Governance and Management Instruments

1 week

This section will propose a governance model for the plan and for each of the prioritised projects. To this end, an organogram for the plan implementation will be develop and the different actors or managers of each project will be identified in order to then propose the governance model based on collaboration between actors.

  • Proposed organogram for the plan

  • Proposed management model for the prioritised strategic project portfolio


The implementation of urban plans, as well as the various financial and management mechanisms required, demand greater coordination and cooperation between levels of government and sectors. It is therefore necessary to establish an urban governance structure designed to ensure accountability, transparency, responsiveness, rule of law, stability, equity, inclusiveness, empowerment and pluralistic participation (UN-Habitat, 2020; UN-Habitat, 2021).

In order for management and governance to be aligned with the plan, the team must take into account the strategic project portfolio (Development of Strategic Project Sheets (Activity 41)) and the strategies and initiatives developed in the plan during Phase 2. 

The institutional strengthening and reinforcing the governance structure of the plan, which involves reinforcing its human, material, financial and autonomy, is important to ensure an inter institutional coordination and memory to guarantee their adequate implementation.

An organogram of the current institutional framework is necessary in order to analyse if there is any overlap of responsibilities between different institutions and the existence of various project-specific institutions and offices. An articulated and negotiated review of an organogram will be jointly developed presenting the responsibilities of the institutions acting in the territory and their role in the planning process and its implementation. 

In order to determine the governance instruments, the team will use the results of T12 Stakeholders' Mapping as a basis. Then, using the T52 Governance Instruments Guide, the team will be able to determine both the systems of action for the project portfolio and the initiatives, as well as the responsible entities and management mechanisms. 

The management instruments allow for concentration between different areas of the public sector or between the public and private sectors for the development of the strategic project portfolio and thus the actions contemplated in the plan.

  1. Review the initiatives that were established in the Formulation of Strategies and Initiatives (Activity 22) (if Block E was developed) or Land Strategies (Activity 26) (if Block F was developed).
  2. Review the results of T12 Stakeholders' Mapping and then develop an organogram of the current institutional framework and their role in the plan's implementation. 
  3. Identify institutions responsible and co-responsible for the initiatives.
  4. Review the results of the Development of Strategic Project Sheets (Activity 41) which includes the bodies responsible and co-responsible for implementation.
  5. Use the T52 Governance Instruments Guide to propose a management model for the strategic project portfolio and initiatives.