FSS Discussion Paper No. 2
The City of Addis Ababa: Policy Options for the Governance and Management of a City with Multiple Identity Meheret Ayenew (Ph.D) Faculty of Business and Economics Addis Ababa University
FORUM FOR SOCIAL STUDIES Addis Ababa December, 1999
FSS Discussion Papers are published to stimulate debate and critical comment. The opinions expressed in this paper are those of the author and do not necessarily reflect the views of FSS or its Board of Advisors. The publication of this paper has been made possible by financial support from the FRIEDRICH EBERT STIFTIJNG for which we are grateful. Copyright. The Author and Forum for Social Studies, 1999. Meheret Ayenew is a member of the Department of Management and Public Administration, Faculty of Business and Economics, Addis Ababa University. He is the coordinator of the graduate program in Regional and Local Development Studies. He is also a member of the Forum for Social Studies. His interests include development management, governance and decentralization. Address. Forum for Social Studies P.O. Box 3089 Addis Ababa Tel.: (251-1) 12 95 79; 55 61 21 TABLE OF CONTENTS List of Acronyms Summary I. Introduction II. Background Information about Addis Ababa III. Socio-Economic Problems of Addis Ababa Inadequate Water Supply Inadequate Refuse
Collection and Solid Waste Management
System Primitive Sanitary
Conditions The Transport and
Road Nightmare Shortage of
Residential Housing and Overcrowding Other Socio-Economic
Problems IV. Theoretical Discussion Nature and Task of
Urban Governance Models of City
Government V. Challenges and Problems Facing the City The Problems of Multiple
Identities Administrative and
Fiscal Challenges of Multiple Identity Limited Legal
Authority over Public Utility Corporations Absence of Defined
Working Relationship with Public Utility Authorities Inadequate Capacity
for Revenue Collection Underutilized Revenue
Potential Erratic Revenue and
Expenditure Pattern Absence of Property
Taxes
VI. Policy Options Grant Addis Ababa
Genuine Autonomy Give the City a
Vision and Mission Redefine the City’s
Jurisdiction Establish a Career
Public Service for the Municipality Institutionalize a
Professional Urban Leadership Depoliticize the
Management of the City Differentiate the
Roles of Career Municipal Personnel and Politicians Establish a Federal
Urban Planning and Management Training Institute Decentralize the
Administration Promote Citizen
Participation in Urban Governance Encourage
Non-Governmental Actors to Participate in Urban Governance Use Alternative
Systems of Service Delivery VII Conclusion VIII References
LIST OF ACRONYMSAACC
Addis
Ababa City Charter
AACG
Addis
Ababa City Government AAMPPO
Addis
Ababa Master Plan Project Office AARH
Agency
for the Administration of Rented Houses AAWSSA
Addis
Ababa Water Supply and Sewerage Authority ANRS
Amhara
National Regional State BUWD
Bureau
of Works and Urban Development CSA
Central
Statistical Authority CSB
Civil
Service Bureau EEPCO
Ethiopian
Electric Power Corporation EPRDF
Ethiopian
Peoples Revolutionary Democratic Forces ETC
Ethiopian
Telecommunications Corporation FDRE
Federal
Democratic Republic of Ethiopia GTZ
Deutsche
Gesellschaft fur Technische Zusammenarbeit NGOs
Non-Governmental
Organizations SNNPRS
Southern
Nations, Nationalities and Peoples Regional State TGE
Transitional
Government of Ethiopia UDSS
Urban
Development Support Services UNCHS
United
Nations Center for Human Settlements UNICEF
United
Nations Children’s Fund WUDB
Works
and Urban Development Bureau
The City of Addis
Ababa: Policy Options for the Governance and Management of a City with Multiple
Identity Meheret Ayenew
Summary This paper
argues that the city of Addis Ababa should adopt the council-manager model of government.
Ethiopia ‘s foremost city faces complex socio-economic problems that are related to
its governance and leadership structure. Addis Ababa should be led by an elected council
that will make laws and policies, and a professionally competent management that will be
responsible for the day-to-day running of the municipality. Both the elected councilors
and the non-elected municipal bureaucracy should he aware of the core functions and
responsibilities of effective urban governance. It is important that the management of the
city government should explore alternative means of service delivery, including
contracting, privatization and joint management of municipal services. Apart from cost
considerations, these alternative means are preferred because they have been found to be
more efficient, flexible and less bureaucratic than large municipal departments. Io this paper, the
challenges and problems of Addis Ababa have been discussed and policy options forwarded to
improve its governance and management. It is argued that one of the problems of Addis
Ababa‘s current governance and management structure is that it is not participatory
and transparent. Urban management in Ethiopia has a Long-standing tradition of upward
accountability to the government rather than to the people. What is needed is a
democratically elected municipal council that will be accountable to the electorate and a
career public service that will he judged by its performance in managing the city. Public
participation and the involvement of institutions of civil society in urban management are
aspects of democratic governance. This practice can enhance the responsiveness of the
municipal administration to the needs and problems of the community. I. Introduction The governance and
management of cities in the developing world will continue to be issues of concern for
development policy makers well into the next millennium. According to a UN study, over
half of the developing world or about two and half billion people will be urbanized by the
year 2020. It is unlikely that cities with such a rapid population growth will satisfy
demands for increased services given the economic difficulties of many developing
countries, including their backbreaking debt. It is fairly easy to predict some alarming
consequences of this irreversible process of unprecedented urbanization. Most cities will
be confronted with enormous challenges, including mass poverty, unemployment and
environmental degeneration. In addition, most cities will be left with inadequate
financial and political power to provide social and economic services for their residents,
such as education, health, housing and urban transport. Such a scenario calls for
innovative governance and management approaches to solve the complex problems confronting
urban centers in developing countries (UNCHS, 1987; World Bank, 1995; Davey, et.al.,
1997). Addis Ababa is a fast
growing urban center that is beset with problems afflicting most cities in the developing
world, including extensive urban poverty, joblessness, inadequate housing, severe
overcrowding and congestion and undeveloped physical infrastructure. Moreover, mounting
social ills, such as prostitution, beggary, homelessness and youth delinquency are grim
realities of life in the city. In recent years, urban problems in Addis Ababa have been
compounded by poor urban management that has not been sufficiently responsive to its
constituency. The crumbling infrastructure and the precipitous decline in urban services
are manifestations of the governance and management crisis plaguing the city. The city is
in need of competent management that can address the problems and concerns of its
residents. The problems of Addis
Ababa are two fold. First, there is little awareness on the part of the municipality’s
leadership of the core functions and responsibilities that a modern city government should
undertake. In other words, the city administration does not seem to have a mission or a
vision. Second, the current governance and management structure of the city is highly
politicized. The city’s multiple identity as the federal capital, the capital city of
the Regional State of Oromia and its status as a self-governing local authority are
contributing factors to the politicization of its governance. More important, most of the
people in positions of authority within the administration of the city got their positions
not by their merit or through professional competence hut because of their political
allegiance. As such, there is little room for professional urban management and
leadership. This phenomenon has produced two inter-related and mutually reinforcing
consequences, viz, a fast deteriorating Addis Ababa and an urban government with little
accountability to the residents. This is a discussion paper on the governance and management of the city of Addis Ababa. Its objective is to suggest policy options to improve the governance and management of the city, and enhance its institutional capacity to solve its major problems. The paper has seven parts. Part I is an introduction. Part II provides general background information about the city of Addis Ababa. Part III surveys the main socio-economic and infrastructure problems of the city. Part IV presents a brief conceptual review of the tasks of urban governance and alternative organization models for city government. In part V. the state of urban governance and management in Addis Ababa will be assessed within the framework of the theoretical discussion provided in part IV. Suggestions and recommendations to improve the overall organization and management of the city are discussed in part VI. Part VII contains the conclusion and summary. II. Background Information About Addis Ababa
The city of Addis Ababa
is over a hundred years old. It was established in the late 19th century by Emperor
Menelik II as the permanent capital of the then emerging modern Ethiopian state. Over the
years, the city has grown into an important urban center following the process of
modernization and economic development which Emperor Haile Selassie I zealously pursued in
the aftermath of World War II. The city covers a total area of 540 square kilometers. This
is roughly the size of the city state of Singapore with about 2.5 million inhabitants or
half the size of Hong Kong with a little more than 5 million citizens. Out of Ethiopia’s
estimated urban population of nearly 9 million, about 27 per cent of the total lives in
Addis Ababa, and this qualifies the city as the country’s foremost urban center (CSA,
1998). Prior to 1974, Addis
Ababa was one of the few chartered cities of the Empire of Ethiopia administered by a lord
mayor (kantiba) appointed by the Emperor.’ It had considerable local autonomy
because the lord mayor was largely free from the political control of the then powerful
Minister of interior. In addition, it was the only local government authority empowered to
finance projects by issuing its own bonds and borrowing from internal and external sources
on its own right. The municipality had a 30-member law-making council. This council
consisted of 8 government officials appointed by their respective ministries and 22
elected members from the residents of the city (2 councilors from each of the 10 weredas).
Only residents who owned immovable property could elect and be elected for council
membership. This stood out as a manifestation of the undemocratic character of the city’s
governance. Nevertheless, it needs to be pointed out that Addis Ababa qualified as a
properly governed and well-managed city judging by the broad powers and legitimate
functions given to it by imperial charter (AACC, 1954; Koehn, 1974).
In 1999, Addis Ababa had
a population of nearly 2.5 million, out of which about 87 per cent were Christians, 13 per
cent were Moslems and the rest followed different religions. As the data in Table 1
indicate, the city’s population has been growing at annual rate of 3 per cent between
1994-1999. Migration from other parts of the country and people displaced by ethnic
conflict, famine and poverty have added to the increase in population. Table 1: Growth of Population of Addis Ababa 1994-2000 Year
Male
Female Total
Source: CSA, Statistical Abstract, 1998.
In terms of ethnic composition, the breakdown of Addis Ababa’s total population is as follows: about 48.3 per cent are Amharas, 19 per cent are Oromos, 17.5 per cent are Guraghes, 7.6 per cent are Tigreans and the remaining belong to other ethnic groups. Based on data obtained from the municipality, the city’s economically active population is estimated to be about 600,000 representing nearly 24 per cent of the total. This figure does not favorably compare with the 37 per cent dependency ratio for the city’s population as a whole (CSA, 1999)
The coming to power of
the Derg in 1974 significantly affected Addis Ababa in a number of ways. It lost a great
measure of municipal autonomy and its administration was very much influenced by the
politics of the day. The appointment of the mayor and other officials took a significant
political dimension because membership of the ruling Workers Party of Ethiopia became an
essential condition for employment in the municipality. Most of the people who worked in
the city’s 25 Higher and lower kebeles were either Party members or trusted
individuals of the state. As a result, upward accountability dominated the modus
operandi of municipal government, and the city was run by amateurish politicians
rather than a competent cadre of professional managers. This legacy has persisted to this
day and is one of the main factors accounting for the deteriorating quality of urban
governance in Addis Ababa. Apart from the
politicization of its bureaucracy, Addis Ababa’s revenue base suffered a severe
setback following the nationalization of urban land and rental houses that took place in
1975. This measure deprived the city of the lucrative property tax. An indication of the
latter’s significance was the fact that between 1969-1972 more than a third of Addis
Ababa’s revenue came from building and land tax. Over the years, Addis Ababa has
continued to suffer from the consequences of the Derg’s urban land policy which was
an ideologically motivated measure. It dealt a heavy blow to the municipality’s
financial self-sufficiency and thus crippled its capacity to expand services and
infrastructure in the city (Koehn, 1974). Municipalities are not
recognized as distinct and separate institutions of local governance in the on-going
decentralization process in Ethiopia. An indication of this observation is the fact that
municipal administration is not mentioned either in the constitutions of regional
governments or the constitution of the Federal Government of Ethiopia. At present, the
majority of municipalities and urban centers in the country are administered by zonal and
wereda councils, which are also made responsible for administering rural areas. Most
often, these councils are dominated by people with rural background and have limited
expertise in urban management and policy making. Despite the fact that urban areas should
be administered differently from rural ones, the leaderships of these councils do not make
a distinction between rural areas and municipalities. As such, urban management receives
low priority and limited resources to solve the socio-economic problems of cities and
municipalities in Ethiopia (Meheret, 1998). Recently, there have
been some attempts in the Amhara National Regional State (ANRS) to set up autonomous urban
administrations. For example, Bahir Dar has been recognized as the regional capital and a
special zone by the regional government. Such moves are indicative of the increasing
awareness of the distinct identity and problems of urban areas. If most regions continue
to use same zonal and wereda councils to administer both urban and rural areas, there will
be very little attempt at both the federal and regional levels to come to grips with the
serious challenges and problems of urban management in Ethiopia (UDSS-GTZ, 1999). Since 1997, Addis Ababa
has been designated a chartered city government with considerable degree of self-rule. It
has also been declared the capital Of the Federal Government of Ethiopia. It has been
organized as a multi-purpose local authority embracing 24 functions with their own
sectoral bureaus and large numbers of employees. The diversity of functions has made the
city’s bureaucracy too cumbersome and unwieldy for efficient operations. According to
data obtained from the Civil Service Bureau, the city government had more than 21,600
permanent employees in 1998 out of which about 48 per cent were female employees. Table 2
presents the total municipal labor force of Addis Ababa by levels of education and
training. The Addis Ababa City
Government Charter Proclamation No. 3711997 provides for an elected council to administer
the city for a term of five years. In 1998, the council had 96 members. The main function
of the council is to make municipal laws and approve the annual budget. There is an
executive committee of 15 members drawn from the full council. This body is responsible
for the day-to-day management of the city. The head of the city government is the chairman
of the general council and its executive committee. The executive committee is further
sub-divided into three standing subcommittees, namely economic, social affairs and
administration. These sub-committees have five members each and all of them report to the
executive committee. It is stipulated in the law that the governor of the city and the
council will be accountable to the residents and the Prime Minister of the Federal
Government. Table 2 Number of Addis Ababa
City Government Employees by Level of Education--19971 1998:
Source: Region 14
Civil Service Bureau, Addis Ababa, 1998.
Addis Ababa’s
governance structure fuses legislative and executive responsibilities in the same body
because the elected council formulates policies and laws and its executive organ
implements the same. Three tiers of administration are recognized in the Charter, viz. the
central city administration, Weredas and Kebeles. Based on this, the city is divided into
6 zones, 28 weredas and 328 kebeles, out of which 23 are classified as rural localities.
There is no mention of zones in the charter and their roles and functions remain unclear
although in practice the municipal administration often uses them as coordinating
administrative structures over a number of weredas. The zonal administration is manned by
officers appointed by the central administration of the municipality. Figure 1 depicts the
organizational structure of the city government of Addis Ababa (Proclamation No. 87/1997).
ORGANIZATIONAL STRUCTURE OF THE CITY GOVERNMENT
Following the coming to
power of the EPRDF in 1991, the city of Addis Ababa assumed a multiple identity. First, it
was declared the capital city of the Federal Government of Ethiopia in 1995. Second, it
serves as the seat of government of the Oromia Regional State2. Third, it is
also an autonomous local government authority in the Ethiopian federal system of
government with an elected council and city governor answerable to the residents. From a
management perspective, Addis Ababa’s multiple status has made it difficult to
clearly determine the formal lines of responsibility. More importantly, the organizational
overlap has compelled the city to assume conflicting roles. Such a situation has had
serious implications for the effective governance and management of Ethiopia’s major
metropolis. Among other things, the municipality’s management continues to suffer
from the problem of divided loyalty and thus has been unable to devote its full attention
to reversing the general deterioration in the urban quality of life.
It will be argued in this paper that Addis Ababa’s multiple identity is a critical factor affecting the city s governance and management. The contention is that the management of the city has not been responsive to the needs and problems of the residents mainly because it has to balance between its accountability to the federal government, the Oromia regional government and the electorate. In this power equation, the electorate is the least served especially when nearly all the municipal councilors are members of the ruling Party and are likely to owe more allegiance to the party than to the public who elected them. Clearly, this kind of political arrangement compromises the disposition of the city’s leadership in favor of upward accountability and relegates the needs and concerns of the residents to a secondary status. The following discussion is a concrete manifestation of this reality.
III. Socio-Economic Problems of Addis Ababa
The city of Addis Ababa
suffers from a chronic shortage of essential socio-economic services, an awfully
inadequate physical infrastructure and an unhealthy environmental condition. An inept
administration that has failed to maintain, upgrade and expand the city’s
infrastructure and services in line with the growing population and economic activity has
exacerbated its woes. There is no dearth of statistics to indicate the magnitude of urban
problems in Addis Ababa. Some discussion about the city’s bleak socio-economic
condition is in order before forwarding helpful suggestions to resolve the insurmountable
problems the residents are experiencing. Most of the following discussion is based on data
obtained from two municipal documents. Inadequate Water Supply One of the perpetual
problems of the city of Addis Ababa is that it has not been able to supply enough drinking
water to the residents. The Addis Ababa Water Supply and Sewerage Authority (AAWSSA) can
supply only 60 per cent of the current demand for water in the city, and this has caused
severe water shortages in many parts of the city, especially during the dry season. It is
estimated that between 30-40 percent of the potential water supply does not reach the
consumer and is wasted due to leaking pipes and aging distribution infrastructure. As a
result, rations and interruptions in the water distribution system are frequently
experienced causing agonies to many Addis Ababans. Inadequate Refuse Collection and Solid Waste Management System The state of refuse
collection and solid waste management in the city is most deplorable. An estimated 35-40
per cent of the solid waste generated is left uncollected and dumped on any available
waste ground. Hence, it is not uncommon to see mountains of garbage and solid waste
blocking sidewalks and streets in many parts of the city. Apart from being eyesores to the
residents and visitors of the city, the health hazards of such unsanitary
conditions can indeed be incalculable (AAMPPO, 1994). Addis Ababa has an
inadequate drainage and sewerage treatment system. This is one indicator of the extremely
low level of development of physical infrastructure of the city. By the municipality’s
admission, the city is served by a sewerage network that is 110 Kms long and most of this
is confined to the central parts of the city. This represents only 3.7 per cent of the
total requirement for the city as a whole. Based on this figure, it means that a minuscule
5 per cent of Addis Ababans is served by some kind of sewerage and drainage system.
Primitive Sanitary
Conditions A major problem that
contributes to the extremely poor sanitary conditions in the city of Addis Ababa is the
shortage of toilets. According to the municipality administration, 16 per cent of the
population have private toilets, 54 per cent use shared latrines and about 30 per cent (or
some 900 residents) do not have any toilets and are forced to use whatever available open
space in the city. The lack of enough toilets is a major factor contributing to the
deteriorating sanitary condition in the city, particularly in overcrowded areas inhabited
by the poor segment of the urban population. Given Addis Ababa’s sizable homeless
population, including street children and the increasing number of poor people and beggars
in the city, the question of providing sufficient public toilets facilities is of crucial
significance. Sanitary conditions and
services are inadequate or non-existent in many areas of the city. For example, the severe
shortage of public toilet facilities in the entire Merkato area with a population of more
than a million people is a case in point. Extremely hazardous sanitary conditions with raw
sewerage coming out of residential houses and factories are commonly encountered problems
in the city. Collected excreta and garbage are often transported in unhygienic conditions
and dumped on the periphery of the city or in the nearest refuse site without any
treatment. Households with little technical orientation often install pit latrines
everywhere and the usual consequence is pollution of the environment and surface and
ground water. A major health risk
looms over Addis Ababa because the municipality has virtually ignored its responsibility
for public health and sanitation. It has failed to control the movements of stray dogs,
pack animals and cattle roaming the city. For example, it is not uncommon to see a pack of
stray dogs wandering in many places in the city or stray cattle feeding from collected
piles of garbage. In addition to the potential health risk to the community, the
unregulated movement of the city’s animal population causes a great deal of
inconvenience and nuisance to the residents on a daily basis. Donkeys carrying loads of
grain or firewood jamming traffic and street and homeless children living and sleeping
with stray dogs are common sites in Addis Ababa reminiscent of pre-industrial cities in
Europe.
The Transport and
Road Nightmare Driving on the streets
of Addis Ababa is a nightmarish experience because of the traffic congestion and hazardous
driving conditions on account of the extremely poor quality of roads. One report puts the
length of Addis Ababa’s asphalt road network at 400 kms. It is estimated that a city
of its size requires 3000 kms of asphalted road. Because of poor planning, city streets
are narrow, poorly maintained and shared by cars, pedestrians, donkeys, sheep and goats.
For lack of regular maintenance, most streets are fast changing to gravel roads. In
addition, the city does not have sufficient parking space and drivers wantonly park their
cars on sidewalks causing traffic jams and a great deal of inconvenience to pedestrians.
There is obviously an urgent need for improving the road system because of the increasing
volume of traffic. Nevertheless, the city has been unable to properly maintain the
existing infrastructure let alone build new roads to meet the demand. Shortage of
Residential Housing and Overcrowding Addis Ababa has an acute shortage of residential housing which has resulted in severe congestion and overcrowding. According to data obtained from the municipality, the total housing stock in Addis Ababa was 350,000 in 1996. Out of this, 112,000 were occupied by businesses and shops; and 238,000 were residential units. The number of households was estimated to be 460,000 during the same year. This would mean that 222,000 households or nearly 1,000,000 residents lack decent housing. The huge gap between the supply and demand for housing has led to illegal housing construction and squatter settlements in many places throughout the city’s jurisdiction (AACG, 1997). There is a huge gap
between the housing need and the supply in Addis Ababa. According to one study, the
government has to build 10,000 housing units every year for the next 10 years at a cost of
750 million Birr in order to meet only the backlog demand for housing in Addis
Ababa. This projection does not take into account the growing demand for housing due to
population growth. The housing shortage is exacerbated by Ethiopia’s low investment
in the housing industry. It is reported that the country’s investment in urban and
rural housing construction is below 3 per cent of GDP. Compared to the 6 per cent
recommended by the UN for developing countries, Ethiopia’s investment is not likely
to make much difference in easing the problem (Gutama, 1994; Region 14 WUDB, 1996). Only a third of Addis
Ababa’s housing stock is owner-occupied, the rest being owned by the government. More
than three-fourths of the existing housing units are either dilapidated or old, and need
major repairs. Most houses are of sub-standard quality built from traditional building
materials, mainly from mud and wood. The majority of the poor neighborhoods are densely
populated (400-700 persons/ha.), in many of them there are no paved roads, sewerage and
drainage systems; and modem waste disposal and collection arrangements are also
unavailable (TGE-CSA, 1994). Other
Socio-Economic Problems There are additional
grim statistics to depict the severity of Addis Ababa’s social and economic problems.
For example, unemployment in the city is running at an average of 30-35 percent. 35.5 per
cent of Addis Ababans do not earn sufficient income to cover their food requirements and
thus qualify as absolutely poor. Addis Ababa has a street population of 40,000 children or
nearly 40 per cent of the nation’s total homeless children. According to some
estimates, this population increases at the rate of 5 per cent per year (UNICEF, 1996;
Region 14 Administration, 1998). It will require
immense resources to solve the socio-economic problems discussed above and to improve the
quality of life of the residents of Addis Ababa. The full force and commitment of the
federal government is required if the city is to overcome the pressing problems most
residents face on a daily basis. Much of Addis Ababa’s grim socio-economic data also
underscores the need for competent and responsive municipal governance to solve the
seemingly insurmountable problems that Ethiopia’s foremost city is facing. In summary, Addis Ababa
faces problems of governance and accountability that arise from its multiple status. It
also faces many organizational and management problems that have affected its capacity to
serve the residents. It is proper to review some conceptual issues in urban governance and
management before discussing the management and organizational constraints of the city
government. IV. Theoretical Discussion As was noted earlier,
the purpose of this paper is to assess the governance and management of the city of Addis
Ababa within a theoretical framework. Hence, the following theoretical review of the tasks
of urban governance and models of city management is provided to serve as a conceptual
framework within which the city’s performance and problems will be analyzed. In
addition, this discussion is also aimed at identifying practical suggestions to ease urban
problems in Addis Ababa. Nature and Task of Urban Governance It is necessary to
have a working definition of the term ‘urban governance’ in order to assess the
current state of urban management in Addis Ababa. The term ‘urban governance’ is
used to refer to both the institutions that are involved in the running of urban
governments as well as the major tasks performed by these institutions. The
institutions referred to are the network of government and non-government organizations
operating in urban areas, including central, state, and provincial governments, municipal
authorities, public utility corporations, and a wide array of institutions of civil
society, such as private businesses, professional and trade associations, voluntary and
community organizations (Castells. 1983; Mbaogunje, 1990; Davey, 1997). The term also
embraces the functions conducted by governmental and non-governmental organizations in an
urban setting. Broadly, the functions relate to the supervision, financing, planning and
execution of socio-economic policies by the nexus of organizations in urban areas.
Specifically, these policies emphasize the following: • Providing infrastructure
essential to the efficient operation of cities; • Providing services that develop
human resources, improve productivity and raise the standard of living of urban residents; • Regulating private activities
that affect community welfare and the health and safety of the urban population; • Providing services and facilities that support productive activities and allow private enterprise to operate efficient | ||||||||||||||||||||||||||||||||||||||||
