English | Français
الصفحة الرئسية الإتصال خريطة الموقع
Urbanism

City planning
Embellishment
Urban renovation
The town of future


    الإستقبال : The town of future  Development strategy of the town of Tunis
 
 The town of future 
Development strategy

The development strategy  is the subject of a last contract in October 2000 between the National federation of the Tunisian Cities (NFTC) and the Center of the United Nations for the Human settlements within the framework of the Urban Control program (UPG).

  • City Map

  • The preparation procedures of the SOTT:
  • Preparation procedures
  • - State of the city
  • - Project of city
  • - Strategic directions
  • - Action plan
  • The preparation procedures of the SOTT: STRATEGY Of The TOWN OF TUNIS

    - Structures of dialog adapted to the objectives of the SOTT:

    It NFTC, the municipality of Tunis and PGU/Tunisia joined to their efforts and set up a team of joint project, chaired by the mayor of Tunis, President of the NFTC. This consultation receives the contribution of six experts highly qualified in the fields of social economic development and, the environment, the urban transport, the development and municipal finances, town planning and the communication.
    Various structures are requested to animate the process of dialog of the SOTT, in particular:
    The Municipal council of Tunis (principal authority of decision)
    The Steering committee (authority of widened dialog)
    The Project team (ensuring the coordination and the technical secretariat of work of the SOTT).
    The work groups (made up around the major sets of themes defined by the team of Project).
    The groups of actors (industrial, hotel, associations, developers, journalists).
    - A team of experts with the service of the municipal team:
    The experts brought, within the framework of their fields of competence a continuous technical assistance with the work groups and the team of project: they ensured working of the various documents constituting the information supports, dialog and communication of the SOTT and proposed the methodology of work.
    - Six work groups met around the sets of themes suggested by the team of project:
    The cultural policy and communication strategy of the city.
    them finances and management local elections.
    - Environment, infrastructures and services environmental.
    The economic development and social of the town of Tunis.
    The urban transport, circulation, infrastructures of the communication and telecommunications.
    The urban projects and installation

    The state of the city: assets, weaknesses, opportunities, challenges:
    To formalize the diagnosis on the state of the city, the consultants opted for the
    the collaboration of representatives:
    - Various municipal services (Directorate of the Roadway system and Circulation, Directorate of the Municipal Affairs, Directorate of the environment, Directorate of Town planning, press service)
    - Head offices of the ministries concerned (Environment and town planning, Employment, Equipment and housing, Interior and local communities, transport)
    - Principal public agencies concerned: shipping companies, companies of installation, centers of social defense, office of cleansing, National institute of the Statistics
    - Private sector: town planners, conveyers, academics
    - Media.
    The consultation of the statistics, of the available and recent studies made it possible to summarize the principal elements in four central interrogations:
    - Can Tunis be competitive? Can it be a regional city? A total city?
    - How to guarantee the right to the city for all and all?
    - How to rationalize the organization of space and the management of the environment to serve the city?
    - How to manage the transitions and to carry the project of city?
    can answer to the question Tunis be competitive? Can it be one
    regional city? a total city?
    The following elements were put forward:
    The economic weight of Large Tunis is maintained (1st economic and industrial pole country, 1/3 of the companies and GDP)
    Saving in Tunis like that of the developing country (political, scientific, cultural vocation)
    The industrial sectors decrease (saturation from the industrial parks in Tunis, specialization of the industrial activities with high added value)
    Capacities of development exist in the hotel sector (tourism of congress and balneal tourism on the level of the Northern tourist area)
    Tunis is today the greatest money market of the country (65% of the financial companies)

    The main weaknesses are:
    - The attractivity of Tunis for direct foreign investment is not sufficient even if it shelters 33% of the companies, 26% from the investments and 27% of employment.
    - Several zones are excluded from the economic dynamic because of imbalance of operation of the WP.
    The competitiveness of Tunis depends on the quality of its human resources: Tunis is privileged but the unemployment rate of the graduates of the superior is in progression and the rates of illiteracy remain high (27% for the women, 12% for the men).

    Questions remaining outstanding:
    Does the choices of development go in the direction of a better control of the economic transitions in progress?
    - Does Tunis have the capacities to satisfy the assigned objectives?
    Are the objectives clear for all the, partners?
    - Are they mobilized towards these common objectives?
    - Which are the realistic expiries?
    - Are Globalisation and social cohesion reconcilable?

    As an answer to the question how to guarantee the right to the city for all and all? Up to what point does Tunis guarantee to its citizens an equitable access to its spaces, its richnesses, its services?
    - Tunis is the most favored area of the country in terms of equipment, residences, and economic conditions of the populations:
    The rates of schooling and elimination of illiteracy are highest.
    People living under the poverty line fell to 4,2% to the national scales but there remains higher in urban environment.
    But unemployment persists: 1 young person from 18 to 24 years out of 3 is with unemployment against 1 credit out of 6 with the national scales.
    In Large Tunis, the proportion of young person to unemployment is of 35%.
    - The evolution of the expenditure by anybody and per annum (DPA) is slow at the national level and in fall in Tunis:
    *Evolution of 0.4% in Tunisia between 1990 and 1995 - 0.5% in Tunis.
    - Imbalances persist as regards service road by public transport (TC) in spite of the made efforts:
    The development of the private car and the road infrastructures accompanies the development by Tunis.
    - The access on the ground and housing remains difficult for the households with modest income in spite of the equipment of the popular quarters and the rehousing of the inhabitants of the unhealthy palates of the Medina (Oukalas).

    The quality of life improves in Tunis:
    The municipal investments out of equipment socio-collectives in the town of Tunis are of 15DT/hab/with against 26 at the national level (Tunis has less of delay to catch up with).
    The environmental quality evolves: 9.24 m2 green area: habitant
    As regards to the question: How to rationalize the organization of space and the management of the environment to serve the city?.
    - Tunis starts to develop its natural assets: 3 lakes, of tens of km of littoral. The restoration/installation of the Tunis Lake changes the face of the city and its quality of life.
    Other lakes require interventions of scale such Sebkha of essijoumi and Sabkha of Ariana.
    Tunis is given an exceptional urban inheritance:
    It Medina of Tunis east one of preserved best world.
    - The association of safeguard of Medina (ASM) engaged of many interventions of the patrimonial type (70 touched residences, 700 other aimings) and of social restoration (Hafsia, Oukalas).
    The consultation on the state of the city also tackled the following question how to manage
    transitions and to carry the project of city?
    The prospective approaches, coordination and the inter-commune co-operation become strategic and of new concepts impose themselves.
    The urban development is not only one business of experts and of politicians, the consensus around the town of tomorrow supposes the development of the communication strategies.
    Reinforcement of the capacities of planning and management of the Municipality of Tunis
    impose itself:
    - Technical capabilities in the fields of the city planning, installation and economic development

    A better coordination between the municipal services and the latter and the elected officials.
    The development of municipal finances.
    - Development of a municipal strategy of communication and information.
    it definition of a territorial marketing strategy.
    - The cities project :
    The stakes which emergent:
    - To make reach Tunis the row of Mediterranean, gravitational and competitive metropolis.
    - To make of Tunis, city for all and all, where the exercise of the citizenship is guaranteed.
    - To develop the historical and cultural identity of Tunis.
    - To develop the natural assets and to preserve the environment.
    - To equip Tunis with new capacities to plan and manage its development.
    The key questions which guide the project of city:
    - Can Tunis be competitive? regional city? Mediterranean? Total city?
    - How to guarantee an equitable access to the city for all and all?
    - How to rationalize the organization of space and the management of the environment to serve the city?
    - How to manage the transitions and to carry the project of city?- Les orientations stratgiques du projet de ville :

    -The report of orientation or white paper is based on a participative step in three times which make an effort:
    - To translate the strategic choices into specific objectives.
    - To define the place and the role of the town of Tunis in the realization of the objectives.
    - To translate the objectives into indicators of performance and the role of the city in projects and priority actions.

    The strategic choice: to make of Tunis a Mediterranean, gravitational and competitive metropolis:
    This choice is translated into a series of objectives articulating itself around:
    - economic development
    - development of the services
    - urban marketing
    - improvement of the quality of the urban infrastructure
    - modernization of the administrative services
    - improvement of the qualifications and know-how.
    The strategic choice: To make of Tunis a city for all and all:
    This choice is based on a certain number of objectives, in particular:
    - To consolidate social cohesion on the basis of policy of resorption of poverty in the city.
    - To reinforce space and territorial cohesion while making an effort:
    To ensure for all and all a better accessibility the urban services (transport, information, leisures,)
    To make safe the city for the women.
    To reinforce the integration of the underprivileged zones.
    To develop a development strategy social.
    To reinforce the collective transport system.
    The strategic choice: to make of Tunis, a city which emphasizes its historical and cultural identity:

    -The carryforward of orientation The gold white Book is based one has participative step in three times which make year effort:
    - To relocates the strategic objective choices into specific.
    - To define the place and the role of the town of Tunis in the realization of the objective.
    - To relocates the objective into indicators of performance and the role of the city in projects and priority actions.
    The strategic choice: to make of Tunis has Mediterranean, gravitational and competitive metropolis:
    This choice is translated into has objective series of articulating itself around:
    - economic development
    - development of the services
    - urban marketing
    - improvement of the quality of the urban infrastructure
    - administrative modernization of the services
    - improvement of the qualifications and know-how.

    The strategic choice: To make of Tunis has city for Al and Al:
    This choice is based one has some number of objective, in particular:
    - Social To consolidate cohesion one the basis of policy of resorption of poverty in the city.
    - Territorial To reinforce space and cohesion while making year effort:
    To ensure for Al and Al has better accessibility the urban services (transport, information, leisures,)
    To make safe the city for the women.
    To reinforce the integration of the underprivileged zones.
    To develop has development strategy social.
    Collective To reinforce the system transport.
    The strategic choice: to make of Tunis, has city which emphasizes its historical and farming identity:

    Which new competences for the town of Tunis:
    - In the context of universalization the force of the room is important and must be able to dialog with the metropolitan level.
    - The intercommunality becomes strategic and of new concepts, tools and competences impose themselves on all the territorial scales.
    The consensus around the town of tomorrow supposes the development of the participation of the citizens.

    - Which diary (Action plan) for Tunis and which role for the Municipality?
    - Tunis, Mediterranean metropolis: priority actions as regards space organization and environmental management:
    *Action 1: To work out a project of coherent center town inside the new perimeter medina - hyper center - port - lake, diagram of reference for the city, the State, companies of installation and all partners in the fields of town planning and installation.
    *Action 2: To set up an urban control of work unified for the project of center town.
    *Action 3: To sit the step of metropolisation of Tunis on an economic and institutional strategy.
    *Action 4: To implement a programs of valorization of natural spaces and green areas around four shutters:
    - A headlight project: Restoration and the installation of Sebkha essijoumi.
    - The actualization of the green plan of Tunis.
    it creation of a large city park in the West.
    installation it of a commission of urban esthetic.
    *Action 5: Implementation of a durable plan of Management solid waste.
    *Action 6: To work out a plan of displacement in the center city, to lighten the central roadway system of the through traffic and to increase the offer of parking.Tunis, city for all and all: actions of reinforcement of social cohesion:
    *Action 1: Concerted strategy of social development and of resorption of poverty in the city on the level subway and communal implying ONG and them Community structures.
    *Action 2: Implementation of plans concerted of local development federating the efforts of the State, of city, of associations and the population in the zones disadvantaged: plan controls in Essijoumi for X me plane.
    *Action 3: Countryside of security of public spaces and of valorization of the image of the woman in the city.

    Tunis, city which emphasizes its historical and cultural identity:
    *Action 1: To work out a cultural strategy in the medium term, for Tunis, in particular for the center town and the disadvantaged districts.
    *Action 2: To activate the development of a concerted plan of safeguard and development of the Medina.
    *Action 3: Plan of urban landscape and programming of the cultural equipment in the center town, ensuring the legibility of the cultural referents. Tunis develops new competences:
    A true institutional development program of the town of Tunis is essential, it aims at of:
    To equip the town of Tunis of competences which imply the urban stakes (territorial marketing, environmental strategy of the city and plan of municipal environment, social strategy to reduce the exclusion and the marginalisation of the social categories and peripheral districts)
    To reinforce competences of the city in the fields of:
    it formulation of the partnership with the public and private urban actors.
    installation it of institutions and/or tools for planning and management of the territory and the urban public utilities.

    Top

  •  
    | المستجدات | | خريطة المدينة | فضاء المواطن | خريطة الموقع | اتصل بنا|
    بـلـديـة تـونس