Munandar (2007)1 BENTUK, FUNGSI DAN NILAI DALAM REVITALISASI KOTA (Bagian dari Bahan diskusi Pemerintahan Kota Bogor dan IPB, 29 Juni 2006 tentang Penataan Kawasan Kumuh Kota Bogor disajikan kembali sebagai handout suplemen kuliah Sistem Lanskap Kota, Program Pasca Sarjana ARL IPB 2007) Aris Munandar Pendahuluan Permasalahan pengembangan kota: eksternal dan internal (Napitupulu, 2005) Permasalahan eksternal terkait dengan fungsi kota sebagai motor penggerak (engine of development) kota-kota dan kota-desa. Permasalahan internal: 1. Kemiskinan  lanskap yang kumuh dan liar (slums dan squatters)

Munandar (2007)2 2.Kualitas lingkungan hidup  kualitas sarana dan prasarana 3.Keamanan dan ketertiban kota 4.Efektivitas kelembagaan pengelolaan kota (berdasarkan hasil Seminar Pengembangan Jabodetabek Berkelanjutan P4W IPB 6 Sep 2007) Pemerintahan kota di US telah menggunakan balanced scorecard (BSC) sebagai ukuran kinerja manajemen kota (Niven, 2002) Bogor telah menerapkan city development strategy CDS (Soerjodibroto, 2005) –Melibatkan Stakeholders –Advokasi dalam mengangkat permasalahan  technical assistance, advocacy planning –Emphasis pada aspek fungsi dan bentuk lanskap, nilai (values) masih perlu dielaborasi.

Munandar (2007)3 Form lanskap yang tidak diharapkan: Kumuh (slum [ slúm ]) ~ lanskap dengan sarana dan prasarana lingkungan yang inferior Squatter [skówtu(r)] ~ liar, hunian liar Urban sprawl [ sprol ] ~ menyebar tidak teratur –Berakibat pada penurunan kualitas estetika dan penyediaan sarana dan prasarana (jejaring lintas wilayah, penyediaan air bersih, sanitasi lingkungan dll) yang layak Konurbasi (conurbation [‘kónur’beyshun ]) ~ agregasi atau jejaring yang kontinyu komuniti kota, tidak ada jeda kota- desa –Relevan dengan efisiensi sarana dan prasarana Lapuk (blight [ blIt ]) ~ integritas lanskap rusak

Munandar (2007)4 Lanskap [Permukiman] Kumuh, Squatters, Sprawl, Konurbasi dan Lapuk (Blight) Faktor yang mempengaruhi: 1.Kemiskinan secara sosial-ekonomi 2.Politik: di sebagian wilayah Bogor (terutama wilayah Bogor selatan) kawasan ini terjadi karena “warisan” Belanda. Form lanskap dipengaruhi oleh values untuk men-segregasi inlander vs komuniti Belanda. 3.Budaya: –Clan (budaya Jepang, Jawa dll) –Insersi/penyisipan budaya urban pada perumahan baru (masyarakat urban)  perumahan dualistik  konflik vs kohesi

Munandar (2007)5 4. Fisik: (1) perkembangan kota yang sangat pesat (2) carrying capacity dan (3) kemampuan pemerintah menyediakan sarana dan prasarana –Perkembangan yang sangat pesat: kota-kota besar dunia –Karena tekanan yang tiba-tiba atau akibat eksodus seperti pengungsian (di Kowloon, Hong Kong)  mendorong pertumbuhan rumah susun (rusun) –Perkembangan industri yang tidak terencana sebagai akibat revolusi industri (Boston pada masa revolusi industri)

Munandar (2007)6 Contoh Solusi Penataan (renewal, revitalisasi, redevelopment) Lanskap Kota Osaka (Office of Urban Revitalization, 2006) Value: Memperkuat fungsi-fungsi untuk mendorong bisnis berbasis knowledge  form: sentra-sentra produksi unggulan Memperkaya fungsi untuk menarik wisatawan dan mengembangkan budaya lokal Memberikan insentif terhadap investasi industri kunci Mendorong perkembangan distrik-distrik secara atraktif Tokyo dan Kuta (Munandar, kunjungan 2004 & 2006) Value: memperkaya fungsi untuk menarik wisatawan dan mengembangkan budaya lokal (terutama di kawasan permukiman) seraya mengembangkan kegiatan ekonomi lokal  form: akses yang lebih baik pada komuniti  cul-de-sac (Tokyo) dan Kuta

Munandar (2007)7 Okayama (Munandar, kunjungan 2004) Value: pleasant memory, pemberdayaan Form: 1.Public park di kawasan CBD tepi sungai digunakan masyarakat untuk rekreasi dan olah raga 2.Restorasi kawasan bersejarah (misalnya Kurashiki) Kowloon, Hong Kong (Eisner et al., 1993 dan Munandar, kunjungan 1995) Value: “habitation for all” Form: pengembangan rumah susun yang compact dan berfasilitas lengkap, bermula dari tujuan untuk menampung pengungsi)

Munandar (2007)8 US (Levin & Associate, 2006) Value: “community first” Form: Penguatan historical landmark menjadi antara lain food stall berbasis komuniti (investasi ditawarkan kepada komuniti setempat) Michigan, US (Michigan LULC, 2006) Value: “community first” Form: 1.Pengurangan konsentrasi kemiskinan di tengah kota diikuti dengan pengembangan sekolah dan fasilitas yang berkualitas untuk komuniti lokal 2.Penyediaan sarana dan prasarana yang aman dan menyehatkan 3.Pertumbuhan ekonomi secara proporsional pada distrik kecil, menengah maupun yang luas

Munandar (2007)9 4.Pengurangan traffic congestion 5.Pembukaan kawasan tertutup atau lahan tak bertuan 6.Preservasi aset-aset historik, budaya, artistik, arsitektural dan sumberdaya alam 7.Discourage keputusan dan kebijakan pemerintah kota hingga “kelurahan” yang mendorong pertumbuhan urban sprawl 8.Mendorong partisipasi swasta dan publik dalam –Membangun “green infrastructure” –Mengendalikan “pelapukan kota” (urban blight ) –Membangun sumber-sumber pendapatan untuk pembangunan wilayah

Munandar (2007)10 Detroit, US (Michigan Virtual University, 2006) Value: pemberdayaan masyarakat Form: 1.Pengembangan local specific districts 2.Inclusiveness 3.Pernyataan pencapaian secara eksplisit Performance fisik yang dijanjikan (deliverable) 4.Penerapan merit system dalam partisipasi pembangunan komuniti

Munandar (2007)11 Kota/AuthorFungsi penataanFormValue Osaka (Office of Urban Revitalization, 2006) Sentra knowledge base industry Promosi budaya lokal Insentif investasi sektor kurang menarik Pengembangan distrik secara atratktif Tokyo (Munandar, 2004 visit) Revitalitalisasi permukiman tradisional Penguatan perekonomian Perbaikan sarana prasarana permukiman Konsolidasi lahan  permukiman cul- de-sac kesejarahan dan pleasant memory ketetanggaan keamanan Okayama (Munandar, 2004 visit) Community park Pelestarian lanskap bersejarah Comm-design- ed river-bank public park Preservation Partisipasi masyarakat Preservation Pleasant memory

Munandar (2007)12 The City of Charlotte 25 th largest city in the U.S. 2 nd largest financial center in the nation Population of 539,000

Munandar (2007)13 The City of Charlotte Measuring performance since the 1970s Set goals at an annual retreat of the city council In 1990 Council agreed to identify strategic themes (focus areas) Those themes are still in use today

Munandar (2007)14 Mission & Vision Mission: Public Service is our business The mission of the City of Charlotte is to ensure the delivery of quality public services that promote safety, health and quality of life of its citizens. We will identify and respond to community needs and focus on the customer through: · Creating and maintaining effective partnerships · Attracting and retaining skilled, motivated employees · Using strategic business planning Vision The City of Charlotte will be a model of excellence that puts the citizens first. Skilled, motivated employees will be known for providing quality and value in all areas of service. We will be a platform for vital economic activity that gives Charlotte a competitive edge in the marketplace. We will partner with citizens and businesses to make this a community of choice for living, working and leisure activities.

Munandar (2007)15 Strategic Themes (Focus Areas) Community Safety Provide public safety services to ensure that citizens feel safe; support programs which work to solve the root cause of crime and drug problems, such as housing, jobs, etc.; and elicit the support of other organizations to reduce crime and the influence of drugs City Within a City Provide leadership and resources to make individuals and families self -reliant; and strengthen and revitalize deteriorated neighborhoods Transportation Address the City’s road and intersection improvement needs, develop a local and regional mass transit system, and promote alternative methods of transportation such as walking and biking Restructuring Government Manage for results by providing the best service at the lowest cost and meeting customer Expectations Economic Development Support formation, retention, and expansion of business and initiatives that provide quality Jobs

Munandar (2007)16 Customer Perspective Should answer two questions: Who are our customers? What is our value proposition in serving them? Operational Excellence Product Leadership Customer Intimacy What do Customers demand? Charlotte Measures: Reduce Crime: Reduce the homicide rate by 10% per 100,000 population during FY Enhance Service Delivery: Achieve rating of “excellent” or “good” in service delivery by at least 75% of citizens in biennial survey Customer Financial

Munandar (2007)17 Financial Perspective No BSC is complete without financial measures Represent enablers or constraints Must balance effectiveness with efficiency Normally lag measures of performance Charlotte Measures: Maintain AAA Credit rating: Maintain AAA credit rating Grow the tax base: Value of issued building permits Customer Financial

Munandar (2007)18 Internal Process Perspective Key processes we must excel at to drive value for customers Also focus on customer value proposition Normally contains the largest number of measures Charlotte Measures: Promote community-based problem solving: Implement a cross-collaboration plan among key businesses that allows for more effective sharing of resources and shared authority in areas such as code enforcement Increase infrastructure capacity: Dollar amount of capital plan improvements constructed Customer Financial

Munandar (2007)19 Employee Learning & Growth Perspective Often overlooked Represent the “enablers” of the other three perspectives “Soft” measures can drive “hard” results Charlotte Measures: Enhance information management: Implement Information Technology strategic plan to facilitate improvements in service delivery, quality, timeliness, employee productivity and overall organizational effectiveness Customer Financial

Munandar (2007)20 Benefits of Using the BSC in Charlotte Focuses City Council’s agenda on important or strategic issues Measurement gives clarity to vague concepts such as strategic goals Develops consensus and teamwork Enhances employees’ understanding of organizational goals Communicates strategic results to citizens “The Balanced Scorecard has helped me to communicate a strategic vision for the city to my constituents, the citizens, and to prospective businesses who are considering locating here. It helps the City Manager focus on things that will have the biggest impact on the city.” -Charlotte Mayor Pat McCrory