya
Kenyaisisfunding
fundingthe
theKenya
KenyaSymbioCity
SymbioCity[Sustainable
[SustainableUrban
UrbanDevelopment
Development
ininKenya]
Kenya]programme.
programme. This
Thisprogramme
programmeisisbeing
beingimplemented
implementedthrough
throughaacollaboration
collaborationofofThe
TheCouncil
Council
ofofGovernors
Governorsand
andthe
theSwedish
SwedishAssociation
AssociationofofLocal
LocalAuthorities
Authoritiesand
andRegions
Regions(SALAR).
(SALAR).

SECTION 2:INSTITUTIONS
SECTION2:2:
SECTION INSTITUTIONSAND
INSTITUTIONS ANDPLANNING
AND PLANNINGCONTEXT
PLANNING CONTEXT
CONTEXT 23
23
23
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
PLANS ARE MADE AT DIFFERENT SCALES
Sustainable urban development requires planning
interventions at different levels. Different types of urban
plans can be prepared at different scales; from neighborhood/
local area, city/municipality, and city- region/metropolis to
national level. Plans at these different scales have different
implementation mechanisms and correspond to different
institutional mandates.
The following planning scales are relevant in Kenya planning
context:
1. National Planning;
2. Regional/Metropolitan Planning;
3. County Planning;
4. City/municipal Planning;
5. Urban District Planning; and
6. Neighborhood/Local Area Planning.
The scope and details of each type of a plan will be
determined by the scale, purpose, and intended objectives
of the planning intervention. It could be an integrated
development plan or thematic-sectoral plan. For example,
a general land use plan can be prepared for a metropolitan
region, detailed at city or municipal level, and further scaled
down-with more specific guidelines to urban district and local
area planning. However, there are cross-cutting aspects,
such as analysis of population and demography, economic
development, and financing that influence the plans
regardless of urban scale.
Figure 2.4 Planning and design is important for urban centres of all sizes
City of Mombasa © Shutterstock
24 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
Promote coordination of planning across different levels of
government. Leaders need to support planners, ensuring that
plans are coordinated and aligned to one another. Failure to
do so could lead to overlaps and duplications, and challenges
in implementation. Planning authorities must ensure their
processes are carefully analyzed before commencement, and
that urban planning is initiated based on the relevant type of
planning instrument responding to the urban scale, context
and objective of the plan.
NATIONAL PLANNING
Planning at the national level defines and addresses human
settlements development issues at a country-wide scale. It
informs the effective management of urbanization by defining
a hierarchy of urban centres and agglomeration regions such
as large urban regions, major cities and secondary cities,
urban-rural development relations, and key infrastructure
developments to support urban development at national
level. Plans formulated at this scale provide the framework
for regional and urban planning. They describe a nation’s
vision for its urban future, and the national context of human
settlements development. In Kenya, a 30-year National Spatial
Plan has been developed (2015-2045), which will be a key
reference for regional development plans, county spatial plans
and others.
A market centre, Chavakali © Baraka Mwau
 2.5
Figure 2 .5 Illustration the different levels of spatial planning

Levels of Planning in Kenya

Sustainable Urban Development Goals (SDGs) & New Urban Agenda
Spatial [Urban & Regional] Planning Policy & Legislation
Kenya Vision 2030, National Spatial Plan, National Urban Development Plan

Regional and County Strategies

City / Municipal / Town Strategy

Detailed Planning

National
PART

Regional/ • Kenya Vision 2030

• National Spatial Plan
Metropolitan • National Urban
Development Policy
• National Housing
• Two or more Counties Policy
PART I:I: IMPORTANCE

County • Regional • National Infrastructure

City Development Plans
IMPORTANCE OF

Authorities
/ Municipal • Metropolitan Areas 5
• According to County
Boundary

Coordination and Alignment of Plans

/ Town • [47] County Integrated 4
Development Plaans
OF PLANNING

Urban • [47] County Spatial

• Urban Development Plans

SECTION
Planning [Integrated • County Sector Plans
PLANNING AND

District

SECTION 2:
Local Area/ Urban Development [Infrastructure/
Plans/ Spatial Housing]
Neighbourhood • As designated in Spatial Development • County Urban Policy
Development Frameworks]
Framework [City-wide • Urban Sector Plans
Plan] • Urban Growth

Socio-Economic, Topography and Environment, Infrastructure and Services, Housing

• Street & Open Public • Local Action Area Plans • According to Designated Management Strategies 3

2: INSTITUTIONS
Spaces • Neighbourhood Plans Planning Units
• Social Amenities & • Local Urban Design • Demarcated Special 2
AND UNDERSTANDING

INSTITUTIONS AND
Public Facilities Guidelines Planning Area
• Renewal & • Renewal or
Redevelopment / Redevelopment Plans/
Informal Settlement Informal Settlement
Upgrading Plan Upgrading Plan

AND PLANNING
1
UNDERSTANDING AA PLANNING

Urban Structure Urban-Rural Structure

PLANNING CONTEXT
CONTEXT
Public participation and coordination across Governments, Agencies, Departments, Private Sector and Other Key Actors
PLANNING PROCESS
PROCESS

25
25
Source: UN-Habitat/BarakaMwau/Jiacong Ang
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
Box 2.2 Kenya vision 2030
In 2006 the Kenya government developed Kenya Vision 2030, a
roadmap to transform Kenya into an industrializing middle-income
economy country between the years 2008 to 2030. The vision is
based on three pillars: social, economic and political. Urbanization
cuts across these three pillars, making policies and projects
important elements of the vision.
One of the implementation tools that the Vision 2030 uses
is ‘flagship projects’. These are highly visible projects of key
economic and social importance, working to benefit all Kenyans.
Some of the flagship projects correspond directly to urban planning.
The Metropolitan and Investment Plans Initiative, for example, will
require the preparation of metropolitan investment plans for eleven
regions: Nairobi, Mombasa, Kisumu-Kakamega, Nakuru, Eldoret,
Wajir, Garissa, Mandera, Kitui, Mwingi and Meru.
Large-scale infrastructure projects, which will improve connectivity
in the wider network, directly affect lower-level planning efforts.
Some of these are road-building projects (e.g. “Nairobi Missing
Link Roads”, Thika Highway, and Northern Corridor etc.), railway
infrastructure (Nairobi Commuter Railways and Standard Gauge
Railway) and port infrastructure (expansion and new development
of airports and seaports).
National agencies and county governments are key actors in
implementing national plans and policies. National and County
leaders must collaborate in both planning and coordination of
investments of national significance if they are to successfully
implement national urban policy. National urban policies are
also developed at this scale, such as Kenya’s National Urban
Development Policy and Vision 2030.
REGIONAL PLANNING
The scope of regional planning spreads beyond individual
governmental jurisdictions - county boundaries in the case
of Kenya. Geographical areas defined as regional usually
share natural resources (e.g. water catchment areas),
urban footprints and social, economic and developmental
characteristics. Regional plans identify strategic growth
areas in cities and towns; areas for potential regional
investment; and key flows and connections which require
26 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
Some of these projects are conceptualized as economic corridors,
for example the LAPSSET (Lamu Port Southern Sudan- Ethiopia
Transport) corridor (Republic of Kenya, 2011).
Other sectors will also affect lower-level urban planning. For
example, Vision 2030 envisages the construction of 560 new
secondary schools to improve education nationally. Another
flagship project involves establishing three resort cities along the
Kenyan coast, in order to increase tourism. The vision also defines
wildlife corridors to support existing migratory routes.
Smaller projects are defined for the medium-term (every 5 years)
to support these flagship projects. The government has also made
concerted efforts to improve governance and capacity. Vision 2030
emphasizes the importance of land administration, and aims to
establish national spatial data infrastructure to track land-use
patterns which will aid in the enforcement of land-use plans.
All these projects create a mandate for lower-level plans. In
addition to adequate legal tools, financial tools and incentives,
good communication between levels of government is required to
ensure national ambitions are realized on the ground.
(Kenya Vision 2030 / popular version, 2007)
development or strengthening. They also acknowledge the
interconnectedness of regional human settlement systems,
addressing urban-rural settlement relations, transportation
links, and land use planning and infrastructure development.
Regional planning provides a framework for county planning,
and requires engagement with several governments, wider
communities and stakeholders. Regional Development
Authorities in Kenya such as The Tana and Athi Rivers
Development Authority formulate regional development plans
that cover more than one county, often with focus on land
use and resource management. Metropolitan areas, such as
the greater Nairobi region, require a combination of regional
and lower-level planning, including city or municipal plans,
district plans and local area plans. Sectoral plans are also
made at this scale, such as a regional transportation plans,
regional water supply plans and others.
 / Town Boundary

Coo

Socio-Economic, Topography
• [47] County Integrated 4
Development Plaans
Urban • Urban Development
• [47] County Spatial
Plans

Local Area/ District Planning [Integrated

Urban Development
• County Sector Plans
[Infrastructure/
Plans/ Spatial Housing]
Neighbourhood PART
PART I:
I: IMPORTANCE
IMPORTANCE OF
OF PLANNING
• As designated in Spatial
PLANNING AND
AND UNDERSTANDING
UNDERSTANDING A
Development
A PLANNING
PLANNING PROCESS
PROCESS
• County Urban Policy
Development Frameworks]
Framework [City-wide • Urban Sector Plans
Plan] • Urban Growth
• Street & Open Public • Local Action Area Plans • According to Designated Management Strategies 3
Spaces • Neighbourhood Plans Planning Units
• Social Amenities & • Local Urban Design • Demarcated Special
Public Facilities
2
Guidelines Planning Area
• Renewal & • Renewal or
Box
Box 2 .3
2.3 Metropolitan
Metropolitan Regional
Regional Planning
Planning
Redevelopment /
Informal Settlement
Redevelopment Plans/
Informal Settlement
Upgrading Plan Upgrading Plan

Metropolitan
Metropolitan Regional
Regional Planning
Planning is
is vital
Urban vital in
in regional
Structure regional areas
areas dominated
dominated by by aa large
large urban
urban centre.
centre. This type
type of
ThisUrban-Rural plan
plan defines
ofStructuredefines the
the way
way inin which
which
aa large
large urban
urban region
region (including
(including the
the core
core city,
city, sub-centres,
sub-centres, satellite
satellite towns
towns and
and the
the immediate
immediate hinterland)
hinterland) is
is organized
organized and
and developed
developed as
as aa
Public participation and coordination across Governments, Agencies, Departments, Private Sector and Other Key Actors
functional
functional system.
system. Growth
Growth patterns
patterns inin large
large urban
urban regions
regions tendtend toto transcend
transcend administrative
administrative boundaries.
boundaries. Therefore,
Therefore, in in order
order for
for aa regional
regional
planning
planning process
process to
to be
be effective,
effective, the
the planning
planning area area should
should be be demarcated
demarcated based based onon analyzed
analyzed patterns
patterns of of growth
growth and and engage
engage all
all relevant
relevant
governmental
governmental units,
units, planning
planning authorities
authorities and and stakeholders
stakeholders in in the
the region.
region. Plans
Plans from
from the
the wider
wider Nairobi
Nairobi and and Mombasa
Mombasa urban urban regions
regions are
are
example
example of
of Metropolitan
Metropolitan Regional
Regional Planning
Planning in in Kenya.
Kenya.

Figure
Figure 2 .6 Illustration
Illustration of
of aaILLUSTRATION
typical
typical metropolitan
2.6 OFscale
metropolitan scale of
of planning
planning
A TYPICAL METROPOLITAN SCALE OF PLANNING

Municipality Rural /
Peri-Urban

Rural / Large
Peri-Urban Farms
Municipality

River Main City

Linear
Large developments
Farms along major
roads

Municipality

Rural /
River
Peri-Urban

METROPOLITAN REGION

Municipal Boundary Urban Foot Print Urban Core

Source:
Source: UN-Habitat/BarakaMwau/Jiacong
UN-Habitat/BarakaMwau/Jiacong Ang
Ang

SECTION 2: INSTITUTIONS
SECTION 2: INSTITUTIONS AND
AND PLANNING
PLANNING CONTEXT
CONTEXT 27
27
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

COUNTY PLANNING urban functions and systems. Integrated Urban Development

County plans guide development at the county level and
localize national and regional plans. They identify county land
use and priorities for infrastructure investments and service
delivery; strengthen links between cities and towns, growth
centres and their hinterlands; and guide integrated county
development and sustainable human settlement systems.
The County Governments Act requires counties to develop
county spatial plans, county integrated development plans,
and county sector plans.
CITY AND MUNICIPAL PLANNING
City and municipal planning guides urban development in
cities and towns. This type of planning defines city and
municipal land use and proposes a development vision for the
city or town. Hence, the plan is also instrumental in defining
character and identity, or, how to achieve this. The plan should
thus be based on an analysis of the patterns of growth and
typologies of the city which in turn provide the basis for
defining architectural qualities and urban design guidelines.
Its role is to define urban growth boundaries; designate
areas for urban extension and strategic interventions; identify
infrastructure and housing investments; determine key
districts for further planning and investments, identify areas of
renewal or infill; define areas for preservation out of historical
and cultural values; identify and specify needs for various
Plans and Urban Spatial Development Frameworks outlined
in the Urban Areas and Cities Act are developed at this scale.
City and municipal-level development plans could be further
be formulated as sector plans to facilitate their effective
implementation. Sector plans include mobility plans, water
supply and sewerage plans, public space plans, and housing
plans.
The Integrated Urban Development Plan (IUDP) and Spatial
Development Framework (SDF) became key city-wide
planning tools in Kenya after the enactment of the Urban
Areas and Cities Act and County Governments Act. These
comprehensive plans address urban spatial issues in a
city or town. A Spatial Development Framework should be
developed to guide formulation of an IUDP. There are other
planning outputs related to the IUDP and SDF framework that
can be developed, including:
• Urban Growth Management Strategy;
• Land use plan;
• Urban Extension Plan;
• Urban Infill and densification Plan;
• Urban Infrastructure Plan;
• Urban District Plan; and
• Local Area Plans.

2.7
Figure 2 .7 Framework
Framework for City/Municipal planning in Kenya for Planning at City Level

Urban Spatial Development

Regional Plans/ Policies County Plans/ Policies
Framework (Long Term) Link with
County Plans

Detailed Plans

Integrated Urban Development

Plan (IUDP) [5 years]
■ Guides Public Engagement
■ Effects Spatial Development
Framework Implementation through
Programmes/ Projects

IUDP Formulation Review/ Other Urban Strategies & Policies/ Plans IUDP APPROVAL
Ammendments E.g. Infrastructure Plans
- Annual Review

Monitoring and
Evaluation
Implementation of IUDP

Source: UN-Habitat/BarakaMwau/Jiacong Ang

City-Wide Approach to Addressing Informal Settlements

28 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

City-wide Development Plan,
Special Planning to Address
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Figure 2.8 Kisumu Lakefront Development Concept Plan

© UN-Habitat

URBAN DISTRICT PLANNING PLANNING FOR EXISTING BUILT-UP AREAS

This scale of planning focuses on larger sections of a city or
AND NEW DEVELOPMENT AREAS
a town, referred to as urban districts. Urban District Plans
Sustainable urban development requires leaders and planners
guide the implementation of City-wide plans. They define
to address the needs of current and future generations. In
projects and development guidelines on a district scale, and
Kenya’s urban context, planning both for already developed
define policies for neighborhoods and local areas.
areas and strategic planning as well as detailed urban
planning and design for the existing urban fabric and for
Central Business District (CBD) plan is an example of a district
new urban development is vital; thorough plans must
plan. However, if an urban center is relatively small, such as a
be developed which ensure successful implementation.
medium or small town in Kenya, this scale of planning may be
Interventions in both aspects help cities plan for current
not required. In this case, detailed local area planning is more
and future growth needs. They demand strong political,
useful.
institutional and technical leadership. Urban planning offers
leaders and planners specific tools for the implementation of
LOCAL AREA AND NEIGHBORHOOD PLANNING
such interventions, and there is a need to support planning
Local Area and Neighborhood Planning focuses on a single authorities to attain the requisite capacity to offer their city
neighborhood, local area or a part thereof. These plans a full-range of solutions; for both existing built-up areas and
interpret and localize city-wide and district planning. They new development areas..
can be statutory or non-statutory. They provide a detailed
framework for development, including development
PLANNING FOR EXISTING BUILT-UP AREAS
Before deciding to establish new areas for urban
control regulations; infrastructure provision; and land-use and
development, first assess and optimize the opportunities
urban design guidelines. Local area and neighborhood plans
available within existing built-up areas. As urbanization
can also be developed as thematic (sectoral) plans to address
increases in Kenya, many urban centres lack reference to
a specific aspect of local development such as public space
approved plans or spatial development frameworks.
and amenities, mobility and basic services.

SECTION 2: INSTITUTIONS AND PLANNING CONTEXT 29

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Supply and demand in land-use decisions

Figure2.9
Figure 2.8 Supply
2 .9 Supplyand
anddemand
demandin
inland-use
land-usedecisions
decisions

Cities need to balance competing demands for land and to carefully consider geographical expansion

Industry

Leisure and
recreational What is at stake Urban
Utilities
services from land-use and boundary area Protected land
spatial-planning
decisions and
Institutional
the interaction
services
between demand Developed land % Developable % total
and supply? developable land land, topography
Transport
Residential
Commercial Government
land policy

Demand for urban land from infrastructure Supply of urban land for infrastructure

Source:Oxford
Source: Oxford Economics,Cities
Cities ofOpportunity
Opportunity
Source: OxfordEconomics,
Economics, Cities ofofOpportunity

Poor urban planning has undermined infrastructure and
housing delivery in Kenya’s urban areas. Consequently,
infrastructure and housing challenges have also undermined
urban resilience. Informal land and housing markets, informal
settlements, ineffective development control, underdeveloped
infrastructure, inadequate public spaces, environmental
degradation, and fragments of planned developments are
some of the defining features of built-up areas in many towns
in Kenya. Political leaders are particularly under pressure from
the electorate to deliver programs which improve services
and living conditions in informal settlements, and other areas
with infrastructure and housing challenges.
and designed taking into account the surrounding built
environment as a way to capitalize on existing infrastructure,
but also to ensure continuity, connectivity and coherence of
the urban fabric.
Diverse stakeholders involved in these interventions often
have vested interests – negotiations and consensus-
building is required. In this case, leaders and technical
teams should engage stakeholders throughout the
planning and implementation phases. If stakeholder and
political engagement is poorly executed, intended strategic
interventions become ineffective.

Urban development should result in improved quality of life City-wide urban development plans include specific strategies
for urban dwellers in unplanned and underserviced areas. and approaches for existing built-up areas, but may also be
Possible plan-led interventions in built-up areas include: addressed separately depending on context.

1.
1. Urban Infill Developments; URBAN INFILL APPROACH
2.
2. Urban Densification or Redevelopment;
The Urban Infill Approach involves ‘filling in’ unused or under-
3.
3. Brownfield Development; and
utilized space in built-up areas, from small parcels of land to
4.
4. Urban Renewal and Informal Settlements Upgrading.
large plots the size of a neighborhood complex. Urban infill is
Infrastructure, housing and space improvements are tied an opportunity to increase capacity of land; introduce mixed-
to all these interventions, and the possible impacts of each use development; improve land-use mix; and address the
must be specified in the city-wide plan. These require detailed social development needs of an urban area such as affordable
planning prior to implementation, and if well designed and housing and amenities.
implemented, they enable cities to achieve development
Successful urban infill projects respond to the needs of
goals.
the surrounding neighborhood and its residents. An empty
Although the various modes of interventions aims to plot does not necessarily need to be filled with buildings;
make use of available resources as efficiently as possible parks, squares, playgrounds and sport fields may be
and to meet pressing needs, at the same time it is useful developed instead. Urban infill enables a city to cut spending
to consider keeping some land reserves for future and in infrastructure by capitalizing on underutilized existing
strategic purposes, such as for mobility, amenities and infrastructure and service networks.
transport related functions. Furthermore, renewal and infill
interventions of especially larger areas, need to be planned

30 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Leaders are instrumental in helping planners negotiate with

Box 2 .4
stakeholders, and in designing appropriate incentives for
private sector investments in urban infill developments.
DENSIFICATION APPROACH
After many years of development, sections of a city may
still have capacity to accommodate higher densities. By
harnessing this capacity, a city prevents sprawl on the
peripheries. In the case of well-connected eIf stakeholder
engagement is inadequate or political engagement is week,
strategic interventions become ineffective, higher density
developments bring jobs closer to residents, reducing travel
times. Higher residential densities can reduce the per capita
cost of infrastructure such as roads and sewage.
In general, higher residential densities foster compact
cities, leading to more efficient land use. Higher density can
be achieved by redeveloping empty plots or building high
rise developments on sites which previously had low-rise
buildings.
If densification is not well-managed it can pose a burden on
the existing infrastructure. Overly dense and poorly designed
areas can become crowded and congested. When aiming
to increase the density of an area, careful attention must be
paid to the design, especially the quality and location of public
space; and the road width and capacity.
Leaders should engage stakeholders, and support the
creation of regulatory and financial incentives that will
facilitate the successful implementation of densification
strategies. For example, leaders can ensure policies are
approved which change zoning ordinances to allow increased
floor space and mixed-use developments in areas that used
to be single-use and low-rise.
2.4
Cape Town Densification Strategy
Cape Town is among the largest cities in South Africa. As the
city continues to grow, numerous challenges have coupled
the growth such as urban sprawl, reliance on the car, loss
of prime agricultural land on the edges of the city, increased
unit costs of providing infrastructure, and overall fragmented
and low-density form of developments. Having considered
this growth pattern as unsustainable, the City of Cape Town
formulated a densification policy. The specific objectives of
the policy are to:
• Ensure optimal and efficient use of infrastructure, services,
facilities and land;
• Support the development of a viable public transport
system and to improve levels of access to the city’s
resources and amenities;
• Protect, manage and enhance the natural and built
environment and significant cultural landscapes;
• Provide a framework and guidelines for the assessment of
development proposals;
• Provide homeowners and property investors with a level of
certainty regarding areas that will be targeted for various
types of densification;
• Ensure that the scale and character (in terms of bulk,
height and architectural styling) of higher-density areas are
appropriate to the immediate context;
• Support the development of mixed land uses, providing for
vitality, opportunities and integrated living environments;
• Cater for the trend of decreasing household sizes; and
• Contribute to place-making and the development of
attractive and safe urban environments.
Graphic: Illustration of a densification scenario
BEFORE

BROWNFIELD DEVELOPMENT APPROACH

The Brownfield Development Approach3 involves regenerating
land previously used for industry or commerce to make
it productive once again. Brownfields have usually been
abandoned, idled or become underutilized due to their
underlying environmental conditions or due to the fact that
the industrial production has changed and modernized, or
AFTER
been relocated, opening up for a transformation to take place.
One of the main challenges in brownfield development is the
need to clean and reclaim contaminated and polluted land. Source: city of Cape Town (2012)
This can be costly, as large industrial lands are owned by
several partners and the rehabilitation process is regulated
by environmental standards. Former industrial lands are
often large, offering many possibilities for new large scale
developments. Abandoned industrial sites, railway yards and
decommissioned quarries are examples of brownfields in
Kenya.
Source: city of Cape Town (2012)
33 http://www.rudi.net/node/17127
http://www.rudi.net/node/17127
http://www.sustainablecitiesinstitute.org/topics/land-use-and-planning/urban-in-
http://www.sustainablecitiesinstitute.org/topics/land-use-and-planning/urban-in-
fill-and-brownfields-redevelopment

SECTION 2: INSTITUTIONS AND PLANNING CONTEXT 31

 PART I:I: IMPORTANCE
PART IMPORTANCE OF
OF PLANNING
PLANNING AND
AND UNDERSTANDING
UNDERSTANDING A
A PLANNING
PLANNING PROCESS
PROCESS

Leaders play
Leaders play aa critical
critical role
role in
in the
the process:
process: negotiating
negotiating withwith rehabilitation or
rehabilitation or infrastructure
infrastructure needs
needs toto be
be renewed
renewed or or even
even
property owners;
property owners; communicating
communicating with with investors;
investors; and
and ensuring
ensuring introduced. Urban
introduced. Urban regeneration
regeneration interventions
interventions areare about
about more
more
appropriate policies,
appropriate policies, incentives,
incentives, and
and public
public investments
investments than physical
than physical improvement
improvement to to buildings
buildings and
and infrastructure,
infrastructure,
are tailored
are tailored for
for brownfield
brownfield development.
development. Land
Land reclamation
reclamation as degraded
as degraded neighborhoods
neighborhoods often often have
have social
social and
and economic
economic
requires additional
requires additional expenditure.
expenditure. Therefore
Therefore it
it is
is important
important challenges. Urban
challenges. Urban renewal
renewal can
can take
take the
the form
form ofof an
an area-based
area-based
to offer
to offer developers
developers financial
financial incentives,
incentives, and
and regulatory
regulatory strategy (e.g.
strategy (e.g. regeneration
regeneration of of aa neighborhood,
neighborhood, upgrading
upgrading
frameworks that
frameworks that facilitate
facilitate redevelopment
redevelopment while
while still
still offering
offering public spaces),
public spaces), or or individual
individual strategic
strategic interventions
interventions (e.g.
(e.g.
value for
value for money.
money. transforming aa street
transforming street into
into aa pedestrian
pedestrian zone,
zone, upgrading
upgrading aa
park).
park).
URBAN RENEWAL
URBAN RENEWAL AND
AND INFORMAL
INFORMAL SETTLEMENTS
SETTLEMENTS
Informal settlements
Informal settlements areare particularly
particularly critical
critical areas
areas of
of
UPGRADING APPROACH
UPGRADING APPROACH intervention in most of Kenya’s urban areas.
intervention in most of Kenya’s urban areas. InformalInformal
Leaders may
Leaders may notice
notice sections
sections of
of the
the city
city or
or town
town that
that settlements have
have emerged
emerged through
through different
different spatial
spatial factors
factors
settlements
have been previously planned but degenerated over
have been previously planned but degenerated over time. time. such as illegal land occupations and squatting, unplanned
such as illegal land occupations and squatting, unplanned
Other areas may be informal settlements and slums,
Other areas may be informal settlements and slums, or or urban expansion,
expansion, oror planned
planned housing
housing schemes
schemes thatthat later
later
urban
private housing developments in poorly planned and
private housing developments in poorly planned and under- under- degenerated through informal house extensions and infill
degenerated through informal house extensions and infill
serviced areas.
serviced areas. In
In such
such cases,
cases, urban
urban renewal
renewal interventions
interventions developments, and poor service delivery. Other factors are
developments, and poor service delivery. Other factors are
are required. Regeneration and strategic interventions
are required. Regeneration and strategic interventions for for socio-political, and socio-economic.
socio-political, and socio-economic.
degenerated areas can help leaders address development
degenerated areas can help leaders address development
challenges in
challenges in old
old neighborhoods
neighborhoods where
where buildings
buildings require
require

Figure 2.9
Street Pattern in Planned and Unplanned Areas, Kisumu, Kenya
Street layer - Contrast of Planned versus Unplanned (Kisumu)
Figure 2.10
Figure 2 .10 Street layer
Street layer -- Contrast
Contrast of
of Planned
Planned versus
versus Unplanned
Unplanned (Kisumu)
(Kisumu)

Lake
Victoria

Planned Area

Informal
Settlements

Street

Source Image:
Source Image: Kisumu,
Kisumu, Digital
Digital Globe,
Globe, Google
Google Earth
Earth
Illustration: UN-Habitat, Jia Cong Ang
Illustration: UN-Habitat, Jia Cong Ang Earth
Source
Source Image:
Image: Kisumu,
Kisumu, Digital Globe, Digital
Google Globe, Google Earth
Illustration: UN-Habitat, Jia Cong Ang
Illustration: UN-Habitat, Jia Cong Ang

32
32 URBAN PLANNING
URBAN PLANNING FOR
FOR CITY
CITY LEADERS A HANDBOOK
LEADERS A HANDBOOK FOR
FOR KENYA
KENYA
 PART
PART I:
I: IMPORTANCE
IMPORTANCE OF
OF PLANNING
PLANNING AND
AND UNDERSTANDING
UNDERSTANDING A
A PLANNING
PLANNING PROCESS
PROCESS

Figure
Figure 2 .11
2.11
2 .11 Conceptual
Conceptual approach
approach to
to planning
planning for existing
for Conceptual built-up
existing approach
Conceptual built-upto
approach
areas
toareas
planning
planning for
for existing
existing built-up
built-up areas
areas

Informal
Informal
Settlements
Settlements
(Upgrading/ Potential
Potential for
for
(Upgrading/
Redevelopment) Extension
Extension
Redevelopment)

Former
Former Industrial
Industrial Urban
Urban
Activities
Activities Densification
Densification
(Brownfield
(Brownfield
Development)
Development)

Urban
Urban Infill
Infill
Informal
Informal
Settlements
Settlements

Peri-Urban
Peri-Urban
Areas
Areas
(Plan
(Plan for
for
Urban-Rural
Urban-Rural
Interface)
Interface)
Farming
Farming

River
River Key
Key
Existing
Existing Building
Building
New
New Building
Building
Source:
Source: UN-Habitat/BarakaMwau/Jiacong
UN-Habitat/BarakaMwau/Jiacong Ang
Ang

A
A concept
concept plan
plan for
for regeneration
regeneration of
of aa section
section of
of Kitui
Kitui Town © Team
Town © Team members:
members: Sun
Sun Quan,
Quan, Chen
Chen Kai,
Kai, Wang
Wang Yi,
Yi, Muli
Muli Kimeu
Kimeu and
and Emmanuel
Emmanuel LitunyaMuhammad
LitunyaMuhammad Hasif
Hasif Bin
Bin Ahmad,
Ahmad,
Reiner
Reiner Khamala,
Khamala, Felix Archarachieved Source:
Felix Archarachieved Source: UN-Habitat/Student
UN-Habitat/Student Design
Design Competition
Competition for
for Kenyan
Kenyan Towns
Towns
SECTION 2: INSTITUTIONS
SECTION 2: INSTITUTIONS AND
AND PLANNING
PLANNING CONTEXT
CONTEXT 33
33
 2.12
Figure 2 .12 An Illustration of Typical Planning Issues Related to Existing Developments

34
Sections with Undeveloped Parcel[s]
Section with Planned Layout Due to ad-hoc and uncoordinated nature of urban development in many cities and
The area depicts a reasonably good street layout .
layout. But often, such areas could be lacking towns in Kenya, there exists land that is yet to be developed .
developed. Such lands can exist
proper infrastructure and services .
services. Additionally, the area could be possessing high potential areas. These areas require planning to
on the edges or engulfed within the built-up areas .
for densification .
densification. In this case, detailed planning is required to provide a framework for strategic guide their strategic development with considerations to approaches such as in-fill
areas.
improvement of the area and its integration with the adjacent areas . extensions.
developments, and planned urban extensions .

URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Source Image: Section of Mombasa, Section Lacking a Planned Street Layout

Digital Globe, Google Earth.
Source: UN-Habitat/BarakaMwau/Jiacong Ang
Section with an Indicative Planned Layout
Usually, such areas are characterised by spontaneous or informal
In some cases, a mix of formal and informal processes produces a form of
developments .
developments. They require planning to create a guiding framework
for creating a proper street layout, public open spaces, and development that depicts some planning interventions. Such areas offer chances
for improvement through integrated planning, with focus on improving the existing
infrastructure and building improvements, and other aspects of
development. patterns.
spatial development .
 PART
PART I:I: IMPORTANCE
IMPORTANCE OF
OF PLANNING
PLANNING AND
AND UNDERSTANDING
UNDERSTANDING AA PLANNING
PLANNING PROCESS
PROCESS

Likoni
Likoni informal
informal settlements,
settlements, Mombasa
Mombasa ©
© Digital
Digital Globe/
Globe/ Google
Google Earth
Earth
PLANNING
PLANNING INTERVENTIONS
INTERVENTIONS FOR
FOR INFORMAL
INFORMAL SETTLEMENTS
SETTLEMENTS

Engaging
Engaging with
with informal
informal settlements
settlements should
should be
be aa key
key priority
priority Coordinating
Coordinating land
land release
release for
for housing
housing programmes,
programmes, and
and
for
for leaders
leaders and
and planners
planners in
in Kenya.
Kenya. In
In most
most urban
urban centres
centres informal
informal settlement
settlement transformation
transformation through
through housing
housing and
and
in
in the
the country,
country, the
the largest
largest share
share of
of the
the population
population lives
lives in
in infrastructure,
infrastructure, can
can make
make space
space for
for lower
lower income
income groups
groups in
in
informal
informal settlements.
settlements. These
These settlements
settlements offer
offer aa variety
variety of
of towns
towns and
and cities.
cities.
functions,
functions, including
including housing,
housing, basic
basic services,
services, social
social services
services
and
and amenities,
amenities, and
and employment.
employment. There
There is
is no
no ‘one-size
‘one-size fits
fits all’
all’ approach
approach for
for planning
planning and
and
upgrading
upgrading informal
informal settlements.
settlements. EachEach case
case must
must be
be analyzed
analyzed
Make
Make Informal
Informal Settlements
Settlements Part
Part of
of the
the City
City independently,
independently, even
even within
within thethe same
same city
city or
or town.
town. However,
However,
ItIt is
is important
important for
for leaders
leaders to
to promote
promote interventions
interventions which
which there
there are
are common
common underlying
underlying factors
factors which
which aa plan
plan at
at city-
city-
harness
harness positive
positive urban
urban qualities
qualities in
in these
these areas,
areas, such
such as
as wide
wide scale
scale should
should consider
consider in in developing
developing strategies
strategies for
for
mixed-use,
mixed-use, while while atat the
the same
same time
time integrating
integrating the
the areas
areas in
in informal
informal settlements.
settlements.
formal
formal planning
planning and
and urban
urban management
management systems.
systems.
Understand
Understand the
the Underlying
Underlying Conditions
Conditions and
and Leverage
Leverage Opportunities
Opportunities
Planning
Planning practices
practices that
that ignore
ignore oror is
is not
not responsive
responsive toto urban
urban Land
Land tenure:
tenure: Structures
Structures could
could have
have been
been built
built on
on land
land with
with
informality
informality needs
needs to
to be
be revised.
revised. The
The Kenya
Kenya Constitution
Constitution ofof disputed,
disputed, unconfirmed
unconfirmed ownership
ownership status,
status, or
or where
where there
there is
is aa
2010
2010 (Article
(Article 43
43 (1)
(1) grants
grants every
every citizen
citizen rights
rights to
to Economic
Economic lack
lack of
of clarity
clarity on
on tenure.
tenure. Therefore,
Therefore, there
there is
is aa need
need toto identify
identify
and
and Social
Social rights,
rights, which
which includes
includes adequate
adequate housing,
housing, and
and and
and resolve
resolve land
land tenure
tenure problems
problems to
to unlock
unlock land
land for
for long-term
long-term
adequate
adequate water
water and
and sanitation.
sanitation. This
This compels
compels leaders
leaders to
to adopt
adopt infrastructure
infrastructure and
and housing
housing investments.
investments.
integrative
integrative interventions
interventions in in slums
slums andand informal
informal settlements.
settlements.
Population
Population and
and Demography:
Demography: Reliable
Reliable population
population andand
Unrealistic
Unrealistic urban
urban plans
plans and
and regulations
regulations lead
lead to
to informality.
informality. demographic
demographic data
data does
does not
not exist
exist for
for many
many informal
informal
Many
Many informal
informal settlements
settlements in in Kenya’s
Kenya’s towns
towns and
and cities
cities have
have settlements.
settlements. Ensure
Ensure that
that your
your city
city has
has up-to-date
up-to-date data
data on
on
emerged
emerged to to fill
fill the
the gap
gap of
of access
access to
to affordable
affordable housing,
housing, informal
informal settlements,
settlements, asas well
well as
as the
the city
city at
at large
large to
to address
address
which
which formal
formal planning
planning andand housing
housing markets
markets failed
failed to
to address.
address. issues
issues holistically.
holistically.
Informal
Informal settlements
settlements should
should recognized
recognized and
and planned
planned as as equal
equal
and
and productive
productive parts
parts of
of the
the city.
city.

SECTION 2: INSTITUTIONS
SECTION 2: INSTITUTIONS AND
AND PLANNING
PLANNING CONTEXT
CONTEXT 35
35
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Figure 2.13 City-wide map-informal settlements

Informal Settlements Mapping in Nairobi, Kenya © UN-Habitat Urban Planing and Design LAB

Housing Arrangements: In Kenya many residents in informal
settlements are tenants, living in high-density, crowded living
conditions and constrained access to basic services. At times,
informal settlements are located on land vulnerable to hazards
and disasters. It is important to engage both tenants and
structure owners in upgrading interventions.
Social Economic Conditions: Informal economic activities are
often the main source of livelihoods, and socio-economic links
are tightly connected to the local area itself and the rest of
the city or town.
Develop inclusive policies and plans, and promote public
investments programs that enhance spatial and economic
integration of the informal economy. These could take the
form of market upgrades, or construction of new markets and
industrial facilities (‘jua kali centers’).
Infrastructure and Service Delivery Systems: The failure
of public agencies to meet demand for infrastructure and
services has resulted in privatization of service delivery
systems, which are often informal, such as water, sanitation,
health care and education. Good planning should deliver
affordable and adequate services, necessitating linkages
between formal and informal service delivery systems.
Plan at a City-wide Scale
Leaders should focus on city-wide interventions as an
opportunity to strategically address informal settlements in
a coordinated and integrated manner. Looking at individual
settlements only, without considering the larger, city-wide
scale, often leads to isolated successes. Any interventions
will thus be at a smaller scale, and may not lead to lasting
change. The first step in city-wide planning is profiling all
settlements in a city. This ensures planned interventions are
based on confirmed demographics, physical conditions and
socio-economic levels. Settlement-specific challenges and
opportunities can then be considered while rolling-out city-
wide interventions.

36 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
City-wide intervention for informal settlements must be
integrated in the city’s formal urban development strategy,
including the spatial development framework and its
associated implementation programs. Leaders should
consider general spatial policy approaches in their cities, such
as on-site upgrading, redevelopment of informal settlement
areas, relocation and resettlement.
On-Site Upgrading: This approach improves living conditions
in an existing settlement without displacing the residents,
by securing access to land and tenure security; incremental
improvement of housing; infrastructure interventions and
basic services; and socio-economic investments. One-off
investments are often costly, but this approach helps leaders
and planners to make incremental impacts in informal
settlements.
Redevelopment: This approach involves the comprehensive
transformation of informal settlements by developing plans
and designs which reconfigure housing, infrastructure
Street
FigurePatterns
2 .14
2.14 in Informal
Street Settlements,
Patterns Nairobi,
in Informal Kenya Nairobi, Kenya
Settlements,
Chokaa, Nairobi
Mukuru, Nairobi
and land-use; and ensure secure tenure. Key aims include
increasing density, mixed-use developments, housing mix
and ownership mix; as well as improved infrastructure and
amenities. Several techniques are employed to secure
land to for redevelopment, such as re-blocking and land
readjustments. Redevelopment programs attract private
sector investments to informal settlement programs, through
joint ventures, land sharing and other incentives.
Relocation and Resettlement: Circumstances may compel
a city to relocate residents living in informal settlements. A
settlement could be located on an ecologically sensitive area
that requires rehabilitation, an area prone to natural disasters,
or be adjacent to areas with high-risk activities, such as gas
depots. Relocating or resettling residents of these areas
disrupts socio-economic dynamics, livelihoods and everyday
life. Therefore, this approach should be the last resort-after a
careful evaluation of other possible interventions.
Informal Settlements with a defined
street pattern offer cities a better starting
point for incremental upgrading. Where
reasonable space is allocated to streets,
costs of installing utilities such as water
and sewer are reduced. It is also easier
to scale-up levels of accessibility where
street space is more.
SECTION 2: INSTITUTIONS AND PLANNING CONTEXT 37
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
Kibra,Soweto East Redevelopment. © Greg Scruggs
Leaders should only consider this approach when there is no
alternative, as poor execution of relocation and resettlement
can result in violation of human rights. Measures should be
taken to ensure relocation is justified, also communicated and
agreed upon among involved parties. An assessment must
be made on whether residents can be moved outside the
settlement to a new location, or will be resettled elsewhere
in the same settlement. If only part of a settlement is not
affected and there is a suitable site in another area of the
existing settlement, densification and redevelopment can be
undertaken. Suitable locations for resettlement sites should
be determined through the planning process. Relocated
residents must have easy access to employment areas,
amenities and services, and negative social impacts of
relocation must be mitigated.
Prevent Formation of New Informal Settlements
It is equally important to prevent the emergence of new
informal settlements. Effective urban planning helps leaders
to address the root causes of informal settlements. Planning
and design regulations, spatial planning and infrastructure
delivery influence how, where, type and quality of housing
delivered. There are many strategies leaders can use to aid in
this process:
• Make affordable, serviced land available – Increased
supply of serviced land significantly reduces housing
prices. Partner with private developers to reduce land
and housing costs.
• Ensure areas with employment opportunities are
accessible – Invest in a reliable public transport system,
promote mixed-use developments to increase local
opportunities, and enact labor laws which promote the
38 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
welfare of workers. It should be noted that a significant
share of the labor force in informal settlements is
formally employed, but is not paid enough to afford
prevailing formal housing markets.
• Invest in affordable housing technologies – Review
building codes to integrate new low-cost technologies.
Support uptake of these technologies through
incentives, and apply them in government-led housing
developments.
• Review planning and construction regulations to enable
delivery of good quality, affordable housing – This will
attract private developers who will deliver better quality
housing either for rent or purchase.
• Promote local economic development including
integration of the informal sector – a significant share of
informal settlements’ households derives income from
the informal economy. Implementing programs that
enhance productivity of the informal sector increases
income levels. Overall, leaders need to work with
stakeholders at the city-wide level to spur economic
development, with a focus on increasing access to job
opportunities for people in informal settlements and
decent wages.
• Engage stakeholders to transform land markets –
dysfunctional land markets distort housing prices and
hinder good urban planning. For instance, informal
land subdivisions often result in developments with
poor spatial layouts and informal developments where
development is uncontrolled.
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Box 2.4 Medinat Errahma, Casablanca City Without Slums Programme

Since the early 20th Century, Moroccan cities, especially Casablanca, experienced years of rapid urban growth because of massive rural-
urban migration. Industrialization and modernization were accompanied by housing backlogs which led to the emergence of “bidonvilles”
(slums) in many urban areas. After decades of unresponsive interventions, Morocco launched the “Cities without Slums” program in
2004 (Villes sans Bidonvilles, VsB). This became a national priority, aimed at alleviating urban poverty and preventing urban exclusion.
The program was based on city-wide initiatives; shared responsibilities between the public and private sector; and, social housing
intensification towards slum prevention.

Casablanca’s Medinat Errahma neighbourhood, located 4 kilometres from the city’s border, is one of the most successful case studies from
the “Villes sans bidonvilles” program. The project was developed on the site of an existing slum. Two sectors of housing estates were
constructed, with 3,000 and 3,500 new dwellings respectively. Each building has 3-4 storeys, with commercial spaces on the ground floor.
The project area covers 62 hectares. The project was co-financed by the state, slum dwellers and private investors. The state provided
slum-dwellers with loans undertook technical assessments and sold some areas of land. Slum-dwellers purchased land and met auto-
construction costs. Private investors engaged contractors and invested in commercial spaces.

Figure 2.14 Medinat Errahma neighborhood, Casablanca

BEFORE

Informal Settlements (Bidonvilleis)

AFTER (2016)

Source: ETH Studio Basel

Madinat Errahna was transformed through the ‘Villes Sans Bidonville’ a National Program for
Informal settlements

Source Image: Digital Global/Google Earth

SECTION 2: INSTITUTIONS AND PLANNING CONTEXT 39

 - Annual Review

Monitoring and
Evaluation
PART
PART I:I: IMPORTANCE
IMPORTANCE OF
OF PLANNING
PLANNING AND
AND UNDERSTANDING
UNDERSTANDING A
A PLANNING
PLANNING PROCESS
PROCESS
Implementation of IUDP

Figure City-Wide Approach to Addressing Informal Settlements

Figure 2.15
2 .15 A
A framework
framework for
for Citywide
Citywide Strategy
Strategy for
for Informal
Informal settlement
settlement

City-wide Development Plan,

Special Planning to Address
Informal Settlements

Local Level
informal settlements
◆ GIS Enabled GIS Enabled
District Level
◆ By Aggregate Data Database
◆ Spatial and Non-Spatial Data
City Level

Link strategies with

city-wide development Develop Policies on Informal Settlements
framework - Existing settlements
- Prevention of formulation of new informal settlements

Social and
Economic Identify appropriate
Develop a strategy to
Development strategies and
prevent formation of
Programs implementation for
new informal Urban Planning
existing informal
settlements
settlements

On-site/ In-Situ Other

One - off redevelopment Relocation &
Incremental Re-blocking Approaches and
(Phased) Resettlement
Improvement Strategies

City-wide Informal Settlement Program/ Project

◆ Link with City Department Plan and Budgets
◆ Development Partnerships

Implementation, Monitoring and Evaluation Review of Strategies and Plans

Source: UN-Habitat/BarakaMwau/Jiacong Ang

Source: UN-Habitat/BarakaMwau/Jiacong Ang

An Urban Plan Formulation Process

[Preparedness for Implementation] Institutional Development [Preparedness for Implementation]

Institutional Reforms and preparedness for Implementation

INCEPTION PLAN DEVELOPMENT PLAN APPROVAL AND ADOPTION IMPLEMENTATION PROCESS

[Preparing to commence Planning Process]

Priority Areas, Local Spatial Plans,

■ Review Previous Plans and Identify
Factors Influencing their Implementation
■ Determine planning boundary
■ Timeframe of plan
■ Develop a Budget
■ Set up a Planning Team [Integrated]
■ Commencement
■ Set goals of objectives of the process
■ Identify constraints to effective
implementation - commence a
reform process
■ Access existing conditions
■ Visioning and concept development
■ Drafting of spatial proposals
■ Infrastructure proposals
■ Costing and planning options
■ Assessment of policy
and legal implications
■ Public Hearing & Ammendments Actions Plans
[If Necessary]
■ Plan Approval Integrated Infrastructure Plans
■ Announcement and Communication
Integrated Zoning Scheme
Policies & Regulations
Development management -
Building Regulations, Planning &
Construction permits, Enforcement e.t.c.
■ Growth Management Strategy
■ Sustainability Policies

■ Identify & mobilise stakeholders Institutional Development

■ Partnerships
■ Institutional Reforms and
Implementation Framework:
Promoting good governance
■ Policies & legislation proposals
Slums in Nairobi, Kenya. © Cities Alliance ■ Guidelines (Institutional, Planning
Slums in Nairobi, Kenya. © Cities Alliance Financial Plan and Financing Strategy
and Design, Infrastructure,
Land Management, etc.)
■ Capital Investment Framework

40 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

40 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA Link with municipal revenue & expenditure
Complete Draft Plan Final Plan Formulate Integrated Urban Development Plan
(In Kenya this operationalises municipal budgets)
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
PLANNING FOR NEW DEVELOPMENT AREAS
Rapid urbanization in Kenya demands proactive and
appropriate spatial strategies. Interventions are needed for
both existing built-up areas and new development areas.
Leaders and planners must be strategic in anticipating future
growth, to avoid past mistakes and harness opportunities
arising from urbanization. Small to medium sized towns
and secondary cities continue to experience high population
growth, with annual growth rates of up to 4 percent.4 As a
result, their spatial coverage is increasing without adequate
expansion strategies.
There are two approaches to anticipate urban growth:
1. Planned Urban Extensions, and 2. Planned New Town
Developments (or settlements). Each of these approaches
should be used where appropriate.
PLANNED URBAN EXTENSIONS
Planned urban extensions are for purposes of opening-
up new development areas that are spatially linked to the
existing city or town. Extensions must be inter-woven with
the existing urban fabric, to facilitate good access to existing
infrastructure, reduce risks of fragmentation, and strengthen
the functional synergy between old and new areas.
However, there is often insufficient appropriate vacant land
in appropriate locations. Therefore, urban extensions often
require land-use change and readjustments in existing layouts
that are mainly an outcome of unplanned developments.
These can be approved as numerous segments, depending
on the context. If market conditions and the institutional
environment are favorable, it is possible to identify sufficient
land in a single locality.
Planned urban extension is a tool which enables leaders
to better manage growing cities and towns. The current
relatively low urbanization levels in Kenya is an opportunity to
leapfrog to more sustainable urban development approaches,
as growing urban areas prepare to meet demands of current
and future populations.
In the past, Kenya used planned urban extensions to increase
housing supply. In the 1970s, the Kenyan government
designed schemes to provide serviced plots to targeted
beneficiaries, mainly low-income residents, in response to the
growing housing challenge. These included the Umoja and
Dandora neighborhoods in Nairobi, and Makongeni in Thika.
Then, Makongeni was conceptualized to accommodate 60 per
cent of Thika’s projected growth, while Dandora was designed
to cater to 5 per cent of Nairobi’s growth. The government
implemented the schemes with support from external
funders. For example, the World Bank supported the Dandora
4 State of African Cities 2014 (UN-Habitat, 2014)
scheme. Although the projects were not entirely successful
as conceptualized, they marked an important step for Kenya’s
planning system: concerted efforts towards planning and
infrastructure investments opened-up new areas for urban
development during this period5.
Successful urban extensions create sustainable urban
forms. This entails the provision of robust urban functions,
infrastructure and amenities that are well-located and
delivered, including integration of technologies, and where
new developments are integrated with the existing urban
fabric and are built at an appropriate density.
Urban extensions offer cities an opportunity to ensure urban
growth is well-planned, environmentally sustainable, captures
land value and provides affordable housing. Developing on a
large scale is often complex. Cities must assemble strong,
multi-sectoral teams to plan and manage developments.
Good project management is essential: housing, building and
economic development programmes should be coordinated
with provision of physical and social infrastructure.
Furthermore, strong leadership is required to negotiate with
land owners in the planned extension areas, and to engage
the private sector and local communities.
City-wide spatial development frameworks plans can
identify suitable locations for urban extensions. Thereafter,
detailed plans with a clear rationale are required, outlining
extension locations. These should be complemented by an
implementation framework including phasing, urban design,
development control provisions, land administration and
management, infrastructure plans and financing plans.
PLANNING FOR NEW TOWN DEVELOPMENTS
New town developments are deliberately planned to
accommodate growing populations in a new location. They
offer an opportunity to plan and design a suitable urban
form, provide a mix of housing option including affordable
housing, and implement suitable urban form, provide low-
cost dwellings and implement technologies that promote
sustainability. A plan for new town developments also entails
land value capture mechanisms, which identify beneficiaries
of the increased values, and delivery mechanisms; public,
semi-public corporations or private developers.
New developments located far from existing urban centres
can become inconvenient for new residents, generate traffic
and often require significant investment in infrastructure
and services. There is also a risk of promoting inequality and
creating socio-economic enclaves that undermine equitable
5 UN-Habitat. (2006). Case study of sites and services schemes in Kenya: Lessons from
Dandora and Thika. UN-Habitat: Nairobi.
SECTION 2: INSTITUTIONS AND PLANNING CONTEXT 41
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
urban development. New towns should therefore only be
considered if other options are exhausted, and should be
designed to be self-sufficient and sustainable, but also linked
to the existing network of cities and towns and considered
when access to public transport systems is guaranteed.
Additionally, the proposal must provide feasible financing
mechanisms that can sustain the implementation of the
project without diverting critical public investments from pre-
existing priorities.
Leaders should consider the following elements when
developing new towns and city extensions in Kenya:
Choose the right location – In developing new settlement
areas, it is best to opt for sites close to existing cities (city
extension). Most cities have land that no longer serves its
original purpose which can be re-developed. This strategy
both protect arable land, decreases the cost of providing
public transport and other services, and reduces commuting
times.
Aim for High-Density settlements – This reduces the
construction cost of social and physical infrastructure such as
roads, electricity, telephone, water and sewerage systems.
High-density developments also lower the per-capita cost
for services, increasing their affordability. It also contributes
to sustainable urban development, through public transport
systems, green open areas and solid waste management.
UN-Habitat recommends a minimum population of 15,000
people per km2 (150 people per hectare or 61 people per
acre).
Figure 2.16 Concept plan for Ningo-Prampram, Accra, Ghana
Source: UN-Habitat/Lab
42 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
Improve connectivity – Urban areas should be connected
to neighboring settlements and surrounding regions. Many
Kenyan cities are poorly connected both internally and to their
surroundings, resulting in congestion, poor access to jobs
and economic activities and other issues. Good connectivity
between new and existing urban areas benefits both, and
fosters innovation in business, government and education.
Improved physical, social and virtual connectivity within
and between urban areas can be achieved by investing in
efficient street networks, public transport and ICT systems.
UN-Habitat recommends a minimum of 100 intersections per
km2, with 30-35% space allocated to streets.
Invest and reserve areas for green and open spaces –
Streets are public spaces which are often places for income
generation. Good-quality public spaces such as squares,
streets, markets, and green areas have proven value-addition
for surrounding properties. Furthermore, active streets and
ground floors also increase public safety, security and quality
of life of residents.
Strive for mixed use and socially-mixed
developments – Develop and implement policies and
regulations which encourage social integration and mixed land
use. These should offer an attractive and affordable spectrum
of services, as well as housing and working opportunities for
diverse demographics. Aim for mixed-use blocks and plots
which promote easy access to a variety of services such as
commercial facilities, recreational areas and other amenities.
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
3D illustration of the Konza Technopolis City, A new city under construction in Kenya © Konza Technopolis Development Authority (KoTDA)
UN-Habitat recommends that in every neighborhood at least
40 percent of floor space be allocated for economic use, and
single-function blocks should cover less than 10 per cent of
the land area in every neighborhood.
Ensure developments are inclusive – Well-designed
participatory processes empower marginalized groups to
voice their concerns, increasing the impact and reach of
resulting plans. Participation should not be limited to the
influential, but cover a wide range of stakeholders including
the most vulnerable, including women, children, youth,
persons with disabilities, the elderly, the poor, the landless,
rural-urban migrants and indigenous communities.
Socially inclusive development should also include the
informal sector. Informal settlements house a significant
proportion of Kenya’s urban population, but are often
considered a liability. This population includes a large labor
force. This, and the lively economy in these areas, should
therefore be seen as an asset. New development areas (e.g.
new towns and planned city extensions) that include the
informal sector can reap important benefits in terms of social
cohesion, service delivery and employment opportunities.
Plan for climate change – Many urban areas are ill-equipped
to deal with extreme weather events resulting from
climate change. In many Kenyan urban areas, flood-water
management is insufficient. In developing new areas,
ecosystem services and ecological dynamics must be
integrated at different scales. This can assist in reducing
heat-island effect, protect local biodiversity and support
the creation of multifunctional public green spaces such as
wetlands for rainwater retention.
Consider Financing Implications – Implementing new town
development plans requires substantial financial investments
in infrastructure and basic services provision, land acquisition
(if necessary), housing and amenities, and other vital assets.
It is critical for decision makers to undertake cost-benefit
analyses of investment choices, identify sources and
options for financing developments, and ensure long-term
implications of these developments are well-understood. In
some cases, authorities have diverted public funds to building
new towns without adequate financial and cost-benefit
analysis. This has caused financial problems, and resulted in
developments that increase rather than solve urban problems.
Establish Project Management Capacity – Developments
of this scale require adequate capacity and efficient project
management. Ensure that there is sufficient capacity to
deliver the plan on time, within budget and to a high quality.
Consider Urban Governance Implications – It is important to
understand the implications of new development areas on
urban governance structures. Creation of ‘special-purpose
vehicles’ are often preferred to guide such developments.
However, such entities need to be designed in a manner that
they collaborate with local authority and other government
agencies, and engage citizens and stakeholders.
Stakeholder participation is another important aspect
of urban governance to consider when planning for
new developments. Gathering opinions from a range of
stakeholders creates a level playing field for discussion and
negotiation, and ensures plans are developed to match actual
demand. There are many forms of participation, beyond
workshops and plenary meetings. For example, partnerships
with investors and community organizations increase the
chance of success as both parties have a vested interest in
the success of the plan. Strategic stakeholders who should
be involved at an early stage include: investors, future
communities, indigenous communities’ institutions, and utility
providers.
SECTION 2: INSTITUTIONS AND PLANNING CONTEXT 43
 PART
PART I:I: IMPORTANCE
IMPORTANCE OF
OF PLANNING
PLANNING AND
AND UNDERSTANDING
UNDERSTANDING AA PLANNING
PLANNING PROCESS
PROCESS

Box
Box 2 .5
2.5 Planned
Planned City
City Extension
Extension in
in Ouagadougou,
Ouagadougou, Burkina
Burkina Faso
Faso

Tampouy Area
N3 Road

N22 Road

N4
Road

City Centre

N1 Road

N6 Road N5 Road

Informal Settlements
A Setup of the Extension Area City Extension Boundaries
Source: Digital Globe, Google Earth

Planned City Extension in Ouagadougou, Burkina Faso

In 1441, Ouagadougou was the capital of the Mossi Empire, and currently the 1983
capital city of Burkina Faso. By 1980s, many informal settlements had been
established around the city center. When Thomas Sankara took power in
1983, a reform process resulted in among others, the nationalization of land.
In 1984, the Reforme Agraire et Foncie’re (RAF) was established.
During 1984 -1990, the Lotissements Massifs operation of massive
reparcellation of informal areas around the city centre was undertaken. 1987
This programme entailed planning, with a layout formulated to guide the
extension, provision of lots, common infrastructure developed [in the initial
stages], and followed by building construction. In the process, people
received the right to obtain a lot (plot) to construct including previously
disenfranchised households, which allowed them to own a house but not the
land on which it is built.
Upon obtaining a lot, a person got permission to start construction no later 1993
than a year after they receive the land. Although infrastructure remains
underdeveloped in the extension area, the preservation of the layout offers
the municipality an opportunity to incrementally improve services, with
lesser costs compared to a scenario where space for streets has to be
acquired.
“Lottisement Massifs”
Informal Settlements
Source: UN-Habitat (2015)

44 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

44 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Image of the capital city of Ouagadougou. © Francis Kéré

Image of Ouagadougou. © wikimedia.org

SECTION 2: INSTITUTIONS
SECTION 2: INSTITUTIONS AND
AND PLANNING
PLANNING CONTEXT
CONTEXT 45
 SECTION 3

PLAN PREPARATION

46 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

IMAGE: Kericho.
© Digital Globe/Google Earth

SECTION 3: PLAN PREPARATION 47

 PART I:I: IMPORTANCE
PART IMPORTANCE OF
OF PLANNING
PLANNING AND
AND UNDERSTANDING
UNDERSTANDING AA PLANNING
PLANNING PROCESS
PROCESS

This section
This section presents
presents aa simple,
simple, step-by-step
step-by-step overview
overview of
of 4. Decide
4. Decide on
on the
the type
type and
and time-frame
time-frame ofof the
the plan,
plan, and
and set
set aa
the urban planning process. It provides leaders with
the urban planning process. It provides leaders with a basic a basic preliminary vision and objectives
preliminary vision and objectives
understanding of
understanding of aa typical
typical planning
planning process
process which
which enables
enables 5. Develop
5. Develop aa budget
budget forfor the
the planning
planning process
process and
and allocate
allocate
to successfully facilitate and manage the formulation
to successfully facilitate and manage the formulation and and resources
resources
implementation of plans at the city and municipal
implementation of plans at the city and municipal scale in scale in 6. Request
6. Request start
start of
of planning
planning process
process and
and announce
announce thethe
Kenya.
Kenya. commencement
commencement
PhaseTwo:
Phase Two:Assessment
Assessment andand Plan
Plan Development
Development
TYPICAL PLANNING
TYPICAL PLANNING PROCESS
PROCESS 77.. Assess
Assess existing
existing conditions
conditions
The duration
duration of
of plan
plan formulation
formulation depends
depends on on the
the scale
scale andand 8. Determine
8. Determine vision
vision and
and draft
draft the
the spatial
spatial development
development
The
complexity ofof the
the plan,
plan, the
the capacity
capacity ofof the
the team,
team, and
and the
the framework
framework
complexity
effectiveness ofof the
the project
project management.
management. ItIt isis recommended
recommended 9. Assess
9. Assess costing
costing options
options
effectiveness
that the
that the duration
duration inin preparation
preparation of
of plans
plans isis reasonable
reasonable and and PhaseThree:
Phase Three:Approval
Approval and
andAdoption
Adoption
not unnecessarily
not unnecessarily prolonged.
prolonged.The
The key
key milestones
milestones of of aa typical
typical 10. Hold
10. Hold aa public
public hearing
hearing before
before draft
draft plan
plan approval
approval
planning process
planning process cancan be
be categories
categories into
into four
four main
main phases:
phases: 11. Plan
11. Plan approval
approval and
and adoption
adoption
12. Announcement
12. Announcement and and communication
communication of of the
the plan
plan
1.1. Inception;
Inception;
2.
2. Assessment and
Assessment and Plan
Plan Development;
Development; Phase Four:
Phase Four:Plan
Plan Implementation
Implementation
3.
3. Approval and
Approval andAdoption;
Adoption; and
and • Three-pronged approach
• Three-pronged approach
4.
4. Implementation.
Implementation. • Build partnerships
• Build partnerships
• Phase
• Phase Implementation
Implementation
Planning isis aa continuous,
Planning continuous, iterative
iterative process
process which
which involves
involves
• How to know ifif you
• How to know you are
are making
making impact
impact [Monitoring,
[Monitoring,
different activities
different activities running
running inin parallel.
parallel. Outcomes
Outcomes from from
Evaluation and Review of plans]
Evaluation and Review of plans]
the implementation
the implementation of of each
each plan
plan inform
inform the
the next
next plan,
plan,
necessitating new
necessitating new processes
processes which
which revisit
revisit core
core issues
issues and
and Leaders should
Leaders should be
be actively
actively engaged
engaged throughout
throughout the
the plan
plan
incorporate lessons
incorporate lessons learnt
learnt from
from preceding
preceding planning
planning activities.
activities. formulation and implementation:
formulation and implementation:
As aa priority,
As priority, leaders
leaders must
must strengthen
strengthen public
public planning
planning
authorities to
authorities to meet
meet current
current and
and emerging
emerging planning
planning needs.
needs. • Provide
• Provide leadership;
leadership;
• Clearly
• Clearly communicate
communicate thethe planning
planning process
process to
to the
the public
public
Phase One:
Phase One:Getting
Getting Started
Started and stakeholders;
and stakeholders;
1.1. Initiate
Initiate the
the planning
planning project
project • Facilitate
• Facilitate consultations
consultations and
and town
town hall
hall discussions;
discussions; and
and
2. Set-up
2. Set-up aa planning
planning team
team and
and schedule
schedule planning
planning activities
activities • Allocate
• Allocate adequate
adequate funds
funds to
to support
support planning
planning
3. Develop
3. Develop aa time
time schedule
schedule and
and demarcate
demarcate the
the planning
planning activities.
activities.
boundary
boundary

48
48 URBANPLANNING
URBAN PLANNINGFOR
FORCITY LEADERS AA HANDBOOK
CITYLEADERS HANDBOOK FOR
FOR KENYA
KENYA
 ◆ Link with City Department Plan and Budgets
◆ Development Partnerships

Implementation, Monitoring and Evaluation Review of Strategies and Plans

PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

An Urban Plan Formulation Process

Figure 3.1
3 .1 An Urban Plan Formulation Process
[Preparedness for Implementation] Institutional Development [Preparedness for Implementation]

Institutional Reforms and preparedness for Implementation

INCEPTION PLAN DEVELOPMENT PLAN APPROVAL AND ADOPTION IMPLEMENTATION PROCESS

[Preparing to commence Planning Process]

Priority Areas, Local Spatial Plans,

■ Review Previous Plans and Identify
Factors Influencing their Implementation
■ Determine planning boundary
■ Timeframe of plan
■ Develop a Budget
■ Set up a Planning Team [Integrated]
■ Commencement
■ Set goals of objectives of the process
■ Identify constraints to effective
implementation - commence a
reform process
■ Access existing conditions ■ Public Hearing & Ammendments Actions Plans
[If Necessary]
■ Plan Approval Integrated Infrastructure Plans
■ Visioning and concept development ■ Announcement and Communication
■ Drafting of spatial proposals
Integrated Zoning Scheme
■ Infrastructure proposals Policies & Regulations
■ Costing and planning options
Development management -
Building Regulations, Planning &
■ Assessment of policy Construction permits, Enforcement e.t.c.
and legal implications ■ Growth Management Strategy
■ Sustainability Policies

■ Identify & mobilise stakeholders Institutional Development

■ Partnerships
■ Institutional Reforms and
Implementation Framework:
Promoting good governance
■ Policies & legislation proposals
■ Guidelines (Institutional, Planning
and Design, Infrastructure, Financial Plan and Financing Strategy
Land Management, etc.)
■ Capital Investment Framework

Link with municipal revenue & expenditure

Complete Draft Plan Final Plan Formulate Integrated Urban Development Plan
(In Kenya this operationalises municipal budgets)

Town Hall Stakeholder

Exhibition
Inception Series of Participatory Actions Involve Engagement
Workshop [Workshops, Charities, Social Media stakeholders in
Public Interactions, TV & Radio Sessions, Exhibitions, monitoring/
Awareness Competitions, Posters, Brochures, Etc.] evaluation review

Monitoring and Evaluation, Plan Review

Source: UN-Habitat/BarakaMwau/Ivan Thung

PHASE ONE: GETTING STARTED The planning assessment should inform leaders on the
Before planning commences, leaders must ensure the following issues:
following: • What geographical area does the plan cover
URBAN GROWTH IN
• The planning process has been initiated in the responsible BORDER andAREAS
why is it needed?
agency and a budget has been allocated; • What are the key planning and development issues?
• A planning team, with a focal point, has been established • What experience and outcomes of previous planning
which has the required technical expertise; efforts can be applied to the current plan?
County • What financial and human resource capacity is
• The plan boundary and timeline have been determined
Border
and agreed upon by key stakeholders; and required to formulate and implement the plan?
• A public announcement about the plan has been made.
• What external factors (opportunities and risks) might
• Forest
The objectives of the plan, its goals and preliminary vision influence on the plan objectives and the process?
should be identified, discussed and agreed upon.
• Who are the key stakeholders needed for the successful
Rural
implementation Settlements
of the plan?
1.
1 . Initiate the planning project
This is a critical first step which will inform what direction
the planning process takes. The planning authority should
undertake a planning needs assessment at this stage.
Peri Urban
Urban Core
SECTION 3: PLAN PREPARATION 49

M
ain
 Economic Develop a strategy to
Development strategies and
prevent formation of
Programs implementation for
new informal Urban Planning
existing informal
settlements
settlements

On-site/ In-Situ
PART I: IMPORTANCE
One - off redevelopment RelocationOF
& PLANNING AND UNDERSTANDING
Incremental Re-blocking
Other
A PLANNING PROCESS
Approaches and
(Phased) Resettlement
Improvement Strategies

City-wide Informal Settlement Program/ Project

◆ Link with City Department Plan and Budgets
◆ Development Partnerships
After completing the assessment, make a public
Key questions to consider when demarcating a planning
announcement to begin
Implementation, Monitoring building
and Evaluation public
Review of Strategies awareness.
and Plans Box 3 .1
3.1
boundary
The announcement should be communicated across a
variety of media, in a manner that engages with diverse
• Will the Planning Boundary be used to define or review a
stakeholders. Leaders must An Urban Plan take
Formulation a Process
leading role in public
[Preparedness for Implementation] Institutional Development [Preparedness for Implementation]
municipal boundary?
engagement Institutional
throughReforms the and entire process.
preparedness for Implementation
The preparation of
a communication strategy for the entire process can provide • What is the population of the area?
INCEPTION
guidance on “when”
[Preparing to commence Planning Process]
PLAN DEVELOPMENT
, “what”, PLAN “how” , and “to whom”
APPROVAL AND ADOPTION
to
IMPLEMENTATION PROCESS
• What growth trends exist (analyzed over a certain
communicate
■ Review Previous Plans and Identify
and
■ Access existing engage.
conditions ■ Public Hearing & Ammendments
Priority Areas, Local Spatial Plans,
Actions Plans timeframe)?
[If Necessary]
Factors Influencing their Implementation
■ Plan Approval Integrated Infrastructure Plans
■
2 . Set-up■■ Visioning
a Planning
of spatial proposalsTeam and Schedule
Determine planning boundary
2. • What political interests may influence boundary
and concept development ■ Announcement and Communication
■ Timeframe of plan Drafting
■ Integrated Zoning Scheme
■
Develop a Budget
Set up a Planning Team [Integrated] Planning Activities demarcation (e.g. indigenous community on the edge of
■ Commencement ■ Infrastructure proposals Policies & Regulations
■ Costing and planning options
Leaders at the executive level must ensure that
Development management -
Building Regulations, Planning &
town, large land holders)?
■ Set goals of objectives of the process
■ Assessment of policy
a dedicated team within the planning authority is
Construction permits, Enforcement e.t.c.
■ Identify constraints to effective
implementation - commence a
reform process
and legal implications
■
■
Growth Management Strategy
Sustainability Policies • Are there any issues that span across administrative
established. This should be an integrated team that includes boundaries, especially for urban centres whose spatial
■ Identify & mobilise stakeholders Institutional Development
representatives from the key line-departments (e.g. Physical
■ Partnerships
■ Institutional Reforms and
growth extends beyond administrative boundaries? This
Planning and
Implementation Framework:
PoliciesArchitecture,
■
& legislation proposals Housing, Finance, Economy, Social
Promoting good governance
may be relevant, for example, for urban centres existing
Guidelines (Institutional, Planning
■

Development, Environment,
and Design, Infrastructure,
Land Management, etc.) Infrastructure and Engineering, Financial Plan and Financing Strategy along trans-national boundaries, such as Moyale (Kenya
Capital Investment Framework
■
Land Survey etc.), and should be coordinated by the planning and Ethiopia), Busia (Kenya and Uganda), and Namanga
authority as the Complete focal
Draft Plan point. DependingFinal Plan
Link with municipal revenue & expenditure
on the(InFormulate
scale ofUrban Development Plan
Integrated
(Kenya and Tanzania).
Kenya this operationalises municipal budgets)

planning, the team can be structured along sub-teams, • Does the planning boundary cover areas undergoing
to comprise a Planning Core Team and Technical Working significant transformation (e.g. areas of high population
Groups. The team should be organized and oriented on the density; extensive development; peri-urban development)
Town Hall Stakeholder
Inception process andSeriesexpected
Exhibition
of Participatory Actionsoutputs, with roles and responsibilities Involve Engagement which require plan guidance?
Workshop [Workshops, Charities, Social Media stakeholders in
Public
Awareness defined. Whether the plan is formulated by an internal
Interactions, TV & Radio Sessions, Exhibitions,
Competitions, Posters, Brochures, Etc.] team
monitoring/
evaluation review • What are the likely implications for infrastructure
or by external consultants, it should be coordinated by the
Monitoring and Evaluation, Plan Review
development and land-use?
Planning Core Team.
• What is the land-tenure mix?
• What is the land-tenure mix?
• What are the policy and legal implications?

Illustration of towns whose growth stretch • What capacity will be needed for plan implementation and
Figure 3 .2
3.2 URBAN GROWTH IN BORDER AREAS urban management?
across boundaries
• What are the social and economic characteristics of the
County plan area?
Border
• What are the emerging development opportunities and
Forest constraints?
Rural
Settlements

Peri Urban The planning team should then develop a detailed schedule,
Urban Core
which clearly indicates plan formulation commencement
M
ain and completion dates, and sets an expected date for
Ro
ad
commencement of implementation. Key milestones and
deliverables for respective activities and phases should also
be clarified. Leaders should support the technical planning
team with coordination, across government agencies and
Peri with external partners.
Urban

RIVER 2 .
2. Develop a time schedule and demarcate the planning boundary

County The planning boundary determines the area in which

URBAN GROWTH / FOOTPRINT
COUNTY ADMINISTRATIVE BOUNDARY
Source: UN-Habitat/BarakaMwau/Jiacong Ang
Border
[Need for Inter-County Collaboration in Urban Planning and
Management, infrastructure development, governance, etc.]
the proposed plan, rules and regulations will take effect.
A planning boundary can become a point of political
contention; hence, leaders and planners must be open
to consultations and prepared to engage stakeholders in
deciding on the most appropriate planning boundary required.

50 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

INTEGRATED WORKING IN PLANNING

County Executive Committee, Senior Management of Departments, Urban Board/ Committee

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
Box 3.3 Pros and Cons of Outsourcing Plan development
Advantages
Skill Development
If well-structured the contractual agreements can result
in public officers gaining from advanced skills which were
inexistent but available within private sector
New perspective
An external consultant can give a new perspective on how to
solve existing planning problems
Expedited planning process
Typically, planning processes are lengthy. Consultants bound
by time schedules can deliver plans in relatively short time.
Demarcate the planning boundary with participation of
stakeholders and in consultation with other governmental
units. If urban growth has exceeded existing administrative
boundaries, a combination of technical analysis, inter-county
negotiations and stakeholder consultations are required to
redraw administrative boundaries.
Map the key stakeholders, including: private businesses,
farmers, institutions, local communities, county governments,
urban boards, relevant national government institutions and
agencies, utility providers and others.
Determine an appropriate timeframe for plan formulation.
This timeframe should allow for sufficient stakeholder
participation and ensure timely delivery without delays and
prolonged planning time. Delays in plan formulation increase
risks of less successful implementation of the plan.
Support planners to develop criteria for establishing
planning boundaries. In defining planning boundaries
consider the following elements: population and
demographics6, densities and settlement patterns, economy,
physical features and environment, politics and administrative
consequences, social-cultural context, urban transformation
and growth analysis, interdependence of people and
economics, transportation networks and flows, financial
viability and administrative capacity of the urban board, equity,
fair distribution of growth benefits, and other relevant criteria.
3. Decide on the type and time-frame of the plan, and set
a preliminary vision and objectives
The needs assessment should identify the type of plan
required, and an analysis of previous planning processes.
6 According to the Urban Areas and Cities Act, “a county government shall initiate an
urban planning process for every settlement with a population of at least two thousand
residents”.
Disadvantages
Limited institutional knowledge
In many cases, the urban development context and associated issues
of a City, are better understood by the planners in public sector than
the consultant. Hence a close collaboration between the two is
essential.
Disincentives transformation from within
Overreliance on outsourced planning services can undermine efforts to drive
transformation within the authority/agency.
Undermines in-house capacity building
Overreliance on consultants can undermine skill development of internal
staff, in particular if little is done to fill the capacity gap.
Determine a suitable timeframe for the plan in
a consultative manner, and communicate this to
stakeholders. Spatial development frameworks for cities
and municipalities are essentially formulated to cover a
longer time horizon [more than 5 years]. Plans of 15-20 year
timeframes are usually reviewed every 5 years.
Consider implications the timeframe may have on
implementation. The Integrated Urban Development Plans
are formulated alongside the spatial development plan, as
the implementation plan and in Kenya, they are envisaged to
cover 5 years [within a term of an urban board/committee],
and reviewed annually.
4. Develop a Budget for the Planning Process
and Allocate Resources
Plan-making requires significant financial commitments
from planning authorities and the other funding
organizations. Effective budgeting is vital to ensure that
financial resources are available when needed. Budgets
should be based on the type of plan; its scope and details,
required technical capacity, public participation costs,
equipment and office supplies, transportation and project
management costs.
Leaders should discuss the budget and availability of funds
with technical managers. The technical manager should
access the available financial resources based on the plan-
making budget. If there is a deficit, a financing strategy to fill
the gap is required. Build partnerships with stakeholders who
are willing to co-finance the planning process.
SECTION 3: PLAN PREPARATION 51
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Box 3.4 Defining terms of reference for planning work

The quality of the Terms of Reference (ToR) is one of the key factors • Expected Deliverables – linked to the scope of services and
in ensuring successful planning outcomes. There must also be work items. It precisely outlines what services and products
capacity to manage the execution of the ToR. Terms of Reference will be delivered including the expected quality, standards and
do not just apply to externally procured consultants, but should the relevant specifications of certain deliverables (including the
also be used for ‘in-house’ planning teams. A good ToR should be format for presenting data, mapping outputs, plan outputs etc.).
specific, detailed and manageable given the available resources,
• Constitution of Team and Expertise Required – the team compo-
timeframe and institutional capacity.
sition in terms of disciplines and training, practical experience
Key elements of a ToR document for a Planning Process include: and specializations.
• Methodology – a description of the structure of the planning
• Introduction – specifies the nature of the planning services
process to be followed.
required.
• Project Timeline and Reporting – an outline of the implementa-
• Purpose and Objectives – objectives of the planning process.
tion schedule, and the format of reporting expected.
• Background and Context – overview of the planning process,
• Contract/Project Value and Mode of Payment – it is important
development issues unfolding in the area, the institutional
to develop a system of costing outsourced planning. If out-
context, and a brief history of planning in the area.
sourced, the contract price and mode of payments are defined.
• Planning Area/Study Area - The area (map, square unit of the Where not outsourced, the budget and its disbursement
area, coordinates etc.) to be covered in the plan, including clar- framework are outlined.
ifications on scales of planning (in case of multi-scale planning
• Plan Approval – outlines how the plan will approved by the
project), specific areas for specified types of plans required,
planning authority and the role of the planning team.
topographical mapping coverage.
• General Terms and Conditions, and Government Indemnity –
• Scope of the Services and Detailed Work Items – a detailed
defines contractual relations between the consultant and client,
outline of the scope of the service required and the descrip-
ownership of data, reports and maps produced during the
tion of the specific work item (including baseline survey and
process, revisions and alternations of agreements, termination
analysis, mapping, stakeholder consultations, specialized fields
and handover, disposition of facilities, audit and taxation.
of analysis, integrated planning and design, capital investment
planning etc.).

Procure external expertise if necessary, but prioritize
building internal capacity. In Kenya, planning authorities
can acquire such services through the legal provisions of the
Public Procurement and Assets Disposal Act and the Physical
Planning Act’s Physical Planning (Procurement of Physical
Planning Services) Regulations, 2010. In procuring external
expertise, Terms of Reference for the required planning
services should be clearly articulated, outlining objectives
and desired outcomes, and defining specific roles and
responsibilities.
If external expertise is necessary, it is critical to appoint
only reputable and well-qualified professionals with
demonstrated experience in the field. The planning
authority must structure contractual agreements in a manner
which promotes capacity development and skill transfer
between the consultant and the in-house team. If this is
executed properly, internal capacity will be developed, both in
terms of plan implementation and monitoring and evaluation.
Although engaging well experienced planners is likely to cost
more, the investment will be cost-efficient in the long run.
Invest in developing sufficient internal planning capacity.
Plans are best implemented by the institutions that directly
formulate them. It is the responsibility of the planning
authority, not the consultant, to ensure that plan processes
and outcomes are effective. Hence, the planning authority
needs to be actively involved in the preparation of the plan,
to identify risks and opportunities, and provide guidance
in finalizing the plan proposal. Planning authorities need to
develop planning expertise in different areas of specialization,
including: regional planning, town planning, urban
design, place-making, housing, community development,
infrastructure planning, transportation planning, land-use
planning, development control, economic development,
environmental planning, planning law, urban renewal and
historic preservation.

52 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

 Figure
Figure 3.3
3 .3 A
A conceptual
conceptual approach
approach to
to integrated
integrated working
working in
in planning
planning
INTEGRATED WORKING IN PLANNING

County Executive Committee, Senior Management of Departments, Urban Board/ Committee

TECHNICAL MANAGERS

Finance and Other Relevant

Housing Urban Engineering Land and Survey Social
Legal Department Urban Planning Economic Department
Department (Public Works) Environment Development
Development

ALL KEY TECHNICAL SUPPORT TEAM

PART

Encoder, Writer,
Mapper / Drafts-men, Private Sector / Developers /

FLOW OF INFORMATION
Staff / Researchers / Civil Society
PART I:I: IMPORTANCE

Assistants
IMPORTANCE OF
OF PLANNING

THEMATIC WORKING GROUPS

PLANNING AND

Land use / Infrastructure / Social Economic Additional

Housing Development Development Groups

COORDINATION ACROSS THEMATIC GROUPS

SECTION
AND UNDERSTANDING

Source:
Source: UN-Habitat/BarakaMwau/Jiacong
UN-Habitat/BarakaMwau/Jiacong Ang
Ang

SECTION3:3:PLAN
UNDERSTANDING AA PLANNING

PLANPREPARATION
PREPARATION
PLANNING PROCESS
PROCESS

53
53
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
Allocate Resources for Digital Topographical Mapping and
Cadastre Data/Property Information. Many cities and towns
in Kenya lack updated spatial and land adminstration data.
This includes outdated cadaster information and inadequate
topographical and geo-referenced socio-economic data. Data
and information constraint undermines effective decision
making in plan formulation, and in measuring impact of the
plan implementation. The use of GIS (Geographic Information
Systems) should be incorporated into the planning
process. For example, the design of the Kenya Municipal
Programme Component 2 on urban planning ensured that
digital topographical and cadaster mapping was undertaken
to provide sufficient, up-to-date spatial data on physical
conditions and land information for each respective planning
area. This data was fundamentally useful in decision-making.
Support the use of GIS-based systems to manage data.
In urban planning, the use of GIS enhances efficiency and
productivity. County governments are mandated to develop a
GIS-based database system. For a reliable GIS-based system,
it is vital to allocate sufficient resources to acquire equipment,
software and skilled personnel. Leaders should ensure these
systems are established in their planning authorities. The data
generated during assessment of existing conditions becomes
critical in detailed sector planning, and in measuring impacts.
6. Announce the commencement to start planning
Inform the public, other government agencies and
stakeholders, of the intention to commence the actual
planning process. Early engagement is important. Under
Kenyan law (PPA), this should at least entail an announcement
in the local Gazette. However, for fair participation purposes
this is insufficient: initiators should actively reach out to all
stakeholders that will be affected by the plan, paying special
attention to vulnerable and marginalized groups.
Box 3.6 Checklist for getting started
Assess the readiness of the team to proceed to the next phase:
• Has a scoping study for the planning process been
conducted?
• Have we agreed on the plan objectives, goals and antici-
pated outcome?
• Is the Planning Boundary agreed and demarcated?
• Is the County/City technical committee in place?
• Has a technical team with adequate capacity been
set-up?
• Has an intention to plan been announced?
• Have all stakeholders been identified?
54 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
Facilitate capacity building for stakeholders. In order to elicit
meaningful contributions from stakeholders, ensure that
each party has a basic understanding of the issues and the
planning process, as this will facilitate better engagement
with the planners.
The preparation of a communication strategy is important,
especially when engaging in larger and more complex
development interventions. This strategy can be useful in
both engaging and building capacity for stakeholders.
PHASE TWO: ASSESSMENT AND PLAN DEVELOPMENT
The outcome of phase one should be a plan that integrates
three essential components of urban planning: an urban plan
and design, rules and regulations, and a financial plan. During
this phase, engage stakeholders to establish a vision for the
desired outcomes from the planning process.
Planning is sometimes considered a linear process that starts
with surveys and ends with approval. Although this indeed
simplifies planning to a step-by-step process, plan formulation
should be an iterative process that cycles through analysis,
visioning, planning, design and costing several times to
produce a thoroughly developed proposal.
7. Know Your City, Assess Existing Conditions
A good plan relies on thorough understanding and
assessment of the context. Leaders make better decisions
if they understand the prevailing conditions. Without an
adequate assessment, a plan can encounter later difficulties.
The assessment of existing conditions may require a Digital
Topographical Mapping, especially where spatial data is
inadequate. The key output of this activity is an Existing
Conditions Report, and a GIS database.
Involve the public and stakeholders in surveying existing
conditions, to help them gain first-hand experience of the
issues, opportunities and challenges in their localities. This
is an opportunity to build ownership of the plan early in the
process, as stakeholders can look forward to participating in
formulating strategies and plan proposals and supporting their
implementation.
Understand the population and demographic
dynamics – Is the urban population growing or shrinking?
Does the population come from nearby urban/rural areas, or
from more remote areas (completely other towns)? Where
can a growing population be accommodated, and how
much land is required? Is there a housing backlog? Based
on previous trends, how can urban planning respond to
development needs?
 PART I:I: IMPORTANCE
PART IMPORTANCE OF
OF PLANNING
PLANNING AND
AND UNDERSTANDING
UNDERSTANDING AA PLANNING
PLANNING PROCESS
PROCESS

Understand current
Understand current land-use
land-use and
and urban
urban form
form –– The
The current
current Explore environmental
Explore environmental conditions
conditions –– Some
Some of
of the
the
ownership and
ownership and land
land use
use situation
situation determines
determines wherewhere environmental issues
environmental issues that
that should
should be
be mapped,
mapped, including:
including:
development is
development is possible
possible and
and where
where itit is
is more
more difficult.
difficult. Climate
Climate –– influences
influences water
water storage,
storage, agriculture,
agriculture, design
design of
of
Determine key
Determine key urban
urban functions
functions (airport,
(airport, library,
library, hospital,
hospital, etc.)
etc.) street sections.
street sections.
and whether
and whether they
they will
will be
be sufficient
sufficient to
to serve
serve the
the current
current and
and Ecological
Ecological infrastructure
infrastructure -- helps
helps identify
identify and
and define
define areas
areas of
of
future population.
future population. ecological sensitivity to be preserved or enhanced.
ecological sensitivity to be preserved or enhanced.
Understand ownership
ownership and and land-tenure
land-tenure –– The
The current
current Topography
Topography –– buildable/
buildable/ unbuildable
unbuildable areas,
areas, expected
expected water
water
Understand
ownership situation
situation determines
determines wherewhere development
development is is flows etc.
flows etc.
ownership
easier and
easier and where
where itit isis more
more difficult.
difficult. Local
Local authorities
authorities should
should Geology
Geology –– Soil
Soil conditions
conditions determine
determine where
where itit is
is possible
possible to
to
determine which
determine which land
land isis public
public and
and which
which is
is private,
private, and
and the
the build, and
build, and what
what land
land is
is suitable
suitable for
for agriculture.
agriculture.
tenure situation
tenure situation ofof private
private land.
land.These
These factors
factors will
will determine
determine Vegetation
Vegetation andand wild-life
wild-life –– study
study ofof vegetation
vegetation andand wildlife
wildlife
land availability.
land availability. At
At first,
first, services
services cancan be
be provided
provided on on public
public can help designate areas for protection, recreation
can help designate areas for protection, recreation and and
land and
land and to
to plan
plan for
for city
city extensions.
extensions. However,
However, aa plan
plan should
should tourism.
tourism.
be restricted
be restricted to
to public
public land.
land. IfIf necessary,
necessary, expropriation
expropriation of of
One result of
One result of this
this study
study will
will be
be designation
designation ofof protected
protected
private land,
private land, and
and associated
associated costs,
costs, can
can be
be explored.
explored.
areas. Land that is not geographically suitable
areas. Land that is not geographically suitable for for
Understand Growth
Growth Patterns
Patterns –– Cities
Cities tend
tend to
to grow
grow in
in aa certain
certain development, such as swamps, flood plains,
development, such as swamps, flood plains, water courses water courses
Understand
direction, for example close to economic centres or next to or other environmentally sensitive areas or
or other environmentally sensitive areas or risky and risky and
direction, for example close to economic centres or next to
existing infrastructure. Analyzing recent growth patterns can inaccessible areas,
inaccessible areas, can
can be
be maintained
maintained as as open,
open, green
green or
or
existing infrastructure. Analyzing recent growth patterns can
show what
what makes
makes land
land desirable
desirable –and
–and help
help unlock
unlock underused
underused natural areas.
natural areas.
show
areas.
areas. Understand legal
Understand legal constraints
constraints –– Some
Some areas
areas cannot
cannot be
be
developed due to legal constraints. These include, but
developed due to legal constraints. These include, but are are not
not
limited to, protected natural areas and heritage sites.
limited to, protected natural areas and heritage sites.
Figure 3 .4
Figure 3.4 Typical
Typical outcomes
outcomes
Analysis of assessing
of assessing
of Existing of existing
Conditionsof existing conditions
conditions Understand the the infrastructure
infrastructure and
and housing
housing needs
needs ––
Understand
Many cities and towns in Kenya are faced with
Many cities and towns in Kenya are faced with constraints constraints
on infrastructure and housing delivery, and lack
on infrastructure and housing delivery, and lack reliable reliable data
data
to inform decision-making. Planning for infrastructure
to inform decision-making. Planning for infrastructure and and
Aerial Photograph
housing requires
housing requires aa clear
clear understanding
understanding of of existing
existing conditions.
conditions.
Cadastre and Land Administration This entails assessing access levels, quantifying deficits,
This entails assessing access levels, quantifying deficits, and and
spatial identification of where the deficits manifest,
spatial identification of where the deficits manifest, etc. etc.
Population and Demographics
Understand the
Understand the Institutional
Institutional Context
Context –– Effective
Effective planning
planning
Socio-Economic Analysis requires effective facilitation. It is therefore important
requires effective facilitation. It is therefore important to to
assess institutional arrangements: strengths, weaknesses,
assess institutional arrangements: strengths, weaknesses,
Topography and Geological Conditions
opportunities and
opportunities and threats
threats (SWOT).
(SWOT).ThisThis includes
includes
Urban Form and Built Environment understanding vertical and horizontal coordination practices.
understanding vertical and horizontal coordination practices.
Characteristics

8 .8. Engage Stakeholders

Engage Stakeholders in
in Visioning
Visioning and
and Drafting
Drafting the
the Plan
Plan
Land use and Urban Growth Patterns
Create aa shared
Create shared vision
vision and
and ensure
ensure vision
vision statements
statements areare
Heritage and Conservation translated into spatial plans. Although the planning
translated into spatial plans. Although the planning authority authority
may have
may have prepared
prepared aa preliminary
preliminary vision
vision statement
statement andand
Infrastructure and Utilities
goals for the project, a shared vision among
goals for the project, a shared vision among stakeholders stakeholders
Housing and Property Markets
will direct
will direct and
and clarify
clarify the
the overall
overall development
development guidelines.
guidelines.
Its development is a joint process for leaders,
Its development is a joint process for leaders, planning planning
Urban Mobility and Connectivity authorities, and stakeholders including private
authorities, and stakeholders including private sector, sector, civil
civil
society, and other government agencies.
society, and other government agencies. The engagement The engagement
Urban Economy and Finance
results in
results in aa vision
vision statement
statement with
with realistic
realistic goals
goals and
and
Ecosystem Analysis objectives, and specific outcomes matched
objectives, and specific outcomes matched with indicators.with indicators.
■ Climate Change Adaptation and Risk Reduction
■ Forest & Vegetation Cover Outcomes and indicators are based on varied criteria:
Outcomes and indicators are based on varied criteria: social, social,
■ Waterfronts & Wetlands/ River Systems
■ Biodiversity economic, environmental or spatial. The indicators
economic, environmental or spatial. The indicators can also can also
be used for monitoring and evaluation, during
be used for monitoring and evaluation, during and after and after
implementation.
implementation.
Source:UN-Habitat/BarakaMwau/Jiacong
Source: UN-Habitat/BarakaMwau/JiacongAng
Ang
THE LINK BETWEEN SPATIAL DEVELOPMENT FRAMEWORK AND INTEGRATED URBAN DEVELOPMENT PLAN

Spatial Development
Frameworks
Integrated Urban Development (Long term (10+ Years)
Plans (5 Years) (15 - 20 Years - lifespan of bulk
infrastructure)
Basis for Detailed Spatial Plans
Zoning Ordinals / Development Control Plans
Guide for Investments SECTION 3:
SECTION PLAN PREPARATION
3: PLAN PREPARATION 55
55

- Reviewed Annually - Long term (10 + Years)

- Corporate Plan - 5 - Year Mid-term Review
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Box 3.7 Backcasting for strategic integrated urban planning

Cities and towns are complex systems which require highly strategic planning for sustainable development. Rapid urbanization in Kenya,
changes in urban development, conflicting interests and technological changes, all demand planning which guide cities towards achiev-
ing their long-terms visions, step-by-step. Developing a long-term vision involves defining critical actions in the short- and medium-term,
which will lead to the attainment of that vision. This approach is referred to as backcasting. It is an alternative to the traditional model of
forecasting, which involves projecting future scenarios based on past trends. For example, a city with high-energy demand, which aims to
lower demand to achieve its energy efficiency targets, would need to take actions which reduce demand rather than using current levels
of demand to forecast future energy needs. Backcasting thus helps cities and towns to assess sustainability targets against existing plans,
policies and strategies. The approach involves taking the following steps:

• Identify problems, and envision the desired future scenario; • Mobilize stakeholders and key actors required for the
realization of set targets;
• Workings backwards, identify critical plans, policies and
strategies required in the short-term, mid-term and long-term • Devise implementation and monitoring frameworks; and
to achieve the vision. Flexibility is required;
• Undertake periodic policy reviews.
• Set short- and medium-term targets linked to the development
plan and budgets;

Figure 3.5 Backcasting method-application for visioning in urban planning processes

MILESTONE YEAR MILESTONE YEAR MILESTONE YEAR

LONG-TERM
GOAL DESIRED URBAN FUTURE
ALTERNATIVE
[VISION]
[RAPID-SLOW STRATEGY]
[TARGETS & INDICATORS]
IMPACT EVALUATION

[SLOW-RAPID STRATEGY]
ALTERNATIVE

PRESENT TIME
SHORT-TERM [e.g 5years] MEDIUM -TERM [e.g 10years] LONG -TERM [e.g 15years]
SITUATION (FUTURE)

ACTION & STRATEGIES [ GOOD URBAN GOVERNANCE]

Source: UN-Habitat/Klas Groth/BarakaMwau

56 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
Visioning does not end with a vision statement(s), but
requires the technical team to translate it into particular policy
directives, spatial proposals and development interventions
(e.g. specific infrastructure projects), whose implementation
is designed to facilitate the attainment of the broader vision
and aspirations arising from the participatory process.
The plan should describe the strategic interventions,
over the plan period, in order to realize the vision. These
strategic interventions include addressing institutional and
political constraints that could undermine the effective
implementation of the urban plan. To achieve this, leaders
must offer and mobilize the substantive political goodwill
required.
The planning framework introduced by the Urban Areas
and Cities Act and the County Governments Act, requires a
combination of spatial Development Framework (SDF) or a
Spatial Plan and Integrated Urban Development Plans (IUDP).
The SDF is thus a vital outcome of spatial planning processes
in the counties, as it guides the formulation of Integrated
Urban Development Plans, and detailed spatial plans such
as land use plans, local physical development plans [at local
level], and sector plans such as infrastructure plans.
Prevailing Kenya’s planning practice envisages an integrated
and strategic approach to spatial planning. For instance,
the Kenya Municipal Programme, the Kisumu Urban
Project, and planning processes funded by various counties
recently resulted in formulation of Integrated Strategic
Urban Development Plans [ISUDPs], which provide the
Spatial Development Framework; land use plans and spatial
strategies, sector plans and some with Capital Investment
Plans.
Identify specific development strategies and appropriate
spatial strategies, including alternative scenarios (if
applicable). This will be presented in the spatial plan
document. The plan document will provide policies and
other supporting proposals, an implementation framework
(including a capital investment plan), and a set of maps. A
main plan map must be presented in a manner which is
accessible to diverse stakeholders.
The visioning process leads to the formulation of concrete
plan proposals. Derived from three key aspects:
1. Outcome of the stakeholder visioning process;
2. Policy Framework (national and county/local authority);
and
3. Synthesis of the Existing conditions analysis.
Undertake participatory planning and design sessions
to identify development and spatial strategies. Their
development will require significant support from all
stakeholders (government and non-government actors) during
the implementation phase. Leaders should support the
technical team in mobilizing stakeholder participation in this
critical phase of the planning process.
At city-wide level, the spatial plan is envisaged to be
integrative; especially providing clarity and precise guidance
on land use management, socio-economic development
and infrastructure development. Actions must be phased
strategically, but with flexibility. Note that urban areas
are in state of change: growth patterns are not fixed, and
technological advancements alter infrastructure configuration
and delivery. This affects land use configuration, flows
of people and goods, and leads to changing preferences
for services, and changes how people interact in cities.
Therefore, flexibility and being strategic in spatial planning is
essential.
The spatial plan should convey the vision, goals and
objectives of the Integrated Urban Development Plans
(the corporate plan for the city or town). The framework
presents the urban structure and development patterns of the
municipality, including: built-up areas and urban growth limits,
industrial areas, business districts, residential and mixed-use
areas, public and open spaces, agricultural areas and major
infrastructure developments. In addition, it presents a vision
of the desired urban form, including overall land-use patterns
and an indication of future developmental direction. This could
indicate growth beyond the administrative boundaries of the
county or municipality.
The plan provides direction on how to deploy capital
investments through a Capital Investment Plan, which in
turn informs Integrated Urban Development Plans. It also
provides a framework for drafting local spatial plans, which
give further details on land-use, development management,
transportation management, housing and services, and
describe how local economic development can be advanced.
The plan indicates existing and projected land and space
requirements for a specified timeframe. It is important to
consider various options based on variations in density,
which is informed by Plot Ratios/Floor Area Ratios and plot
coverage.
Promote cost-efficient infrastructure development, a
compact development of relatively high density and mixed-
use developments are recommended. Over the planning
period, if the required land is smaller than the planning
boundary, it is recommended to ‘contain’ growth within a
specified area. In cases where additional land is required,
strategic interventions to increase land supply will be needed,
including options for densification of existing development,
reclamation of land, land readjustment and appropriation.
In both scenarios it is important to prioritize planned urban
expansions where applicable.
SECTION 3: PLAN PREPARATION 57
 Urban Economy and Finance

Ecosystem Analysis

58
58
■ Climate Change Adaptation and Risk Reduction
Box 3.8
Box 3 .8 Links
Links between
between the
the spatial
spatial development
development framework
framework and
and the
the integrated
integrated urban
urban development plan
development plan ■ Forest & Vegetation Cover
PART

■ Waterfronts & Wetlands/ River Systems

URBAN
■ Biodiversity
Kenya’s Urban Areas and Cities Act (UACA) mandates urban authorities [urban boards or committees] to formulate a five-year Integrated Urban Development Plan (IUDP), which is a strategic
planning instrument for guiding implementation of spatial development frameworks, and hence, urban development. A Spatial Development Framework (SDF) is key component of the IUDP as

URBANPLANNING
required by the legislation (UACA). The SDF is designed to inform the formulation of an IUDP, and addresses a number of urban development issues including urban form and structure; land use
PART I:I: IMPORTANCE

and urban edge; natural and built environment interface; special planning/development areas; infrastructure and housing; mobility and connectivity; local economic development and the environ-

PLANNINGFOR
ment. It is used to determine, with a spatial dimension, the capital expenditure framework for the urban authority. It provides a spatial dimension to the IUDP; its strategies and priorities.
IMPORTANCE OF

FORCITY
THE LINK BETWEEN SPATIAL DEVELOPMENT FRAMEWORK AND INTEGRATED URBAN DEVELOPMENT PLAN
Figure 3.6
Figure 3 .6 The
The link
link between
between spatial
spatial development
development framework
framework and
and integrated
integrated urban
urban development
development planning
planning in Counties
in Counties

CITYLEADERS
OF PLANNING

LEADERS A
Spatial Development
Frameworks Basis for Detailed Spatial Plans
PLANNING AND

Integrated Urban Development (Long term (10+ Years) Zoning Ordinals / Development Control Plans
Plans (5 Years) (15 - 20 Years - lifespan of bulk Guide for Investments
infrastructure)

A HANDBOOK
- Reviewed Annually - Long term (10 + Years)

HANDBOOK FOR
- Corporate Plan - 5 - Year Mid-term Review

FOR KENYA
AND UNDERSTANDING

KENYA
Review is linked to new
Continuity is important for transition
UNDERSTANDING AA PLANNING

between electoral cycles

of Boards/ Committees

1ST 2ND 3RD 4TH

PLANNING PROCESS
PROCESS

IUDP IUDP (New Urban Board Committee) IUDP IUDP Timeframe for Spatial Development Framework
(Urban Development Plans)

SDF 5 Years (Review) 10 Years (Review/ New SDF) 15 Years (Review/ New SDF)
* Planning Framework envisioned in County Governments Act of Urban Areas and Cities Acts of Kenya
Electoral Cycle

1ST 2Y 3Y 4Y 5Y
IUDP Annual Review of IUDP

- Term of City/Municipal Board /Town Committee

- New Board Committee after 5 Years
Source: UN-Habitat/BarakaMwau
Source: UN-Habitat/BarakaMwau

Plan Approval and Adoption

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

A spatial plan needs to allocate optimal land use and land
use mix, and integrated with transport and infrastructure
networks. Opportunities and constraints are considered,
based on their respective locations. This entails cost-benefit
analysis; leveraging density by identifying areas for infill
developments, redevelopment and densification; renewal,
upgrading and conservation; and suitable areas of planned
urban extension assessing. The level of compatibility between
difference land uses, and economic productivity, must be
considered.
In city/municipal level, integrate projects of national and
regional significance [e.g. roads and railways, pipelines, large/
mass housing schemes etc.]. This will require consultations
between national and county governments. If such projects
are not factored in municipal/town level spatial development
frameworks, they can significantly shift the plan and make
it unresponsive to the purpose and objectives it was initially
intended for use. Likewise, local plans can play the role of
guiding national projects by designating the most optimal
spaces for their implementation at local level, and ensuring
that sufficient land is reserved, both in the short and long
term perspective.
The city-wide spatial plan also sets the basis for sector plans
and detailed spatial planning at lower levels (district and
local area plans) making it a significant integration tool. It is
important to define zoning ordinances, development control
procedures and land-use planning principles for detailed
planning, regulations on land subdivisions and change of use.
Local area planning units include strategic investment areas;
areas for urban renewal; large recreational open spaces like
parks, nodes and business districts; and urban extension
areas.
Outputs leaders can look for in an urban spatial plan:
• Land-use management guidelines and development
management: Includes clarity on land use [a land use
plan], and how the city will management development
e.g. through various regulations, zoning ordinance etc.
It also entails guidelines on urban design principles for
detailed planning processes.
• Social Development: This entails spatial and policy
proposals for housing development; education and
health care facilities; parks and open spaces; religious
facilities and cemeteries; heritage sites; civic facilities
and community centres etc. Required for each category:
numbers; spatial requirements; and locations for delivery,
during the planning period.

Figure 3.7 A typical Approach to Integrated Urban Development Planning

STRATEGIC
CITY-WIDE SOCIALECONOMIC AND POLITICAL OBJECTIVES
IMPLEMENTATION OF SPATIAL DEVELOPMENT FRAMEWORK
INTEGRATED URBAN
DEVELOPMENT PLAN (IUDP)
[SHORT-TERM:5YEARS] STATUS QUO/DEVELOPMENT TRENDS

SOCIAL, ECONOMIC, ENVIRONMENTAL SUSTAINABILITY

CITY-WIDE

LAND USE PLAN

GROWTH DEVELOPMENT/MANAGEMENT STRATEGIES

SPATIAL DEVELOPMENT POLICIES & GUIDELINES STAKEHOLDER ENGAGEMENT

FRAMEWORK (SDP)
[CITY/MUNICIPAL SPATIAL DEVELOPMENT STRATEGIES
PLAN - LONGTERM:10-15YEARS]
CAPITAL INVESTMENT FRAMEWORK
DISTRICT

DETAIL DESIGN/DEVELOPMENT REGULATION

DISTRICT SCALE PLANS AND URBAN DESIGN GUIDELINES
IMPLEMENTATION FRAMEWORK
LOCAL

DETAIL DESIGN/DEVELOPMENT REGULATION

NEIGHBORHOOD PLANS, ACTION
MOBILITY AND INFRASTRUCTURE
AREA PLANS/ DETAILED PLANS IMPLEMENTATION FRAMEW ORK
DETAIL

Source: UN-Habitat/BarakaMwau/Ivan Thung

SECTION 3: PLAN PREPARATION 59

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

• Local Economic Development: This includes spatial and
policy proposals for industrial development; markets;
commercial and office spaces; central business
districts and others. During the planning period, spatial
requirements and location must be clarified.
• Infrastructure Development and Environmental
Management: This mainly entails the quantifiable
description of infrastructure investments required;
standards; spatial coverage shown etc. Critical
infrastructure requirements for an urban center include
water supply and sanitation systems; energy and
telecommunications; and mobility infrastructure. Before a spatial plan is finalized, it must be reviewed in a
The adaptability of these systems to technological
changes should be carefully considered. Environmental
aspects include the provision of green infrastructure;
areas for environmental conservation; and the overall
Environmental Management Framework for the plan.
Climate change must be carefully considered within all
aspects.
• Special planning and investment areas: These include
areas such as informal settlements and inner-city areas
for renewal; planned extensions; densification areas;
and areas with unique development opportunities and/or
challenges.
Proposals must be summarized and presented spatially as
part of the plan Map. An integrated phasing framework should
be developed to guide their delivery. Strategic programs and
projects are then developed to support implementation of the
spatial plan, as part of the implementation framework.
series of consultations with stakeholders. The finalized plan
proposals should meet the goals and objectives previously
set during the planning process. Leaders should ensure that
concepts and draft proposals are generated by a participatory
process.

Figure 3.8 Concept plan for waterfront redevelopment in Likoni-Mama Ngina Drive, Mombasa

Team members: Zulaika Shaari, Ayesha Binti Ahmad Zawawi, Nur Attiya Binti Masrom, Nursaffrina Binti Ropiee, Azamuddin Bin Amran, Muhamad Rozaini Bin Mohd Rom,
Muhammad Hasif Bin Ahmad, Reiner Khamala, Felix Archarachieved
Source: UN-Habitat/Student Design Competition for Kenyan Towns

60 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Likoni ferry crossing area in Mombasa © UN-Habitat/Baraka Mwau

Informal economic activities at Mama Ngina drive, Mombasa © UN-Habitat/Baraka Mwau

SECTION 3: PLAN PREPARATION 61

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
PART
PART I:I: IMPORTANCE
IMPORTANCE OF
OF PLANNING
PLANNING AND
AND UNDERSTANDING
UNDERSTANDING A
A PLANNING PROCESS
PLANNING PROCESS

Make
Make informed
Make informed decisions
informed decisions on
on
preferred
preferred urban
preferred urban spatial
spatial structure
structure
Intensification, extension, multiplication: three policy options to accommodate growth. To accommodate urban population
Intensification,
Intensification, extension,
extension, multiplication:
multiplication: three
three policy options to accommodate growth. To accommodate
accommodate urban urban population
population
growth, cities can either increase their current carrying capacity, expand their boundaries, create a spatial system with many
growth,
growth,cities
cities can
can either
either increase
increase their
their current
current carrying capacity, expand their boundaries, create
create aa spatial
spatial system
system with
with many
many
new town centres, or use a combination of all these approaches. The choice is unique to each context and will be informed by
new
newtown
towncentres,
centres, or
or use
use aa combination
combination of of all
all these approaches. The choice is unique to each
each context
context andand will
will be
be informed
informed by
by
population growth projections, land availability, topographic characteristics, cultural aspects, and the city’s ability to implement,
population
population growth
growth projections,
projections, land
land availability,
availability, topographic characteristics, cultural aspects,
aspects, and
and the
the city’s
city’s ability
ability to
to implement,
implement,
including investment and enforcement capacity.
including
includinginvestment
investment andand enforcement
enforcement capacity.
capacity.

Intensify the density of existing built-up

Intensify
Intensifythe the density
density of of existing
existing built-up
built-up
areas through infill development and setting growth limits,
areasthrough
areas through infill
infill development
development and and setting
setting growth limits,
which
whichwould
wouldneedneedto tobebemoved
movedoutwards
outwards at at regular intervals
which would need to be moved outwards at regular intervals
totoprevent land
preventland shortages.
land shortages. Intensifying
shortages. Intensifying density
Intensifying density implies
density implies
to prevent
regenerating
regeneratingbrownfields
brownfieldsand andreplacing
replacing existing
existing buildings with
regenerating brownfields and replacing existing buildings with
new ones
newones that
onesthat accommodate
that accommodate
accommodate more more people.
more people. Consolidating
people. Consolidating
Consolidating
new
built-up
built-upareas
areasneeds
needsregulations
regulationsto topreserve
preserve no-development
built-up areas needs regulations to preserve no-development
zones and to control aatrend towards the decline of density (of
zones and to control a trend towards the decline of density (of
zones and to control trend towards the decline
both people
bothpeople and
people and buildings).
and buildings). This
buildings).This approach
This approach
approach maymay
may be adequate
be adequate
both
for
forcities
cities with
with strong
strong enforcement
enforcement capabilities
capabilities and
and where
where
for cities with strong enforcement capabilities
population growth is relatively stable. A successful example is
population growth is relatively stable. A successful example is
population growth is relatively stable. A successful
Portland’s
Portland’sUrban
UrbanGrowth
GrowthBoundary
Boundaryin inthe
the United
United States.
States.
Portland’s Urban Growth Boundary in the United
Extend
Extendthe thecity
cityat atthe thefringes
fringesof ofthe
thebuilt-up
built-up
Extend the city at the fringes of the built-up
area.
area. Cities
Cities growing
growing faster
faster than
than 1-2
1-2 per
per cent
cent per
per year
year needneed
area. Cities growing faster than 1-2 per cent per year need
totoensure
ensure there
there isisenough
enough land
land to
to accommodate
accommodate people
people and
and
to ensure there is enough land to accommodate people and
this
thiscould
could be
be atatleast
least twice
twice the
the size
size of
of the
the existing
existing land
land area.9
area.9
this could be at least twice the size of the existing land area.9
AAcity
cityextension
extensionwould wouldborder borderthe theexisting
existing footprint,
footprint, and and itsits
A city extension would border the existing footprint, and its
infrastructure
infrastructure and
and transport
transport systems
systems would
would be
be fully
fully integrated
integrated
infrastructure and transport systems would be fully integrated
with
withit.it.The
Theextended
extendedarea areamaymayinclude
includeurbanurban services
services whose whose
with it. The extended area may include urban services whose
capacity
capacity has
has been
been calculated
calculated to
to also
also serve
serve residents
residents living
living in
in
capacity has been calculated to also serve residents living in
deprived
deprived districts
districts ininthe
the existing
existing city.
city. Planning
Planning an
an extension
extension
deprived districts in the existing city. Planning an extension
requires
requiresvision
visionandandcommitment.
commitment.
requires vision and commitment.
New
New York’s
York’s Manhattan
Manhattan Commissioners’
Commissioners’ Plan Plan of
of 1811
1811 in in the
the
New York’s Manhattan Commissioners’ Plan of 1811 in the
United
United States
States isisoneone far-sighted
far-sighted extension
extension plan.
plan.
United States is one far-sighted extension plan.
Multiply
Multiplynodes nodesby bybuilding
buildingsatellite
satellitetowns
towns
Multiply nodes by building satellite towns
that might
thatmight
mightbe be associated
be associated
associated withwith
withexisting
existingurban
urban masses.
masses.
that existing urban masses.
Although
Althoughthey they would
they would
would be be physically
be physically separated
separated and
physically separated and atat least
least
Although and at least
partially independent
partiallyindependent administratively,
independent administratively, economically
economically and
administratively, economically and
partially and
socially,
socially,satellite
satellitetowns
townswouldwouldbebecoordinated
coordinated withwith the
the central
central
socially, satellite towns would be coordinated with the central
city to
cityto capitalize
tocapitalize
capitalize on on synergies
on synergies and
synergies and economies
and economies
economies of of scale.
of scale.
scale.
city
Satellite
Satellitetowns
townsdiffer
differfrom
fromsuburbs
suburbsin inthat
that they
they have
have their
their
Satellite towns differ from suburbs in that they have their
own
own sources
sources of
ofemployment
employment and
and services,
services, which
which would
would also
also
own sources of employment and services, which would also
prevent
prevent them
them from
from becoming
becoming dormitories.
dormitories. This
This
prevent them from becoming dormitories. This
option
optionis suitable
suitablefor forfast-growing,
fast-growing,large
large cities.
cities.The
option isissuitable for fast-growing, large cities. The
The
Comprehensive
Comprehensive Plan of Shanghai 1999–2020 in
Plan of Shanghai 1999–2020 in China
China features
features
Comprehensive Plan of Shanghai 1999–2020 in China features
nine
ninesatellites
satellitestownstownsthat thatabsorb
absorbpeople
people whowho migrate
migrate fromfrom
nine satellites towns that absorb people who migrate from
rural
ruralareas.
areas.
rural areas.

Source:UN-Habitat
Source: UN-Habitat2013
2013
Source: UN-Habitat 2013

62
62 URBANPLANNING
URBAN
URBAN PLANNINGFOR
PLANNING FORCITY
FOR CITYLEADERS
CITY LEADERS AAHANDBOOK
LEADERS A HANDBOOK FOR
HANDBOOK FOR KENYA
FOR KENYA
KENYA
62 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Source: UN-Habitat/Laura Petrella, Thomas Stellmach

SECTION 3: PLAN PREPARATION 63

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
Be creative with stakeholder participation in plan formulation
Participation is the process in which stakeholders affected
by an urban plan take part in its development. Active
engagement with stakeholders is critical in all planning
stages. Participation continues after the plan is formulated and
during implementation. An urban plan is a living document,
flexible and open to adjustments. This is vital to facilitate its
implementation. However, participation cannot accommodate
Box 3.9 Participatory plan making
Leaders have a responsibility to ensure that stakeholders actively
participate in planning processes. This requires leaders to take
lead in reaching out to stakeholders and ensuring planners
sustain stakeholder engagement throughout plan formulation and
implementation phases. It is vital to allocate sufficient budget to
stakeholder engagement.
Participation contributes to efficient and effective planning, leads
to equality in resource allocations, and empowers stakeholders
and communities. It is therefore important for a planning process
to identify key stakeholders and involve them throughout the
planning and implementation process. Key stakeholders usually
include: residents; civil society organizations including residents
associations; developers and property owners; government
agencies; the private sector; and local businesses, etc.
Stakeholders should be spatially mapped to ensure that there is
even representation across the planning area.
The design of participatory processes should address the following
fundamental questions:
• Who should participate? Are the right stakeholders involved in
planning?
• How can representatives of the community and stakeholders
be accountable those they represent?
• How will the wishes of participants factor into the final
decision?
• What are the most effective methods of participation in the
project?
• What are the key issues subject for consultation and
participation? This depends on the context, type and scope of
the plan.
A number of participation tools are available. These include Focus
Group Discussions (FGDs); consultative workshops; value-based
messaging and outdoor message boards; flyers; competitions and
events; community charrettes; visioning and scenario building;
online portals; interactive digital platforms (e.g. online portals,
blogs, social media platforms and print media and audio visual
media), participatory data collection and mapping; transect walks;
participatory budgeting; participatory impact assessments; and
others.
64 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
the wishes and interests of every actor: a well-formed urban
plan should articulate a vision for the common good of the
city. Since approved plans are legal documents, participation
in plan formulation and implementation enables negotiations
and communication between public authorities and private
citizens, facilitating a balance between the common good and
private concerns.
A combination of these tools will expand room for participation and
result in an inclusive planning process.
A successful planning process should allocate sufficient funds to
participatory activities, and incentivize participation by ensuring
that participants’ opinions count in final decisions. However, not all
opinions can be counted for and incorporated in the plan as there
might be contradictory opinions and or interests. It is therefore
essential that the planning authority documents all opinions raised
and justifies how the opinions are managed. This also contributes
to a higher level of transparency in the process.
Kenya Legislation Provisions on Participation in Planning
Public participation in planning and development processes have
been legislated in Kenya, drawing from the governance principles
envisioned ion the Kenya Constitution of 2010. The County
Governments Act and the Urban Areas and Cities Act provide legal
reference for participatory process in the counties.
County Governments Act of 2012
• Part VIII has focus on Citizen Participation.
• Article 104 (4), states that it is the obligation of the county to
develop plans, and in doing so promote public participation.
Non-state actors should be incorporated in the planning
processes by authorities.
• Article 106 (4) states that “county planning shall provide for
citizen participation”.
• Article 115 specifically addresses “public participation in
county planning”.
Urban Areas and Cities Act of 2011
• Article 5, 6: Criteria for classifying urban areas, and Section
11. Part of the criterion is for urban area conferment of status
and principles of urban governance are to institutionalize
active participation by residents in the management of its
affairs.
• Article 21: Part of the powers of boards and municipalities is
to “ensure participation of the residents in decision making, its
activities and programmes”.
• Schedule 2: Rights of, and participation by residents in affairs
of their city or urban area. This includes participation in urban
plan making processes.
 PART
PART I:I: IMPORTANCE
IMPORTANCE OF
OF PLANNING
PLANNING AND
AND UNDERSTANDING
UNDERSTANDING AA PLANNING
PLANNING PROCESS
PROCESS

Box
Box 3.10
3 .10 How
How to
to Engage
Engage Stakeholders
Stakeholders in
in Plan
Plan Formulation
Formulation

Strategic
Strategic taskforces
taskforces Participatory
Participatory budgeting
budgeting
Taskforces
Taskforces that
that engage
engage local
local actors
actors in
in city-wide
city-wide assessments
assessments cancan Participatory
Participatory budgeting
budgeting is
is aa process
process that
that gives
gives residents
residents aa voice
voice
identify
identify key
key strategic
strategic concerns
concerns and
and translate
translate these
these into
into actionable
actionable in
in determining
determining budget
budget priorities.
priorities. For
For example,
example, residents
residents vote
vote in
in
plans.
plans. For
For example,
example, community
community organizations
organizations can
can collaborate
collaborate with
with community-level
community-level assemblies
assemblies on on the
the priorities
priorities in
in their
their area
area (e.g.
(e.g.
technical
technical experts
experts onon risk
risk mapping
mapping exercises,
exercises, identifying
identifying cost-
cost- housing,
housing, education,
education, street
street paving).
paving). Delegates
Delegates then
then prioritize
prioritize
effective
effective actions
actions byby identifying
identifying safe
safe areas
areas and
and informing
informing policy
policy by
by investments
investments according
according to
to aa set
set of
of criteria,
criteria, weighted
weighted byby the
the degree
degree
recommending
recommending locallocal materials
materials for
for shelter
shelter construction.
construction. of
of support
support obtained
obtained by
by each
each request,
request, and
and local
local authorities
authorities approve
approve
them.
them. Participatory
Participatory budgeting
budgeting ensures
ensures that
that investments
investments reflect
reflect the
the
Design
Design charrettes
charrettes needs
needs of
of communities,
communities, maximizing
maximizing their
their impact.
impact.
AA design
design charrettes
charrettes is is aa meeting
meeting thatthat can
can include
include public
public and
and private
private
stakeholders,
stakeholders, representatives
representatives of of civil
civil society,
society, technical
technical advisors
advisors Gender-sensitive
Gender-sensitive and and inclusive
inclusive Focus
Focus Group
Group Discussions
Discussions
and
and academics.
academics. These
These groups
groups provide
provide their
their input,
input, which
which assists
assists Focus
Focus groups
groups should
should bebe designed
designed to
to accommodate
accommodate gender
gender diversity,
diversity,
in
in setting
setting the
the direction
direction of of aa planning
planning project.
project. The
The debate
debate will
will and
and actively
actively engage
engage vulnerable
vulnerable communities.
communities. AtAt times
times cultural
cultural
revolve
revolve around
around arguments
arguments related
related individual
individual interests,
interests, technical
technical practices
practices may
may necessitate
necessitate the
the establishment
establishment ofof focus
focus groups
groups from
from
opportunities
opportunities andand constraints,
constraints, and and political
political objectives.
objectives. Local
Local aa particular
particular group
group in
in the
the community.
community. Planning
Planning should
should respond
respond toto the
the
authorities
authorities can
can use
use aa charrette
charrette to to make
make informed,
informed, collaborative
collaborative cultural
cultural context,
context, to
to enhance
enhance effective
effective participation.
participation.
decisions
decisions inin the
the planning
planning process
process andand provide
provide aa level
level playing
playing field
field
for
for negotiation
negotiation and
and input
input inin the
the plan.
plan.

Participatory
Participatory Planning
Planning in
in Kitui,
Kitui, Kenya
Kenya ©
© Baraka
Baraka Mwau
Mwau

SECTION 3: PLAN
SECTION 3: PLAN PREPARATION
PREPARATION 65
65
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
9 .
9. Costing planning options
Leaders are often forced to make difficult decisions
when allocating limited financial resources. Costing plan
implementation is crucial. This involves validating cost
assumptions; validating prioritization and phasing; evaluating
the financial feasibility of projects; and rejecting unfeasible
proposals.
A realistic resource mobilization plan, which fits within the
current legal framework, should be developed. Alternatively, it
could recommend legal reforms which leaders can initiate to
facilitate better financing of the plan. This is further explained
under the sub-section on Plan Implementation.
Costing details depend largely on the scale and complexity
of the project, and the level of detail to which it is developed.
It is important to involve stakeholders in costing exercises,
for accountability and transparency, enhance opportunities
for collaborations, and to manage expectations. As the plan
becomes more detailed, further research into costings is
recommended.
Cost of Land
Land acquisition is often a difficult and contentious part of
urban planning. Land is a fixed resource, and land speculation
tends to complicate acquisition in places where rapid
urbanization is expected. Many cities and towns in Kenya
have limited public land, with most urban land under private
ownership. A large portion of public land is controlled by state
institutions (e.g. learning institutions) or corporations such as
Kenya Railways.
Infrastructure construction © UNDP
66 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
Consider strategic ways of supplying land for investment,
such as acquisition from private ownership through
the stipulated legal mechanisms, and joint agreements
that result in increased supply of land. For instance, in
implementing strategies for increasing housing stock,
cities can enter agreements with private land owners and
developers to deliver specified developments (e.g. housing
or industrial parks) on earmarked areas. This can be achieved
at the targeted costs through a combination of various
incentives such as tax exemptions or reductions; waivers
on development control fees; reduced rates for access to
municipal services, etc. In this way, cities will not incur costs
of acquiring land and undertaking developments, but will still
achieve the targets of the urban plan.
Enact policies and legislation that increases land supply
for public goods, including development control rules and
land sub-division regulations. For example, the effective
enforcement of Kenya’s Physical Planning Act stipulates
conditional approval of a private land subdivision scheme to
include surrender of part of the land to the government for
public good.
Implementation of a plan may also require land readjustment
and redistribution, by which the city achieves the goal of the
plan and land owners benefit from such as through increase
values and attractiveness of the land.
Cost of Infrastructure and services
Resilient, reliable infrastructure and services are a vital
requirement to realize a spatial development framework. With
these, cities and towns can flourish. Before leaders prioritize
infrastructure investments, it is important to ensure the
benefits outweigh the costs.
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
In many contexts, costs are projected to be recoverable in
the long-term. However, if the target beneficiaries cannot
afford to fully repay these costs during the projected lifetime
of the infrastructure, the benefits still outweigh the inability
to directly recover full costs in many cases, if the right
infrastructure choices are made. Leaders nevertheless have
the mandate and the responsibility of ensuring universal
access to basic services and decent housing. Therefore, it
is important to identify innovate approaches to offset and
reduce the costs of infrastructure development in sections of
the city or town where residents cannot afford to pay market
rates.
Capital Investment Planning [CIP] is used to identify
alternative and feasible financing mechanisms, including
evaluating possibilities of government, private sector, and
international lending institutions such as development banks.
Some of the mechanisms urban authorities can consider are
issuing infrastructure bonds, development fees, public-private
partnerships, and land-based financing mechanisms. The latter
include measures such as recurring taxes on land, betterment
charges and special assessments, developer exactions, land
value increment taxes, sale/transfer of development rights,
land leases and land sales, transfer taxes and stamp duties.
Leaders should use CIP as the basis to allocate budget, to
facilitate the city’s implementation of the plan.
Assessment of risks related to infrastructure investments
must be undertaken. Potential risks include revenue risk,
construction risk, operating risk, environmental risk, political
and social risk, and currency risk (for loans in different
currencies], among others. In determining cost, some of
the key considerations are initial investment, infrastructure
expansion, maintenance, and other related costs such as
acquisition of right of ways, relocations, strengthening the
capacity of the institutions in charge. Traditionally, new
urban infrastructure has a twenty year lifespan. However,
with technological advancement, more careful analysis on
infrastructure choices is required, with inbuilt flexibility which
enables cities to re-configure, retrofit or upgrade infrastructure
as technologies advance. Information technology is a critical
factor driving efficiency of infrastructure in cities and towns.
Therefore, urban engineering should aim to adopt available,
affordable and sustainable technologies.
Develop a Feasible Financing Strategy
Few urban areas have adequate capacity to finance urban
development priorities from their own revenue streams.
Leaders and urban authorities should identify alternative
sources of finance. This include borrowing, such as
infrastructure loans from lending institutions. However,
such loans often are tied to interests and other repayment
conditions. The capital investment plan is supposed to
identify funding sources, accessible forms of finance, provide
estimates of capital required, justification for the targeted
projects, and a feasible repayment structure.
Leaders must consider affordable finance schemes that
will not comprise the financial stability of the city/town
during the projected repayment period. In general, costing
is done as part of Capital Investment Planning (CIP) for the
urban development plan. CIP outlines investments from
the government, with emphasis on provision of municipal
services, and may include private sector investments through
public-private partnerships (PPP).
PHASE THREE: APPROVAL AND ADOPTION
Unapproved plans lack legal basis for their implementation.
After the plan is developed, it must be approved and adopted
to become a legal document. The process should include
the following elements: the possibility of a public hearing
on the finalized plan; approval and adoption by the relevant
authorities; and an announcement of adoption. In Kenya’s
context, approval of plans undertaken at the county level is
governed by the Urban Areas and Cities Act 2011 and the
County Governments Act of 2012. These two legislations
mandated authorities within the county government to
formulate and approve plans.
Before plans are approved and adopted, leaders and planners
should hold a public hearing on the finalized plan The County
Government Act of Kenya has specifically emphasized on the
need for active citizen participation. For instance, Article 87 [b]
of the Act states that citizens are granted: “reasonable access
to the process of formulating and implementing policies,
laws, and regulations, including the approval of development
proposals, projects and budgets, the granting of permits and
the establishment of specific performance standards’.
Seek consent from the relevant agencies. The functions
of these agencies include oversight (e.g. National Land
Commission); regulation of planning practices (e.g. physical
planners registration board); or coordinating and undertaking
high-level planning (e.g. national government departments,
regional development authorities) or lower-level planning (e.g.
ward administration); and utility management (e.g. Energy
utilities, Water and Sanitation Utilities).
10. Conduct a Public Hearing before Plan Approval
Make the plan completion process public, and invite the
public to scrutinize the final plan. To hold a public hearing,
leaders need to constitute an Independent Review and
Hearing Panel tasked with: 1. assessing the quality of the
draft plan; 2. Assessing consistency with other plans;
3. conducting public hearings and taking stock of the
recommendations.
SECTION 3: PLAN PREPARATION 67
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Box 3.11 Evaluation of draft plans for approval and process

Leaders, policy makers and decision makers should ensure the plan has addressed the set purpose and objectives. It is important to
develop plan evaluation guidelines. This should be done by the planning authority or through other relevant authorities who are
responsible for quality and standards, and oversight. Some common evaluation criteria for an urban development plan include:

• Options and alternatives presented for the plan;
• Public Feedback on the Draft Plan and demonstration of how
this feedback was acted upon;
• Allocation of sufficient time for stakeholder participation,
including an assessment of the efficiency of participation
methods;
• Assessment of the relationship between the expected and
draft output of the plan;
• Financial Feasibility of the plan (Capital Investment Planning);
• Policy and Legal feasibility of the Plan;
• Practicality of implementing the Plan in the institutional
context;
• Environmental Impact of the Plan – depending on the scale
of the plan, an Environmental Impact Assessment (EIA) or a
Strategic Environmental Assessment (SEA) will be required;
• Social Impact of the Plan – Through a Social Impact
Assessment (SIA), determined by the scale and scope of the
plan; and
• Economic Benefits of the Plan – Through Economic Impact
Assessment, the outcomes of which can be presented
alongside the Capital Investment Plan for the respective urban
plan.

The above elements can be used to develop a technical evaluation scoresheet to assess the quality of the plan. This informs discussions on
approval of the plan. It is recommended that the planning authority undertake this evaluation independently. The outcome of the evaluation
is equally important in informing potential institutional reforms which will facilitate successful implementation of the plan.

Support the planners to prepare a public exhibition, and
provide leadership in creating public awareness. This will
require the use of different media such as posters, flyers,
radio announcements, banners and social media. The
exhibition is then followed by a committee hearing, and post-
hearing activities. After the approval of the plan, retain the
public exhibition throughout the plan period, combined with
an inquiry desk and online access to simplified explanation of
the plan.
During the public hearing, emerging issues are consolidated,
the draft plan is refined and the final draft is submitted to
the relevant authority for approval. This strengthens the
participation process and promotes stakeholders’ sense of
ownership of the plan, which is a key indicator of a successful
plan.
11. Plan Approval and Adoption
Approval and adoption processes involve authorities at
different institutional levels. Without their early involvement,
the plan may face many setbacks.
In the case of an integrated urban development planning, the
following approval and adoption process is mandated by law
(the Urban Areas and Cities Act, 2011):
• After the public hearing process is completed, and the
concerns of residents appropriately addressed, the urban
board or committee decides on the adoption of the plan.
• Subsequently, a copy of the plan is submitted to the
county executive committee within twenty-one days, by
the urban manager or administrator.
• The county executive committee must consider the plan
and make recommendations within thirty days.
• The county executive committee should then submit the
plan to the County Assembly for approval. The Act has
specified timeframes for the adoption process at the
urban board/committee and county executive committee.
However, it does not specify the timeframe for the
approval phase at the county assembly.
• The process is complete when the County Assembly
approves and adopts the plan.
Political leaders should actively participate in plan formulation.
As representatives, they can identify local priorities for
integration in the plan. If political leaders wait to demand
inclusion of certain elements in the plan during approval
process, approval is delayed and may never be given.
In the absence of urban boards or committees, the plan
adoption process can be managed by the respective
county planning authority in charge, such as the county
physical planning department. Article 30 [1] [f] of the County
Government Act of 2012, gives the County executive
responsibility to “submit the county plans and policies to the
county assembly for approval”.

68 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

 Review is linked to new IUDP Continuity is important for transition
[5Years, which is also the duration of term of
between electoral cycles
office for an Urban Board/ Committee]

1ST 2ND 3RD 4TH

IUDP PART I:
IUDP (New Urban Board/Committee) IMPORTANCE
IUDP OF PLANNING AND UNDERSTANDING
IUDP Timeframe forASpatial
PLANNING PROCESS
Development Framework
(Urban Development Plans)

12 .
12. Announce and Communicate the plan should ensure that planning authorities create popular
SDFClear communication of5the Yearsapproved
(Review) plan helps stakeholders
10 Years (Review/ New versions
SDF) of the 15 plan,
Yearsand thematic
(Review/ New SDF)extracts written in simple
to understand their responsibilities during implementation. * This is theBy
Planning language with visuals
Framework envisioned in Kenya’s which help affected
County Governments stakeholders
Act and the to Act
Urban Areas and Cities
Electoral Cycle
law, local authorities must do the following within fourteen understand what the plan means for them. WebGIS websites
days of the adoption of an integrated development plan: can also be developed to enable online access to plan
1ST• Notify2Y the 3Y public of 4Y the adoption
5Y of the plan; documents and an opportunity to interact with the structure
IUDP Annual Review of IUDP
• Provide a summary of the plan; and plan/land use plan without the technical GIS knowledge.
• - Term
Make copies or
of City/Municipal extracts
Board of the plan available to the public.
/Town Committee Such systems operate on ordinary web browsers; hence,
- New Board Committee after 5 Years accessible to regular internet users.
Urban plans can be lengthy, highly technical documents,
which are difficult for lay-persons to understand. Leaders

Figure 3 .9
3.9 Illustration of the plan adoption/approval processPlan Approval and Adoption

Final Draft Plan

ISSUE A PUBLIC NOTICE ON

Public Hearing Town Hall Exhibition of Plan
PLAN ADOPTION
Retain exhibition of approved plan
■ Provide Summary of Plan
and implementation plans ■ Provide opportunities for public to receive
copies and extracts of the plan

Urban Board/ Committee

decides on adoption of plan

within 21 days by
urban manager IMPLEMENTATION
■ Coordinating Teams
With in 14 days

plan is submitted to county ■ Build Partnerships

■ Link Plan with Budgeting
executive committee ■ Monitoring & Evaluation
■ Review Plan as Recommended

within 30 days
* This process is derived from the
Provisions of Urban Areas and Cities Act,
County executive committee and County Government Actors 2012 .
make recommendations

County executive committee submits Approved Plan

plan to county assembly for approval

Source: UN-Habitat/BarakaMwau

Capital Investment Planning

Legal Mandate - Services and Societal norms and expectations;

responsibilities required by law Level of public wealth

Scope of local government services/ functions that require

property; Standards for service consumption/ provision

SECTION 3: PLAN PREPARATION 69

City Development Planning Capital Investment Planning City budgeting,
◆ Urban planning: Spatial growth,
operating and capital
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
PHASE FOUR: PLAN IMPLEMENTATION
During the implementation phase, proposals are translated
from paper to reality. This is the phase where leaders can
create tangible impacts for the welfare of citizens. Plans
take time and care to formulate, yet for various reasons
many plans are never, or only partially, implemented.
Implementation should be addressed from the start of the
planning process. Political leadership; continuous monitoring,
periodic adjustments; sufficient capacity at all levels; and
sustainable financial mechanisms and technologies are all
required to facilitate the implementation phase.
The Role of Leaders in Plan Implementation
• Provide political goodwill to support implementation
of plans. Leaders make decisions that influence urban
planning. Political leaders approve projects and budgets.
Decisions that are contrary to approved plans undermine
their implementation.
• Create room for transitions of power, with focus on
continuity over electoral cycles. Often, electoral cycles
and changes in political regimes affect the workflows. If
priorities keep changing without reference to previous
progress, plan implementation is undermined.
• Build partnerships and maintain support from
stakeholders, throughout all implementation programs
and projects. Create well-structured partnerships with
citizens, community groups, the private sector, other
levels of government, and other governments.
In Kenya, many cities and towns have encountered challenges
in implementing plans. Kenyan leaders must address the
following aspects that have previously undermined plan
implementation:
• Timely Approval of Plans – Including delays in plan
approval, or even complete lack of plan approval. If
approval is delayed, programmed activities are also
delayed, affecting budgets and weakening stakeholder
support.
• Formulation of Appropriate Plans – Poor planning
processes result in ineffective plans, even if they are
approved. Key issues include lack of ownership among
stakeholders, including within government departments;
proposals that do not reflect reality; and plans lacking
detailed implementation frameworks.
• Addressing the Financing Gap – Fiscal challenges,
including under-financing of urban development. Funding
options should be identified and secured well in advance
during the process, to ensure a timely implementation of
the plan, fully or in phases.
• Capacity of Planning Institutions – Insufficient institutional
capacity to implement plans, whether planning was done
internally or outsourced to external consultants and later
handed back to planning authorities for approval and
implementation.
70 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
• Urban Legislation – Inadequate legislative frameworks
to govern plan implementation. This includes absence
of specific regulations; restrictive rather than facilitative
regulations; and weak powers for enforcement. Urban
planning is only successful when legislation is supportive.
• Political Commitment – Insufficient political goodwill,
including counterproductive political decisions that
undermine the mandate of planning authorities.
• Public Awareness on Urban planning – Inadequate public
awareness on urban planning, where planning has largely
remained the preserve of technical professionals.
• Urban Governance – The failure of planning authorities
to actively engage citizens in the development process
undermines plan implementation.
Address internal management of plan implementation
within government. Ensure planning is coordinated
horizontally and vertically, and where necessary establish
a plan implementation unit. This should comprise of line
departments and key agencies such as utility companies,
which in Kenya operate independently from government
departments. Terms of reference, reporting structure and
feedback mechanism are required to measure performance.
Some of the functions and responsibilities of this plan
implementation unit include:
• Coordinate and ensure budgets (including line
department budgets) are aligned with the approved plan;
• Support urban managers and administrators, the urban
board or town committee or county government in
mobilizing finance for plan implementation.
• Support the formulation and implementation of annual
operational plans based on the phasing strategy for
implementation.
• Coordinate the implementation of physical components
of the plan, to ensure time and cost efficiency.
• Pay attention to monitoring and evaluation of
implementation performance.
One of the key outputs of a good planning process
is a feasible Plan Implementation Framework. A plan
implementation framework responds to existing constraints
that could undermine implementation by proposing
interventions including any institutional modifications and
capacity development required. It gives a detailed outlines
of activities to be undertaken, including monitoring and
evaluation, and the capital investment plan. The urban
authority should mobilize the required capacity to effectively
manage plan implementation, and continuously engage the
public in progress review sessions.
Leaders should champion the necessary institutional reforms
recommended by the Plan Implementation Framework.
 Year

PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

Proportion of Urban
PARTpopulation by size
I: IMPORTANCE OFcategory
PLANNINGin 2009, Kenya
AND UNDERSTANDING A PLANNING PROCESS

2000 - 9999 110

Three-pronged Approach as an Implementation Strategy Rules and regulations are important planning tools to guide
Three-pronged Approach as an Implementation Strategy Rules and regulations are important planning tools to guide
An implementable plan10000 - 99999 three interlinked aspects:
addresses the growth, use and 97 form of an urban area. A development
An implementable plan addresses three interlinked aspects: the growth, use and form of an urban area. A development
urban planning and design; urban rules and regulations; and control system should provide a sound regulatory framework,
urban planning and100000
design; urban rules and regulations; and
- 999999 control system should provide a sound regulatory framework,
municipal finance and financial planning. UN-Habitat refers including: procedures for obtaining22building rights and
municipal finance and financial planning. UN-Habitat refers including: procedures for obtaining building rights and
this as the ‘three-pronged
1 million and approach’.
over permits; the regulation
1 of public space; and building codes
this as the ‘three-pronged approach’. permits; the regulation of public space; and building codes
that regulate spatial qualities. In addition, some projects,
that regulate spatial qualities. In addition, some projects,
Urban
Urban Plan
Plan and
and Design
Design 0 1000000 2000000 such as land-readjustment,
3000000 4000000 require laws on municipal or
such as land-readjustment, require5000000
laws on municipal or
Urban design and well-planned street patterns influence national level to enable their implementation. The plan can
Urban design and well-planned street patterns influence national level to enable their implementation. The plan can
the character of a city and the quality of everyday life for its also accommodate/include specific urban regulations for the
the character of a city and the quality of everyday life for its also accommodate/include specific urban regulations for the
1million and over
citizens. A team of urban planners, designers, infrastructure area
100000 - it covers,
999999 for example related
10000 - to
99999 land use, plot
2000 coverage
- 9999
citizens. A team of urban planners, designers, infrastructure area it covers, for example related to land use, plot coverage
engineers, landscape
No. architects and others are responsible
1 and building22 rights. Such regulations 97 (and design principles)
110
engineers, landscape architects and others are responsible and building rights. Such regulations (and design principles)
for managing this, following guidelines from the spatial must be aligned to the general regulatory framework, but
for managing this,
Sharefollowing guidelines from3109861
of Urban Population the spatial must be
4617114 aligned to the general regulatory
3665486 framework, but
631109
development framework. function as complement for understanding and efficient
development framework. function as complement for understanding and efficient
implementation of the plan.
implementation of the plan.
Urban
Urban Law,
Law, Rules
Rules and
and Regulations
Regulations
Source: National Council for Population and Development, Kenya 2013

A plan should be developed with knowledge of the legal

Municipal Finance and a financial plan
Municipal Finance and a financial plan
A plan should be developed with knowledge of the legal
framework, context and constraints. If a plan neglects this The third component includes the financial plan. A plan that
framework, context and constraints. If a plan neglects this The third component includes the financial plan. A plan that
aspect, it becomes vulnerable to legal challenges. If there cannot be paid for cannot be implemented. It is therefore
aspect, it becomes vulnerable to legal challenges. If there cannot be paid for cannot be implemented. It is therefore
are no legal provisions to guide appropriate acquisition of important to consider innovative mechanisms for funding and
are no legal provisions to guide appropriate acquisition of important to consider innovative mechanisms for funding and
COMPONENT 1: INSTITUTIONAL STRENGTHENING
land or change of use, the designated land-use in a plan is budgeting from the beginning, including plans to enhance
land or change of use, the designated land-use in a plan is budgeting from the beginning, including plans to enhance
likely to be challenged, in particular where existing interests municipal revenue, public-private partnerships, and access
likely to be challenged, in particular where existing interests municipal revenue, public-private partnerships, and access
– backed by property rights – are not in line with the vision to external funding. Sometimes, a financial strategy requires
– backed by property rights – are not in line with the vision to external funding. Sometimes, a financial strategy requires
of the plan. For instance, customary rights can be a point of a review of aspects of municipal finance practice, such as
of the plan.KENYA
For instance, customary rights can be a point of a review of aspects of municipal finance practice, such as
contention as they may conflict with statutory
COMPONENTrights. the URBAN
If this STRATEGIC
2: PARTICIPATORY capital investment budget, national
COMPONENT or international
4: PROJECT fund
MANAGEMENT,
contention as they may conflict with statutory
MUNICIPAL rights.
DEVELOPMENT PLANNINGIf this the capital investment budget, national or international fund
transfers, taxation systemsMONITORING AND capacity.
and lending EVALUATION
is not addressed
PROGRAMME early and appropriately it can significantly transfers, taxation systems and lending capacity.
is not addressed early and appropriately it can significantly
complicate implementation. Testing the legal viability early
complicate implementation. Testing the legal viability early
prevents costly adjustments later in the process. Therefore,
prevents costly adjustments later in the process. Therefore,
a good plan report will adequately address the legal issues
a good plan report will adequately address the legal issues
pertaining to its implementation.
pertaining to its implementation. COMPONENT 3: INVESTMENT IN INFRASTRUCTURE AND
SERVICE DELIVERY

Figure 3 .10 UN-Habitat Three-Pronged Approach

Figure 3.10 UN-Habitat Three-Pronged Approach

Urban Rules and Regulations

Adequate planning rules and regulations are a prerequisite to the design,
production and management of efficient and equitable human settlements.

Three-Pronged Urban Planning and Design

Approach The quality of urban planning and design has a determining impact on the
value generated by human settlements through efficient and equitable
public space, streets and buildable areas.

Municipal Finance
Efficient and transparent municipal finance systems are key to investments,
maintenance and management of the city. They should ensure redistribution of
benefits generated by urban endogenous development.

Source: UN-Habitat
Source: UN-Habitat

POLICY AND LEGISLATIVE FRAMEWORK FOR SPATIAL PLANNING IN KENYA

Constitution of Kenya SECTION 3: PLAN PREPARATION 71

SECTION 3: PLAN PREPARATION 71
[Chapter 5: Land and Environment], Fourth Schedule Functions of National and County Governments
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
Box 3.12 Create an Efficient Development Management System
With increased involvement of a diversity of actors and transforma-
tions in urban development, there is need for development control
to shift from mere regulation towards development management,
where the public planning authorities are compelled to engage in
a more facilitative manner in regulating and enabling desirable
urban development. This ensures that developments are aligned
with policy and regulations, and improve the quality of the built
environment, facilitates developers, and makes planning respond
better to changing contexts. Approved plans, combined with specif-
ic policies and regulations such as by-laws provide a critical basis
for development management. It enables cities to better manage
growth and balance competing needs in urban development.
It is important for an urban authority to have a system for assessing
planning applications; approval and enforcement; and supporting
developers and other actors in the delivery of the desired outcome.
Good practices in development management involve integration of
information technology tools including land information systems
and GIS-Based systems. This is complemented by digital planning
portals-open to the public. Digital systems for processing planning
applications, embedded in a Geographic information System (GIS)
have enabled many cities simplify and enhance efficiency of devel-
opment management systems.
Effective development management is also subject to good urban
governance. Development management in Kenya’s urban areas
has been constrained by weak urban governance, characterized by
Capital Investment Planning
Capital Investment Planning (CIP) is an example of an
implementation tool which guides investment into capital
assets (e.g. basic facilities, services and installations
needed in the community). The capital investment plan
outlines projects, both ongoing and proposed, which aim
to achieve the objectives set-out in the vision. The capital
investment plan should address budgetary allocations; land
requirements; the implementing and financing agencies; and
implementation timelines.
72 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
corrupt practices; lack of political support; inadequate stakeholder
engagement; absence of formal/approved plans; ineffective zoning
ordinances; poorly equipped and resourced development control
units; and unreliable cadaster information.
Political leadership is critical to effective development manage-
ment practice. Negative political interference following decisions
made by planning authorities weakens development management.
Political leaders should work closely with planners and engage
stakeholders in development management issues.
Leaders should support development management by:
• Proving leadership; inspiring and managing officers in a way
that facilitates their effective and efficient performance;
• Ensuring that officers are well resourced, financially and with
skill development;
• Providing high-level support by coordinating planning at the
highest levels of government and with elected leaders;
• Representing the interests of the planning authority to exter-
nal partners such as the private sector;
• Facilitating capacity development in planning and develop-
ment management, in collaboration with technical managers;
and
• Overall, contributing to the achievement of visions, goals and
objectives of planning authorities.
Different projects have varied impact on urban infrastructure.
Therefore, when developing financial plans, consider cost
recovery from expected revenue of the project over a
reasonable period.
A clear link between the plan and municipal budgeting
has to be institutionalized. In Kenya, the Integrated Urban
Development Plan, which is aligned to the long-term spatial
plan, and reviewed annually is supposed to inform all
development financing in the urban area.
 County executive committee submits Approved Plan AND
plan to county assembly for approval PART
PART I:I: IMPORTANCE
IMPORTANCE OF
OF PLANNING
PLANNING AND UNDERSTANDING
UNDERSTANDING AA PLANNING
PLANNING PROCESS
PROCESS

Figure
Figure 3.11
3 .11 Capital
Capital Investment
Investment Planning
Planning
Capital Investment Planning

Legal Mandate - Services and Societal norms and expectations;

responsibilities required by law Level of public wealth

Scope of local government services/ functions that require

property; Standards for service consumption/ provision

City Development Planning Capital Investment Planning City budgeting,

◆ Urban planning: Spatial growth,
operating and capital
development, and redevelopment
◆ City Development Strategy

Capital financing

Asset management of government

property and infrastructure. Needs for maintenance,
repair, asset replacement and expansion, and

Financial health of local government

Source:
Source: World
World Bank
Bank

Build
Build Partnerships
Partnerships
Box
The
The Link betweenInstitutional
Link between DevelopmentComponents
Development Managementof Effective Governance
Management A for Better Plan
A significant
significant share
share of
Implementation
of urban
urban investments
investments is
is the
the outcome
outcome of
of
Box 3.13
3 .13 and
and Municipal
Municipal Finance
Finance [Under Sub-section and Plan Implementation]
decisions
decisions made
made byby businesses,
businesses, individuals,
individuals, communities,
communities, and
and
others.
others. There
There must
must be
be buy-in
buy-in and
and partnership
partnership from
from the
the private
private
Besides enabling successful implementation of the plan, ef- sector
sector ifif plans
plans are
are to
to be
be successfully
successfully implemented.
implemented.
fective development management is also designed to enhance
revenue generation for the city or town. There are several Partnering
Partnering withwith other
other government
government agencies,
agencies, thethe private
private
land-based financing instruments linked with development
URBAN GOVERNANCE sector, and civil society enhances urban
sector, and civil society enhances urban governance. governance.
management: recurring taxes on land, betterment charges Partnerships
Partnerships enable
enable stakeholders
stakeholders to to participate
participate inin decision
decision
and special assessments, developer exactions, land value making
making and monitor continuity. Partnering with citizens and
and monitor continuity. Partnering with citizens and
increment taxes, sale/transfer of development rights, land
the
the private
private sector
sector enables
enables aa city
city to
to reduce
reduce risks
risks associated
associated
leases and land sales, transfer taxes
PUBLIC and stamp duties. Others CIVIL SOCIETY
SECTOR PRIVATE SECTOR
tools include charging development fees, as conditions for with
with certain
certain planning
planning decisions.
decisions. Institutionalizing
Institutionalizing stakeholder
stakeholder
approvals. participation
participation enhances ownership of
enhances ownership of plans
plans and
and supports
supports theirtheir
Monitoring & Evaluation implementation.
implementation.
Mechanisms
To be successful in these approaches, leaders must ensure
that their city or town has reliable and up-to-date GIS-based Structure
Structure partnerships
partnerships onon issues
issues of of plan
plan
land records (cadastral data). This requires ensuring planning implementation
implementation – such as financing investment
– such as financing investment portfolio,
portfolio,
authoritiesIntegrated Infrastructure
and the relevant Plan
line departments have sufficient development
development control
control
Spatial Development Framework
and
and enforcement,
enforcement, policy
policy making,
making, and
and
[10 Years] Integrated
resources to develop a GIS-based land information system and Urban Development
budgeting.
Plan ◆ Land Use Plan
[5-Year Term ofbudgeting.
office for
development control system.
Urban Boards/ Communities]
◆ Local Physical Development Plans (Detailed plans)
◆ Sector Plans
◆ Energy Plan
◆ Water Services Plan
◆ Integrated Waste Management Plan Growth Management Strategy

◆ Social Infrastructure & Public Amenities SECTION 3: PLAN

SECTION 3: PLAN PREPARATION
PREPARATION 73
73
◆ Transportation Plan Rolling Institutional & Regulatory Reforms
◆ Planned Urban Design Priority Projects to Effect
 PART I:
PART I: IMPORTANCE
IMPORTANCE OF
OF PLANNING
PLANNING AND
AND UNDERSTANDING
UNDERSTANDING A
A PLANNING
PLANNING PROCESS
PROCESS

Figure 3.12
3 .12 Examples of
of “core”
“core” PPP
PPP contract
Examples of “core” PPP contract types
contract types
types
Figure Examples

Operations & Maintenance Lease Concession

• Contractor manages existing assets • Contractor takes over existing assets and • Contractor takes over existing assets and
and provides service provides service at contracted quality provides service at contracted quality
Existing Assets

• Responsible for managing opera-
tions and maintenance expenditure
Management contract
Service Contract
• Receives revenues from user charges plus
any subsidies, or less any lease fees
• Responsible for operations and mainte-
nance expenditure
• Receives revenues from user charges plus
any subsidies, or less any concession fees
• Responsible for operations, maintenance
and capital expenditure
Privatisation and regulation

PURE PUBLIC PURE PRIVATE

Construction contract Build, Operate, Transfer Build, Own, Operate, Licensing and regulation
(BOT) Transfer (BOOT)
Turnkey contract • Contractor designs, builds and •
operates a new asset builds and operates a new
New Assets

• Receives payment from
service user (may be govern-
ment department or utility)
• -
ment; ownership transferred
on construction
asset Key:
• Receives payment from
service user (may be govern- Core PPP type
ment department or utility)
Other related agreements
• Asset transferred to govern-
ment at contract end

Source: Adapted
Source: Adapted from
from PPIAF,
PPIAF, Note
Note 1:
1: PPP
PPP Basics
Basics and
and Principles
Principles of
of aa PPP
PPP Framework
Framework (Washington,
(Washington, PPIAF,
PPIAF, 2012),
2012), p.
p. 3.
3.

Source: Adapted from PPIAF, Note 1: PPP Basics and Principles of a PPP Framework (Washington, PPIAF, 2012), p. 3.

Create aa sound
Create sound institutional
institutional andand legal
legal framework
framework to to facilitate
facilitate Partner with
Partner with other
other governments
governments oror urban
urban authorities.
authorities. For
For
partnerships. In Kenya, the Public-Private Partnerships
partnerships. In Kenya, the Public-Private Partnerships instance, if a city relies on water supplied from another
instance, if a city relies on water supplied from another
Act is
Act is the
the overarching
overarching legislation
legislation governing
governing public
public private
private governmental unit,
governmental unit, engagement
engagement with
with that
that government
government is is
partnerships. The law provides for participation of
partnerships. The law provides for participation of the privatethe private unavoidable. Inter-governmental partnerships can
unavoidable. Inter-governmental partnerships can reducereduce
sector in financing, construction, development, operation,
sector in financing, construction, development, operation, and and costs, and
costs, and ensure
ensure natural
natural resources
resources are
are managed
managed andand used
used
maintenance of government infrastructure
maintenance of government infrastructure or developmentor development sustainably. Inter-governmental or city partnerships
sustainably. Inter-governmental or city partnerships alsoalso
projects, through
projects, through concessions
concessions or or other
other contractual
contractual empower governments.
empower governments.
arrangements. In some instances implementation
arrangements. In some instances implementation of of the
the plan
plan
may require creation of special purpose vehicles,
may require creation of special purpose vehicles, municipal municipal Phasing of
Phasing of Implementation
Implementation
development corporations,
development corporations, locallocal development
development corporation
corporation or or A long-term
long-term vision
vision is
is essential.
essential. However,
However, itit is
is difficult
difficult
A
other privatized-form of agency. In practice, these
other privatized-form of agency. In practice, these agencies agencies to access
access necessary
necessary resources
resources to
to meet
meet developmental
developmental
to
are exempt
are exempt fromfrom many
many of of the
the statutory
statutory provisions
provisions that
that requirements and and to
to precisely
precisely predict
predict unforeseen
unforeseen
requirements
guide the operations and financial transactions
guide the operations and financial transactions conducted conducted opportunities and
and challenges
challenges which
which emerge
emerge during
during
opportunities
by municipalities.
by municipalities. However,
However, where where thethe municipality
municipality hashas aa implementation. Cities
Cities and
and towns
towns must
must therefore
therefore be be strategic
strategic
implementation.
financial relationship with the agency, there should
financial relationship with the agency, there should be audit be audit to
to in their
their planning,
planning, by
by clearly
clearly phasing
phasing plan
plan implementation.
implementation. This This
in
ensure accountability and transparency in their
ensure accountability and transparency in their operations. operations. means that
that long-term
long-term visions
visions and
and plans
plans should
should bebe flexible,
flexible, to
to
means
be reviewed
be reviewed and
and updated
updated toto match
match the
the prevailing
prevailing environment
environment

74
74 URBAN PLANNING
URBAN PLANNING FOR
FOR CITY
CITY LEADERS A HANDBOOK
LEADERS A HANDBOOK FOR
FOR KENYA
KENYA
 property; Standards for service consumption/ provision

PART
PART I:I: IMPORTANCE
IMPORTANCE OF
OF PLANNING
PLANNING AND
AND UNDERSTANDING
UNDERSTANDING AA PLANNING
PLANNING PROCESS
PROCESS
City Development Planning Capital Investment Planning City budgeting,
◆ Urban planning: Spatial growth,
operating and capital
as development, and redevelopment breaks down the plan into
as time
time progresses.
progresses. A A phasing
phasing planplan breaks down the plan into •
• Availability
Availability ofof land
land and
and financing
financing –– the
the flow
flow of
of finance
finance over
over
aa series
◆ City Development Strategy
series of
of prioritized,
prioritized, feasible
feasible short-term,
short-term, medium-term
medium-term and
and the
the planned
planned period.
period. Priority
Priority should
should given
given to
to immediate
immediate
long-term
long-term programs
programs and and projects.
projects. Phasing
Phasing should
should match
match the
the needs,
needs, e.g.
e.g. basic
basic infrastructure
infrastructure services.
services.
projected
projected growth
growth trends
trends of of the
the plan.
plan. •
• Physical
Physical and
and social
social Infrastructure
Infrastructure –– what
what isis needed,
needed, when,
when,
at
at what Capital
what scale,
scale, financing
etc.
etc.
Factors
Factors toto consider
consider in in phasing
phasing planplan implementation:
implementation: •
• Integration
Integration of of various
various development
development proposals
proposals and and
•
• Individual
Individual projects
projects should
should be be prioritized
prioritized and
and sequenced
sequenced to
to activities
activities e.g.
e.g. basic
basic services
services and
and housing.
housing.
deliver strategic
deliverAsset
strategic goals
goals and
and objectives.
objectives. For
For instance,
instance, most
most •
management of government • Requirements
Requirements for for early
early provision
provision ofof infrastructure.
infrastructure. For
For
of
of Kenya’s
Kenya’s cities
cities and
and towns
Needsare
towns for currently
are currently experiencing
experiencing aa example,
property and infrastructure. maintenance, example, in in redevelopment
redevelopment projects
projects andand in
in opening
opening newnew
significant
repair, assetdeficit
significant in
in basic
replacement
deficit basicandinfrastructure
expansion, andand
infrastructure and affordable
affordable areas
areas of
of development
development as as per
per the
the phasing
phasing of of implementing
implementing
housing,
housing, requiring
requiring significant
significant investment
investment of of resources.
resources. aa planned
planned urban
urban extension.
extension.
•
• Detailed
Detailed planning
planning andand design
design forfor individual
individual programs
programs and
and • Political and
• Financial and economic
Politicalhealth risks
risks –– political
of local government
economic political dynamics
dynamics and and
projects
projects isis required.
required. the
the impact
impact of of electoral
electoral cycles,
cycles, projections
projections in in economic
economic
situation
situation and
and investor
investor interests
interests inin planned
planned projects.
projects.

Figure
Figure 3.13
3 .13 Urban Institutional
Urban Governance
Components
Governance Framework
Framework for
for Plan
ofImplementation
Effective Governance for Better Plan Implementation
Plan Implementation
[Under Sub-section and Plan Implementation]

URBAN GOVERNANCE

PUBLIC SECTOR CIVIL SOCIETY PRIVATE SECTOR

Monitoring & Evaluation Mechanisms

Integrated Infrastructure Plan Spatial Development Framework

[10 Years] Integrated Urban Development Plan ◆ Land Use Plan
[5-Year Term of office for
Urban Boards/ Communities]
◆ Local Physical Development Plans (Detailed plans)
◆ Sector Plans
◆ Energy Plan
◆ Water Services Plan
◆ Integrated Waste Management Plan Growth Management Strategy

◆ Social Infrastructure & Public Amenities

◆ Transportation Plan Rolling Institutional & Regulatory Reforms
◆ Planned Urban Design Priority Projects to Effect
Spatial Transformation
[Captial Investment Planning] Medium Term Income & Expenditure Framework

Asset Management Plans

& Life Cycle Plans

Source: Modified from UN-Habitat, 2015

Source:
Source: Modified
Modified from
from UN-Habitat,
UN-Habitat, 2015
2015

SECTION 3: PLAN
SECTION 3: PLAN PREPARATION
PREPARATION 75
75
 PART
PART I:I: IMPORTANCE
IMPORTANCE OF
OF PLANNING
PLANNING AND
AND UNDERSTANDING
UNDERSTANDING AA PLANNING
PLANNING PROCESS
PROCESS

Figure
Figure 3.14
3 .14 Monitoring
Monitoring and
and Evaluation
Evaluation in
in Planning
Planning
Monitoring and Evaluation in Planning

Conformance-based evaluations [Planned vs Actual Outcomes]

Performance-based evaluations [Strategic Planning, Actors, Decisions and Outcomes]

New Planning Period

Monitoring Monitoring Monitoring

Review of Plan

Review of Plan

Evaluation/
Evaluation

Evaluation
Before Plan Post - Plan
Implementation Implementation
2-3 Years 5 Years 10 Years 15 Years

Schedule, Evaluation based on Plan

Implementation Timeline Monitoring & Evaluation
[Indicators] Examples of Tools:
- Annual Reports
- Urban Scorecard/ Participatory
Urban Plan/ Spatial Plan Implementation Monitoring and Approach
Development Evaluation Plan - Work Plans/ Operational Plans
Framework, e.g.:
- Surveys
Framework (SDF)
- GIS Mapping/ Spatial Information
- Integrated Urban Development
Systems
Plans (IUDP)
- Evaluation Reports
- Infrastructure Investment Plan /
Capital Investment Plan - Infrastructure Assessment Reports
- Development Management
- Monitoring & Evaluation Plan
- Growth Management Strategies

Source:
Source: UN-Habitat/BarakaMwau
UN-Habitat/BarakaMwau

AA good
good phasing
phasing strategy
strategy reinforces
reinforces the
the preferred
preferred growth
growth Monitoring
Monitoring
strategy
strategy envisioned
envisioned in in the
the Spatial
Spatial Development
Development Framework.
Framework. Monitoring
Monitoring applies
applies toto both
both the
the plan
plan formulation
formulation process
process and
and
Various
Various instruments
instruments can can be
be applied
applied to
to ensure
ensure phasing
phasing the
the implementation
implementation process,
process, mostly
mostly through
through quantitative
quantitative
responds
responds toto this
this growth
growth strategy.
strategy. For
For instance,
instance, delaying
delaying and
and qualitative
qualitative indicators.
indicators. Monitoring
Monitoring isis done
done continuously
continuously
investments
investments in in extending
extending municipal
municipal services
services toto certain
certain areas
areas throughout
throughout thethe planning
planning process,
process, providing
providing data
data which
which
(e.g.
(e.g. urban
urban peripheries)
peripheries) andand giving
giving preference
preference to to others
others maymay informs
informs periodic
periodic reviews.
reviews.
discourage
discourage developments
developments in in the
the areas
areas with
with delayed
delayed services,
services,
while
while accelerating
accelerating development
development in in areas
areas prioritized
prioritized forfor Key
Key considerations
considerations for
for leaders
leaders include:
include:
servicing
servicing (e.g.
(e.g. expanding
expanding infrastructure
infrastructure capacity
capacity inin the
the urban
urban •
• Institutional arrangements for
Institutional arrangements for monitoring
monitoring and
and evaluation;
evaluation;
core
core to
to support
support higher
higher densities]).
densities]). This
This can
can be
be aa useful
useful tool
tool for
for • Scheduling of monitoring and evaluation;
• Scheduling of monitoring and evaluation; and and
achieving
achieving higher
higher densities
densities inin the
the urban
urban core
core while
while reducing
reducing •
• Feedback
Feedback mechanisms
mechanisms and and use
use of
of the
the information.
information.
urban
urban sprawl
sprawl onon the
the periphery.
periphery.
Planning
Planning authorities
authorities should
should consider
consider three
three forms
forms ofof
How
How to
to Know
Know ifif you
you are
are Making
Making an
an Impact:
Impact: Monitoring
Monitoring and
and Evaluation
Evaluation monitoring:
monitoring:
AA monitoring
monitoring andand evaluation
evaluation framework
framework outlines
outlines the
the projects,
projects, •
• Implementation
Implementation Monitoring
Monitoring –– based
based onon the
the phasing
phasing
expected outputs and outcomes, the means
expected outputs and outcomes, the means of achievingof achieving and programming of activities in the implementation
and programming of activities in the implementation
them,
them, institutions
institutions involved
involved and
and indicators
indicators of
of success.
success. framework.
framework.
This
This is necessary to ensure that projects are adequately
is necessary to ensure that projects are adequately •
• Impact
Impact Monitoring
Monitoring –– based
based onon outcome
outcome indicators
indicators for
for
implemented
implemented and and the
the intended
intended outcomes
outcomes areare realized.
realized. In
In implementation
implementation of the development and spatial
of the development and spatial strategies
strategies
urban
urban planning, monitoring and evaluation frameworks include
planning, monitoring and evaluation frameworks include identified
identified in
in the
the plan.
plan. This
This includes:
includes: spatial
spatial monitoring,
monitoring,
quantitative
quantitative and
and qualitative
qualitative indicators
indicators to
to track
track progress
progress inin both
both environmental
environmental monitoring, population change
monitoring, population change monitoring,
monitoring,
planning processes and expected impacts or
planning processes and expected impacts or outcomes. outcomes. and
and social
social economic
economic monitoring.
monitoring.

76
76 URBAN
URBAN PLANNING
PLANNING FOR
FOR CITY LEADERS A
CITY LEADERS A HANDBOOK
HANDBOOK FOR
FOR KENYA
KENYA
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

• Strategic Monitoring –focused on project management their current form, it may be necessary to adjust the plan,
aspects of implementation, uncertainties, emerging or its objectives. The planning process should therefore be
issues, adaptation, the learning process, and capacity geared toward the achievement of results, rather than simply
development. checking boxes.

Evaluation, Review and Adjustments of the Plan At the end of the foreseen planning period (lifespan of the
plan e.g. 10 years), a full evaluation report will elucidate
Review, evaluation and adjustments are important in guiding
lessons from the planning process and inform the next plan.
future management, coordination and partnerships. For
Typically, the final evaluation involves external stakeholders.
practical purposes, most planning processes begin with
As many Kenyan towns face similar planning problems,
incomplete information about initial conditions. It is likely
creating city-to-city collaboration for evaluations can be
that not all activities and outputs are produced as planned.
fruitful. To enhance accountability and transparency, leaders
Therefore, the implementation process often improves
should share monitoring and evaluation information with
understanding about the feasibility of the plan. A periodic
the public. A monitoring mechanism with indicators can
review ensures that assumptions about planning processes
be integrated in the yearly reviews of the Integrated Urban
match the situation on the ground. If the review shows
Development Plan.
that some elements of the plan cannot be implemented in

SECTION 3: PLAN PREPARATION 77

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

SECTION 4

CROSS-CUTTING
ISSUES IN PLANNING

78 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

PART
PARTI:I:IMPORTANCE
IMPORTANCEOF
OFPLANNING
PLANNINGAND
ANDUNDERSTANDING
UNDERSTANDINGAAPLANNING
PLANNINGPROCESS
PROCESS

PHOTO:
PHOTO:AAteam teamofofmunicipal
municipalplanners
planners
drafting
draftinga aconcept
conceptplan.
plan.©©UN-Habitat
UN-Habitat

SECTION4:4:CROSS-CUTTING
SECTION CROSS-CUTTINGISSUES
ISSUESIN
INPLANNING
PLANNING 79
79
 PART I:I: IMPORTANCE
PART IMPORTANCE OF
OF PLANNING
PLANNING AND
AND UNDERSTANDING
UNDERSTANDING AA PLANNING
PLANNING PROCESS
PROCESS

Streetscene in
Streetscene in Kitui
Kitui town.
town. ©
© Baraka
Baraka Mwau
Mwau

There are
There are important
important cross-cutting
cross-cutting issues
issues that
that must
must be
be considered
considered as
as part
part of
of aa typical
typical urban
urban plan
plan making
making process.
process. As
As debates
debates on
on
planning for
planning for sustainable
sustainable urban
urban development
development evolve,
evolve, contemporary
contemporary urban
urban planning
planning has
has found
found itit crucial
crucial to
to address:
address: gender
gender and
and
youth issues,
youth issues, human
human rights
rights and
and climate
climate change.
change.

URBAN PLANNING AND GENDER

Gender inequalities
Gender inequalities are
are evident
evident inin several
several aspects
aspects ofof urban
urban
development, including
development, including access
access to to services
services and
and amenities;
amenities;
land and
land and housing
housing markets;
markets; labor
labor markets;
markets; urban
urban governance
governance
processes; administration;
processes; administration; and and various
various decision
decision making
making
processes affecting
processes affecting the
the well-being
well-being ofof communities.
communities. If If not
not
properly executed,
properly executed, urban
urban planning
planning can
can increase
increase gender-
gender-
based inequities.
based inequities. Women,
Women, men, men, youth
youth and
and children
children tend
tend
to have
to have varied
varied needs,
needs, preferences,
preferences, visions
visions and
and priorities.
priorities.
This diversity
This diversity must
must be
be considered
considered during
during the
the development
development
and implementation
and implementation of of urban
urban plans.
plans. InIn urban
urban planning,
planning, thethe
‘gender-lens’ should
‘gender-lens’ should bebe applied
applied inin keeping
keeping with
with cultural
cultural
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contexts. In this
this case,
case, itit is
is essential
essential toto ensure
ensure aa gender
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based
planning team,
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also to
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identify aspects
aspects of of urban
urban planning
planning andand Community planning
Community planning workshop.
workshop. ©
© Urban
Urban Strategies
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design related
design related to
to gender,
gender, e.g.e.g. safety,
safety, security
security and
and recreation.
recreation.
Ensure participation
Ensure participation is
is gender
gender sensitive.
sensitive. Undertake
Undertake active
active
Support planning
Support planning address
address issues
issues based
based on
on data
data disaggregated
disaggregated participatory sessions
participatory sessions with
with the
the appropriate
appropriate gender
gender mix
mix in
in their
their
by gender, age and location. This disaggregation
by gender, age and location. This disaggregation should should representation and
representation and where
where issues
issues are
are approached
approached inin aa manner
manner
feature prominently describing the socio-economic
feature prominently describing the socio-economic issues issues which is
which is sensitive
sensitive to
to gender
gender issues.
issues. Capturing
Capturing the
the diversity
diversity
such as poverty; inequality; income and expenditure;
such as poverty; inequality; income and expenditure; and convergence
and convergence of of issues
issues related
related to
to gender,
gender, and
and their
their
employment levels;
employment levels; housing;
housing; and
and services
services such
such as
as public
public subsequent integration
subsequent integration inin decision
decision making,
making, contributes
contributes to to an
an
transport, utilities and access to amenities.
transport, utilities and access to amenities. urban plan
urban plan which
which promotes
promotes inclusivity.
inclusivity.

80
80 URBAN PLANNING
URBAN PLANNING FOR
FOR CITY
CITY LEADERS A HANDBOOK
LEADERS A HANDBOOK FOR
FOR KENYA
KENYA
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

URBAN PLANNING AND YOUTH on an international scale, the United Nations has recognized
the right to housing in many documents that are binding to
It is widely agreed that citizen participation is important
the signatory member states. Examples of these documents
for city governments to consider the needs, interests and
include: the Universal Declaration of Human Rights and the
knowledge of different stakeholders. However, too often
International Covenant on Economic, Social and Cultural
youth are left out of this important decision-making process,
Rights (the ICESCR); the International Convention on
leaving them socially and politically marginalized. Young
the Elimination of All Forms of Racial Discrimination; the
people represent a significant and an increasing share of the
Convention on the Elimination of All Forms of Discrimination
global population. UN-Habitat estimates that 60 per cent of all
against Women; and the Convention of the Rights of the
urban dwellers will be under the age of 18 years by the year
Child.
2030. Urban authorities, therefore, need to do ensure that the
voices of youth are well represented and considered in urban Given there are different contexts, national and local
planning processes. governments tend to adopt different approaches on how
to ensure universal access to basic services. Besides basic
Youth participation in urban planning can improve outcomes
services and housing, there are other forms of rights which
for cities by bringing together young people with different
urban planning process encounter, such as rights related
perspectives, information, knowledge, skills, ideas, while
to land tenure and property. In that case, urban leaders
creating a sense of belonging and collective ownership of
should note that urban legislation, approved urban plans,
their cities. Given their large number, youth involvement may
and subsequent implementation can undermine or promote
also help produce policies with greater public acceptability
human rights in this context. For instance, while a plan may
and improve trust between the public and urban authorities.
find it necessary to increase housing stock by undertaking
urban renewal projects, the resultant impact could be
URBAN PLANNING AND HUMAN RIGHTS increase in property values, triggering higher housing
prices that are unaffordable for the pre-existing low-income
Cities, towns, and other forms of human settlements
residents. In other cases, especially where a human-rights
should offer residents a basic form of living conditions.
approach lacks, plan proposals to develop major infrastructure
Key among is access to affordable housing for all, and
could result in forced evictions. In this case, urban leaders
universal access to basic services. Urban planning plays a
should ensure that urban plan proposals with likely negative
critical role in influencing how housing and basic services
impacts are subjected to social impact assessment [with a
are delivered. In many contexts, including in Kenya, local
‘human rights-lens’] and a strategy developed to safeguard
authorities, devolved or decentralized forms of governments
affected persons or communities during the implementation
are charged with ensuring each citizen has access to basic
of such plans. Tools such as Resettlement Action Plans have
services and adequate living conditions (See Box 4.1 –Kenya
been developed to guide implementation of urban projects
Constitution 2010 – Bill of Rights). Housing is a basic right;
that are likely to cause displacements.

Box 4.1 Kenya Constitution 2010, Bill of Rights: Rights and Fundamental Freedoms

Some of the rights and fundamental freedoms specified by the constitution, and which have significant impact on urban planning include:

1. Protection of right to property

2. Environment-to have the environment protected for the benefit of present and future generations through legislative and other meas-
ures
3. Economic and social rights-Every person has the right:
• to the highest attainable standard of health, which includes the right to health care services, including reproductive health care;
• to accessible and adequate housing, and to reasonable standards of sanitation;
• to be free from hunger, and to have adequate food of acceptable quality;
• to clean and safe water in adequate quantities;
• to social security; and
• to education.

The constitution further specifies that “The State shall provide appropriate social security to persons who are unable to support themselves
and their dependants.”
Source: Republic of Kenya. 2010. Constitution of Kenya

SECTION 4: CROSS-CUTTING ISSUES IN PLANNING 81

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
Impacts of heavy rains in Mombasa © Right: Xinhua Photo/ Simbi Kusimba, Left: Tupo News
Urban authorities are required to exercise their authority
including that of urban planning in line with human rights
provisions. This requires a fundamental paradigm shift in
how various aspects of urban planning are conceptualized;
for instance, there is need to focus on land use and not
‘zoning people’-the continued practice to designate residential
areas based on income levels [e.g. high-income residential,
middle-income residential, low-income residential] promotes
segregation and spatial-economic inequalities in urban
centers. Instead, focus should be on diversifying means
through which urban households can access affordable and
adequate housing-a universal access to housing, despite the
existence of mixed income levels.
URBAN PLANNING AND CLIMATE CHANGE
An effective planning system is essential for, and should
contribute to delivering sustainable urban development. In
contemporary times, urban planning requires addressing
climate-change induced impacts. Urban planning has the
potential to facilitate cities and towns achieve resilient
development that reduce greenhouse gas emissions and
prepares communities to adapt to climate change impacts
such as extreme weather conditions, rise in sea levels,
and other related threats. Urban planning should therefore
facilitate governments in delivering development objectives
in sync with environmental protection and ensuring that
urban development is designed to enhance mitigation,
adaptation and resilience to climate change, as well as to
facilitate cities and towns develop green economies. It is
therefore important to integrate climate-change aspects in
planning processes, across all scales and spheres of urban
planning [land use planning, transportation planning, water
supply management, storm water management, waste
management, building and construction codes, etc.].
82 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
Internationally, in 2015, United Nations member states
ratified the 2030 Agenda for Sustainable Development, which
identifies seventeen [17] Sustainable Development Goals.
These Goals all apply to urban development, with Goal 11
specifically emphasizing on the need to “Make cities and
human settlements inclusive, safe, resilient and sustainable”,
and Goal 13 stresses on the need to “Take urgent action to
combat climate change and its impacts”.
It is no doubt that effective urban planning systems will
significantly contribute to the delivery of Agenda 2030.
Earlier in 2006, during the World Planners Congress in
Vancouver, Canada, a position paper on urban planning, the
Vancouver Declaration was released identifying ten planning
principles which create a foundation for climate planning.
These ten principles are: Sustainability, Integrated, integrated
with budgets, planning with partners, subsidiarity, market
responsive, access to land, appropriate tools, pro-poor and
inclusive, and cultural variation. At the national level, Kenya
has integrated climate change mitigation and resilience in
policy through the National Environment Policy of 2013,
the National Climate Change Response Strategy of 2010
and the National Climate Change Action Plan 2013-2017, as
well as through legislative provisions especially the Climate
Change Act of 2016, the Environmental Management and
Coordination Act and the Energy Act.
Strategic Environmental Assessment [SEA] is an ideal tool
used to integrate climate change issues in decision-making.
SEA should be used to gather evidence and engage local
communities on issues related to land-use, climate and
weather patterns and urban development, among other
aspects. Other techniques include considerations to low-
carbon development patterns, low-carbon and energy-
efficient infrastructure, renewable and low-carbon energy,
site-responsive designs, sustainable building materials,
sustainable transport planning, etc.
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
Whilst it could be easy to legislate and integrate climate
change in planning process, the success of effective action
requires dedicated political and community leadership.
Urban leaders thus have crucial role to play in promoting
implementation of climate-change sensitive planning and
development initiatives.
Addressing climate change in urban planning and design also
brings opportunities to preserve and maintain ecological and
green infrastructure in urban areas. In addition to mitigating
impacts of climate change (e.g. flooding, heat waves), it also
contributes to a more healthy urban environment (air and
noise pollution), recreational functions etc. Such ecosystem
services should be integrated in urban planning and design on
both a strategic and detailed level.
URBAN PLANNING AND DISASTER
MANAGEMENT
Disasters are disruptive and costly. They can lead to loss of
life and injury, property destruction, infrastructure destruction
and their effects have economic burdens. A resilient city
must plan and invest in disaster risk reduction and disaster
response. It is however important to note that investing
well in risk reduction is critical to minimizing impacts of
disasters. Often, in developing countries such as Kenya, there
is a tendency by authorities to allocate funds [insufficient]
to disaster response, but with very negligible investments
in risk reduction including prioritizing good urban planning.
Their institutional arrangements [‘silo approach’] also tend
to disadvantage an integrated approach to risk reduction
measures. Meanwhile, the vulnerable such as residents
of informal settlements are the worst affected when urban
disasters strike.
Urban planning and design has a vital role in enhancing a
city’s preparedness to disasters. Indeed, the urban planning
function has a responsibility to ensure that urban growth
and development does not jeopardize safety of residents
and properties for current and future generations. In many
Kenyan cities and towns, residents are often exposed to
various risks and impacts related to both natural disaster [e.g.
landslides, floods etc.], and human-induced disasters [fires,
traffic accidents, pollution, collapse of sub-standard buildings
etc.]. For instance, their inadequate drainage infrastructure
systems coupled with poor or lack of planning often expose
residents to floods during rainy seasons. In the large cities
such as Nairobi, emergency response vehicle are usually
delayed by traffic congestion and are unable to reach to
certain places due to inadequate street space. Such instances
can be addressed through, among other interventions, good
urban planning and design.
Urban planning presents an opportunity to regulate land-
use effectively. The built environment is sensitive and must
therefore be adapted to likely occurrences of a multiplicity of
hazards. Simple interventions such as effective development
control, combined with adherence to good engineering
standards can help a city ensure buildings are not constructed
on unsafe areas, where natural hazards such as landslides,
floods and earthquakes are highly susceptible. During
emergencies, good connectivity enhances rapid response and
thus reducing impacts of disasters such as fires. Additionally,
it is important to ensure a city’s buildings are structurally
fit to withstand shocks related to natural hazards such as
earthquakes. These and other planning related interventions
are critical in enhancing a city’s capacity for disaster
management.
As a way of enhancing resilience, and capacity for disaster
management, some of the interventions that leaders and
planners need to achieve include:
• Incorporating risk assessment and vulnerability studies in
assessing existing conditions, scenario projection such as
flooding simulations, and formulating spatial development
strategies that are informed by the outcomes of such
studies.
• Engaging a multiplicity of stakeholders in risk assessment
and subsequent formulation of strategies. This includes
incorporating disaster managers and their agencies in
urban planning processes.
• Land use plans to ensure that only safe land is available
for development, followed by an effective development
management system that ensures plans and regulations
are adhered to.
• Allocating sufficient space to public spaces, streets and
infrastructure rights of way, and ensuring such spaces are
protected.
• Priority to upgrading infrastructure conditions and services
in underserviced areas and vulnerable areas such as
informal settlements.
• Investing in critical infrastructure systems such as
adequate: water supply and sewerage systems, solid
waste management, access roads and electricity.
• Developing a city information and awareness system.
• Building skill and financial capacity for post-disaster
planning and reconstruction.
SECTION 4: CROSS-CUTTING ISSUES IN PLANNING 83
PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS

PART II

PLANNING TO ADDRESS SPECIFIC

URBAN DEVELOPMENT ISSUES

Section 1. Section 2. Section 4.

PLAN FOR IMPROVED PLAN FOR DELIVERY OF PLAN FOR ECONOMIC

INFRASTRUCTURE AND AFFORDABLE HOUSING DEVELOPMENT AND
BASIC SERVICES FOR ALL MUNICIPAL REVENUE
GENERATION
• PLAN FOR URBAN MOBILITY
Section 3.
• PLAN FOR WATER SUPPLY,
SANITATION SERVICES AND
ENVIRONMENT MANAGEMENT PLAN FOR SOCIAL
• PLAN FOR ENERGY NEEDS INFRASTRUCTURE,PUBLIC
• PLAN FOR TELECOMMUNICATIONS SPACES AND SAFETY
INFRASTRUCTURE

SECTION 4: CROSS-CUTTING ISSUES IN PLANNING 85

 PART I: IMPORTANCE OF PLANNING AND UNDERSTANDING A PLANNING PROCESS
INTRODUCTION
This second part of the handbook is designed to help
leaders gain ideas for ‘How to’ address thematic urban
development issues, but within an integrated planning
framework. Implementing urban plans requires a series of
interlinked activities that seek to improve social, economic
and environmental conditions in the city. These interlinked
activities are often operationalized through sector plans,
derived from the overall spatial development framework.
Sector plans [thematic focus areas] usually form chapters of
the plan report. It is therefore important for leaders to have
an understanding how each sector activities contribute to the
overall framework of sustainable urban development.
In most cases, government activities are aligned to thematic
departments. This has significant implications for budgeting
and coordination of plan implementation. Where synergies
are weak; ineffective coordination, leaders should facilitate
integration. The implementation of the urban plan should be
designed in a way that sectoral plans contribute to the larger
impact of the plan.
Key thematic areas of focus include: urban mobility,
housing, social infrastructure and public spaces, water
and waste water management, green infrastructure and
natural environment, energy and information communication
technology, culture and heritage and economy.
Integrated urban planning requires that a number of key
sectoral issues are considered simultaneously. In particular,
recent planning approach in Kenya has been to link spatial
planning and infrastructure through integrated urban
development plans [e.g. Kenya Municipal Programme]. These
key sectoral issues needs to be addressed in a way that they
86 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
build-up to the wider development vision, are coordinated
in terms of their proposals and actual implementation. In
Kenya, it is observed that infrastructure investments, short of
referencing with urban development plans, have had major
influence on emergent urban form –especially investments in
roads and electricity distribution. This has facilitated different
types of urban development; ranging from unplanned to
semi-planned developments, and fragments of planned
developments [in the form of Greenfields, redevelopment and
renewals and in-fill developments].
A good plan guides a leader on how to provide residents,
institutions and businesses with various types of
infrastructure and services in the short-term, medium-
term and long-term. During the planning process, it is
recommended that an infrastructure and servicing strategy is
prepared by competent practitioners, and which is appropriate
to the needs of the planning area [to be prepared as an
appendix to the plan]. It is fundamentally important for urban
leaders to prioritize delivery of infrastructure, housing and
amenities, as key determinants of quality of life and economic
productivity in any given urban center. However, the delivery
of infrastructure is capital intensive, and often, many urban
authorities are unable to meet demand accordingly, which
calls for sound planning, innovations in financing and
management strategies for utilities and services.
Integrated infrastructure and land use planning, influences
delivery of adequate housing and amenities. Affordable and
adequate housing for all is imperative for sustainable urban
development. This is extended to integrate provision of
public space and amenities, and promotion of local economic
development.
PART
PARTII:II:PLANNING
PLANNINGTO
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SECTION2:2:PLAN
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HOUSINGDELIVERY
DELIVERY 87
87
 PART II: II:
PART ADDRESSING SECTORAL
ADDRESSING ASPECTS
SECTORAL OFOF
ASPECTS PLANNING
PLANNING

SECTION
SECTION1 1

PLAN
PLANFOR
FORIMPROVED
IMPROVED
INFRASTRUCTURE
INFRASTRUCTUREAND
AND
BASIC
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8888 URBAN PLANNING

URBAN FOR
PLANNING CITY
FOR LEADERS
CITY A HANDBOOK
LEADERS FOR
A HANDBOOK KENYA
FOR KENYA
 PART II: ADDRESSING SECTORAL ASPECTS OF PLANNING
PART II: ADDRESSING SECTORAL ASPECTS OF PLANNING

IMAGE: Ruai.
IMAGE: Ruai.
© CNESAirbus, Google Earth
© CNESAirbus, Google Earth

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SECTION 1: PLAN FOR IMPROVED INFRASTRUCTURE AND BASIC SERVICES 89
 PART
PART II:
II: ADDRESSING
ADDRESSING SECTORAL
SECTORAL ASPECTS
ASPECTS OF
OF PLANNING
PLANNING

Cities
Cities need
need infrastructure
infrastructure to to make
make themthem work.
work. Infrastructure
Infrastructure Support
Support integrated
integrated approach
approach to to infrastructure
infrastructure delivery,
delivery, with
with
improves
improves quality of life and induces economic growth
quality of life and induces economic growth butbut focus
focus on delivery of infrastructure and basis services that
on delivery of infrastructure and basis services that are
are
inadequate
inadequate and and underperforming
underperforming infrastructure
infrastructure reduces
reduces affordable
affordable in
in their
their initial
initial capital
capital investment
investment and
and during
during their
their
economic
economic output
output andand badly
badly affects
affects living
living conditions.
conditions. TheThe operation
operation and
and maintenance,
maintenance, and and are
are sustainable
sustainable and
and meet
meet thethe
provision
provision of a basic infrastructure for water, energy
of a basic infrastructure for water, energy andand waste
waste local demand.
local demand.
management
management is is fundamental
fundamental to to aa thriving
thriving city
city and
and isis urgently
urgently
needed
needed inin rapidly
rapidly developing
developing cities.
cities. ItIt requires
requires substantial
substantial Promote
Promote good
good governance.
governance. Integrated
Integrated urban
urban planning
planning and
and
long-term
long-term investment to meet capital and maintenance
investment to meet capital and maintenance delivery
delivery of
of basic
basic services
services requires
requires cities
cities to
to have
have good
good
costs,
costs, which
which cannot
cannot be be met
met byby municipalities
municipalities alone.
alone. Urban
Urban urban
urban governance.
governance. ThisThis entails
entails governments
governments engaging
engaging
planning
planning is central in the deployment of infrastructure and
is central in the deployment of infrastructure and all
all key
key actors
actors inin spatial
spatial planning
planning and
and budgetary
budgetary decision
decision
infrastructure
infrastructure investment
investment is is aa foremost
foremost influencer
influencer of of urban
urban making.
making. Good
Good urban
urban governance
governance alsoalso requires
requires leaders
leaders
form.
form. Integrating
Integrating infrastructure
infrastructure in in urban
urban plans
plans is
is critical
critical for
for to
to coordinate
coordinate and
and encourage
encourage collaboration
collaboration vertically
vertically and
and
optimizing investment and asset
optimizing investment and asset performance. performance. horizontally
horizontally in
in government,
government, and and with
with aa variety
variety of
of institutions,
institutions,
groups
groups and
and firms
firms beyond
beyond the
the government.
government. Without
Without
appropriate
appropriate coordination,
coordination, itit is
is difficult
difficult to
to achieve
achieve successful
successful
implementation
implementation of of urban
urban plans.
plans.

Figure
Figure 5 .1
5.1 Urban
Urban Governance
Governance Framework
Framework Urban Governance Framework

STATE GOVERNANCE

• National, Regional County

• Governments
• Urban Authorities
• Policies & Regulations
• Political Practices
• Government Agencies

• Local Governance • Utilities & Services

• Professional Expertise • Professional Expertise
• Informality

CIVIL SOCIETY PRIVATE SECTOR

[The Market]
• Civil Society Organisations
• Community Based • Firms [Local & International]
Organisations • Informal • Formal/ Informal Enterprises
• NGOs Sector
• Households
• Groups & Individuals

Principles of Good Governance

Sustainability, Subsidiarity, Equity,

Efficiency, Transparency & Accountability,
Civil Engagement and Citizenship, Security

Source:
Source: Modified
Modified from
from UN-Habitat
UN-Habitat (2009).
(2009).

90
90 URBAN
URBAN PLANNING
PLANNING FOR
FOR CITY LEADERS A
CITY LEADERS A HANDBOOK
HANDBOOK FOR
FOR KENYA
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 PART II:
PART II: ADDRESSING
ADDRESSING SECTORAL
SECTORAL ASPECTS
ASPECTS OF
OF PLANNING
PLANNING

Figure 5.2
Figure 5 .2 Institutional framework
Institutional framework for
for infrastructure
infrastructure and
and service
service delivery
delivery in
in Kenya
Kenya

Kenya’s Utility Sector Structure*

Service Provision

Water Services Boards

Water & Sewerage
Companies [Public Owned] Policy and
Water Resources Regulation Nationa & County
Management Authority Governments
National Environment
Water and Sewerage Management Authority
Companies [Private Owned] (NEMA)
Water Services Trust Fund
Water & Waste Management
[Finances Water & Sanitation
Services for vulnerable and
Small Scale Providers & low income areas]
[ Land-Use Planning, Infrastructure Development and Service Provision ]

Individual Supply Provision

Solid Waste Management Landfills [Public or Privately

Services (Public & Private Operated]
Agencies)
Integrated Planning

Generation Transmission Distribution

• Kenya Electricity Generating

Electricty Company Ltd (KENGEN)
• Geothermal Development • Kenya Electricity Transmission Kenya Power Private
Corporation (GDC) Co. Ltd (KETRACO) Distribution Companies (Allowed Nationa & County
• Independent Power Producers • Rural Electrification Authority by Energy Bill] Governments
Energy
(IPPs) (REA) County Utility Agency (County Energy Regulatory
Court Act) Commission
(Policies &
Solar Institutional Home/ Building
Micro-Grids Regulation)

Other Energy Sources [Solar Wind, Petroleum, Purified Petroleum Gas, Wood/ Charcoal]

Service Provider Policy and Regulation

Information & Telecommunication Communications Commission

Technology/ Telecommunications [Mainly Private Sector Firms] of Kenya

Information and Communication

Technology Authority

GOVERNMENT
TRANSPORTATION INFRASTRUCTURE DELIVERY, SERVICES POLICY & REGULATIONS PRIVATE SECTOR

NATIONAL GOVERNMENT COUNTY GOVERNMENT

Service provision (Public Transport,
Logistics)
• Ministry in charge of Transportation • Ministries /Departments
and related infrastructure Delivery of infrastructure
• County Agencies can be created [PPPs, construction contracts from
• Spatial Planning Agency under the county Governments Act government]
• Infrastructure/Services Authorities
(Agencies)
• Nairobi Metropolitan Area Transport
Authority
• Kenya Urban Roads Authority
• Kenya Railways

*The above
*The above institutional
institutional framework
framework is
is subject
subject to
to changes.
changes.

Source: UN-Habitat/BarakaMwau
Source: UN-Habitat/BarakaMwau

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 PART II:
PART II:
PART ADDRESSING
II: ADDRESSING SECTORAL
ADDRESSING SECTORAL ASPECTS
SECTORAL ASPECTS OF
ASPECTS OF PLANNING
OF PLANNING
PLANNING

Create
Create an
Create an appropriate
an appropriate institutional
appropriate institutional framework
institutional framework
framework for for delivery
for delivery of
delivery of
of
infrastructure and
infrastructure and
infrastructure basic
and basic services.
basic services. It
services. It is
It is important
is important
important forfor leaders
for leaders
leaders Levels
Levels of
Levels of access
of access to
access to basic
to basic services
basic services in
services in Kenya’s
in Kenya’s major
Kenya’s major
major
Figure 5.3
Figure 5 .3
Figure 5 .3
and planners to identify an efficient coordination framework towns
towns
towns
and planners
and planners to
to identify
identify anan efficient
efficient coordination
coordination framework
framework
across the
across the
across numerous
the numerous institutions
numerous institutions tasked
institutions tasked
tasked with with various
with various aspects
various aspects
aspects
of infrastructure
of infrastructure
of and
infrastructure and service
and service delivery.
service delivery. Failure
delivery. Failure to
Failure to effectively
to effectively
effectively
coordinate these institutions, and failure of implementing PIPEDWATER
PIPED 21%
WATER21%
coordinate these
coordinate these institutions,
institutions, and
and failure
failure ofof implementing
implementing
the
the necessary
the necessary institutional
necessary institutional reforms,
reforms, ifif
institutional reforms, any,
if any, will
any, will significantly
will significantly
significantly GOODROADS
GOOD 69%
ROADS69% ELECTRICITY 75%
ELECTRICITY 75%

undermine efforts
undermine efforts
undermine to
efforts to successfully
to successfully implement
successfully implement
implement urban urban plans.
urban plans.
plans.

Improve infrastructure
Improve infrastructure
Improve efficiency
infrastructure efficiency using
efficiency using spatial
using spatial planning
spatial planning and
planning and
and
PUBLICTRANSPORT
PUBLIC 52%
TRANSPORT52% 23%
TOILET 23%
consider technological
consider technological
consider change.
technological change. Identify
change. Identify type
Identify type of
type of infrastructure
of infrastructure
infrastructure
PRIVATETOILET
PRIVATE

and where
where itit
and where
and is
it is needed.
is needed. Combined
needed. Combined
Combined with with technology,
with technology,
technology,
spatial planning
spatial planning
spatial enables
planning enables cities
enables cities adopt
cities adopt
adopt thethe most
the most appropriate
most appropriate
appropriate
infrastructure
infrastructure and
infrastructure and service
and service levels.
service levels. Infrastructure
levels. Infrastructure delivery
Infrastructure delivery
delivery 90%
PHONE90%
PHONE 37%
SEWAGE37%
SEWAGE
requires allocation
requires allocation
requires allocation of of space,
of space, keeping
space, keeping
keeping in in mind
in mind that
mind that with
that with
with
technological change,
technological change,
technological various
change, various types
various types
types of of infrastructure
of infrastructure [such
infrastructure [such
[such
as telecommunication
as telecommunication
as telecommunication sector] sector] have
sector] have reduced
have reduced their
reduced their demand
their demand
demand
31%
LIGHTING31% 38%
DRAINAGE 38%
for physical
for physical
for space.
physical space. Consideration
space. Consideration
Consideration of of the
of the disruptive
the disruptive nature
disruptive nature of
nature of
of
STREETLIGHTING
STREET DRAINAGE

technology
technology helps
helps aaa city
technology helps city or
city or town
or town choose
town choose
choose the the most
the most appropriate
most appropriate
appropriate 8%
GARBAGE 8%
GARBAGE

approach
approach to
approach to configure
to configure infrastructure
configure infrastructure development.
infrastructure development.
development.
All Areas
All Areas Formal Areas
Formal Areas Informal Areas
Informal Areas
Integrate land-use
Integrate land-use
Integrate and
land-use and infrastructure
and infrastructure planning.
infrastructure planning. Relatively
planning. Relatively
Relatively
higher densities
higher densities
higher have
densities have been
have been found
been found
found toto reduce
to reduce infrastructure
reduce infrastructure
infrastructure
Source: World
Source: World
Source: Bank,
World Bank, 2016
Bank, 2016
2016
costs, by
costs, by
costs, limiting
by limiting extends
limiting extends
extends of of physical
of physical networks
physical networks and
networks and by
and by
by
Four-stage urban
Four-stage urban infrastructure
infrastructure evolution
evolution
optimizing
optimizing on
optimizing on size
on size of
size of population
of population served.
population served.
served.

Figure
Figure
Figure 5.4
5 .4 are
5 .4
Where
Where Four-stage
Four-stage
Four-stage
are the
the Cities of
Cities urban
urban infrastructure
urban infrastructure
infrastructure
of Opportunity
Opportunity evolution
evolution
evolution
positioned today
positioned today in the
in the evolution
evolution of
of urban
urban infrastructure
infrastructure and
and what
what will
will future
future infrastructure
infrastructure demands
demands be?
be?

Proactive: Setting
Proactive: Setting thethe
pace, ahead
pace, ahead ofof the
the
demand curve,
demand curve, and
and more
more
attractive city
attractive city in
in which
which
to live,
to live, work,
work, and
and dodo
business.
business.

Eco living
Eco living
Culture
Culture

Reactive: Struggling
Reactive: Struggling to
to Technology
Technology Green space
Green space
keep pace
keep pace with
with demand,
demand,
Leisure
Leisure
and less
and less attractive
attractive city
city in
in
Mass transit
Mass transit Commercial
Commercial
which to
which to live,
live, work,
work, and
and property
property Environment
Environment
do business.
do business. Elderly
Elderly
Air, rail
Air, rail care
care
and sea
and sea
connectivity
connectivity
Hospitals
Hospitals Power
Power Schools
Schools
Natural
Natural Education
Education
Basic
Basic Water
Water Market
Market Roads,
Roads, Waste
Waste disaster risk
disaster risk and research
and research
housing
housing stalls
stalls buses
buses and
and management
management
and taxis
and taxis sewage
sewage

Survival
Survival Basic
Basic Advanced
Advanced Quality of
Quality of life
life
Minimal urban
Minimal urban infrastructure
infrastructure to
to meet
meet Infrastructure to
Infrastructure to ensure
ensure more
more basic
basic Infrastructure geared
Infrastructure geared more
more toward
toward Infrastructure targeting
Infrastructure targeting more
more advanced
advanced
basic human
basic human survival
survival needs
needs such
such as
as needs are
needs are met
met inin terms
terms of
of healthcare,
healthcare, improving economic
improving economic growth
growth and
and human needs
human needs to to improve
improve all
all aspects
aspects
running water
running water and
and shelter.
shelter. primary and
primary and secondary
secondary education,
education, productivity, competitiveness,
productivity, competitiveness, andand of quality
of quality of
of life
life and
and sustainability,
sustainability,
transport connectivity
transport connectivity within
within aa city
city economic efficiency,
economic efficiency, including
including mass
mass including elderly
including elderly care,
care, green
green space,
space,
and to
and to surrounding
surrounding areas,
areas, and
and access
access to
to transit, commercial
transit, commercial property,
property, technology,
technology, leisure and
leisure and cultural
cultural assets,
assets, and
and environmental
environmental
power for households and
power for households and business.business. global connectivity,
global connectivity, advanced
advanced infrastructure.
infrastructure.
university education
university education andand research,
research,
and enhanced
and enhanced natural-disaster
natural-disaster risk
risk
management, such as flood defenses,
management, such as flood defenses,
to prevent
to prevent human
human suffering.
suffering.

Source: Cities
Source: Cities
Source: of
Cities of Opportunity
of Opportunity
Opportunity

Source: Cities
Source: Cities of
of Opportunity
Opportunity
92
92
92 URBAN PLANNING
URBAN PLANNING
URBAN PLANNING FOR FOR
FOR CITYCITY LEADERS
CITY LEADERS A HANDBOOK
A HANDBOOK
LEADERS A FOR
HANDBOOK FOR KENYA
FOR KENYA
KENYA
 PART
PART II:
II: ADDRESSING
ADDRESSING SECTORAL
SECTORAL ASPECTS
ASPECTS OF
OF PLANNING
PLANNING

Dar
Dar es
es Salaam’s
Salaam’s Bus
Bus Rapid
Rapid Transit
Transit system
system (BRT)
(BRT) ©
© World
World Bank
Bank

Balance
Balance immediate
immediate and and future
future demand.
demand. Currently,
Currently, all
all Support
Support realization
realization of
of Urban
Urban Mobility
Mobility Plans
Plans [UMP]
[UMP] towards
towards
Kenya
Kenya cities
cities and
and towns
towns are
are facing
facing significant
significant infrastructure
infrastructure improving
improving access
access and
and reducing
reducing growing
growing congestion
congestion in in Kenya’s
Kenya’s
backlog,
backlog, while
while atat the
the same
same time
time confronted
confronted with
with the
the need
need cities
cities and
and towns.
towns. The
The goal
goal of
of aa mobility
mobility plan
plan is
is to
to achieve
achieve
to
to invest
invest for
for rapidly
rapidly growing
growing urban
urban populations.
populations. Particularly,
Particularly, safe,
safe, efficient
efficient and
and convenient
convenient movement
movement of of persons
persons and
and
informal
informal settlements
settlements andand low-income
low-income areas
areas are
are the
the least
least goods
goods within
within the
the urban
urban area,
area, as
as well
well as
as to
to link
link the
the urban
urban area
area
underserviced,
underserviced, which
which will
will require
require prioritization
prioritization and
and urgency
urgency to to with
with its
its hinterland
hinterland or
or catchment,
catchment, and
and other
other areas.
areas.
scale-up
scale-up delivery.
delivery. This
This will
will demand
demand better
better sector
sector coordination,
coordination,
partnerships, Integrate
Integrate the
the informal
informal transport
transport services.
services. In
In Kenya,
Kenya, walking
walking
partnerships, and
and innovative
innovative financing
financing and
and construction
construction
approaches and
and informal
informal public
public transport
transport services
services are
are the
the dominant
dominant
approaches in in infrastructure
infrastructure delivery.
delivery.
modes
modes of of urban
urban transportation.
transportation. This
This informal
informal transportation
transportation
Allocate
Allocate sufficient
sufficient budgets,
budgets, mobilize
mobilize external
external funding
funding and
and sector
sector offer
offer public
public transport
transport services
services inin most
most ofof the
the towns.
towns.
carefully
carefully phase
phase the
the delivery.
delivery. Infrastructure
Infrastructure investments
investments areare This
This sector
sector include:
include: matatus
matatus [a[a mix
mix of
of vehicles
vehicles with
with varying
varying
critical
critical component
component of of implementing
implementing spatial
spatial development
development capacities:
capacities: buses,
buses, mini-buses
mini-buses and and vans],
vans], motorcycles
motorcycles [boda
[boda
frameworks.
frameworks. By By ensuring
ensuring that
that funds
funds are
are available,
available, leaders
leaders will
will bodas]
bodas] and
and tuk-tuks,
tuk-tuks, and
and bicycles.
bicycles. In
In spatial
spatial planning,
planning, itit is
is
significantly
significantly contribute
contribute towards
towards successful
successful implementation
implementation of of important
important toto address
address thethe space
space and
and infrastructure
infrastructure needs
needs
urban
urban plans.
plans. of
of these
these services,
services, and
and how
how the
the connect
connect with
with the
the city-wide
city-wide
network.
network.
PLAN FOR URBAN MOBILITY Urban
Urban mobility
mobility modes
modes are are not
not aa ‘one-size-fits-all’,
‘one-size-fits-all’, and
and their
their
design
design need to consider scale; depending on the size
need to consider scale; depending on the size and
and
A
A functional
functional city
city or
or town
town must
must have
have aa reliable
reliable mobility
mobility system.
system. urban
urban form
form of
of the
the given
given urban
urban area,
area, demand
demand and and travel
travel
This
This system
system effectively
effectively responds
responds toto travel
travel patterns
patterns and
and patterns,
patterns, and
and economic
economic viability
viability of
of sustaining
sustaining specific
specific
demands,
demands, convenient,
convenient, accessible,
accessible, connected,
connected, economically
economically modes,
modes, among other elements. It is therefore
among other elements. It is therefore important
important to to
sustainable,
sustainable, environmentally
environmentally sustainable,
sustainable, and
and flexible
flexible and
and support
support development of an urban mobility system that
development of an urban mobility system that best
best
that
that evolves
evolves with
with emerging
emerging needs.
needs. This
This entails
entails planning
planning for
for meets
meets the
the needs
needs ofof the
the specific
specific town
town [local
[local needs],
needs], with
with
appropriate
appropriate urban
urban form
form and
and sufficient
sufficient infrastructure
infrastructure such
such asas considerations
considerations to efficiency and sustainability. This
to efficiency and sustainability. This requires
requires
roads,
roads, railroads,
railroads, bridges
bridges and
and tunnels,
tunnels, parking,
parking, bus
bus rapid
rapid transit
transit context-dependent
context-dependent strategic
strategic decisions.
decisions. For For instance,
instance, most
most
and
and urban
urban rail
rail systems,
systems, terminus
terminus and
and stations,
stations, street
street lighting,
lighting, of
of the urban centers in Kenya are medium-sized and
the urban centers in Kenya are medium-sized and small
small
airports,
airports, seaports,
seaports, canals
canals and
and water
water transport
transport infrastructure,
infrastructure, towns.
towns. This
This variation
variation in
in size
size demands
demands different
different choices
choices ofof
dedicated
dedicated lanes
lanes for
for Non-Motorized-Transportation
Non-Motorized-Transportation [NMT]
[NMT] etc.
etc. public
public transport systems and require localized solutions in
transport systems and require localized solutions in
as
as well
well as
as rolling
rolling stock
stock for
for public
public transportation.
transportation. identifying
identifying the
the most
most appropriate
appropriate mobility
mobility system.
system.

SECTION 1: PLAN
SECTION 1: PLAN FOR
FOR IMPROVED
IMPROVED INFRASTRUCTURE
INFRASTRUCTURE AND
AND BASIC
BASIC SERVICES
SERVICES 93
93
 PART II:
PART II: ADDRESSING
ADDRESSING SECTORAL
SECTORAL ASPECTS
ASPECTS OF
OF PLANNING
PLANNING

Box5 .1
Box 5.1 Car-freeliving:
Car-free living:Vauban,
Vauban,Germany
Germany

Vaubanisisaasmall
Vauban smallcommunity
communityofof5500 5500inhabitants
inhabitantsand
and600600jobs,
jobs,44 arerequired
are requiredtotosign
signaadeclaration
declarationindicating
indicatingwhether
whetherthey
theyown
ownaa
kilometressouth
kilometres southofofthe
thetown
towncentre
centreofofFreiburg
Freiburg(Germany).
(Germany).ItItwas was car.IfIfthey
car. theydo,
do,they
theymust
mustbuybuyaaspace
spaceininone
oneofofthe
themulti-storey
multi-storeycar
car
startedinin1998
started 1998asas‘a‘asus
sustain
tainable
ablemodel
modeldistrict’
district’on
onthe
thesite
siteofof parkson
parks onthe
theperiphery
periphery(at
(atan
anannual
annualcost
costofof€18,000
€18,000inin2008).
2008).
aaformer
formermilitary
militarybase.
base.Although
Althoughthe theVauban
Vaubancommunity
communityitself
itselfisis
small,ititisismixed
small, mixedwith
withconsiderable
considerablelevels
levelsofofinvolvement
involvementofofthe the Theimplementation
The implementationofofthe thetraffic
trafficconcept
conceptininVauban
Vaubanmeant
meantthat
that
localpeople
local peopleininhelping
helpingtotodecide
decidepriorities
prioritiesand
andalternatives
alternatives(the
(the newlaws
new lawswere
wereneeded
neededtotoaccommodate
accommodatethe thecurrent
currentbuilding
building
ForumVauban).
Forum Vauban).The Theguiding
guidingmobility
mobilityprinciple
principlehas
hasbeen
beentototry
trytoto regulationsininthe
regulations thefederal
federalstate
stateofofBaden-Württemberg.
Baden-Württemberg.The The
reducethe
reduce theuseuseofofthe
thecar,
car,but
butgiving
givingresidents
residentsthe
theflexibility
flexibilitytoto Associationfor
Association forCar-free
Car-freeLiving
LivingininVauban
Vauban(Verein
(Vereinfür
fürautofreies
autofreies
useaacar
use carwhere
wherenecessary.
necessary.This Thisisismatched
matchedby byhigh-quality
high-qualitypublic
public Wohnen)was
Wohnen) wasfounded
foundedas asaalegal
legalbody
bodyfor
forthe
theimplementation
implementationofof
transport,walking
transport, walkingandandcycling
cyclingfacilities.
facilities. theconcept.
the concept.ForForthose
thosethat
thatwant
wantthetheoccasional
occasionaluse useofofaacar,
car,the
the
carsharing
car sharingcompany
companyFreiburger
FreiburgerAutoAutoGemeinschaft
Gemeinschaftoffers
offerscars
carsfor
for
WithinVauban,
Within Vauban,movement
movementisismainly
mainlyby byfoot
footandandbicycle,
bicycle,and
andthere
there occasionaluse
occasional usebybyresidents
residentsofofVauban,
Vauban,and andthey
theyare
areparked
parkedininthe
the
isisaatram
tramlink
linktotoFreiburg
Freiburg(2006).
(2006).Cycling
Cyclingisisthe
themain
mainmode
modeofoftrans
trans communitycar
community carpark.
park.Those
Thoseininthe
thecar-sharing
car-sharingscheme
schemehave
haveaccess
access
portfor
port formost
mosttrips
tripsand
andmost
mostactivities,
activities,including
includingcommuting
commutingand and totothe
theshared
sharedcars
carsand
andthey
theyalso
alsoreceive
receiveaaone-year
one-yearfree
freepass
passforfor
shopping.The
shopping. Thetown
townisislaid
laidout
outlinearly
linearlyalong
alongthe thetracks
trackssosothat
thatall
all allpublic
all publictransportation
transportationwithin
withinFreiburg,
Freiburg,asaswell
wellas
asaa5050per
percent
cent
homesare
homes arewithin
withineasy
easywalking
walkingdistance
distanceofofaatram
tramstop.
stop.The
Thespeed
speed reductionon
reduction onevery
everytrain
trainticket
ticketfor
forone
oneyear.
year.
limiton
limit onthe
thedistrict’s
district’smain
mainroad
roadisis30
30kilometres
kilometresper perhour,
hour,while
while
ininthe
theresidential
residentialareaareacars
carsshould
shouldnotnotdrive
drivefaster
fasterthan
than‘walking
‘walking
speed’(5(5kilometres
speed’ kilometresper perhour).
hour).About
About70 70per
percent
centofofthe
thehouseholds
households
havechosen
have chosentotolive
livewithout
withoutaaprivate
privatecar
car(2009),
(2009),and andthe
thelevel
levelofof
carownership
car ownership(and (anduse)
use)has
hascontinued
continuedtotofall.
fall.InInthe
thepast,
past,more
more
thanhalf
than halfofofall
allhouseholds
householdsowned
ownedaacar,car,and
andamong
amongthosethosewhowho
arenow
are nowliving
livingcar
carfree,
free,81
81per
percent
centhad
hadpreviously
previouslyownedownedone oneand
and
5757per
percent
centgave
gaveup uptheir
theircars
carson
onororimmediately
immediatelyafter aftermoving
movingtoto
Vauban.
Vauban.
Thetrans
The transport
portnetwork
networkininVauban
Vaubanadopts
adoptsaacomplex
complexcombination
combination
grid,with
grid, withthree
threetypes
typesofofstreets:
streets:collector
collectorroads,
roads,local
localstreets
streetsand
and
pedestrian/bicyclepaths.
pedestrian/bicycle paths.AsAsindicated
indicatedininthe
thedrawing,
drawing,most
mostlocal
local
streetsare
streets arecrescents
crescentsand
andcul-de-sacs.
cul-de-sacs.While
Whilethey
theyare
arediscontinuous
discontinuous
forcars,
for cars,they
theyconnect
connecttotoaanetwork
networkofofpedestrian
pedestrianand andbike
bikepaths
paths
thatpermeate
that permeatethe theentire
entireneigh
neighbour
bourhood.
hood.InInaddition,
addition,these
thesepaths
paths Circulation in Vauban
gothrough
go throughororbybyopen
openspaces
spacesadding
addingtotothe
theenjoyment
enjoymentofofthe
thetrip.
trip. Collector road
Local streets
Furthermore,
Further more,most
mostofofVauban’s
Vauban’sresidential
residentialstreets
streetslack
lackparking
parking Pedestrian/bike paths

spaces.Vehicles
spaces. Vehiclesareareallowed
allowedtotodrive
driveininthese
thesestreets
streets(at
(atwalking
walking
pace)totopick
pace) pickup
upand
andtotodeliver,
deliver,but
butare
arenot
notallowed
allowedtotopark,
park,and
and
enforcement is based on social consensus. Each year,
enforcement is based on social consensus. Each year, households households Sources:Forum
Sources: ForumVauban,
Vauban,1999;
1999;Scheurer,
Scheurer,2001;
2001;Nobis,
Nobis,2003;
2003;Melia,
Melia,2006
2006and
and2010.
2010.

Sources:Adapted
Sources: Adaptedfrom
fromUN-Habitat
UN-Habitat(2013)
(2013)Planning
Planningand
andDesign
Designfor
forSustainable
SustainableUrban
UrbanMobility:
Mobility:Global
GlobalReport
Reporton
onHuman
HumanSettlements
Settlements2013
2013

Considerimplications
Consider implicationsof ofthe
thepreferred
preferredmobility
mobilitysystem
systemon onair
air Addresstravel
Address travelneeds
needsfor
forthe
theurban
urbanpoor
poorand
andthe
thelow-income,
low-income,
quality,energy
quality, energyconsumption
consumptionand andgreenhouse
greenhousegas gasemissions.
emissions. thephysically
the physicallychallenged
challengedand
andthe
theaged,
aged,with
withconsiderations
considerations
Infrastructureand
Infrastructure andurban
urbanformformthat
thatfacilitate
facilitateincreased
increasedtravel
travel forgender
for genderdimension,
dimension,public
publicsafety
safetyand
andaim
aimto
tolimit
limitcar-
car-
demandresults
demand resultsinincomparatively
comparativelyhigh highenergy
energyconsumption
consumption orientedtransport.
oriented transport.
[e.g.aacity
[e.g. citycharacterized
characterizedby: by:low-density
low-densitypattern,
pattern,single-use
single-use
zoningand
andinvestments
investmentsin inhigh
highspeed
speedmotorways].
motorways].ItItisis Promotegood
Promote goodcirculation
circulationat
atall
alllevels
levelsofofthe
thecity.
city. Circulation
Circulation
zoning
thereforeimportant
importantto toreduce
reducethe theneed
needto totravel
travelby
byenhancing
enhancing shouldbe
should beanalyzed
analyzedand
andplanned
plannedat atdifferent
differenturban
urbanscales;
scales;
therefore
proximitythrough
throughintegrated
integratedlandlanduse
useand
andtransportation
transportation fromthe
from thewider
widerscale
scale[city-wide]
[city-wide]to tothe
thelowest
lowestunit
unit[street
[street
proximity
planning,which
whichalso
alsowill
willhave
haveaapositive
positiveimpact
impacton onair
airquality,
quality, level],and
level], andshould
shouldbebeanalyzed
analyzedandanddesigned
designedconcurrently
concurrentlywith
with
planning,
lessnoise
noisepollution,
pollution,less
lesscongestion
congestionandandreduced
reducedgreenhouse
greenhouse landuse.
land use.
less
gasemissions.
gas emissions.

94
94 URBANPLANNING
URBAN PLANNINGFOR
FORCITY LEADERS AAHANDBOOK
CITYLEADERS HANDBOOKFOR
FORKENYA
KENYA

Aim for an Efficient Street Network
The street is a structural element that shape urban structure.
Different configurations of the street network results
in varying urban structures such as grid structure, radial
structure or circular structure [this is usually combined with
a grid or radial pattern of street network]. A dense street
network improves connectivity- this means residents have
multiple options to reach a certain destination, which helps
reduce, traffic congestion. In addition, good connectivity is
generally associated with increased capacity for development
of an area.
Lead in negotiating for greater street space in your city. In
Kenya much of the existing urban development has happened
without proper urban planning and design. This has resulted
in cities and towns with poorly designed streets, a poorly
connected street pattern characterized by missing links,
and in many cases lacking a defined street hierarchy. In this
context it is important for spatial planning to guide attainment
of an appropriate street network for both existing built-up
areas and future urban development.
Support planners in engaging developers and land owners
to create adequate space for streets, including land re-
adjustments and plot reorganization where land has not
been developed but subdivision was poorly designed etc.
This will require planners and leaders to actively engage the
public, and will only succeed where good urban governance
is nurtured. It should be noted that if urban authorities were
to only purchase land for streets, achieving a well-connected
street network would not be possible in many Kenya’s urban
centres.
Adopt an Appropriate Street Design at Different
Levels of the Network
A good street network needs to be complemented by
effective functioning of the street space. Landscaping
elements such as trees, vegetation and grass cover helps
create natural shading and cooling of the urban environment,
Traffic congestion in Nairobi, Kenya. © UN-Habitat
SECTION 1: PLAN FOR IMPROVED INFRASTRUCTURE AND BASIC SERVICES
PART II: ADDRESSING SECTORAL ASPECTS OF PLANNING
improves air quality and reduces noise pollution, reduces
runoff volume and overall, helps in improving the daily
life of residents. Achieving a vibrant street begins with an
appropriate street design that enhances the public realm
and responds to the local needs, both in the short-term
and long-term. Promote streets designed for people, with
a variety of users e.g. pedestrians, visitors, cyclists, transit
riders, motorists, etc. as well as streets designed for place;
making streets destinations: social and cultural places, public
spaces and commercial spaces for both formal and informal
commerce.
Support street design that enable walking and multiple
modes of transport. Sufficient space needs to be reserved for
non-motorized transport [walkways, bike lanes etc.], public
transport and other motorized transport modes. Having the
street visible [‘eyes on the street’] and in active use by many
people generally increases its safety, makes streets attractive
and encourages economic usage.
Good streets are designed to play an important environmental
function. Landscaping elements such as trees and grass
cover helps create natural shading, improves air quality,
reduces runoff volume and overall, helps in improving
the daily life of residents. At the same time, if a street
incorporates adequately designed drainage, this will reduce
rain-induced traffic congestion during wet seasons, and
reduces damage to the roads on the medium and long term.
Harness the urban qualities created by urban informality. The
informal economic sector has in many cases contributed to
making streets vibrant in many cities and towns in Kenya.
Although this has also brought various challenges such as
congestion and conflicts among competing users, with
appropriate street design, these challenges and opportunities
can be addressed. Urban plans and urban design policies thus
need to consider the local realities that dictate function of the
street. In doing so, considerations should be accorded to the
fact that streets are dynamic spaces; hence, they adapt over
time.
95
 ILLUSTRATION OF A TYPICAL STREET SECTION

96
96
PART

Figure
Figure5 .5
5.5 Illustration
IllustrationofofaaTypical
TypicalStreet
StreetSection
Section
PART II:
II: ADDRESSING
ADDRESSING SECTORAL
SECTORAL ASPECTS

PREMISES
PREMISES
ASPECTS OF
OF PLANNING
PLANNING

URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
TICKET
BOOTH

ACTIVE CYCLISTS GREENERY AND PUBLIC TRANSIT RIDES/ VEHICULAR ROAD GREENERY AND PEDESTRIAN ACTIVE
FACADES AND INFRASTRUCTURE INFRASTRUCTURE BUSINESSES FACADES AND
Simple permanent Having an efficient public transport system encourages more users to patronise trams or bus services,
SIDEWALKS markings create CONDUITS reducing the total number of cars on roadways. CONDUITS SIDEWALKS
Weather resistant
dedicated bike building-side
Sidewalks should be lanes making Street trees and landscaping Street trees and landscaping Sidewalks should be
Furthermore, separate lanes of car traffic in different directions with adequate turning lanes would facilities activate
smooth, wide, feel motorist and slow traffic, improve slow traffic, improve smooth, wide, feel
reduce the total accident rate and car crashes. This provides turning vehicles a refuge from thorough public pedestrian
safe and have vehicular aesthetics of the roadway, aesthetics of the roadway, safe and have
traffic while keeping traffic efficient. spaces and
appropriate movement more provide shade, and create a provide shade, and create a appropriate
transitions to the buffer between cars and buffer between cars and encourage activities transitions to the
predictable, and buisnesses.
street, making them therefore safer for people. people. street, making them
easy to walk or use both. This also easy to walk or use
wheelchairs on. Providing for adequate Providing for adequate The allowance of wheelchairs on.
increases the use informal businesses
Introducing shops, of bicycles overall. roadside space and roadside space and Introducing shops,
commercial and social infrastructure for conduits infrastructure for conduits forms a big network commercial and
services will also can allow for less can allow for less of the economy in social services will
promote greater disruptiveness and lower disruptiveness and lower Kenya. also promote greater
activity. risks of potential problems. risks of potential problems. activity.

Source:
Source:UN-Habitat/Jiacong
UN-Habitat/JiacongAng
Ang
 PART
PART II:
II: ADDRESSING
ADDRESSING SECTORAL
SECTORAL ASPECTS
ASPECTS OF
OF PLANNING
PLANNING

Box
Box 5 .2
5.2 Designing
Designing streets
streets for
for people
people

Pedestrian
Pedestrian Networks:
Networks: Fine-grain
Fine-grain pedestrian
pedestrian networks
networks with
with
aa variety
variety of pedestrian-priorty spaces support a walkable
of pedestrian-priorty spaces support a walkable city.
city.
Continuos
Continuos sidewalks
sidewalks that
that are
are free
free of
of obstructions,
obstructions, frequent
frequent at-grade
at-grade
crossings,
crossings, and
and small
small blocks
blocks allow
allow pedestrians
pedestrians to
to conveniently
conveniently and
and
safely
safely reach
reach their
their destinations.
destinations. Interesting
Interesting and
and permeable
permeable building
building
edges
edges designed
designed with
with human
human scale
scale in
in mind
mind provide
provide an
an engaging
engaging and
and
enjoyable
enjoyable walking
walking experience.
experience.

New
New Delhi,
Delhi, India.
India. A
A narrow
narrow laneway
laneway provides
provides aa São
São Paulo,
Paulo, Brazil
Brazil .. Parklets
Parklets on
on aa neighbourhood
neighbourhood Paris,
Paris, France.
France. Wide
Wide sidewalks
sidewalks provide
provide space
space for
for
convenient
convenient shortcut
shortcut between
between neighbourhoods.
neighbourhoods. sidewalk
sidewalk provide
provide aa place
place to
to pause.
pause. promenading
promenading andand people
people watching.
watching.

Source:
Source: Adapted
Adapted from
from ©
© National
National Association
Association of
of City
City Transportation
Transportation Officials.
Officials. Global
Global Street
Street Design
Design Guide
Guide (pp75)
(pp75)

SECTION 1: PLAN
SECTION 1: PLAN FOR
FOR IMPROVED
IMPROVED INFRASTRUCTURE
INFRASTRUCTURE AND
AND BASIC
BASIC SERVICES
SERVICES 97
97
 PART II:
PART II: ADDRESSING
ADDRESSING SECTORAL
SECTORAL ASPECTS
ASPECTS OF
OF PLANNING
PLANNING

allows vulnerable
allows vulnerable groups
groups toto make
make aa livelihood
livelihood by
by making
making
Box5 .3
Box 5.3 Transit-orienteddevelopment
Transit-oriented development
jobs more
jobs more accessible.
accessible.TOD TOD requires
requires aa good
good match
match between
between aa
land-use plan
land-use plan and
and the
the transport
transport plan,
plan, in
in which
which public
public transport
transport
Theterm
The termTOD
TODrefers
referstotocompact,
compact,mixed-use,
mixed-use,pedestrian
pedestrian nodes should
nodes should be be located
located close
close to
to high
high density
density mixed
mixed use
use
friendlydevelopment
friendly developmentthat thatisis‘oriented’,
‘oriented’,and
andnotnotjust
justadjacent
adjacent areas. Good
areas. Good transit
transit oriented
oriented developments
developments allowallow residents
residents toto
to, urban rail and busway stations. Besides being
to, urban rail and busway stations. Besides being the ‘jumping the ‘jumping complete trips
complete trips with
with multiple
multiple types
types of
of transport
transport (bike,
(bike, public
public
off’point
off’ pointfor
forcatching
catchingaatrain
trainororbus,
bus,TOD
TODalso
alsoserves
servesother
other transport, walking).
walking).
transport,
communitypurposes.
community purposes.InInthe
theScandinavian
Scandinavianmodel,
model,TODTODisis
characterizedby
characterized byaalarge
largecivic
civicsquare
squarethat
thatfunctions
functionsas asaa
PrioritizePublic
Prioritize PublicTransport
Transport
community’shub
community’s hub––aagathering
gatheringplaceplacefor
forpublic
publicevents,
events,such
such
asopen-air
as open-airconcerts,
concerts,farmers’
farmers’markets,
markets,public
publicdemonstrations
demonstrations Understand the
Understand the implications
implications of
of transport
transport options.
options. Often,
Often,
andcivic
and civiccelebrations.
celebrations.Thus,
Thus,TOD TODcancanserve
serveboth
bothfunctional
functional modelling traffic and hence plans for transport infrastructure
modelling traffic and hence plans for transport infrastructure
and symbolical purposes, as the centrepiece of
and symbolical purposes, as the centrepiece of communities. communities. has largely
has largely inclined
inclined towards
towards accommodating
accommodating the the private
private car.
car.
Experienceshows
Experience showsthat
thatthe
theScandinavian
Scandinavianapproach
approachtotoTODTOD However, quality urban development and connectivity
However, quality urban development and connectivity is most is most
designscan
designs canhave
havesignificant
significantbenefits
benefitstotocommunities
communitiessuch such importantly measured by how efficient a public transport
importantly measured by how efficient a public transport
as:increasing
as: increasingpublic
publictrans
transport
portridership;
ridership;providing
providingmobility
mobility system isis and
and howhow non-motorized
non-motorized transport
transport modes
modes areare
system
choices;increasing
choices; increasingpublic
publicsafety;
safety;reducing
reducingairairpollution
pollution
integrated as supplements. A good public transport
integrated as supplements. A good public transport system system
andenergy
and energyconsumption
consumptionrates;rates;building
buildingsocial
socialcapital;
capital;and
and
aims to reduce the reliance on the private car
aims to reduce the reliance on the private car and reduce and reduce
increasingcommerce
increasing commerceand andeconomic
economicactivities.
activities.
congestion in
congestion in city,
city, while
while make
make transport
transport affordable
affordable and
and
efficient.
efficient.
Metro Underground 30–40 km/h
Secondary Area
Integratingnon-motorized
Integrating non-motorizedtrans
transport
portinto
intotransportation
transportation
Box5 .2
Box 5.2
systemsin
systems inBogotá,
Bogotá,Colombia
Colombia
Residential

Public/Open Space Duringthe

During theadministration
administrationofofMayor
MayorEnrique
EnriquePeñalosa,
Peñalosa,
2000 Bogotá’s visionary goal was centred on liveability, social
Feet Bogotá’s visionary goal was centred on liveability, social
Transit Stop equityand
andreclamation
reclamationofofpublic
publicspace.
space.To Toachieve
achievethis,
this,
equity
theadministration
the administrationestablished
establishedpolicies
policiesininseven
sevenareas:
areas:
Core Commercial institutionalstrengthening,
strengthening,restraining
restrainingprivate
privatecar
caruse,
use,
institutional
publicspace,
public space,public
publictransport,
transport,nonmotorized
nonmotorizedtransport,
transport,road
road
Arterial
maintenanceand
maintenance andtraffic
trafficmanagement.
management.

Largeinvestment
Large investmentinininfrainfrastruc
structure
tureforfornon-motorized
non-motorizedand and
Source: Curtis
Source:
Source:
et et
Curtis
Curtis
al,al,
et al,
2009, citing
2009,
2009,
Calthorpe,
citing
citing
1993.
Calthorpe,
Calthorpe, 1993.
1993.
public trans port was justified by its impact
public trans port was justified by its impact on equality. on equality.
Inclusiveinvestments
Inclusive investmentsfor forall,
all,such
suchas asbicycle
bicyclelanes,
lanes,pedestrian
pedestrian
Sources:Adapted
Adaptedfrom
fromUN-Habitat
UN-Habitat(2013)
(2013)Planning
Planningand
andDesign
Designfor
forSustainable
SustainableUrban
Urban
highwaysand
highways andthetheBRT
BRTsystem,
system,demonstrated
demonstratedaacommitmentcommitment
Sources:
Mobility:Global
Mobility: GlobalReport
Reporton
onHuman
HumanSettlements
Settlements2013
2013 totopublic
publicgood
goodover
overprivate
privateownership.
ownership.Likewise,
Likewise,actions
actions
suchas
such asthetheremoval
removalofofcars carsfrom
fromsidewalks,
sidewalks,car-free
car-free
Sundaysandestablishing
Sundays andestablishingaahighwayhighwaysolely solelyforforTransmileno,
Transmileno,
Linkland
Link landuse
useand
andTransport
Transportplanning
planning exhibitedconsiderationtotothose thoseon onlowlowincomes
incomeswho whodo donot
not
exhibitedconsideration
Decisions on
Decisions on transit
transit networks,
networks, land-use
land-use andand densities
densities play
play aa benefitfrom
benefit frominvestment
investmentininmotorized
motorizedtrans transport
portinfra
infrastruc
struc
crucial role in determining development patterns,
crucial role in determining development patterns, economic economic ture.The
ture. Thetheme
themeofofequality
equalitywas wasaakey keydriver
driverininthe
thedevel
devel
benefits and
and environmental
environmental sustainability.
sustainability. Therefore,
Therefore, opopment
mentofofaa357-kilometre
357-kilometrelong longbicycle
bicyclenetwork
network(known
(knownas as
benefits
cities need to integrate transport planning, land-use and
and cicloruttas). The bicycle network was deliberately designed toto
cicloruttas). The bicycle network was deliberately designed
cities need to integrate transport planning, land-use runthrough
throughlowincome
lowincomeand andwealthy
wealthyareasareasininorder
ordertotopromote
promote
development planning. There are several key urban planning run
development planning. There are several key urban planning integrationandandaasense
sensethatthatallallcitizens
citizenshad hadananequal
equalstake
stake
integration
aspects that
aspects that are
are important
important inin influencing
influencing aa sustainable
sustainable travel
travel
inincity-wide
city-widedevelopment.
development.These Thesedevel
develop opments
mentsacted
actedas as
pattern in cities and towns such as: density, work-residence
pattern in cities and towns such as: density, work-residence ‘socialequalizers’,
equalizers’,providing
providingthe thepoor
poorwith withbetter
bettertrans
transport
port
‘social
balance, mixed
balance, mixed uses
uses and
and land
land use
use mix,
mix, neighborhood
neighborhood design,
design, linksand
links andfree
freeleisure
leisurefacilities.
facilities.People
Peoplesupported
supportedthe themeasures
measures
street network, location of key facilities, and size
street network, location of key facilities, and size of area. of area. oncethey
once theysaw
sawresults,
results,andandPeñalosa
Peñalosaleft leftoffice
officewith
withaarecord
record
approvalrating.
approval rating.Decisive
Decisiveleadership,
leadership,political
politicalwill
willand
andstrong
strong
Transit Oriented
Transit Oriented Development
Development (TOD)
(TOD) isis aa planning
planning approach
approach institutionswere
institutions werethe thecritical
criticalfactors
factorscontributing
contributingtotosuccess.
success.
through which public transport, infrastructure and
through which public transport, infrastructure and spatial spatial
Source:Ardila
Source: Ardilaand
andMenckhoff,
Menckhoff,2002.
2002.
planning, financing
planning, financing and
and commerce
commerce are are integrated.
integrated.This
This
brings people close to and services, and can significantly
brings people close to and services, and can significantly
decrease dependency
decrease dependency on on private
private cars.
cars. Significantly,
Significantly, this
this Sources:Adapted
Sources: Adaptedfrom
fromUN-Habitat
UN-Habitat(2013)
(2013)Planning
Planningand
andDesign
Designfor
forSustainable
SustainableUrban
Urban
Mobility:Global
Mobility: GlobalReport
Reporton
onHuman
HumanSettlements
Settlements2013
2013

98
98 URBANPLANNING
URBAN PLANNINGFOR
FORCITY LEADERS AAHANDBOOK
CITYLEADERS HANDBOOKFOR
FORKENYA
KENYA
 PART II: ADDRESSING SECTORAL ASPECTS OF PLANNING

Promote Affordability and the Integration of Informal
Networks in Public Transport Transformation Investments.
Where there is inadequate provisions for public transport,
and informally organized public transport often emerge, but
without sufficient capacity and characterized by inefficiencies
e.g. congestion, poor connectivity and unreliability. All cities
and towns in Kenya rely on the informal public transport
system, mainly the matatu. Interventions to improve the
public transport system will have to engage with the informal
transport sector-there are successful cases of this type of
reforms and reorganization such as the development of the
TransMilenio Bus Rapid Transit [BRT] System in Bogota,
Columbia. Initially, the TransMilenio faced stiff resistance from
existing informal public transport operators; however after
series of engagements and integration of the operators as
pertinent stakeholders in the planning and implementation of
the bus system, this led to the success of the transformation.
Informal transportation in urban Kenya is closely linked
with informal enterprises especially at the terminal facilities
[stations and stops, pick-up and drop-off points etc.]. Therefore
in transforming a city’s transportation sector, it’s important
to consider integration of the informal enterprises associated
with public transport. Well-designed integrative public
transport terminal facilities can earn part of its investments
back; create employment and revenue for operations and
maintenance.
Other key elements to consider in designing an appropriate
public transport system include:
• Type of network and network integration;
• Service type and how street design will accommodate the
preferred modes;
• Performance of the system with considerations to:
coverage and reliability, accessibility and affordability,
economic sustainability, environmental sustainability etc.
• Consider water transport - cities and towns with potential
for inter-citywater transport services need to consider it as
part of transportation.
Create an Appropriate Parking Policy
Parking policy is an often underestimated but important
component of infrastructure and transport planning. Without
a good parking policy, roads can easily become congested
with cars taking up space intended for open public spaces and
for moving vehicular traffic. In particular, in areas generating
high motor traffic volumes, such as commercial areas,
parking guidelines should be connected with public transport
services, and use regulations like parking fees to regulate
demand for parking. Car park design needs to contribute
positively to enhancing amenity, with good landscaping and
design effects that minimizes their visual impact. Car parking
is however difficult to design for where towns are rapidly
growing, amid poor planning and rising preference for the car.
Direct travel demand to efficient transport options. Investing
to discourage reliance on the private car is critical for rapidly
growing cities and towns. Investing in an efficient public
transport system, road pricing, parking management and
circulation policies are geared at reducing car demand. With
advancing technologies, cities are getting access to improved
parking management.

Table 5.1 Capacity and Infrastructure costs of Different Transport Systems

Transport infrastructure Capacity (pers/h/d) Capital costs (USD/km) Capital costs / capacity
Dual-lane highway 2,000 10m - 20m 5,000 - 10,000
Urban street (car use only) 800 2m - 5m 2,500 - 7,000
Bike path (2m) 3,500 100,000 30
Pedestrian walkway/pavement (2m) 4,500 100,000 20
Commuter Rail 20,000 - 40,000 40m - 80m 2,000
Metro Rail 20,000 - 70,000 40m - 350m 2,000 - 5,000
Light Rail 10,000 - 30,000 10m - 25m 800 - 1,000
Bus Rapid Transit 5,000 - 40,000 1m - 10m 200 - 250
Bus Lane 10,000 1m - 5m 300 - 500
Source: Rode and Gipp (2001), VTPI (2009), Wright (2002), Brillon (1994), UNEP

SECTION 1: PLAN FOR IMPROVED INFRASTRUCTURE AND BASIC SERVICES 99

 PART II: ADDRESSING SECTORAL ASPECTS OF PLANNING
PART II: ADDRESSING SECTORAL ASPECTS OF PLANNING

PLAN FOR
PLAN FOR WATER
WATER SUPPLY,
SUPPLY, SANITATION
SANITATION SERVICES,
SERVICES,
AND ENVIRONMENTAL
AND ENVIRONMENTAL MANAGEMENT
MANAGEMENT

Water, sanitation and environmental management comprise Water Supply Services

Water, sanitation of
critical elements and environmental
sustainable urbanmanagement
development.comprise
These Water Supply Services
critical elements of sustainable urban development. These Many cities and towns in Kenya are in water scarce regions,
elements are to be considered concurrently in plan making Many cities and towns in Kenya are in water scarce regions,
elements
and decision aremaking
to be considered
for improvedconcurrently in plan This
service delivery. making and the bulk of their water supply is from water sources
and decision making for improved service delivery. This and the bulk of their water supply is from water sources
entails considerations to a city’s: water resources, water that are located outside local authority’s jurisdiction. Others
entails that are located outside local authority’s jurisdiction. Others
demandconsiderations to a city’s:
and supply capacity, wastewater resources,
water water
management, draw their water from aquifers [ground water] that are
demand and supply capacity, waste water management,
storm water management, solid waste management and draw their water from aquifers [ground water] that are
storm under threat of pollution or not given time to sufficiently
overallwater management,
environmental solid waste
management. management
In some and and
cases, cities under threat of pollution or not given time to sufficiently
overall environmental management. In some cases, cities and recharge. Surface water sources can be over extracted and
towns have been unable to balance investments in water and recharge. Surface water sources can be over extracted and
towns have been unable to balance investments in
sanitation; often leading to comparatively higher household water and polluted by industrial, agricultural or residential development
sanitation; often leading toservices
comparatively polluted by industrial, agricultural or residential development
access to improved water againsthigher household
very low access to activities, and their capacity to provide sufficient clean water
activities, and their capacity to provide sufficient clean water
access to improved water
improved sanitation services. services against very low access to is increasingly being threatened by climate change and
improved sanitation services. is increasingly being threatened by climate change and
environmental degradation in catchment areas.
environmental degradation in catchment areas.

Water Sources of Mombasa

Figure 5 .6 Water sources in Mombasa

Figure 5.6 Water sources in Mombasa

To Nairobi To Lamu

Drainage Areas
Tana River Drainage Area
Mzima Springs
Athi River Drainage Area
Baricho Intake
Water Pipelines
Malindi Water Supply Sites for Mombasa
Tsavo East
To Taveta Other Important Water Withdrawal
Kilifi Sites
Voi Watamu
Tsavo Water Transmission [Indicative]
West
Taita-Taveta Water Bodies, Rivers, Other Features
Kilifi
Major Road
River
Water Sources from Mombasa
Indian Ocean County Boundary

Mombasa
Kwale County

Marere Water
Tanzania
Works
Diani - Ukunda

To Lunga-Lunga

Source: Adapted from World Resources Institute

Source: Adapted from World Resources Institute

100 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

100 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
 PART II: ADDRESSING SECTORAL ASPECTS OF PLANNING

Figure 5.7 Access to Piped Water Source and Primary Water Used in Kenya’s Urban Areas

All 21%

Informal Areas 10%

Formal Areas 26%

Primary Water Source Used

Private Tap Shared Tap/ Neighbor Kiosk/Tanker Borehole Natural/Other
All 20% 37% 37% 4% 2%
Informal Areas 10% 25% 61% 4% 1%
Formal Areas 25% 43% 25% 4% 3%
Poor 12% 38% 42% 5% 3%
Non-poor 28% 36% 32% 3% 1%
Source: WorldBank 2015

Support water services institution[s] to develop capacity to
match demand. The demand for water in cities and towns
continues to grow as population increases; rising unstainable
water consumption patterns, and a general increase in urban
growth. At the same time, many of the utilities in Kenya
are currently struggling to cope with demand and manage
high levels of non-revenue water, with a decreasing capacity
to collect and treat waste water. To effectively meet goals
set in water supply plans, leaders must first ensure that
the responsible institution[s] has the requisite capacity to
implement the plans i.e. to deliver the desired water services.
Ensure that water companies are actively involved in spatial
planning. The reforms in Kenya’s Water Sector, through the
Water Act of 2002, introduced water utilities companies that
operate as ‘privatized institutions’. These utility companies
are currently owned by the respective counties; hence,
leaders in the counties have task to ensure that these utilities
are actively involved in formulation of urban development
plans-as the key actor for implementing water and related
infrastructure services.

Figure 5.8
Figure 5.8: Institutional Framework under the Water Act 2016
Water sector institutions in Kenya

National Water Harvesting and Storage Authority (NWHSA) Water Tribunal Water Sector Trust Fund (WSTF)
Policy Formulation

Ministry of Water
National Level

and Sanitation
Regulation

Water Services
Water Resources
Regulatory Board
Authority (WRA)
(WASREB)
Consumption, Use Service Provision
Regional Level

Basin Water Resources Water Works Developement

Committee (BWRC) Agencies (WWDAs)

Water Resources User Associations (WRUAs) Water Services Providers (WSPs)

Local Level

Consumers, Users

Source: Adapted from Water Services Regulatory Board,- Impact Report No. 10

SECTION 1: PLAN FOR IMPROVED INFRASTRUCTURE AND BASIC SERVICES 101

 PART II: ADDRESSING SECTORAL ASPECTS OF PLANNING

Table 5.2 How Water Supply is linked to Spatial Structure

Connect To: How

SOURCE
Land-use Protecting green open spaces prevents the contamination of river and underground water;
Reducing impervious surfaces can increase infiltration and aquifer recharge;
Water reservoir tanks consume land
Density Concentration of population reduces impervious cover and allows larger green areas to be protected
Buildings Harvesting
DISTRIBUTION
Land-use Different uses have a different demand; locating activities on upstream slopes increases distribution costs
Density Concentration of people reduces network length
Street/public space Availability of space to lay pipes reduces costs
Buildings Tall buildings may require additional pressure
TREATMENT
Land use Location of treatment plants need to be compatible with other uses;
Underground treatment plants save land
Density Onsite treatment such as septic tanks can be a solution for dispersed patterns
Buildings Water recycling can begin at building level

Source: Adapted from H. Srinivas

Spatial planning and water supply plans needs to address
issues of source, distribution, consumption and waste water
management. Be a champion for water sensitive planning
and design as this is likely to induce water consumption
reduction; facilitate recycling of waste water for various uses,
and creating multiple water supply options. Urban planning
and design policies that minimize the amount of impervious
surfaces help water infiltrate in the ground, recharging
aquifers. Such policies are usually implemented through
embracing techniques such as Water Sensitive Urban Design
[WSUD] and Integrated Urban Water Management [IUWM].
Water distribution links closely with spatial planning. An urban
water distribution network requires right of ways which at
times can difficult to acquire especially where land or space
has not been reserved initially and thus requires appropriation
or compensated acquisitions. Further, an efficient urban
pattern is necessary as it provides a good street network.
Well-designed streets integrate right of ways for, and shapes
networks of critical water and sanitation infrastructure
reticulation. In addition, water supply infrastructure also
requires land use allocation for construction of central
facilities such as water treatment plants, pumping stations,
storage tanks (reservoirs) etc. which needs to be considered
during land-use planning and integrated with planning for
urban engineering services. Further, it is important to note
that urban sprawl or low density development patterns
increase the per capita cost of water supply [ and many other
networked infrastructure services], while higher density
areas reduce the per capita costs of service delivery. Water
management and future water use is also affected by land-
use, where commercial and industrial use is expected to
lead to relatively higher water use. Therefore, water demand
management should be integrated with land-use planning.
Adapt appropriate water governance tools such as water
resources management regulations, together with planning
tools to guide sustainable use of water resources. It
also entails appropriate water pricing and water demand
management through policies and regulations that promote
diversification of water sources including rain water
harvesting, re-use and recycling and installation of water-
saving appliances and plumbing systems, which can reduce
reliance on piped water from the mains supply. Pricing
systems can be used to catalyze sustainable consumption
behaviors among water users, such as using Increasing Block
Tariffs where a basic block is defined and beyond that, the
consumer pays higher per unit consumed as the volume
consumed increases. However, it is fundamental for urban
authorities to ensure that provision of water and sanitation
services is equitable and results in universal access to these
vital services. In doing so, this could necessitate urban
leaders to introduce water subsidies, especially for the urban
poor and disenfranchised communities. In Kenya’s cities and
towns, the informal settlements and slums are highly under-
serviced by public water and sanitation services and they
often rely on comparatively costly informal services. These
areas should be on top of priorities for provision of urban
basic services.

102 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

 PART II: ADDRESSING SECTORAL ASPECTS OF PLANNING

Figure 5 .10
Figure 5.10 Ndakaini Dam,
Ndakaini Dam, Nairobi’s
Nairobi’s Main
Main Water
Water Source
Source

Source: Digital
Source: Digital Globe/Google
Globe/Google Earth
Earth

Waste Water Management
Only a relatively small fraction of the urban population in
Kenya is served by a functional public sewer network. At
the same time, only a few cities and towns have functional
waste water treatment plants. The majority relies on on-
site sanitation solutions. Without proper regulations and
their enforcement, contamination of water sources and
environmental pollution is possible, which can escalate risks
of waterborne diseases in cities and towns.
Understand the status of waste water management and
institutional capacity in the city. Identify the gaps, and
strategies for addressing the deficit in coverage, and how to
enhance services in the city. Increasing access to improved
sanitation services is a critical capital undertaking required
of urban authorities in Kenya, given the significant backlog in
provision of sanitation services and increasing demand arising
from rapid urbanization. Emphasis of integrated planning
should therefore be on how an urban center will effectively
manage waste water, including its collection, treatment and
disposal.
As with water supply, spatial layout of an urban center has
significant impact on provision of networked sanitation
services especially sewerage. Through spatial planning cities
can achieve density patterns that optimize investments
for sewerage services. Through stimulating higher density
developments, sewerage systems can also be made more
affordable. Such planning is not restricted to the provision
of conventional sewer system but it should provide a mix of
sustainable solutions that best serves the city or town. The
demand for waste water management should be analyzed
concurrently with urban growth projections, planned land-use
patterns and demand for water services.
Advanced urban waste water management systems use
recycling methods to produce water for a variety of uses,
including for urban agriculture and landscaping. Industries
are often large water consumers, and they can also “reuse”
water for production purposes. Kenya’s cities and towns
are located in primarily agricultural hinterland areas and
by adopting such systems; it could not only promote food
security and economic development, but also contribute to
environmental sustainability. Sludge from waste water can be
used for generation of energy.
Storm Water and Drainage
Urbanization increases the coverage of paved space; where
natural vegetation existed, it’s replaced with buildings and
hard surfaces (tarmac, stones etc.), leaving just a fraction with
permeable surface. Where urban planning and engineering is
not done right, natural drains are obstructed or reconfigured
reducing their efficiency. Furthermore, climate change makes
peak rain events more frequent and more intense. In many
Kenyan cities, this has already resulted in floods, damaging
roads and houses, in particular in vulnerable areas. Urban
planning policies should recognize these conditions, and set
standards for water storage, drainage, and its maintenance
accordingly.

SECTION 1:
SECTION PLAN FOR
1: PLAN FOR IMPROVED
IMPROVED INFRASTRUCTURE
INFRASTRUCTURE AND
AND BASIC
BASIC SERVICES
SERVICES 103
103
 PART II: ADDRESSING SECTORAL ASPECTS OF PLANNING
Policy Concerns for Provision of Urban Water and
Box 5.4
Sewerage Services
In planning for urban water and sewerage services, there are
number of issues that urban leaders and decision makers need
to give attention, including:
Current and future service needs, considering potential
variations in growth projections;
• Implications of inter-basin water transfers; considering
environmental protection and climate change, equity and
resource sharing, etc. This requires cooperation on water
and sewerage services, across administrative boundaries
and areas of jurisdiction;
• Costing of infrastructure delivery vs. cost recovery,
including consideration of revenue streams, expenditure
on maintenance and expansion (life cycle planning).
Inequalities and urban poverty, affordability, privatization
issues must also be addressed;
• Supply vs. demand, and the progressive and timely
delivery of last-mile connectivity towards universal access
(service timeframes);
• Institutional capacity to deliver water and sewerage
services, meeting demand;
• Regulations and enforcements related to water and
sewerage services;
• Changes in community preferences and consumer
behaviors; and
• Changes in technology.
Urban leaders should note that the scope of planning will
determine how service needs are addressed during the urban
planning process. For instance, at the strategic, city-wide
planning level, the focus is on assessing service needs,
determining strategies based on phases and links with the
urban spatial plan. At the detailed planning level, the plan will
provide detailed infrastructure investments, costs estimates,
precise locations and designs, and a precise implementation
schedule.
104 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
Promote Sustainable Urban Drainage Systems [SUDs], which
applies a range of techniques to manage surface water close
to its source; hence, promoting development of urban green
infrastructure and to reduce run-off. SUDs are used to retro-fit
existing urban developments and in new developments. Such
techniques include use of permeable pavements, infiltration
trenches and basins, green roofs and retention of wetlands.
Urban leaders should be aware that impervious surfaces, for
example through stone [tiling], asphalt, or compressed earth
reduces retention capacity while parks with large surfaces
of grass, or open earth or water and permeable pavements
increases this capacity. Planning policies should make sure
that if absorption capacity is removed somewhere [e.g. grass
areas are being tiled], it is added somewhere else [e.g. in the
form of open water].
Undertake cost-benefit analysis and ecological performance
to identify the type of system that best serves a city.
Overall, separated and combined sewer systems are the
two traditional systems that urban centres have been using,
and recently there is use of partially separated systems.
Combined sewers convey storm water/surface runoff and
waste water together. Further, urban leaders can promote
a range of urban design guidelines that aim at increasing
retention capacity of developed areas and overall reduction of
run-off.
Solid Waste Management
Effective waste management is essential for healthy and
competitive cities. Efficient waste management improves
public health, as solid waste is one of the main carriers
of infectious diseases. Population growth; economic
development; industrialization; public habits; industries such
as tourism; and the local climate are all increase the amount
of solid waste an urban area produces. Yet many urban
areas still lack an appropriate waste management system,
compelling residents to opt for environmentally problematic
solid waste disposal methods.
 PART
PART II:
II: ADDRESSING
ADDRESSING SECTORAL
SECTORAL ASPECTS
ASPECTS OF
OF PLANNING
PLANNING

Box
Box 5 .5
5.5 Ciudad
Ciudad Saludable,
Saludable, Peru
Peru

Ciudad
Ciudad Saludable
Saludable (Healthy
(Healthy City),
City), aa non-profit
non-profit organization
organization
headquartered
headquartered in in Peru
Peru has
has advocacy
advocacy workwork that
that has
has contributed
contributed
significantly
significantly toto effective
effective waste
waste management
management in in Peru
Peru and
and Latin
Latin
America,
America, including
including making
making waste
waste management
management aa toptop political
political
priority
priority in
in Peru.
Peru. The
The organization
organization empowers
empowers local
local waste-picker
waste-picker
enterprises,
enterprises, andand has
has since
since formalized
formalized over
over 6,500
6,500 waste-pickers
waste-pickers
who
who collect
collect approximately
approximately 292,637
292,637 tonstons of
of recyclable
recyclable material
material
per
per year,
year, with
with aa market
market value
value of
of USD
USD 18.5
18.5 million.
million. Over
Over 200
200 cit-
cit-
ies
ies have
have increased
increased their
their recycling
recycling rates
rates from
from 40
40 per
per cent
cent to
to 80
80
per
per cent
cent by
by integrating
integrating waste-pickers,
waste-pickers, making
making aa direct
direct impact
impact
on
on nine
nine million
million people
people and
and saving
saving two
two million
million trees
trees per
per year.
year. In
In
addition,
addition, waste-pickers’
waste-pickers’ monthly
monthly incomes
incomes have
have doubled
doubled upup to
to
between
between USD USD 180
180 and
and USD
USD 260
260 per
per month,
month, and
and they
they are
are now
now
entitled
entitled to
to health,
health, pension
pension and
and vacation
vacation benefits.
benefits.
Source:
Source: Siemens/Stiftung.
Siemens/Stiftung. Ciudad
Ciudad Saludable.
Saludable. Accessed
Accessed on
on 21/7/2017:
21/7/2017: https://
https://
www.empowering-people-network.siemens-stiftung.org/en/solutions/projects/
www.empowering-people-network.siemens-stiftung.org/en/solutions/projects/
ciudad-saludable/
ciudad-saludable/
UN-Habitat.
UN-Habitat. 2013.
2013. Urban
Urban Planning
Planning for
for City
City Leaders.
Leaders. Nairobi.
Nairobi. UN-Habitat.
UN-Habitat. Pp
Pp 80
80
Informal
Informal Waste
Waste Recycler
Recycler in
in Dandora
Dandora Dumpsite,
Dumpsite, Nairobi
Nairobi ©
© Micah
Micah Albert
Albert

Box
Box 5 .6
5.6 Criteria
Criteria for
for aa landfill
landfill location
location
Lead
Lead the
the city
city in
in formulating
formulating aa realistic
realistic waste
waste management
management
policy
policy that considers the financial capacity and
that considers the financial capacity and cost-recovery
cost-recovery 1.
1. Located
Located outside
outside densely
densely populated
populated areas;
areas;
methods,
methods, as as well
well asas the
the viability
viability and
and effectiveness
effectiveness of of various
various
2. Within 10 km of an urban area;
2. Within 10 km of an urban area;
methods
methods and technologies. In doing so, recognize the role
and technologies. In doing so, recognize the role of
of
informal 3.
3. Located
Located between
between 0.2
0.2 and
and 10
10 km
km of
of aa major
major road;
road;
informal solid waste management operations. In many cases
solid waste management operations. In many cases
operations 4.
4. Not
Not located
located within
within 11 km
km of
of surface
surface water;
water;
operations create
create hazardous,
hazardous, but but the
the role
role of
of the
the informal
informal
sector
sector in solid waste management cannot be ignored.
in solid waste management cannot be ignored. 5.
5. Avoid
Avoid areas
areas of
of groundwater
groundwater vulnerability;
vulnerability;
Therefore,
Therefore, informal
informal solid
solid waste
waste management
management operations
operations 6.
6. Not
Not located
located within
within 500
500 m
m of
of aa railway
railway line;
line;
should
should be integrated in municipal (city-wide)
be integrated in municipal (city-wide) solid
solid waste
waste 7.
7. Avoid
Avoid areas
areas of
of ecological
ecological value;
value;
management
management plans plans and
and investments.
investments. This This integration
integration entails
entails 8.
8. Not
Not located
located within
within 500
500 mm of
of sites
sites of
of historic
historic importance;
importance;
facilitating
facilitating operations
operations withwith aa focus
focus on on work
work conditions;
conditions; health 9.
health 9. Avoid
Avoid taking
taking up
up fertile
fertile agricultural
agricultural land;
land; and
and
and
and hygiene;
hygiene; equipment
equipment and and facilities;
facilities; income
income generation
generation 10.
10. Be
Be acceptable
acceptable to
to the
the public.
public.
(employment);
(employment); and and formal
formal recognition
recognition of of previously
previously informal
informal Source:
Source: Baban,
Baban, S.M.J.
S.M.J. and
and Flannagan,
Flannagan, J.82-Adpated
J.82-Adpated from
from UPCL
UPCL
operations
operations (which are complementary to conventional
(which are complementary to conventional
municipal
municipal operations).
operations).

Globally,
Globally, numerous
numerous countries
countries and
and cities
cities have
have delivered
delivered
successful
successful waste management initiatives. The
waste management initiatives. The city
city of
of Curitiba,
Curitiba,
Brazil
Brazil had a recycling rate of 70 percent as of 1992. This
had a recycling rate of 70 percent as of 1992. This is
is aa
good example of how municipalities in developing
good example of how municipalities in developing countries countries
can
can engage
engage informal
informal solid
solid waste
waste management
management operations
operations
to
to create an effective and environmentally sound
create an effective and environmentally sound solid
solid
waste
waste management
management system.
system. Sweden
Sweden alsoalso has
has aa remarkable
remarkable
recycling
recycling rate.
rate. The
The country
country imports
imports waste
waste to to recycle
recycle for
for
energy
energy production, demonstrating that it is possible to
production, demonstrating that it is possible to
achieve
achieve environmental
environmental sustainability
sustainability while
while enhancing
enhancing
economic productivity.
economic productivity.

SECTION 1: PLAN
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FOR IMPROVED
IMPROVED INFRASTRUCTURE
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AND BASIC
BASIC SERVICES
SERVICES 105
105
 PART II:
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ADDRESSING SECTORAL
SECTORAL ASPECTS
ASPECTS OF
OF PLANNING
PLANNING

Table 5 .3
Table 5.3 How waste
How waste management
management is
is linked
linked to
to spatial
spatial structure
structure

Connect To:
Connect To: How
How
Land-use
Land-use • Preventing open dump sites
• Preventing open dump sites
• Selection of landfills sites taking into account buffer areas to protect land values and natural resources near them
• Selection of landfills sites taking into account buffer areas to protect land values and natural resources near them
• Land management information and cadastres for cost recovery
• Land management information and cadastres for cost recovery
• Provision of space for composting and other recycling activities
• Provision of space for composting and other recycling activities
• Location of incineration plant
• Location of incineration plant
Density
Density • Higher density, compact patterns yield lower collection costs
• Higher density, compact patterns yield lower collection costs
Infrastructure
Infrastructure • Providing roads, energy and water to waste disposal and recycling facilities
• Providing roads, energy and water to waste disposal and recycling facilities
• Accessibility for waste collection
• Accessibility for waste collection
Buildings
Buildings • Amount of waste generated in construction and future operation
• Amount of waste generated in construction and future operation
Services to
Services to Buildings
Buildings • Facilitating recycling services
• Facilitating recycling services
Source: Adapted
Source: Adapted from
from H.
H. Srinivas
Srinivas

Spatial planning
Spatial planning helps
helps cities
cities develop
develop an
an efficient
efficient solid
solid waste
waste as they
as they develop
develop suitable
suitable solid
solid waste
waste management
management plansplans for
for
management system. For example, updating cadastral
management system. For example, updating cadastral their cities and towns. One way of building public confidence
their cities and towns. One way of building public confidence
information ensures
information ensures cost
cost recovery
recovery on
on waste
waste management
management and support
and support is
is by
by demonstrating
demonstrating efficiency
efficiency in
in solid
solid waste
waste
services through property-related tax.
services through property-related tax. management.
management.

Development control
Development control offers
offers another
another method
method of of successfully
successfully Focus on
Focus on reduction,
reduction, reuse
reuse and
and recycling
recycling ofof waste
waste (triple
(triple
linking planning
linking planning andand solid
solid waste
waste management.
management. As As the
the size
size ‘R’). Raising
‘R’). Raising awareness
awareness about
about the
the health
health and
and environmental
environmental
and location
and location of
of waste
waste handling
handling sites
sites determines
determines costs
costs and
and benefits of
benefits of waste
waste management
management is is an
an important
important component
component to to
externalities, aa forward-looking
externalities, forward-looking land-use
land-use plan
plan —
— one
one that
that achieve this.
achieve this. However,
However, educational
educational programs
programs only
only work
work when
when
reserves appropriate
reserves appropriate space
space for
for transfer
transfer stations,
stations, landfills,
landfills, the supportive
the supportive waste
waste management
management system system is
is in
in order.
order. Many
Many
recycling plants
recycling plants and
and related
related facilities
facilities –– should
should be
be coupled
coupled areas still
areas still have
have gaps
gaps in
in service,
service, including
including waste
waste collection
collection
with effective
with effective development
development control
control measures.
measures. Often
Often the
the facilities in
facilities in neighborhoods,
neighborhoods, public,
public, recreation
recreation and
and commercial
commercial
location of
location of landfills
landfills and
and related
related facilities
facilities is
is highly
highly contested
contested areas. Moreover,
areas. Moreover, thethe willingness
willingness to to segregate
segregate waste
waste at at
and politicized,
and politicized, and
and thus
thus urban
urban leaders,
leaders, planners,
planners, engineers
engineers household level
household level highly
highly depends
depends on on the
the perceived
perceived institutional
institutional
and environmentalists
and environmentalists should
should actively
actively engage
engage stakeholders
stakeholders capacity to
capacity to process
process waste
waste appropriately.
appropriately.

Pneumatic waste
Pneumatic waste disposal
disposal technology.
technology. ©
© TomoNews
TomoNews Sci
Sci and
and Tech
Tech

106
106 URBAN PLANNING
URBAN PLANNING FOR
FOR CITY
CITY LEADERS A HANDBOOK
LEADERS A HANDBOOK FOR
FOR KENYA
KENYA
 PART II: ADDRESSING SECTORAL ASPECTS OF PLANNING
PART II: ADDRESSING SECTORAL ASPECTS OF PLANNING

Figure 5 .11 Site-responsive design

Utilising the Ecological Corridors as an Asset
Figure 5.11 Site-responsive design

Early childhood development

Environmental
managementcentre
Playground
Agriculture

Retention pond

Football pitch

Market spillover area

Volleyball pitch Vegetable market

Matatu stop

Police station

Main healthcare centre Supermarket

Park Restaurant

Agriculture
Sports field Sport facilities

Small shop

Source © UN-Habitat/Jonathan Weaver

Source © UN-Habitat/Jonathan Weaver

Promote Environmental Management in Spatial Planning Spatial plans and site designs should respond to the
Promote Environmental Management in Spatial Planning Spatial plans
natural settingand site designs
(‘design should by
with nature’), respond to theurban
integrating
Urban development has environmental implications. Urban
Urbanand
plans development has environmental
designs should guide developmentimplications. Urban
in a manner development with ecological management. This willurban
natural setting (‘design with nature’), by integrating help
plans and designs should guide development in a manner development
to with ecological
reduce negative management.
environmental Thisurban
impacts that will help
that promotes environmental management. There are
that promotes environmental management. to reduce negative
development environmental impacts that urban
can cause.
various environmental planning tools such asThere are
Environmental
various environmental planning tools such as Environmental development can cause.
Management Plans, Environmental Impact Assessment,
Management Plans, Environmental Impact Assessment, For effective functioning of restricted areas, specific
Strategic Environmental Assessment, and others, which aim For effectiveare
functioning of which
restricted areas,
Strategic Environmental Assessment, and others, which aim regulations developed, specify thespecific
type of activities
to mediate urban growth with environmental management. regulations are developed, which specify the type of
to mediate urban growth with environmental management. allowable. In many cases settlement development is activities
strictly
Besides these dedicated tools, integrated urban planning
Besides these dedicated prohibited in those areas. Permissible activities willisvary
allowable. In many cases settlement development strictly
and design plays a criticaltools,
role inintegrated
advancingurban planning
environmental prohibited in those areas. Permissible activities will vary
and design plays a critical role in advancing environmental depending on restricted area type. For instance, a green open
management in cities and towns. For instance, a land use depending
management in cities and towns. Forcontrol
instance, a land use space couldonberestricted
used for area type.
outdoor For instance,
recreational a greenwith
activities, open
plan and its associated development measures space could be used for outdoor recreational activities, with
plan and its associated development control measures no form of durable construction allowed, while a geo-hazard
are supposed to delineate areas for development and no form of only
durable construction allowed, whileanda geo-hazard
are supposed to delineate areas fordue
development and area could be used for scientific research monitoring
areas where land-use is restricted to environmental area could only be used for scientific research and monitoring
areas where land-use is restricted due to environmental activities.
parameters. activities.
parameters.

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 PART II: ADDRESSING SECTORAL ASPECTS OF PLANNING

Figure 5.12
5 .12 Concept for Building Green Infrastructure

Source: City of Philadelphia Water Department

Infograhic© TNC/Eric Simek Sloniker

Support protection of ‘restricted land use’ areas, including Illustration of how different landscape elements
wetlands, riparian corridors, green open spaces, indigenous can be connected to provide attractive, green public
Figure 5.13
5 .13
or planted forests, very hilly areas, flood plains or areas with spaces, and support ecosystem services in an urban
Figure 5.15 Illustration of how different landscape elements can be connected to provide attractive,

high susceptibility to storm surge, natural drains, geo-hazard area green public spaces, and support ecosystem services in an urban area.

areas (e.g. areas which are highly susceptible to landslides

and mudslides), and climate change-induced disaster areas.
Within an area classified as an urban municipality, there could
be agricultural land uses. These areas should be classified as
restricted land-use areas, with agriculture activities conserved
using appropriate regulatory tools. Agriculture should be
promoted as key land use that will contribute towards food
security for the municipality.

Enable implementation of approved urban plans, with

appropriate regulations for restricted land-uses or protection
areas. For instance, in defining easements for water bodies
a standard uniform distance [set-back] is usually legislated.
This is often done at national level, but the local reality
may necessitate modifications or exemptions (increase or
reduction of the distance) to allocate the most appropriate
easement in riparian reserves, coastlines and flood plains. In
such cases, it is necessary to develop methods for analyzing
risk areas depending on specific contexts.

Source: SKL International

Source: SKL International

108 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

 PART II: ADDRESSING SECTORAL ASPECTS OF PLANNING

PLAN FOR ENERGY NEEDS
Much of the world’s energy is consumed in cities and
towns. Rapid urbanization in sub-Saharan Africa, including
Kenya, has led to increased demand for energy. Meanwhile,
threats of climate change have profound implications on
how countries, cities and towns produce and use energy. In
the recent past, countries and cities have pursued efficient
and renewable energy policies and targets. In Kenya, energy
needs have seldom received the focus they deserve in urban
development planning. Cities and towns must understand
their energy needs, and develop and implement strategies
that result in efficient and sustainable energy consumption.
About 75% of urban households in Kenya’s major urban areas
are connected to the national electricity grid, with households
in informal areas having only 66% access, according to
study by The World Bank -Kenya Urbanization Review of
2016. Most of these urban households use electricity for
lighting and powering light home appliances, while charcoal,
Liquefied Petroleum Gas (LPG) and paraffin are the main
sources cooking energy for many urban households. This has
significant implications on the environment, and on urban air
quality.
Spatial planning decisions have significant influence on
energy efficiency in cities and towns. For instance, a planning
authority can introduce architectural and urban design
standards which increase the number energy efficient
buildings (including cross ventilation, orientation of the
building) and urban patterns (walkable cities). In addition, local
policies can promote the use of renewable energy by setting
renewable energy targets which enables consumers to
choose which type of renewable energy to implement.
In Kenya, through the Energy Act [No. 12 of 2016], Legal
Notice No. 43, 2012, the government introduced The Energy
(Solar Water Heating) Regulations, 2012. This regulation
compels property owners to ensure that “all premises
within the jurisdiction of a local authority with hot water
requirements of a capacity exceeding one hundred liters per
day shall install and use solar heating systems”.
Various Ways in Which Urban Authorities Play a Central
Box 5.6
Role in the Energy Picture
Local governments play a central role in the energy picture of
their cities, in the following ways:
• They plan and manage city development and growth;
• They establish and enforce building codes and approve
building plans;
• They are the primary providers of basic services such
as water, waste management, street lighting and other
related services;
• They are responsible for transport planning and
management in a city;
• They are usually responsible for the distribution of
electricity and for billing and may be responsible for some
generation capacity;
• They are big energy users themselves – in their fleets and
buildings;
• As they are major employers, they can directly influence
their employees energy-use patterns; and
• They are engaged in significant procurement – of paper,
fuel, building materials, light bulbs, vehicles etc.
Source: UN-Habitat

Table 5.4 How energy demand and supply is linked to spatial structure

Connect To: How

Land-use because different
activities have different
Public space and green areas
Density
Infrastructure
Buildings
Source: Adapted from H. Srinivas
• Land information in cadastres enables targeted energy audits demands; it also facilitates demand forecast
• Mobility and energy consumption are positively correlated
• Multi-polar patterns are best suited for decentralized energy production
• Green areas reduce the heat island effect, energy demand for air conditioning, and heating
• Lower connection costs are achievable in denser settlements
• Over ground transmission lines (particularly high voltage) demand large amounts of land
• Below grade lines are safer and improve the streetscape
• Water supply and treatment can be highly energy intensive if pumping is required
• Loop closing opportunities in biogas, waste to energy
• Orientation and design can substantially increase passive energy gains; facilitate active energy devices
(for example roof orientation to the sun, etc.)
• Retrofitting as part of urban renewal
• Energy profile of building to be included in costing and incentives for development

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 PART II: ADDRESSING SECTORAL ASPECTS OF PLANNING
Land use plans that cause increased travel demand trigger
higher energy consumption. Leaders should note that
transport policies have an impact on energy consumption
in cities. Policy can promote car sharing/pooling, create
incentives for broader introduction of electric cars, enhance
infrastructure for cyclists and pedestrians etc.
Promote energy-efficient urban transportation, with a
focus on fuel types and consumption rates of fleets, travel
efficiency and system efficiency. A dense urban structure
with mixed use developments has high system efficiency.
Promoting and investing in public and non-motorized modes
of transport increases travel efficiency in an urban area. Urban
leaders should therefore shift focus towards more-efficient
modes. In terms of transportation, modern engineering has
advanced by introducing new car concepts and more fuel
efficient engines of different modes of transport.
From an urban design perspective, energy infrastructure such
as electricity networks should be configured in a manner that
enhances the visual character and amenity of neighborhoods,
precincts, streets and public spaces.
Make energy affordable. Pricing electricity is a fundamental
determinant of energy accessibility in cities. Well-targeted
cross-subsidies for urban poor households can help increase
affordability and access. There are various ways to ensure
this, such as by making initial connection affordable and
recovering costs through consumption billing, with a certain
consumption block rated as basic, followed with increasing
rates for additional consumption. Residents should be made
aware of metering options, and how tariff structures work
for pre-paid and post-paid meters. This public engagement
is particularly important for urban poor, low-income and
informal settlement neighborhoods, which are often the least
connected, or cannot afford energy to meet their needs.
Invest in alternative energy sources. Cities are increasingly
shifting from non-renewable energy sources to renewable
energy sources such as solar and wind power, and
diversifying sources by investing in innovative approaches
such as recycling waste for energy. Although a reasonable
share of Kenya’s electricity is generated from renewable
sources such as geothermal and wind, many urban
households still rely on charcoal, which has led to significant
destruction of forest and natural vegetation cover, and also
leading to health implications. Cities must work with all
relevant stakeholders to develop sufficient energy, with a
focus on renewable and sustainable energy systems.
110 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
Engage energy utilities and regulators in planning processes.
In Kenya, leaders must ensure consultations are held with:
Kenya Power Company (the dominant electricity distributor),
KenGen, Geothermal Development Company, Kenya
Electricity Transmission Company, and the Rural Electrification
Authority. This ensures that the phasing and implementation
activities of the city plan are synchronized with the plans of
energy utilities and policies of regulators.
PLANNING FOR TELECOMMUNICATIONS
INFRASTRUCTURE
Advances in technology have caused cities and towns
to reconsider how telecommunications infrastructure
is configured. In many urban centers, retrofitting of the
urban fabric to accommodate modern telecommunications
infrastructure is ongoing, through fiber-optic cabling and other
means. On the other hand, the ‘tech revolution’ is facilitating
reduction in reticulated line infrastructure in other urban
centers.
Information Communication Technology (ICT) can alter
patterns of interaction in cities, by influencing household
preferences for business, work and residential locations.
From a land-use perspective, tech-firms and the ICT sector
tend to cluster together in one area. Therefore, urban land use
and structure plans should promote localization advantages
by allocating central areas where such incubation can
develop. This facilitates complementary land-uses, and the
development of necessary infrastructure and services.
As with energy infrastructure, it is important that
telecommunications infrastructure enhances the visual
character and amenity of urban locales. This requires
the design of telecommunications infrastructure to have
minimal impact on the streetscape (both built and natural
environments). Underground cabling necessitates ongoing
maintenance of good-quality street paving. In order to
facilitate this, urban leaders should enact policies and
legislative tools such as by-laws that guide how cabling is
undertaken.
Engage both public and private sector actors in planning
processes. In Kenya, telecommunications infrastructure
and service provision is dominated by the private sector.
Better engagement will result in improved delivery, where
authorities guide the private firms through urban design
regulations and share visions on how various urban systems
can work in the future. The focus should be on how
telecommunications infrastructure can support efficiency,
reduce energy consumption and promote sustainable living.
 PART II:
PART II: ADDRESSING
ADDRESSING SECTORAL
SECTORAL ASPECTS
ASPECTS OF
OF PLANNING
PLANNING

Box 5.7
Box 5 .7 “Information City”
“Information City” Programme
Programme (Moscow,
(Moscow, Russia)
Russia)

This programme was launched in 2012 with the aim of improving
the quality of citizens’ lives through the widespread use of ICTs.
Three priorities were established for it:
1 . To create high-quality ICT infrastructure.
1. infrastructure . A public-private
collaboration has been used to implement programmes
that improve 3G/4G coverage, broadband internet access in
residential homes and the free Wi-Fi network in the city. This
collaboration is done in a variety of formats: (a) The Municipal
authorities contract business services including high contractual
standards, which encourages the companies to develop their
technical infrastructure and improve the quality of the services.
For example, this is how the Moscow city government has
provided a qualitative transition to the use of optical data
networks in recent years. To date all the city’s social institutions
and more than 80% of the population have access to high
speed broadband. b) The operators create their own services for
citizens and the municipal government helps them by providing
the necessary data and experience, making administrative
procedures easier. For example, by expanding 3G/4G coverage,
the installation procedure of mobile communication stations in
urban buildings has been considerably simplified for operators.
At the moment 99% of the city’s area has 4G coverage and the
level of penetration of mobile communications in Moscow is
the second highest in the world.
2 . Ensure this infrastructure is available for all the citizens
2.
of Moscow, removing the digital divide by implementing
various projects: 1) Free Wi-Fi in the city (2nd city in the world
with most urban public areas covered); 2) Free electronic
equipment (“Good Deed” project); 3) Free access to the network
and to electronic communications devices in libraries and urban
centres that provide public services.
3 . Helping people to acquire the necessary skills to use
3.
this infrastructure by providing free courses on basic IT and
internet knowledge for senior citizens in various institutions,
universities and schools. “New technologies school” for school
children and teachers at 200 schools in Moscow.
The main result is achieving access to fast and stable internet
(Moscow is the 4th city in the world in terms of internet
traffic), at an affordable price (the cost of broadband is one of
the lowest in the world) and with the opportunity to receive,
if necessary, training on how to the use the internet and
electronic devices.
Source: United
Source: United Cities
Cities and
and Local
Local Government
Government (2017)
(2017)

SECTION 1:
SECTION PLAN FOR
1: PLAN FOR IMPROVED
IMPROVED INFRASTRUCTURE
INFRASTRUCTURE AND
AND BASIC
BASIC SERVICES
SERVICES 111
111
 PART II:
PART II: ADDRESSING
ADDRESSING SECTORAL
SECTORAL ASPECTS
ASPECTS OF
OF PLANNING
PLANNING

Figure 5.16 Underground Utilities Placement Guidance

Figure 5.14
Figure 5 .14 Underground Utilities
Underground Utilities Placement
Placement Guidance
Guidance
Underground Utilities Placement Guidance

Option 1
Install Utilities in the Roadbed
Advantages
• Reduces construction time
• Land acquisition savings
• Allows compact, walkable streets

Disadvantages
• Repair may cause disruption to transit, cycle lanes, and traffic
• Additional protection may be required due to continuous
0.3 m
Electric and ICT 0.15 m Reclaimed
traffic loading
Conduits Water Main
0.15 m Potable
Water Main

0.55 m Chilled 0.15 m

Water Main Sanitary Sewer
0.075 m Storm
Natural Gas Water

Diagram showing utilities installed under the roadbed.

Option 2
Install Utilities Adjacent to the Roadbed
Advantages
• Prevents closure of traffic lanes during construction and repair
• Requires less protection due to lower traffic volume
• May reduce need to acquire land for future roadway expansion

Disadvantages
• Greater space requirement
• Loss of pedestrian area during repair and maintenance
Electric and ICT
Conduits 0.15 m
Sanitary Sewer

0.3 m Storm
Water
0.55 m Chilled 0.15 m Reclaimed
Water Main Water Main 0.15 m Potable
0.075 m Water Main
Natural Gas

Diagram showing utilities installed adjacent to roadbed.

Option 3
Install Utilities Within the Underground Corridor
Advantages
• Ease of access for servicing
• No traffic impact during maintenance
• Lower maintenance costs

Disadvantages
• Significant capital costs required
• Longer construction time
• Compatibility between utilities must be considered
• Flood measures required
• Ventilation shafts required Sanitary Sewer Reclaimed
Water Main
• Wet utilities should be kept separate from dry utilities Storm Water
Electric
and
Chilled ICT
Water Main Conduits

Diagram showing utilities installed in an underground corridor.

Source-Adapted from Global Street Design Guide
Source-Adapted from Global Street Design Guide

112
112 URBAN PLANNING
URBAN PLANNING FOR
FOR CITY
CITY LEADERS A HANDBOOK
LEADERS A HANDBOOK FOR
FOR KENYA
KENYA
 PART II: ADDRESSING SECTORAL ASPECTS OF PLANNING

Green energy, Ngong Hills wind farm, Kenya. © My African Traveller

SECTION 1: PLAN FOR IMPROVED INFRASTRUCTURE AND BASIC SERVICES 113

 PART II: PLANNING TO ADDRESS SPECIFIC URBAN DEVELOPMENT ISSUES

SECTION 2

PLAN FOR DELIVERY OF

AFFORDABLE HOUSING FOR ALL

114 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA

PART II: PLANNING TO ADDRESS SPECIFIC URBAN DEVELOPMENT ISSUES

IMAGE: Section of Embakasi Area,

Nairobi. © Digital Globe/Google Earth

SECTION 2: PLAN FOR BETTER HOUSING DELIVERY 115

 PART II: PLANNING TO ADDRESS SPECIFIC URBAN DEVELOPMENT ISSUES
Planning, if not well executed, adds to the housing challenge.
An appropriate planning strategy facilitates delivery of
adequate and affordable housing. Housing prices are
increasingly ‘decoupled’ from income levels, and rising
inequality and commodification of housing which mean that
many people cannot afford conventional housing in Kenya’s
cities and towns. To address this, leaders should engage the
relevant stakeholders and create a more inclusive housing
market.
Have a clear understanding of the city’s housing needs.
A realistic housing target must be set out in the urban
development plans at city-wide, local/district, and
neighborhood levels. Plans should identify needs, and
subsequently the housing mix and range of ownership/
occupation that the city or town can sustain.
Aim for affordable housing. In many cases, severe housing
shortages are brought by the inability of cities and towns
to facilitate delivery of affordable and adequate housing,
especially for the urban poor and low-income earners. The
housing market and local economy are inherently linked.
Housing provision in Kenya’s urban centres is mainly through
the private sector, and the informal sub-sector which is the
Figure 6.1 Tassia Fedha Plotting Systems, Nairobi.
Streets
Image © Digital Globe/Google Earth
116 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
dominant housing supply for the majority (mostly low-income
and urban poor households). Urban leaders must actively
engage different actors in the private sector, formal and
informal, to accelerate equitable access to adequate housing.
In addressing housing, an urban plan should:
• Assess existing housing conditions and delivery systems,
demand and supply and projected needs, taking
population and demographic changes into account.
• Identify the mix of housing types required, the cost
implications, and the various groups that require specific
housing in the communities.
• Assess the capacity of the city/town to deliver affordable
and adequate housing for all income groups, with
emphasis on the capacity to deliver adequate low-cost
housing.
• Analyze and understand the implications of prevailing
land and housing markets vis-à-vis the local economy, to
sustainable housing supply.
• Assess land availability, including potential for
redevelopment, in-fill housing development and
Greenfields.
Area with planned street layout, and
unplanned housing (Informal development)
Area with planned street layout, and
planned housing development
 PART II: PLANNING TO ADDRESS SPECIFIC URBAN DEVELOPMENT ISSUES
Box 6.1 Cities Should Address Constraints on Affordable Housing
High Cost of Land – Developers estimate that the price of a
serviced plot constitutes up to 60% of development costs. Kenya’s
property registration system is inefficient and contributes to the
high cost of land. This leads to corruption and deters investors.
High Cost of Formal Construction – The cost of building
materials varies significantly between the informal and formal
housing markets. Material costs in the formal market are high, and
the expense of constructing buildings of adequate standard is often
increased by various tax policies. The inefficiency of the construc-
tion market and the limited capacity of construction firms constrain
the country’s ability to build housing on a large scale. So the task
for the housing sector (private and perhaps public) is to identify
solutions which are of adequate standard and quality but at the
same time affordable.
Limited Access to Housing Finance – There are fewer than
20,000 mortgages in Kenya, as the mortgage market is inaccessible
to lower income households. However, there is some progress in
the micro-finance sector, where institutions provide loans (albeit at
high interest rates).
Inappropriate Taxes and Regulations – Taxes and fees affect
affordability, and thus determine whether properties are formally
registered. The existing building code was passed in 1968 and is
based on the British building codes of 1926 and 1948. It is limiting
with regard to alternative construction technologies. A new build-
ing code, promulgated in 2009, has yet to become law. Existing reg-
ulations that protect tenants discourage landlords from providing
At policy level, it is important for urban leaders and planners
to address the following questions:
• What is the most appropriate system to deliver a range
of housing types that respond to a variety of needs and
preferences (including design preferences) in the city/
town?
• What range of affordable housing options (housing
diversity) are feasible in the city/town, including
options for alternative building materials, incremental
development, self-construction etc.?
• What measures need to be put in place to provide
convenient access to a full range of social amenities,
infrastructure and services that support adequate housing
delivery?
• How will the city/town combine housing delivery with
enhanced access to a full range of economic opportunities
(including in the informal sector)?
• What land-use planning and urban investment decisions
will accelerate housing delivery?
• How suitable are the current planning and building
regulations, and what needs to be reviewed to facilitate
formal low-income rentals, including the Rent Restriction Act (Cap.
296) and the Landlord and Tenant Act, which provide protection for
households with rents at or below KSh2,500 a month (a figure that
applies to unregistered housing units in informal settlements).
Government Efforts to Address Constraints are Limited and
Expensive – This includes the government’s housing budget,
which does not reflect its constitutional commitment to adequate
shelter. Informal settlement upgrades are costly and inefficient.
The National Housing Corporation, a government parastatal, offers
housing units that are not affordable for low- and moderate-income
families: the majority of its properties are priced from KSh4.5 mil-
lion (US$50,000) to KSh13 million (US$142,857). In 2009, the then
Ministry of Housing unveiled incentives for developers to build at
the lower end of the market, but these have proved unattractive to
developers due to low profit margins and bureaucracy.
Private Sector and Civil Society Efforts to Address Con-
straints are Effective but Small-Scale – The private sector is
attempting to increase access to affordability with no government
support. Small community savings and land-purchase programs
have made housing accessible for lower-income people.
The 2012/2013 Kenya National Housing Survey highlighted several
other constraints on affordable housing. These include high poverty
levels, a shortage of planned and serviced land, general inefficien-
cy of urban planning, and a shortage of accredited built environ-
ment professionals.
Source: World Bank (2016), Republic of Kenya (2013)
efficient delivery of adequate, affordable housing for all?
• What institutional modifications are needed to enhance
efficient housing delivery, including engagement with
informal land and housing markets, partnerships with
stakeholders etc.?
• What housing finance models are most appropriate for
the city/town?
An integrated approach to infrastructure, land-use and
housing planning, and financing strategies is imperative for
appropriate housing interventions. This is combined with
adequate institutional capacity to provide quality infrastructure
and services, at the required scale and timeframe to
facilitate timely delivery. It is important to focus on quality
of space and creation of neighborhoods, rather than merely
emphasizing the number of housing units constructed. Urban
planning and design plays a critical role in delivering quality
living environments, by updating policies and regulations;
undertaking participatory planning and good governance;
introducing effective urban design elements, environmental
conservation and quality public spaces; and coordinating land
use and infrastructure development, etc.
SECTION 2: PLAN FOR BETTER HOUSING DELIVERY 117
 PART II: PLANNING TO ADDRESS SPECIFIC URBAN DEVELOPMENT ISSUES

ILLUSTRATIONS OF
ILLUSTRATIONS OF TYPICAL
TYPICAL PLOT
PLOT LAYOUTS
LAYOUTS AND
AND THEIR
THEIR IMPLICATIONS
IMPLICATIONS TO
TO HOUSING
HOUSING DEVELOPMENT
DEVELOPMENT

Figure 6.2
Figure 6 .2
6 .2 Plotting system:
Plotting system: Illustrations
Illustrations of
of typical
typical plot
plot layouts
layouts and
and their
their implications
implications to
to housing
housing development
development

Private Housing
Private Housing

Social Housing
Social Housing
Blocks
Blocks
Plot shapes
Plot shapes and
and sizes
sizes should
should bebe considered
considered -- Big
Big plots
plots can
can
combine residential
combine residential activities
activities with
with small
small scale
scale businesses,
businesses,
workshops or
workshops or other
other economic
economic activities
activities that
that are
are welcomed
welcomed
in the
in the neighbourhood.
neighbourhood. ILLUSTRATION ON PLOT MIX-PROMOTE A VARIETY OF HOUSING TYPOLOGIES IN A GIVEN AREA
ILLUSTRATION ON PLOT MIX-PROMOTE A VARIETY OF HOUSING TYPOLOGIES IN A GIVEN AREA

Figure 6.3
Figure 6 .3
6 .3 Illustration on
Illustration on plot
plot mix-promote
mix-promote aa variety
variety of
of housing
housing typologies
typologies in
in aa given
given area
area

Low-rise Apartments
Low-rise Apartments
Medium-rise Apartments
Medium-rise Apartments

High-rise Apartments
High-rise Apartments

Terraced houses
Terraced houses

Neighbourhood Plot
Neighbourhood Plot Mix
Mix Option
Option 11 Neighbourhood Plot
Neighbourhood Plot Mix
Mix Option
Option 22

118
118
118 URBAN PLANNING FOR
URBAN
URBAN PLANNING
LEADERS A HANDBOOK
FOR CITY LEADERS
CITY LEADERS A
PLANNING FOR CITY
HANDBOOK FOR KENYA
A HANDBOOK FOR
KENYA
FOR KENYA
 PART II: PLANNING TO ADDRESS SPECIFIC URBAN DEVELOPMENT ISSUES
A private sector housing project in Athi River, kenya. © Baraka Mwau
Promote planning and design which provides serviced plots of
appropriate size that are affordable to low-income households,
and remove planning barriers. To achieve effective plotting
system in urban areas, urban leaders must ensure that their
planning authorities have adequate human resources and
are supported by a sound legislative framework and tools.
Ineffective urban planning results in poorly designed land sub-
divisions, illegal or informal land subdivisions, allocations and
conversion of use, unregulated urban development and urban
fragmentation, among other elements that have undermined
attainment of good housing delivery in most of Kenya’s cities
and towns.
Provide incentives to developers willing to undertake
specified low-cost housing developments. Private developers
willing to invest in low-cost housing have often operated
in an environment lacking appropriate institutional support
from planning authorities. The private sector provides the
bulk of urban housing in Kenya. Therefore, it is vital for urban
authorities to engage the private sector in addressing the low-
cost affordable-decent housing deficit.
Promote mixed-use developments, social-mix and typology-
mix, public space and amenities, adequate basic services,
energy efficiency, and appropriate densities. Housing delivery
should be geared towards building urban communities.
Design helps cities to foster a sense of local pride in housing
delivery programmes. Varied housing needs, for singles,
families and the elderly, should also be considered.
Use technology to advance housing delivery. Advancements
in housing technology have offered cities more efficient
tools to increase housing stock at relatively low costs, an
increased scale and in shorter timeframes, delivering better
quality buildings. Many cities are integrating information
communication technology (ICT), to make neighborhoods
more livable, efficient and sustainable. For example, in
Singapore, the Housing and Development Board (HDB),
has developed a “Smart HDB Town Framework” with four
dimensions: “Smart Planning, Smart Environment, Smart
Estate, and Smart Living”.
Invest in public housing and build partnerships with the
private sector and residents, to accelerate delivery of
affordable housing. Leaders should support the establishment
of an efficient housing agency, through which partnerships
with the private sector and residents can be anchored.
Inspire leadership and inter-agency collaboration in housing
delivery. The affordable housing challenge in Kenya demands
strong and transformative leadership to overcome inherent
obstacles. It also entails good coordination across agencies:
planning authorities, housing agencies, infrastructure and
utilities, financial institutions, builders and contractors, and
other relevant agencies.
Housing delivery can apply various urban planning and land
management approaches, including:
• Greenfield Developments;
• Infill Developments; and
• Redevelopment and Densification.
The potential for these approaches should be identified during
analysis of existing conditions, and thereafter integrated
as part of the plan. These approaches can be combined,
depending on the context and issues at hand.
SECTION 2: PLAN FOR BETTER HOUSING DELIVERY 119
 PART II:
PART II: PLANNING
PLANNING TO
TO ADDRESS
ADDRESS SPECIFIC
SPECIFIC URBAN
URBAN DEVELOPMENT
DEVELOPMENT ISSUES
ISSUES

First consider
First consider in-fill
in-fill development,
development, redevelopment
redevelopment and and
Figure 6.4
Figure 6 .4 UN-Habitat 55 Principles
UN-Habitat Principles of
of Neighborhood
Neighborhood Design
Design densification options
options before
before investing
investing in
in Greenfields.
Greenfields. An
An
densification
example of
example of this
this approach
approach was was the
the Site
Site and
and Service
Service Schemes
Schemes
of 1970s
of 1970s and
and 1980s
1980s e.g.e.g. the
the Dandora,
Dandora, Nairobi
Nairobi and
and the
the

5
Makongeni schemes,
Makongeni schemes, whichwhich were
were intended
intended to
to accommodate
accommodate
aa fraction
fraction of
of their
their respective
respective cities’
cities’ growth
growth at
at the
the time.
time.

Most Kenyan
Most Kenyan cities
cities and
and towns
towns are
are expanding
expanding through
through
LOCAL LEVEL
informal housing
informal housing development
development in in Greenfield
Greenfield areas.
areas. Despite
Despite
PRINCIPLES NEIGHBORHOOD LEVEL
their inadequate
their inadequate planning
planning and
and design,
design, rapid
rapid conversion
conversion
CITY WIDE LEVEL of agricultural
agricultural land
land into
into urban
urban real
real estate,
estate, either
either through
through
of
approved or
approved or unapproved
unapproved subdivision
subdivision schemes,
schemes, continues
continues
to make
to make new new land
land available
available for
for housing.
housing. This
This is
is the
the factor
factor
Adequate space for streets and public space in driving urban
driving urban sprawl
sprawl inin Kitengela,
Kitengela, Athi-River,
Athi-River, Ruiru
Ruiru and
and Juja
Juja
an efficient street network
areas in
areas in the
the wider
wider Nairobi
Nairobi region.
region. Planned
Planned urban
urban extensions
extensions
(Eg . 30-35% to the street 15-20% public space / 50
% plots; at least 18 km of street length; at least 80 are recommended
are recommended in in contexts
contexts where
where Greenfield
Greenfield housing
housing is
is
crossings per km2) suitable.
suitable.
Mixed land use Use new
Use new sites
sites as
as an
an opportunity
opportunity to
to create
create new
new communities,
communities,
(e .g . at least 40 percent of floor space allocated
to economic use; limited land-use specialization; and connect new communities with employment
and connect new communities with employment areas. areas.
single use blocks should cover less than 10% of any The delivery of housing should be geared towards creating
The delivery of housing should be geared towards creating
neighborhood) communities, and not just counting on the number
communities, and not just counting on the number of of units
units
Social Mix delivered. This requires good neighborhood design, with aa
delivered. This requires good neighborhood design, with
(e .g . 20-50% of residential area should be low cost variety of
variety of housing
housing options.
options.
housing; each tenure type should be not more than
50% of the total) ItIt is
is important
important for
for plans
plans to
to be
be prepared
prepared in in advance.
advance. This
This
process should analyze current and future populations
process should analyze current and future populations trends, trends,
Adequate density
(e .g . at least 15.000 people per km2 / 150 people/ha) not only in quantities but also in terms of
not only in quantities but also in terms of demographic demographic
composition, identification
composition, identification ofof an
an approach
approach to to meet
meet these
these
Connectivity trends- prepare plans for housing in advance.
trends- prepare plans for housing in advance. This not only This not only to
to
(e .g . emphasis on walking distances and public
transport)
address the immediate need for housing, but
address the immediate need for housing, but also to increase also to increase
the attractiveness
the attractiveness of of the
the city
city for
for investors,
investors, aa place
place to
to live
live etc.
etc.
The effort will also result in enhanced municipal
The effort will also result in enhanced municipal revenues, as revenues, as
Source: UN-Habitat
Source: UN-Habitat Five
Five Principles of
of Neighbourhood Planning
Planning more investors enter the housing supply system.
UN-Habitat Principles
Five PrinciplesNeighbourhood
of Neighbourhooh Planning © UN-Habitat more investors enter the housing supply system.

Greenfield Housing
Greenfield Housing Approach
Approach –– this
this implies
implies urban
urban growth
growth in in Infill Housing
Infill Housing Approach
Approach –– Where
Where vacant
vacant andand underutilized
underutilized
new areas
new areas such
such as as urban
urban peripheries
peripheries where
where land
land could
could bebe land exists in built-up areas, it can be
land exists in built-up areas, it can be developed todeveloped to increase
increase
available at
available at relatively
relatively low
low prices,
prices, and
and atat the
the plot
plot desired
desired size
size housing supply. This helps an urban center
housing supply. This helps an urban center to avoid urban to avoid urban
(e.g. for
(e.g. for large-scale
large-scale housing
housing developments).
developments). This This approach
approach sprawl, enhancing compact development,
sprawl, enhancing compact development, maximize use maximize use
requires careful
requires careful planning
planning and
and financing,
financing, with
with emphasis
emphasis on on of existing infrastructure, and allowing residents
of existing infrastructure, and allowing residents to live in to live in
spatial and
spatial and functional
functional integration,
integration, effective
effective development
development close proximity to their workplaces and existing
close proximity to their workplaces and existing amenities. amenities.
control and
control and land
land administration.
administration. IfIf not
not planned
planned well,
well, this
this At times,
At times, infill
infill developments
developments may may require
require upgrading
upgrading of of
approach is
approach is likely
likely to
to enhance
enhance urban
urban sprawl,
sprawl, resulting
resulting in
in infrastructure, to accommodate the additional
infrastructure, to accommodate the additional population in population in
unsustainable conversion
unsustainable conversion ofof land
land use
use and
and unnecessary
unnecessary the area.
the area. Such
Such upgrades
upgrades should
should be be factored
factored into
into the
the planning
planning
diversion of
diversion of infrastructure
infrastructure investments.
investments. and costing
and costing of of infill
infill developments.
developments. Urban Urban planners
planners and
and
designers should
designers should ensure
ensure that
that infill
infill developments
developments are are well
well
planned, are
planned, are profitable
profitable forfor developers,
developers, and and produce
produce affordable
affordable
housing ifif possible
housing possible –– suchsuch lands
lands are
are ofof relatively
relatively high
high value,
value,
which may
which may increase
increase the the cost
cost of
of new
new units.
units.

120
120 URBAN PLANNING
URBAN PLANNING FOR
FOR CITY
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Figure 6.5 Infill Housing Development of Neighbourhood Level
Komarock 2011
Komarock 2016
Redevelopment/Densification Housing Approach –
This approach is similar to the infill housing approach, but
redevelopment/densification offers greater opportunities for
large-scale projects, and may involve change of land use,
infrastructure expansion, and complete reorganization of the
area through a renewal plan. In Kenya’s urban centres, large
scale redevelopment/densification can be done in informal
settlements and slums. This approach offers opportunities
for densification and public-private partnerships in housing
delivery. However, if not well conceptualized this approach
could result in gentrification or displacement of relatively low-
income families by those with higher incomes.
This approach also encompasses housing-led informal
settlement upgrading. Housing is a major area of
disenfranchisement for residents in informal settlements and
slums. One of the key criteria for a good urban plan in Kenya’s
urban context is how it addresses informal settlements and
slums. Failure to provide precise, realistic and implementable
interventions for informal settlements undermines the quality
of the plan.
Essentially, urban leaders and other decision makers should
note that success in any of these housing approaches is
measured by how a development meets environmental,
social and economic imperatives of sustainable urban
development
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Figure 6.6 Ngara Civil Servants’ Housing in Nairobi by Government [Before and After]

Ngara 2004
Low -Density (single family) Housing

Ngara 2015
Highrise (multi-family) Housing development

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A housing project offering a variety of housing typologies with mixed density. © Baraka Mwau

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SECTION 3:

PLAN FOR SOCIAL

INFRASTRUCTURE, PUBLIC
SPACES AND SAFETY

124 URBAN PLANNING

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IMAGE:Uhuru
IMAGE: UhuruPark,
Park,Nairobi.
Nairobi.
©©Digital
DigitalGlobe/Google
Globe/GoogleEarth
Earth

PLANFOR
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Residents expect cities to offer good access to a variety
of community services, amenities and public spaces. An
integrated network of public open spaces has a significant
impact on quality of life in neighborhoods. Public facilities
should be accessible to residents, with considerations to
location, adequacy and affordability. These include education
and training facilities, health care facilities, public buildings
including administration buildings, community libraries,
cultural centres, social halls and markets, recreational
facilities including green open spaces, children’s playgrounds
and religious facilities. Urban leaders should ensure that, at
different scales, these facilities and services are integrated in
urban investment decisions through spatial planning.
Urban planning and design play an important role in guiding
urban centres to effectively provide adequate social
amenities and public spaces. The main relevant aspects of
urban planning and design include: land-use mix and mixed
developments; precincts and nodes (locating facilities in
activity centres); site-responsive design and environmental
management; a network of well-interconnected streets and
mobility options; urban form with a network of public open
spaces; housing diversity; and utility provision.
Kenya’s cities and towns provide social infrastructure and
public space to varying degrees. The majority have not yet
been able to provide satisfactory levels of service. Urban
leaders should ensure that their authorities have inventories
and guidelines to inform planning and standards for these
facilities and services. In many cases, national and local
governments provide standards and guidelines for the
location and development of social infrastructure, especially
education and health care facilities. Local guidelines should be
harmonized with national guidelines.
Resolve the land and space constraint. Many cities and towns
in Kenya face a severe shortage of public social infrastructure,
owing to inefficient urban land governance. Cases of loss
of public land initially designated for development of public
facilities have been recorded in many towns. To accelerate
and improve delivery of social infrastructure and amenities,
leaders must engage stakeholders to quantify available land,
recover lost land, and increase land availability for public
facilities.

CONCEPTUAL FRAMEWORK FOR MAXIMIZING THE PUBLIC SPACE DIVIDEND

Figure 7.1
7 .1 Conceptual Framework for Maximizing the Public Space Dividend

Social inclusion
UCLG PUBLIC SPACE
POLICY FRAMEWORK Preservation of culture
FOCAL AREAS SOCIAL Social cohesion
BENEFITS Improved wellness
Improved citizen equity
etc.
Develop localized policies

Development promotion
Urban renewal
CITY SPECIFIC IMPLEMENTED PUBLIC SPACE ECONOMIC Improved revenue
PUBLIC SPACE Implement (regulate, build, maintain) BENEFITS Improved infrastructure
POLICY
Fiscal benefits
etc.

Research and analyse Mitigate climate change

Help to build resilience
Improve urban environment
ENVIRONMENTAL
BENEFITS Contribute to the protection
EXISTING PUBLIC of the biodiversity
SPACE CHALLENGES Improve the access to natural
resources
etc.

The more benefits that is realized in each sector

the greater the public space dividend is for the city

Source: United Cities & Local Governments (2016)

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PUBLIC SPACE THE ROLE OF LOCAL GOVERNMENTS Plan for local precincts or centres with a mix of functions and
FigureSPACE
PUBLIC 7 .2 THE
Public Space
ROLE OF LOCALthe role of Local Governments
GOVERNMENTS Plan for local precincts or centres with a mix of functions and
Figure 7.2 Public Space the role of Local Governments
amenities. This requires local area/neighborhood planning to
7 .2 amenities. This requires local area/neighborhood planning to
shape a vibrant local area which is attractive for commercial
shape a vibrant local area which is attractive for commercial
activities, where local economic and social development
activities, where local economic and social development
flourishes. In this context, informal markets are considered
flourishes. In this context, informal markets are considered
vital public spaces, aside from their economic role. Clustering
vital public spaces, aside from their economic role. Clustering
and locating social facilities and commercial activities should
FUNDER REGULATOR and locating social facilities and commercial activities should
ensure that traffic and movement is effectively managed, with
FUNDER Promote and regulate REGULATOR
Develop policies on public space ensure that traffic and movement is effectively managed, with
public private
Promote andpartnership
regulate
Defend public space
Develop policies on public space emphasis on connectivity and public safety.
public private partnership
Balance competing interests
Defend public space
Balance competing interests
emphasis on connectivity and public safety.
Create a hierarchy and system of social infrastructure and
Fund for
Partner with Create a hierarchy and system of social infrastructure and
operation and
Fund for
maintenance communities
Partner with
amenities across the city. Different facilities, amenities and
operation and
communities amenities across the city. Different facilities, amenities and
Fund for implementation
maintenance
LOCAL Avoid speculation of public
services require varied catchment populations, and their
services require varied catchment populations, and their
and
Fundsynchronize the efforts
for implementation LOCAL
GOVERNMENTS spaces and collaborate
Avoid speculation with
of public accessibility through walking has varied distance provisions.
andtosynchronize
achieve thethe
SDGs
efforts GOVERNMENTS other
spacesspheres of government
and collaborate with accessibility through walking has varied distance provisions.
to achieve the SDGs
Design,
other spheres of government Leaders should understand that these planning and design
develop &
Learning and
Leaders should understand that these planning and design
Design,
implement
develop &
awareness on
Learning
public and
space factors influence the type of facilities, and their distribution.
implement
awareness on
factors influence the type of facilities, and their distribution.
public space
They must then ensure that budgets for implementing these
They must then ensure that budgets for implementing these
Promote the need for components of the urban plan are assigned as per guidance
inclusive,
Promotesafe
the and
needquality
for components of the urban plan are assigned as per guidance
IMPLEMENTER public
inclusive, spaces
safe and quality FACILITATOR of the spatial plan. A good spatial plan will guide leaders
IMPLEMENTER public spaces FACILITATOR of the spatial plan. A good spatial plan will guide leaders
to enhance equitable provision of social infrastructure and
to enhance equitable provision of social infrastructure and
services. For instance, political leaders in the counties must
services. For instance, political leaders in the counties must
consider how a spatial plan has distributed education facilities
consider how a spatial plan has distributed education facilities
in the wards they represent. By analyzing the criteria used
in the wards they represent. By analyzing the criteria used
it should be clear why the plan recommends more facilities
Source: United Cities & Local Governments (2016) it should be clear why the plan recommends more facilities
Source: United Cities & Local Governments (2016) in one ward than another. This is an important step for
in one ward than another. This is an important step for
leaders in engaging planners and communities, as a common
leaders in engaging planners and communities, as a common
understanding is critical for building political goodwill to
understanding is critical for building political goodwill to
implement this component of the plan.
implement this component of the plan.
Figure 7 .3 Planning walking
Illustration of access through for Precincts/ Communityfacilities
for different Centre , Public Space & Social Infrastructure
Figure 7.3
7 .3 Planning walking
Illustration of access through for Precincts/ Communityfacilities
for different Centre , Public Space & Social Infrastructure
mm
00 00

800m (10 Min Walk)

12 12

800m (10 Min

Indicative Walk)School/ Secondary
Primary
Indicative Primary School/ Secondary
School
0m 0m

SchoolOpen Spaces
Public
80 80

Public Openzones
Residential Spaces
0m 0m

Residential zones
Commercial streets
40 40

Commercial streets
Banks
Banks
Healthcare Facilities
Healthcare Facilities

400m (5 Min Walk)

400m (5
Block MinNeighbourhood
level Walk) Centres
Block level
Public OpenNeighbourhood Centres
Spaces/ Small Park
PublicShops
Local Open and
Spaces/ Small Park
Markets
Local Shops
Education and Markets
Facility
Education
Public Facility
Transport
Public Transport

Keys
Keys Access Streets) (with walking and cycling)
80
800m
0m 0m

Main Neighbourhood
Access Streets) (with Streets
walking(with public transport)
and cycling)
80 80

0m Main Neighbourhood Streets (with public transport)

40
400m
0m 0m

0m
40 40

400m 800m 1200m

400m 800m 1200m
Public Open Space
Public Open Space
Source: UN-Habitat/Jia Cong
Source: UN-Habitat/Jia Cong

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Box 7 .1
7.1 Creating an Inventory of Public Spaces in Nairobi

A city-wide public space inventory provides an understanding of the supply, quality and distribution of public spaces, which are critical in formulating
an appropriate city-wide strategy for public spaces. It may also be used as an input to the adaption and readjustment of policies for the protection,
rehabilitation, maintenance and management of public spaces. The Nairobi City County and UN-Habitat collaborated to assess public spaces in the
city with the aim of creating and inventory and a city-wide strategy for public spaces. The inventory revealed important issues such as land tenure,
adequacy and distribution NAIROBI CITYWIDE
of public spaces, PUBLIC
as well as estimates SPACE
of catchment ASSESSMENT
populations served by various public spaces. KENYA
CUSTODIANSHIP AND SCALE OF PUBLIC SPACES NAIROBI

Kiambu county

LEGEND

Nairobi Boundary

Machakos county Data Collection Points

Resident Population (2016)

Per Capita Open Public Spaces 245816 - 256732

3.1M
Population as of
231625 - 245815
2009
Kajiado county 220292 - 231624
3.9M
Population as of
6.9m2/capita
2016 203160 - 220291

6.3M
Population by 4.3m /capita
2 199773 - 203159
2030

Langata Kasarani Embakasi East Westlands Roysambu Dagoretti North

209.9 Km2 136.3 Km2 85.9 Km2 72.8 Km2 48.1 Km2 29.4 Km2
197 GPS Points collected 172 GPS Points collected 189 GPS Points collected 200 GPS Points collected 272 GPS Points collected 165 GPS Points collected

Source: UN-Habitat (2017)

Dagoretti South Embakassi South Starehe Kibra Makadara Embakassi West Kamukunji Embakassi Central Ruaraka Embakassi North Mathare
24.5 Km2 17.6 Km2 16.9 Km2 12.3 Km2 12 Km2 9.7 Km2 8.8 Km2 8.2 Km2 7.2 Km2 5.4 Km2 2.9 Km2
239 GPS Points 37 GPS Points 216 GPS Points 309 GPS Points 908 GPS Points 254 GPS Points 107 GPS Points 232 GPS Points 170 GPS Points 165 GPS Points 211 GPS Points
collected collected collected collected collected collected collected collected collected collected collected

The boundaries and names shown and the designations used on this map do not imply official endorsement or acceptance by the United Nations.
Creation date: 12 Sept 2016 Sources: Humanitarian Data Exchange, www.hdx.org, Nairobi City County

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7.4
Figure 7 .4 Design visualization for proposed Naivasha Lakefront Public Space
Source: Republic of Kenya (2016). Naivasha Draft ISUDP
Promote planning and governance that enhances inclusive
access to beach areas and waterfront promenades. A city’s
natural resources often offer opportunities for expanding
green open spaces and recreational areas. Such resources
include wetlands and riparian reserves, water bodies such as
lakes, reservoirs and oceans. For instance, cities located in
coastal area of Kenya have the opportunity to enhance public
spaces and economic productivity by optimizing use of the
ocean front. This is facilitated by appropriate and inclusive
land use planning and design and planning regulations
that limit privatization of beach fronts, and similar areas.
Likewise, cities Kisumu, Nakuru and Naivasha, the lakes offer
an opportunity for integrating lakefront public spaces with
conservation, environmental management and economic
productivity. Other smaller urban areas such Kitui have
riparian and water reservoirs at the heart of their urban fabric.
However, due to pollution and underdeveloped storm water
and sanitation infrastructure, such resources are yet to benefit
the towns fully. Thus, invest in environmental management
and infrastructure development as a complementary strategy
for enhances public spaces.
Embrace participatory processes in planning for social
infrastructure and amenities. The beneficiary community
should at the forefront when determining demand for these
services: discovering their aspirations and preferences and
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requirements for accessibility, may be viewed as a place-
making opportunity. Particularly, local (Neighborhood) plans
should address social infrastructure and public spaces in
detail. Therefore, they should be formulated in a participatory
planning and design framework.
Important Considerations for Planning Better Delivery of
Social Infrastructure and Public Spaces: Create a hierarchy
of facilities and their catchment areas. Public spaces play
different roles according to their sizes and locations; hence
they should be designed in a manner which creates a network
across the different urban scales (i.e. City-wide, district scale,
local/neighborhood scale, street scale);
• Enhance physical accessibility, placing priority on
movement networks that facilitate easy access to social
facilities, with options for both Motorized and Non-
Motorized Transport modes.
• Enhance social and financial accessibility – develop
an understanding of the social dynamics related to
accessibility of various services and costs associated with
accessing these facilities and services.
• Use Urban Design to enhance quality, community
ownership, sense of community identity and pride,
cultural heritage and a sense of place.
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An integrated, community-led approach to planning and
delivery of social infrastructure and public spaces is
imperative for successful programmes aimed at enhancing
provision of these facilities and services. Delivery of these
facilities and services in isolation of the target beneficiary
communities and other key stakeholders undermines their
sustainability, and their critical role in building strong and
resilient communities.
8.2
Box 8 .2 How Leaders can Assess Social Infrastructure Plans
The following is a simplified checklist to ascertain how an in-
tegrated urban plan or a sectoral plan for social infrastructure
resonates with the needs of those in the planning area:
• Has an assessment and engagement been undertaken
to identify residents’ needs? How has the drafted plan
responded to these?
• Does the plan identify strategic priorities of the
community? How will these be transformed into projects?
• Does the plan address existing gaps and inequalities in the
provision of social infrastructure?
• Does the plan respond to projected demand for the plan
period?
• Has the plan located specific areas where facilities will
be developed? Are the locations central and matched with
specified catchments?
• Are locations identified for investment in public
infrastructure, integrated with access to public transport
and Non-Motorised Transport, and other urban utilities (e.g.
water and sanitation services, electricity etc.)?
• Does the plan propose clustered facilities offering a range
of services, including providing spaces with multiple uses
(integrated service delivery approach)?
• Do the proposed facilities consider gender issues, access
for physically-challenged persons, cultural issues and
public safety?
• Are the proposed social infrastructure and public spaces re-
alistic in terms of affordability (capital and long-term main-
tenance costs), usage levels and standards of services?
• Has the plan incorporated the provision of these facilities
and services in the Implementation Plan and the Capital
Investment Plan?
transport and other spaces. Although causes of urban crime
are varied; there is evidence that urban planning and design
have a role to play in making cities safer.
Quantify the cost of crime in your City. Crime is a major
barrier to socio-economic development. It deters inward
investment, inhibits tourism and causes skilled people to
leave, thus reducing the pool of qualified human capital; all
of these have an impact on economic development. High
robbery rates take a psychological toll on citizens, hampering
their business spirit and lowering property values.
Work with Local Communities to Enhance Public Safety
and Neighborhood Transformation. Lead urban authorities in
engaging local communities to address crime and implement
safety enhancement initiatives. Communities are key
partners in addressing crime, and their engagement can be
through community organizations, residents’ association,
as well as youth groups-the youth in many cities are
disproportionate offenders.
7.2
Box 7 .2 Public Space Revitalization in Dandora, Nairobi
Dandora, a relatively low income neighborhood in Nairobi, was
initially planned as new settlement [an extension of Nairobi].
However, over the time the settlement has degenerated. For some
time, the neighborhood was infamously known for its high crime rate.
The city’s main dumpsite is also located in Dandora.
A youth group, the Mustard Seed project, set-up the initiative to
engage local community in reclaiming underutilized open spaces
[courtyards] as a strategy to eventually regenerate the entire
neighborhood. UN-Habitat and other organizations of the ‘Making
Cities Together’ project team joined the initiative. This resulted in
a collaborative project involving participatory planning and design
exercises and space improvement works, through active engagement
with the residents, community groups, businesses and other actors.
The impact of the collaborative project contributed towards improved
safety and enhanced social cohesion as revitalized courtyards
and streets have provided space for increased social interactions,
communal ownership and a sense of identity. Overall, as an ongoing
process, this participatory initiative has stimulated greater impetus for
transformation of Dandora to a better neighborhood.
7.5
Figure 7 .5 Skating activities in one of the Improved Space

HOW TO IMPROVE URBAN SAFETY

Cities that flourish are safe. Today, cities are faced with
multidimensional aspects of urban safety. Some like terrorism
incidences escalate to disaster levels. Lack of safety has
negative impacts on socio-economic development of the city.
Crime increases risks of investments, and usually discourages
investors. Residents need to feel safe; in their homes, streets
and public spaces, work places, and when using public Source: UN-Habitat/Cecilia Anderson/Joy Mutai

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Use urban planning to achieve equitable distribution of public
resources. Although sources of crime are multidimensional,
inequalities and marginalization are some of the factors
contributing to crime in urban areas. Often, communities
in slums and informal settlements are disenfranchised
through limited access to economic opportunities, and under
investments in basic services and social amenities. Improving
access to economic opportunities and basic services can have
a positive impact in the local communities. Overall, integration
of the city residents is critical to building a resilient city that
can progressively address safety issues.
Promote mixed-use developments. Leaders need to facilitate
better engagement between planners, developers and
communities towards realization of mixed-use developments.
In many Kenyan cities and towns, mixed use developments
are common. However, the perceptions as to what benefits
mixed use offers are varied. This variation is related to nature
of mixing uses. Local communities [neighborhoods] will often
resist uses they perceive ‘nuisance’, such as those polluting
the environment and that attracts users who are counter-
productive to local public safety initiates. However, through
careful planning and design combined with community
planning processes, appropriate mix of uses can be achieved.
Appropriate mix of uses has the advantages of attracting
round-the-clock pedestrian activity which keeps streets
vibrant, in the process providing passive surveillance.
Build neighborhoods around public space. One way of
strengthening communities is through enhanced use of public
spaces. A range of public spaces and facilities provide an
opportunity for children, youth and elderly to interact; hence,
building social cohesion.
Design transport infrastructure to enhance safety of users.
Ensure that residents have easy access to transport services.
Distance covered through walking to access public transport
need to be appropriate, with design elements that enhance
walkability and safety [e.g. lighting and clear views]. At
public transport transit areas [e.g. bus and railway stations,
stops and waiting areas] it is important to ensure there is
no congestion, commuters are safely connected from one
mode to the other, and business activities [including informal
ones] are well integrated. Location of these facilities is also
a determinant of safety. In designing public transport, such
facilities need to be situated strategically, where there is
people’s activities and convenient to access.
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Mainstream gender issues in planning for public transport.
This begins with understanding the needs of children, women
and men in transport. Urban authorities should ensure that
transportation services are safe to use any time of the day.
This does not simply mean “women-only” services, but
integrated safe public transport, while considering the special
needs children and women have in relation to transportation.
For instance, routes for public transport need to consider
location of amenities such as education facilities and
recreational parks. It also entails order in public transport,
including systems of boarding. Often, inequalities persist
in disorderly public transport systems. For instance, cases
of sexual harassment on women have been reported by
women in relation to use of matatus [Kenya’s informal public
transport]. Other issues with gender implications include
overcrowding, verbal harassment, unregulated fares, and
‘chaotic’ boarding that disadvantage women, children, the
sickly and elderly.
Road users are often face safety risks related to design of
roads. Pedestrians and cyclists account for a large share of
fatalities reported in Kenya. For example, in the year 2015,
the National Transport and Safety Agency (NTSA) reported
that out of 3057 fatalities, 1344 victims were pedestrians.
The other highest fatality was reported for motor cyclists (637
victims). This requires roads to be designed and constructed
with adequate and safety provisions for pedestrians, cyclists
and other users. Road design and construction that only
caters for vehicles increases risks of fatalities as pedestrians
are compelled to often compete for road space with
motorists. Other design elements include providing adequate
pedestrian crossing areas, and traffic calming features. This is
implemented jointly with enforcement of traffic regulations.
Aim for well-designed public spaces and facilities. The sites
for public open spaces such as recreational parks, and public
facilities should well connected and accessible. Public open
spaces need to be designed with safety in mind, provide
surveillance mechanisms, and promote their optimum use
to avoid such spaces being converted into unwanted uses.
Combining public facilities and open spaces can help build
greater ownership by users. For example, school play grounds
can be converted into community use during weekends and
on vacation periods.
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Urban design has the potential to promote safety in cities. Leaders need to note that decisions to invest in information
Often, crime incidences occur in areas with fewer human technology systems should bear in mind that technology is
activity, ‘isolated’ spots, vacant plots, poorly designed and changing fast. For instance, the shift from analog CCTV to
maintained public spaces, or even in areas flanked with Internet Protocol (IP) video surveillance technology is taking
high blank walls. In many Kenyan cities and towns, building shape in the industry.
perimeter walls around homes is common; yet this has not
entirely made neighborhoods safer. IT systems are effective where cities have adopted an
integrated urban safety approach. Data and information
relayed from IT surveillance require action from the relevant
Integrate Information Technology (IT) in
authorities, in the form of taking measures to enhance
Enhancing Urban Safety.
safety in various locations, incident-response mechanisms,
Cities are increasing using information technology to improve community safety programmes, among other measures.
urban safety. Technologies such as closed-circuit-television
(CCTV) systems, data servers for central command control
centres, communication monitoring system, cyber monitoring
and integrated GIS-based tracking systems, among others
have improved efficiency. It is however important to ensure
that rights to privacy are upheld as urban authorities use IT
infrastructure to enhance surveillance. Such surveillance
systems should also be installed with stakeholder
involvement.

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Uhuru Park, Nairobi. © Magical Kenya

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IMAGE: Kibuye Market, Kisumu.

© Digital Globe/Google Earth

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Land use plans should allocate sufficient space for
commercial activities, office space, and industrial activities.
The specific allocation of these land uses will depend on
the type of activities. Where activities are compatible with
residential function, mixed-use development and appropriate
land-use mix should be achieved through neighborhood
planning. Other activities may necessitate clustering to
attain localization advantages. This requires urban planners,
economists and other relevant professionals to work together
to identify land use patterns which best facilitate economic
development.
Support the city in formulating planning policies and
regulations which create a favorable investment environment.
The focus should be on developing an effective urban
planning system, with simplified planning approval processes,
enabling development control and building regulations.
Box 8 .1
8.1 Local Economic Development Centre (San Miguel De Ibarra, Ecuador)
The Centre seeks to invigorate the economy at the canton level
(subdivision below province level), strengthening entrepreneurship
in all its phases. To this end, the main actions undertaken have been
to develop and implement various pre-incubation, incubation and
acceleration programmes with enterprises in the canton. The key
factors for success are the motivation, knowledge, commitment and
loyalty of the participating parties.
Source: United Cities and Local Governments (2017)
136 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
Mobilize stakeholders to contribute to the city’s Economic
Development Plan. This plan is a useful tool for implementing
the economic objectives of the urban plan. The plan informs
the stakeholders on how the urban authority intends to create
a favorable investment environment; the policies and public
investments that will facilitate this; and provides reassurance
to residents and investors that engagement and facilitation
will be continuous.
Promote both formal and informal sectors. The value of chain
of formal and informal economic activities is interlinked, and
there is proven interdependence between various formal and
informal enterprises. For instance, in Kenya’s urban centres
a significant share of the items sold in informal markets and
by street vendors are sourced from formal enterprises, or
originate from regulated manufacturers. It is common for
an informal furniture workshop to supply finished items to
a formal furniture showroom/outlet located somewhere in a
Central Business District or a shopping mall.
The results obtained are as follows:
130 enterprises with
innovative products 100 businesses
started up
1,000 people
trained 300 people with
business ideas
6,000 people are beneficiaries
of the productive projects
 PART II: PLANNING TO ADDRESS SPECIFIC URBAN DEVELOPMENT ISSUES

Balance the benefits and costs of urbanization by providing
various interventions to address urban poverty and inequality,
enhancing job creation and income improvement. Planning
can serve to escalate inequalities or to guide positive
distribution of growth benefits. By formulating plans and
policies that direct the significant share of public investments
in development of services towards higher income residents,
the inequality gap is widened and social sustainability
is undermined. Actions which contribute to this include
prioritizing extension of utilities to high-end shopping malls;
gated upper and middle-income residential developments;
constructing markets for majority small scale traders and
street vendors. Prioritizing these, at the expense of investing
in improving access to affordable housing and improved water
and sanitation to the low-income and urban poor, perpetuates
inequality.
Mediate competing interests and promote public interest in
policy formulation. It is critical to ensure a reasonable balance
and equity consideration in how policies, regulations and
public investments are undertaken. They should facilitate
urban economic development, noting that urban inequalities
and poverty pose a serious threat to sustainable urban
development.

Box 8 .2
8.2 Illustration of spatial distribution of economic development corridors and areas, City of Johannesburg

Joburg Corridors of Freedom

The City of Johannesburg has embarked formulating spatial plans in line with
Joburg 2040, the Growth Development Strategy, based on transport-orientated
development. The outcomes are anticipated to offer the city various advantages
including:
• The City will focus productive
land use and economic activ-
ities in areas where transport
infrastructure – rail and road
– are already present or being
planned;
• The demand for private motor-
ised transport will be reduced
and the average trip length
will be shortened;
• Public transport will become
a viable alternative because
residents will live in closer
proximity to work, shopping
and leisure opportunities;
• High-density housing will
stimulate opportunities for the
Small and Micro Enterprises
sector and small-scale opera-
tors in the informal economy.
Sources: Johannesburg Development Agency

SECTION 4: PLAN FOR ECONOMIC DEVELOPMENT AND MUNICIPAL REVENUE GENERATION 137
 PART II: PLANNING TO ADDRESS SPECIFIC URBAN DEVELOPMENT ISSUES
Planned Food and Grocery Kiosks on Argwings Kodhek Road, Nairobi © Baraka Mwau
Integrate Urban Markets and Street Trade
The informal economic sector absorbs the majority of Kenya’s
urban labor force. According to the Kenya Economic Survey
Report of 2017, the informal sector accounted for 89.7 percent
of all the new jobs created in 2016. This has also been the
trend in previous years. In urban areas, a significant share of
informal sector employment takes place in urban markets and
street vending/hawking. These spaces also double as public
spaces, where residents of different social classes interact
freely. This is a reality that urban leaders and planners cannot
ignore, both during urban planning processes and in urban
economic policy making processes.
Support spatial planning to prioritize integration of informal
economic activities. This can be achieved by allocating central
places for markets of varying sizes, types and functionality
(seasonal/temporal and regular), street design that integrates
the needs of street vendors, neighborhood activity centres
that accommodate informal economic activities, and through
other methods. Spatial integration should be complemented
by enabling economic and financial policies and urban
legislation which promotes security of trading tenure and
social security.
Integration also entails provision of necessary engineering
services. This includes water and sewerage, well-paved
streets, solid waste management services, electricity, and
public transport facilities, in order to maintain appropriate
levels of hygiene and to enhance productivity of the markets.
138 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
Integrating Informal Small Scale Industrial
and Service Sub-Sectors
Informal, small-scale industrial activities (e.g. furniture
and metal works fabrication, agro-products packaging
etc.), and the informal service sector activities (e.g. auto
garages) are often ignored in urban planning and design
processes. However, their economic significance in Kenya’s
urban centres is evident. As in informal markets, small-
scale manufacturing and the informal service sector offer
alternative employment for many households that the formal
wage sector has been unable to offer employment. Therefore,
integration of these activities, both spatially through planning
and design, and policy-wise, is important for strengthening
economic generation in Kenya’s urban centres. These
activities require adequate and well-located spaces that offer
agglomeration advantages and easy access to markets. They
should provide critical infrastructure including sheltered work
spaces, electricity, water and toilet facilities, and convenient
access to public transport.
Overall, planning for urban economic development requires
addressing these issues at all levels of planning; from city-
wide strategic level to neighborhood/local area plans.
 PART
PART II:
II: PLANNING
PLANNING TO
TO ADDRESS
ADDRESS SPECIFIC
SPECIFIC URBAN
URBAN DEVELOPMENT
DEVELOPMENT ISSUES
ISSUES

HOW PLANNING CAN ENHANCE Figure

Figure 8 .1
8.1 Cadastre
Cadastre Information
Information
MUNICIPAL REVENUE GENERATION
Without
Without adequate
adequate financial
financial means
means local
local governments
governments are are
unable
unable to to undertake
undertake the
the capital
capital improvements
improvements neededneeded
to
to keep
keep up up with
with urban
urban growth,
growth, letlet alone
alone guide
guide urban
urban
development.
development. The The challenge
challenge to to deliver
deliver urban
urban services
services for
for
all
all while
while keeping
keeping taxes
taxes at
at aa level
level that
that does
does not
not push
push out
out
individuals
individuals andand businesses
businesses highlights
highlights thethe importance
importance to to reach
reach
out
out toto aa variety
variety of
of sources.
sources. In In this
this setting,
setting, aa city
city with
with strong
strong
urban
urban planning
planning and
and an
an engaged
engaged civilcivil society
society and
and partners
partners
would
would be be more
more capable
capable toto mobilize
mobilize aa resource
resource base;
base; it
it will
will
be
be more
more investible
investible than
than aa city
city without
without direction.
direction. Capturing
Capturing
the
the value
value released
released from
from city
city extension
extension and and renewal
renewal is
is aa way
way
for
for local
local leaders
leaders to
to avail
avail their
their cities
cities of
of every
every opportunity
opportunity toto
strengthen
strengthen resources.
resources.

Consider all potential sources and formulate

Source:
Source: ESRI
strategies to enhance revenue ESRI

Successful
Successful implementation
implementation of of development
development plans
plans often
often •
• Facilitate
Facilitate the
the progressive
progressive creation
creation of
of cadastral
cadastral records.
records.
require
require financing beyond the capacity of existing revenue
financing beyond the capacity of existing revenue This
This includes
includes registering
registering all
all undocumented
undocumented [informal]
[informal]
streams.
streams. TheThe redistribution
redistribution ofof centrally
centrally collected
collected revenues
revenues land
land subdivisions,
subdivisions, land
land tenure
tenure regularization,
regularization, and
and
is
is often insufficient. Transfers from the national government
often insufficient. Transfers from the national government developing
developing clear
clear guidelines
guidelines for
for subdivisions
subdivisions and
and
include
include grants;
grants; local
local share
share of
of taxes
taxes collected
collected by
by national
national ownership
ownership transfers.
transfers.
(including
(including Value Added Tax) and in some cases provincial
Value Added Tax) and in some cases provincial
authorities; •
• Market
Market proof
proof infrastructure
infrastructure needs.
needs.
authorities; andand earmarked
earmarked funds
funds forfor specific
specific projects.
projects.
Transfers
Transfers from the central to the local level
from the central to the local level are
are usually
usually •
• Prioritize
Prioritize strategic
strategic nodes
nodes and
and understand
understand what
what incentives
incentives
insufficient
insufficient toto provide
provide adequate
adequate funding,
funding, and
and cities
cities tend
tend can
can be
be given.
given. A
A spatial
spatial development
development framework
framework
to
to rely
rely on
on these
these transfers
transfers to
to bridge
bridge the
the gap
gap between
between their
their formulation
formulation process
process helps
helps aa city
city identify
identify these
these areas.
areas.
revenue
revenue raising
raising capacity
capacity and
and local
local expenditures.
expenditures. Ideally,
Ideally, •
• Prepare
Prepare market
market materials
materials that
that communicate
communicate the the local
local
central
central transfers
transfers should
should be
be made
made available
available to
to municipalities
municipalities in
in development
development vision,
vision, which
which can
can be
be used
used to
to attract
attract
time to allow them to prepare their
time to allow them to prepare their budgets. budgets. investors’
investors’ long
long term
term attention.
attention. The
The Integrated
Integrated Urban
Urban
Development
Development Plan-derived
Plan-derived from
from the
the spatial
spatial plan-
plan- can
can be
be aa
Kenya’s
Kenya’s urban
urban authorities
authorities are are governed
governed under
under county
county useful
useful tool
tool in
in marketing
marketing aa city’s
city’s investment
investment vision.
vision.
governments.
governments. In this case, transfers and grants
In this case, transfers and grants from
from both
both
national •
• Create
Create aa framework
framework ofof regional
regional coordination
coordination to
to avoid
avoid
national and county governments remain insufficient. Urban
and county governments remain insufficient. Urban
boards competition becoming counterproductive
competition becoming counterproductive among among
boards and
and committees
committees will will have
have to
to develop
develop alternative
alternative
revenue counties
counties and
and municipalities.
municipalities. This
This can
can be
be formal,
formal, for
for
revenue streams
streams toto fill
fill the
the finance
finance gap.
gap. These
These alternative
alternative
revenue instance
instance through a regional development agency,
through a regional development agency, or
or
revenue streams include taking measures to
streams include taking measures to enhance
enhance
revenue informal
informal where
where jurisdictions
jurisdictions meet
meet on
on aa regular
regular basis
basis to
to
revenue related
related to
to land
land andand properties.
properties.
discuss
discuss needs
needs and
and priorities.
priorities.
Increase Attraction in Investment through Urban Planning
Make use of Spatial Planning Incentives
Traditionally,
Traditionally, property
property taxes
taxes and
and taxation
taxation on on aa city’s
city’s economic
economic
activities Cities
Cities need
need to
to be
be strategic
strategic and
and realistic
realistic in
in the
the use
use of
of
activities have
have dominated
dominated revenue
revenue streams.
streams. To To enhance
enhance
revenue incentives.
incentives. Some
Some of
of the
the spatial
spatial planning
planning incentives
incentives include:
include:
revenue related
related to
to properties
properties and
and businesses,
businesses, efficient
efficient urban
urban
planning
planning andand land
land administration
administration systems
systems are are needed.
needed. OneOne ofof •
• Land
Land consolidation
consolidation into
into single-owner
single-owner larger
larger parcels
parcels to
to
the
the key
key benefits
benefits ofof spatial
spatial planning
planning is
is to
to attract
attract investments
investments achieve
achieve critical
critical mass
mass for
for investor-led
investor-led projects;
projects;
and
and build
build credibility.
credibility. By
By having
having aa plan,
plan, aa city
city can
can show
show that
that it
it
has
has an
an efficient
efficient and
and forward-looking
forward-looking system
system of of governance,
governance, •
• Infrastructure
Infrastructure improvements,
improvements, including
including
which
which isis invaluable
invaluable when
when competing
competing forfor investment.
investment. It It can
can telecommunications,
telecommunications, roads,
roads, water
water and
and sanitation,
sanitation, and
and
be
be used
used to to promote
promote the the city
city when
when seeking
seeking support
support from
from accessibility
accessibility to
to ports,
ports, airports
airports and
and train
train stations;
stations;
partners
partners and
and funders,
funders, andand leaders
leaders with
with an
an urban
urban development
development
framework
framework to to guide
guide urbanization
urbanization and
and promote
promote economic
economic •
• Industrial
Industrial and
and business
business parks
parks with
with appropriately
appropriately priced
priced
growth
growth cancan use
use it
it to:
to: serviced
serviced land, next to transport infrastructure and
land, next to transport infrastructure and other
other
specific
specific needs
needs ofof sought-after
sought-after industries;
industries;

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FOR ECONOMIC
ECONOMIC DEVELOPMENT
DEVELOPMENT AND
AND MUNICIPAL
MUNICIPAL REVENUE
REVENUE GENERATION
GENERATION 139
139
 PART II: PLANNING TO ADDRESS SPECIFIC URBAN DEVELOPMENT ISSUES
UN-Habitat Support to Revenue Enhancement in
Box 8.3
Kiambu County, Kenya
Kiambu County covers 2,543.5 Km², bordering Nairobi City
County, with a projected population of 2 million in 2017. It is
among the most rapidly urbanizing counties in the country.
According to the 2009 Kenya Population and Housing Census,
61 percent of the county populations reside in urban areas,
with four of the county’s major urban areas reported to have
had a population exceeding 100,000 people [Ruiru-238,858;
Kikuyu-233,231; Thika-136,917; Karuri-107,716].
Property values in Kiambu County are amongst the highest in
East Africa. As a result of rapid urbanization and high property
values, residential estates, industries, and businesses are
increasingly converting agricultural lands to urban real estate.
The county is within the wider Nairobi Metro region, the
fasted urbanizing region of Kenya.
Working with the County, UN-Habitat undertook as scoping
mission revenue streams and property values in the county.
The team established that the county relied on the economi-
cally weakest stratum of the population for revenue, while the
potential of land-related revenue remained largely untapped.
Among the key recommendations that emerged was the
Simplification of the Land Tax Valuation Process and focus on
asset development.
Subsequently the county has since established a digital portal
for processing planning applications and building permits,
demarcated “tax zones”, formulated a bill to facilitate
infrastructure development , and adopted a policy for a) the
establishment of a revolving fund for infrastructure develop-
ment – revenues generated from development fees will kept in
an account dedicated to develop infrastructure in the locations
from which income was received; b) the establishment of a
county development company whose prime mission is to trans-
form county owned properties into income generating assets.
Credit: UN-Habitat. (2017). Supporting Revenue Enhancement in Kiambu County,
Kenya. Urban Economy and Finance Branch. Discussion Paper No. 8. March 2017.
• A supply of affordable workspace for start-ups in
targeted industries, encouraging clustering, synergies
and innovation, and building centres for technical skills’
development.
Ensure there is a comprehensive cadastre data. Most of
Kenya’s cities and town lack updated and reliable cadastre
data. Poor land administration and management, combined
with informal land markets, have seen many cities and
towns lack mechanism to effectively collect property-related
revenues. As a starting point, leaders have to work with
planners, land surveyors, financial officers and stakeholders in
developing a comprehensive urban cadastre. Urban planning
processes also need to be geo-referenced and proposed
land-use plans integrated with the cadastre. For example,
140 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
the ISUDP process implemented by the KMP combined
digital topographical mapping and cadastre collation with land
use planning. Although unregistered land parcels were not
captured in the cadastre layer, it gave the respective urban
authorities a digitized database for updating. This is a process
that will require great commitment from leaders and technical
officers, engaging with land owners and stakeholders, in
order to achieve a cadastre layer that reflect the reality on
the ground. It will need a combination of tools including land
readjustment, urban design guidelines, and land regularization
policies.
Public land is a key asset. Urban authorities need to keep
updated records of public land. Loss of public land, as either
facilitated by poor urban planning or through illegal means
has been a challenge to Kenya’s urban centres. If well utilized,
public land can be useful in managing supply of urban land,
leverage in joint ventures, installation of key facilities and
amenities, and for enhancement of open public spaces.
Land subdivision regulations [Physical Planning Act of Kenya]
require private land owners to surrender part of the land
to the municipality for public purpose. Having an efficient
system of transferring and maintaining control over such land
is imperative for increasing stock of public land.
A clear plan of investments and transparent public
expenditures increase compliance. Collection of fees and
other charges is much improved when residents can see
how the money collected is used and when there is a clear
link with locally significant improvements. Building clear
mechanisms for deciding on public investments and allowing
residents’ participation have resulted in greater compliance
and better understanding of the significance of charges. To
achieve this, leaders must embrace spatial planning, and
support budget alignment with spatial development plans.
Use spatial development plans as basis for updating valuation
rolls. Valuation rolls that are detached from spatial planning,
often becomes obsolete tools for land value capture. While
many cities and towns in Kenya have approved valuation
rolls, they lack approved spatial development frameworks or
zoning ordinances. Thus, land-related revenue remains largely
untapped. It is also important to maintain and update data
on frequent basis for the tool to remain useful and enhance
efficiency in planning.
CAPTURE VALUE FROM CITY EXTENSION AND RENEWAL
Understand how urban value can be captured
County governments, urban boards and committees,
will need to deploy more land-based tools for revenue
enhancement and methods of financing infrastructure and
housing. Land value capture is one of the successful tools
that several cities in the world have used.
 PART II: PLANNING TO ADDRESS SPECIFIC URBAN DEVELOPMENT ISSUES

Developers can be required to pay for infrastructure in new Selling development rights is an alternative to selling land.
areas. As developers acquire development permits, they Development rights on a plot depend on the provision of the
may be requested to pay for the cost of infrastructure for the urban plan. They are introduced with the conversion of rural
area. They will in turn recover costs through land sales. The land to urban use, and vary depending on the plan. In some
developer may be asked to build the infrastructure directly places, they involve the right to build at greater density;
or pay its costs as part of the development license. This is that is, adding additional floor space than would normally be
widely used to meet city extension infrastructure needs. It allowed.
requires clear planning regulation, delivery capacity by the
infrastructure provider, and the capacity to link developer’s Excises on property appreciation can fund neighborhood
infrastructure to public systems, such as roads and trunk improvement. “Linkages” charge developers a fee on projects
utility lines. above a maximum level of commercial floor area, payable
over a period up to 12 years, to fund social projects in poorer
Land-value gain resulting from infrastructure projects can neighborhoods. In Boston in the United States, the fee was
be taxed. “Betterment levies” are a one-time tax on the used to subsidize the construction of affordable housing
estimated land-value increase associated with transport and and to provide job training, with a requirement that 20 per
road construction and improvements projects, a rise typically cent of any linkage payment be reserved for use in the area
of between 30 and 60 per cent. These levies are difficult to surrounding the development project. Cuenca, Ecuador,
administer, however, if increases are estimated on a plot launched a neighborhood improvement programme funded
by plot basis and are better calculated by area or city-wide, by property owners who were charged based on lot frontage.
depending on the investment programme. The funds were used to pay the engineers and builders of the
public works.
Public land sales can capture the benefit of public investment.
Land surrounding major urban motorway projects can be
transferred to a private-public development corporation, which
then borrows against the land as collateral, finances the
construction and then sells the land. This allows municipalities
to realize major infrastructure project with no financial loss.
In China, the city of Changsha created a publicly-controlled
Ring Road Corporation to build a USD 730 million motorway
and the municipality transferred strips of land totaling 3,300
hectares on both sides of the road. Half of the motorway
cost was financed by the transfer of leasing rights and the
other half was financed through borrowing against the future
anticipated value of improved land. In cities where land is
privately owned, this method requires the public sector to
first acquire it.

SECTION 4: PLAN FOR ECONOMIC DEVELOPMENT AND MUNICIPAL REVENUE GENERATION 141
 PART II: PLANNING TO ADDRESS SPECIFIC URBAN DEVELOPMENT ISSUES
CONCLUSION
This handbook has demonstrated various ways through
which leaders can engage more actively in urban planning
processes. By presenting various interventions that urban
planning offer to cities, the handbook becomes a useful
resource for leaders. It is important for leaders to actively
engage urban planners and other decision makers in shaping
responsive policies, strategies and programs for urban
development.
As Kenya continue to face rapid urbanization, there is
need to focus on the opportunities and challenges in equal
measure. Urban planning will help leaders and cities to build
resilience, tap the opportunities and have a framework for
dealing with the challenges. Currently, urban sector in Kenya
faces demographic challenges, socio-spatial challenges,
environmental challenges, economic challenges, as well as
institutional challenges. This undermines efforts to unlock the
potential of cities and towns in the country.
Delivering an effective planning process requires commitment
from leaders, planners and other professions, and constant
engagement with stakeholders. Urban planning is one of the
useful tools for addressing the opportunities and challenges
associated with contemporary urbanization. If leaders have a
good understanding of how planning works; its benefits and
related activities, cities and towns stand a good chance to
achieve social, economic and environmental prosperity.
142 URBAN PLANNING FOR CITY LEADERS A HANDBOOK FOR KENYA
By committing to good urban governance, urban planning
becomes more effective. Leaders are encouraged to prioritize
building capable planning institutions, scaling-up engagement
with stakeholders, and nurturing a responsive policy and
legislative framework.
Good urban planning contributes to better management
of urban growth to achieve inclusive cities. A good urban
planning practice helps a city assign resources in an inclusive
and equitable manner. Priority to providing basic services,
affordable housing, employment opportunities and other
advantages, to all, should guide the vision of leaders in urban
planning.
Moving forward, leaders will need to play a more decisive
role in shaping progressive policy directions. This includes
supporting urban planning reforms, supporting enactment
of effective institutional and regulatory frameworks for
planning, expanding room for participation and partnerships,
up-scaling investments in infrastructure and affordable
housing, enhancing planning and institutional integration,
and monitoring and evaluation of urban plans, and other
interventions.
 PART II: PLANNING TO ADDRESS SPECIFIC URBAN DEVELOPMENT ISSUES
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 URBAN
PLANNING
Urban Planning for City Leaders - A handbook for Kenya is a valuable source of information,
inspiration and ideas on urban planning that is designed for city leaders and decision makers at a FOR CITY
LEADERS
critical moment in human history. Globally, it is predicted population growth over the next 50 years
will have immense consequences for cities, particularly intermediate cities with populations of up to
two million people. Developed countries will need to double the amount of urban space they have by
2050 to accommodate the expected numbers of people, whereas developing countries will need to
expand their urban space by more than 300 per cent. By 2050, Kenya’s urban population is projected
to reach 44 million people, which will be close to half (46 percent) of the total country population, from
A HANDBOOK FOR KENYA
an estimated current urban population of 13.8 million people.

Most cities will simply not be able to cope with the impact of population growth and other issues if
they do not start preparing for them now. This means planning, designing, financing and implementing
strategies for sustainable urban development, which involves: land use and urban form, affordable
housing, mobility, water supply, energy, waste management, social and economic development,
parks and open spaces, environmental management, community amenities, safety, climate change
mitigation and adaptation, urban governance and much more. This handbook is a start towards
making those strategies. It focuses on the key role that proactive integrated urban planning can have
in shaping the future of a city and it outlines practical ways to create and implement a vision for a city
that will better prepare it to cope with growth and change.

The handbook includes several “how to” sections on key aspects of urban planning, answers many
of the questions that leaders are frequently asked, and features numerous examples of cities where
urban planning made a significant, positive transformation.

HS/068/18
ISBN (Volume): 978-92-1-132812-7

United Nations Human Settlements Programme | P.O. Box 30030, Nairobi 00100, Kenya
Tel: +254-20 7623075 | unhabitat-info@un.org | www.unhabitat.org