PILOT CITIES - DOCUMENTATION - · PDF filePILOT CITIES - DOCUMENTATION ... With a four-year empowerment and re-structuring program, ... City Municipality shall carry out the following

DEL

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SEA

www.DELGOSEA.eu

Participatory and Sustainable Conservation and Development of Old Riverside Pakkret Market ProjectPakkret, Thailand

PILOT CITIES - DOCUMENTATIONNON-STATE ACTORS AND LOCAL AUTHORITIES IN DEVELOPMENT – ACTIONS IN PARTNER COUNTRIES (MULTI-COUNTRY) FOR NON-STATE ACTORS

This project isco-funded by the European Union.

A project implemented by the consortium: Konrad-Adenauer-Stiftung e.V., Thailand Environment Institute (TEI), Local Government Development Foundation Inc. (LOGODEF), United Cities and Local Governments for Asia and Pacific (UCLG-ASPAC), Association of Indonesian Regency Governments (APKASI), Association of Cities of Vietnam (ACVN), and National League of Communes/Sangkats of the Kingdom of Cambodia (NLC/S).

LOCALGOVERNMENTDEVELOPMENTFOUNDATION

The Partnership for Democratic Local Governance in Southeast Asia (DELGOSEA) was launched in March 2010 and is co-funded by the European Union and the Konrad-Adenauer-Stiftung (KAS) of Germany through the German Ministry of Development Cooperation.

DELGOSEA aims to create a network of cities and municipalities to implement transnational local governance best practices replication across partner countries: Cambodia, Indonesia, Philippines, Thailand and Vietnam. It supports the role of Local Government Associations (LGAs) in providing and assisting the transfer and sustainability of local governance best practices replication by local governments. Most importantly, through the exchange of best practices in the region, DELGOSEA intends to contribute to the improvement of living conditions of disadvantaged groups in Southeast Asia by helping increase their participation in local planning and decision-making.

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Copyright 2012 by DELGOSEA Project | www.DELGOSEA.eu

All RIGHTS RESERVED

Except from brief quotation in a review which this publication is part of, it must not be reproduced in any form without the permission of the DELGOSEA project, represented by the project applicant Konrad-Adenauer-Stiftung e.V.

The views or statements presented in this publication are solely those of the authors and do not necessarily represent those of the DELGOSEA project. The Project will not accept any liability with respect to damages or consequential actions taken as a result of the information provided in this publication.

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Documentation of Transfer Processes of Pakkret, Thailand

The Partnership for Democratic Local Governance in Southeast Asia (DELGOSEA) was launched in March 2010 and is co-funded by the European Union and the Konrad-Adenauer-Stiftung (KAS) of Germany through the German Ministry of Development Cooperation.

DELGOSEA’s aim was the creation of a network of cities and municipalities to implement the replication of best practices within local governance across national borders, concentrating on five partner countries: Cambodia, Indonesia, Philippines, Thailand and Vietnam. It supports the role of Local Government Associations (LGAs) in assisting the transfer and sustainability of best practice replication by local governments. Most importantly, through the exchange of best practices in the region, DELGOSEA contributes to the improvement of living conditions of disadvantaged groups in Southeast Asia by helping increase their participation in local planning and decision-making.

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About this Publication

Since the Partnership for Democratic Local Governance in Southeast Asia (www.DELGOSEA.eu) began in March 2010, 16 pilot cities from five countries have committed themselves to enhancing their local service delivery so that living conditions in their municipalities could be improved. The 16 cities have chosen best practices from other countries in one of four areas – people’s participation, institutional governance, urban inclusive services and fiscal management – to learn from and replicate these success stories in their own cities.

The purpose of this publication is to illustrate the replication process of Pakkret Municipality. Starting with a brief description of the best practice example chosen for replication, it continues with a brief overview of the transfer concept itself, i.e. the adoption of the best practice into the specific political, cultural and legal frameworks of the respective pilot city.

Chapter 2 focuses on the methodology, activities and results of the replication process, as achieved by August 2012, which is followed in Chapter 3 by a concrete example of the real impact the project has on people living in Pakkret.

Chapter 4 is looking at the challenges, the sustainability as well as recommendations for future actions. What have been the main challenges encountered during replication, and how can these be overcome? What can we learn from the experiences of Pakkret and what would be our recommendations for those who would be interested to replicate a best practice in their own locality? Finally, how can we sustain our project activities after the project funding has ended?

Chapter 5 then provides the overall evaluation results of the replication process so far. The evaluation was carried out by a specifically trained coach who accompanied the city during the last 12 months of replication.

Over the last few months DELGOSEA has produced many publications. In total, 16 best practice descriptions have been published, as well as a textbook and teaching guidelines on the best practice transfer, and now, with this publication, our experiences during the replication process itself. All publications can be downloaded from www.DELGOSEA.eu.

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Documentation of Pakkret, Thailand: “Participatory and Sustainable Conservation and Development of Old Riverside Pakkret Market Project”

List of Authors:Ms. Somporn Chai-ayuth, Director, Public Health and Environmental Service Section, Khonkaen MunicipalityDr. Tasanee Akevanich, Director, Medical Service Division, Phuket CityMr. Suntisuk Na Thalang, Vice Mayor, Takaupa Municipalitywww.DELGOSEA.eu

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Table of Contents

Documentation of the Transfer Processes of ......................................iiPakkret, Thailand

About this Publication ........................................................................1

Chapter 1: Introduction into the ........................................................5Best Practice and the Transfer Concept

1.1 Description of the Best Practice Chosen for Replication .....................51.2 Description of the Transfer Concept ...............................................6

Chapter 2: Methodology, Activities and Results of ..............................8Best Practice Replication

2.1 Description of the Methodology .....................................................82.2 Description of Results, Main Activities and Outputs ........................11

Chapter 3: The Impact of Best Practice Replication ..........................173.1 Impact of the Replication on People living in Sakkrat ......................173.2 Success Story from the Field ......................................................19

Chapter 4: Challenges, Sustainability and ........................................20Recommendation for Future Actions

4.1 Challenges and Problems During Replication .................................20and How to Overcome them4.2 Mechanisms to Ensure Sustainability and ......................................21Activities Foreseen after August 20124.3 Recommendations for Other Cities which Intent to .........................21Replicate a Best Practice from Another Country or City

Chapter 5: Monitoring and Evaluation of the Replication Process .....22

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Chapter 1: Introduction into the Best Practice and the Transfer Concept

1.1 Description of the Best Practice Chosen for Replication

Country : Indonesia Local Government : Solo City (also known as Surakarta City)Type : MunicipalityBest Practice : Humane Relocation and Empowerment of Street VendorsAspect of Governance : Fiscal Management and Investment Planning

With a four-year empowerment and re-structuring program, Solo managed to solve the very sensitive issue of illegal street vendors and all the effects it had for the public space such as waste, traffic and poor conditions. The relocation and re-arrangement of street vendors in Solo was done with great consideration for the local culture and taking into account the people involved. The Mayor convinced street vendors that these efforts would improve their condition rather than eliminate business. The Solo administration provided five major solutions for the street vendors namely: Relocation, Shelter, Tents, Carts and Order.

The street vendor management team was made up of a technical and non-technical team. The technical team was responsible for finding alternative good locations for street vendors, designing a blueprint for new constructions and making traffic arrangements. The non-technical team was in charge of managing the community response (rejection or acceptance), thus minimizing potential horizontal and vertical conflict.

Over those four years, the Solo street vendors’ empowerment and structuring program has achieved the following:

The relocated street vendors have improved their income. Also important is the upgrading of their status from illegal vendors to legitimate merchants and kiosk owners at the market;

The areas formerly occupied by street vendors — such as the Monjari area — were transformed into open green spaces for the public and became liveable;

The city government built two new markets — Notoharjo Market and Panggung Rejo Market — as relocation sites for the street vendors;

Vendors received 200 tents as selling places, 9 shelters that can accommodate 600 vendors, 240 carts and temporary sales time-slots available from 6 p.m. to 5 a.m. the following day and from 6 a.m. to 6 p.m.

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1.2 Description of the Transfer Concept

Project Title: Participatory and Sustainable Conservation and Development of Old Riverside Pakkret Market Project.

Best Practice Replication: Humane Relocation and Empowerment of Street Vendors in Solo, Indonesia.

Project Background:

The old riverside market was once at the center of Pakkret’s community, where trade was active, living quarters were vibrant and the cultures of three ethnic residents (Thai, Chinese and Mon) were evident. Its importance has been, however, diminished due to urban development, which has transformed the previous river-based way of life into road and land-dependent living patterns. The construction of the bridge over the Chao-Praya River at Pakkret penta-junction and its connecting roads have resulted in fewer stopovers and reduced the number of clients at the riverside market. Sellers in the market adapted by relocating their stalls to the street-sides and pavements, resulting in disorganized scenes and several consequential environmental problems. The executives of Pakkret City Municipality have constantly attempted to develop and bring the old market back to life by improving physical landscape and other infrastructure, but failed to attract the sellers and buyers. When participating in the DELGOSEA project, Pakkret City Municipality became interested in the achievement of the relocation of street vendors undertaken by Solo in Indonesia and, thus, made a concept transfer for “Participatory and Sustainable Conservation and Development of Old Riverside Pakkret Market Project”

Project Objectives:

The objectives are to improve the old riverside market, so that it has potential to attract cultural tourism, and to promote the community’s economy, and to promote participation in sustainable development of the old market. It is expected that, through such objectives, the conflict between tradesmen/women and community people residing in the same area shall be reduced, and their unity shall be fostered, which shall contribute to the order and liveability of the community as a whole.

Project Activities:

The project site is old riverside Pakkret market, Tambon Pakkret, Pakkret District, Nonthaburi Province. During 17 months of implementation, Pakkret City Municipality shall carry out the following activities:

Workshop for stakeholders such as the private sector, government agencies, academic institutes, community representatives and media to set up a strategy and an implementation plan for Pakkret Old Market conservation 2012;

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Project execution under Pakkret Old Market implementation plan 2012;

Hiring a consultant for community mapping and development of a master plan for landscaping, environmental improvement and cultural tourism for sustainable Pakkret Old Market;

Public relation activity to promote Pakkret Old Market as cultural tourism attraction of Pakkret Municipality;

Training and study tour for working group/task force and community leaders in market management with tri-party participation;

Establishment and mobilization of sustainable Pakkret Old Market conservation group.

Expected Outputs:

Number of vendors in the old market has increased compared to the current figure;

At least 3 cultural activities have taken place in the area of the old market;

Pakkret Old Market conservation group (or foundation) has been set up in a sustainable way with participation from all communities;

Duration: May 2011 to August 2012

Total Budget: 1,920,000 THB (48,000 EUR)

Fund Contributing Partners: DELGOSEA, Pakkret Municipality and Municipality League of Thailand

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Chapter 2: Methodology, Activities and Results of Best Practice Replication

2.1 Description of the Methodology

The replication process of the best practice began in Pakkret in the fiscal year of 2011 and lasted until 2012. The replication process can be summarized as follows:

Step 1: Selection of Best Practice for Replication Process

After receiving confirmation from the Thailand Environment Institute (TEI) that Pakkret was to be one of four pilot cities in Thailand, a first meeting was convened for representatives of Pakkret Municipality, the DELGOSEA national coordinator and project mentors. The purpose of the meeting was to analyze and discuss the 16 best practices from four different thematic areas out of which the municipality had to choose one. A shortlist of two projects was drawn up from the thematic areas of fiscal management and investment planning – the city was torn between replicating the project of managing street vendors and the one of restoring the old town of Phuket in Thailand. Perhaps a mixture of both would be best?

However, since Pakkret Municipality had decided on the old market as the site for the project, it made sense to select the best practice from Solo (relocating street vendors and restoring an old market) while also being inspired by the experiences of Phuket. The management of street vendor and the capacity development of Solo City had similar characteristics to Pakkret Municipality. Cooperation between various sectors had been encouraged and vendors had been given a motivation to move; public participation had also been an important element. These were project aspects that could be used to guide Pakkret in their approach to the old market area.

Step 2: Developing the Transfer Concept

After the selection of the best practice, the Office of Administration and Planning developed the transfer concept, i.e. the plan for the project under the name of ‘People’s Participation on Sustainable Conservation and Development of Old Market Place at Pakkret’s Riverside”. Two main aims were stressed:

1. To conserve and develop the old market place at Pakkret riverside to be a place for cultural tourism with the participation of the community. This meant that the cooperation of various community organizations, such as the Nonthaburi Cultural Office, Pakkret Riverside Old Market Place Club and the Urban Community Fund would be needed.

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2. To set up the “Pakkret Riverside Old Market Place Reservation and Development Group” to build a network and determine the management guidelines for the market. Again, people participation in preserving their traditional culture would be emphasized.

Step 3: Setting up a Consulting Committee (Task Force) and Preparatory Activities

After the transfer concept had been approved by the municipality’s leadership, the first project activities began in March 2011. A start was made by developing a structure and assigning responsibilities:

1. Appointment of consulting committee and committee team for this development project with members from various sectors. The consultancy committee and committee team had the following roles and duties:

The Consultancy Committee, whose members included representatives of Pakkret District, the Nonthaburi Provincial Administration, the Khoa Kret Local Government Administration and Municipal Council as well as community organizations and the mayor of Pakkret. The Consultancy Committee was responsible for determining policy and recommendations for the development of the market as well as for follow-up and trouble-shooting.

The Committee Team consisted of experts in various fields who had formed sub-committees concentrating on various areas of expertise, such as education, public relation, public service, public health, to name just a few. The role of the Committee Team was to provide advice and suggestions in their field and be involved in the monitoring and evaluation of the project. The sub-committees also assisted the Committee Team in preparing reports and other information. Other members of the Committee Team had the role of strategic partners. Other responsibilities assigned to the Committee Team included:

□ To plan and coordinate with the committee and officers in all responsible departments and divisions of the local government administration;

□ To assist with the preparation and gathering of information as well as other related documents and promote people’s participation;

□ To set up a schedule of meetings for the Committee Team at least once a month and report the meeting results to other related committees;

□ To regularly and concretely cooperate with the local government administration and other related departments/division.

2. Determination of strategic partnerships between various sectors, focusing on the stakeholders who would be beneficial or advantageous for the development of Pakkret Riverside Old Market Place. This includes

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government organizations, private organizations such as vendors in the old market place, community leaders, leaders of civil society organizations, representatives from religious places, instructors from local educational institutions, community development organizations and other sectors such as the National Municipal League of Thailand and media.

The following preparatory activities were carried out:

Announcement of the policy for “Conservation and Development of Pakkret Riverside Old Market Place” project;

Analysis of the situation and what is required of stakeholders during the development process;

Encouragement for people’s participation through an internal publication in the Municipal’s organizations;

Gathering of information relating to the economy, society and environments of vendors/stakeholders in the area;

Brainstorming for problem solutions;

Communicating the planned project through relevant media;

Preparation for the actual replication, i.e. gathering an opinion forum, appointment of committee team, preparation of the implementation plan plan preparation and budget allocation.

Step 4: Study Tour to Best Practice City

After a first discussion meeting with all stakeholders to reflect on the problems in the old market place, Pakkret Municipality had arranged to conduct an actual survey or study visit of to the best practice city of Solo, Indonesia. The six participants – local officials, coaches and DELGOSEA staff – were keen to acquire more information and have a frank exchange with their counterparts in Solo. Apart from meetings with a number of council officials, including the mayor of Solo, Joko Widodo, whose personal commitment to the project was a decisive factor for its success, the participants visited various markets as well as the locations where previously street vendors had congregated. The delegation was not only impressed by how clean and well-organized the markets were, but also by the sheer number of traders and market officials who took the time to talk to them and answer their numerous questions.

The lessons learnt include:

People participation really was the key to the success of the project. A lot of effort had been made in Solo to involve all communities, to get the media on the side of the project and to make the whole process

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accessible to and advantageous for the street vendors. This ensured good cooperation from all stakeholders.

It is important to set up a strong management committee, drawing from all sections of the community, and develop detailed guidelines for how to conduct such a project and what the roles of the various committee members should be. In that way, the community will take on ownership of the project and continue after the end of the funding period.

The engagement and drive of the mayor is of vital importance for the success of such a project; he is the one with a vision and if he provided strong management, even difficult problems can be solved.

Cooperation between different government departments was working well in Solo and the project-related task were well integrated into the daily responsibilities of staff members. This seems to be another pre-condition for a successful implementation with sustainable results.

Step 5: Finalizing the Transfer Concept

The study tour to Solo confirmed Pakkret Municipality in its instinct that the active participation of all stakeholders would be vital for achieving the harmonious resettlement of street vendors and the joint work on reestablishing the old market. It therefore aimed to establish a genuine participatory approach, looking at various options of how this could work best for the replication process. An integrated and inclusive approach, taking into account vendors, government sectors and civil society, offering incentives and drawing in communities seemed the best way forward.

The experiences made during the study trip found their way into the final version of the transfer concept that was drawn up during a meeting in August 2011, bringing together the project coaches and the four pilot cities. After the concept was submitted to the executives of the municipality for budget approval, the actual best practice replication could be started.

2.2 Description of Results, Main Activities and Outputs

There are two main results that the project ‘People’s Participation on Sustainable Conservation and Development of the Old Market at Pakkret Riverside’ had been planning to achieve. The following table gives an overview of the activities planned to reach each result as well as the indicator used to measure success and the outcome/result of each activity.

Expected Result 1: The old market place at Pakkret riverside is registered as a cultural tourism attraction of Nonthaburi province.

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No. Activity Indicator / Targeted Outcome

Result

1 To arrange a meeting to explain the details of the project to all stakeholders including government organizations, private organization, educational institutions, to analyze the problems and to develop a vision and strategy for a replication plan.

Vision & strategy for conservation and development of old market place at Pakkret riverside;

Replication plan and committee team for conservation and development of old market place at Pakkret riverside for the year 2012

Information relating to the present situation, problem and obstacles of old market place at Pakkret riverside was conveyed;

Strength and weakness analysis of the development and strategic vision that could be implemented as a replication plan for development of the market.

2 To follow up the progress of activities / project under the replication plan of conservation and development of old market place at Pakkret riverside.

80% of activities in the replication plan of the year 2012 were implemented as scheduled.

Some cultural activities took place at the old market at Pakkret riverside that could be scheduled in the tourism calendar and people’s participation in the market was promoted.

3 To promote the old market place at Pakkret riverside so that it becomes a well-known cultural tourism attraction of Pakkret Municipality.

Clear publication and advertisement pattern and plan for the old market;

At least 200 participants in each activity.

The old market place had become well known to the public thanks to media attention;

Street vendors relocated to the old market area.

Expected Result 2: The group for conservation and development of the old market place at Pakkret riverside is established and owes its strength in the management and supervision of the market place to people participation.

No. Activity Indicator / Targeted Outcome

Result

4 To arrange capacity building and a study visit for the committee team and community leader, leader of old market place and all stakeholders.

The target group took successfully completed capacity building activities.

The committee team for conservation and development of old market place at Pakkret riverside has more knowledge and understanding on the cooperation of sustainable development.

5 To set up and run the group/foundation for conservation and development of old market place at Pakkret riverside.

List of committee in the group of development of old market place at Pakkret riverside;

Regulations of the group of old market place at Pakkret riverside.

Regulations for the group members who jointly manage and develop the market exist;

The market has a strong group to manage and supervise the market and can establish a foundation for the future management.

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Here are some more details on selected activities:

1. Brainstorming Meeting for Stakeholders, March 2011

As part of the strategy to create as much people participation as possible and to involve all community sectors in the project replication, Pakkret Municipality had arranged a meeting to present the best practice to all stakeholders in the municipality. A brainstorming exercise threw up many ideas for adapting the best practice to the needs and conditions of Pakkret, which found their way into the transfer concept.

2. Study Visits to Pang-Nga and Phuket Old Town, Thailand, January 2012

In addition to visiting Solo, Pakkret’s official best practice partner, the municipality decided to also travel to two places in Thailand, the Takuapa district of Pang-Nga and the old town of Phuket, where projects designed to restore historic town areas have transformed the areas. A total of 50 participants, including the consultancy committee and the committee team for conservation and development of the old market, took the opportunity to exchange ideas and to get further inspiration for the

DELGOSEA Partnership for Democratic Local Governance in Southeast-Asia - www.delgosea.eu

This project is co-funded by the European Union.

A Project implemented by the consortium: Konrad-Adenauer-Stiftung e.V., Thailand Environment Institute (TEI), Local Government Development Foundation Inc. (LOGODEF), United Cities and Local Governments for Asia and Pacific (UCLG-ASPAC), Association of Indonesian Regency Governments (APKASI), Association of Cities of Vietnam (ACVN), and National League of Communes/Sangkats ofthe Kingdom of Cambodia (NLC/S).

Contact: Konrad-Adenauer-Stiftung – 5/F Cambridge Bldg., 108 Tordesillas crn. Gallardo sts. - Makati City, Manila - Philippines

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1) Brainstorming Meeting for Stakeholders, March 2011As part of the strategy to create as much people participation as possible

and to involve all community sectors in the project replication, Pakkret

Municipality had arranged a meeting to present the best practice to all

stakeholders in the municipality. A brainstorming exercise threw up many

ideas for adapting the best practice to the needs and conditions of Pakkret,

which found their way into the transfer concept.

The executives of Pakkret Municipality, mentors and stakeholders living in the old market place at Pakkret riverside had jointly analyzed and discussed the development of the old market at Pakkret riverside during March 8th - 10th, 2011





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1) Brainstorming Meeting for Stakeholders, March 2011As part of the strategy to create as much people participation as possible

and to involve all community sectors in the project replication, Pakkret

Municipality had arranged a meeting to present the best practice to all

stakeholders in the municipality. A brainstorming exercise threw up many

ideas for adapting the best practice to the needs and conditions of Pakkret,

which found their way into the transfer concept.



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transfer concept, since the plan of Pakkret was not just to redevelop the old market, but also to turn the area into a cultural tourism attraction.

The cultural street of Takuapa was a successful experiment to preserve and represent the whole variety of the districts cultural heritages while at the same time improving the area’s economic potential by positioning the street as a cultural heritage site. It is also an excellent example of successful people participation, as it was through the community’s effort that the historical background of the city was investigated and the decision to preserve the districts heritage was made. A community group had been formed that had developed a cultural conservation plan, also putting emphasis on income generation. There are also various cultural and heritage activities taking place in Takuapa Street, yet again decided on by the community group. For Pakkret it was inspiring to see how well a community could organize themselves and carry out a project as successful as this one.DELGOSEA Partnership for Democratic Local Governance in Southeast-Asia - www.delgosea.eu




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Study Visit to Cultural Street, Takuapa District, Pang-Nga

Impressions of Phuket

Phuket was the next stop on the tour, and the visitors were impressed by how

the city had managed to restore its old center and attract tourists away from the

beaches to experience the old heritage of the island. The town had become

deserted and the beautiful old Chinese-Portuguese shophouses in the former

commercial area were run down and neglected. With people participation and by

setting up a strong community group, the Old Phuket Foundation, these building

were restored and the urban environment was improved. A tourist information

center was set up, as well as small historical museum. These initiatives helped to

draw tourists into the old town, which is by now firmly established on the cultural

tourism trail. The delegates from Pakkret were impressed by the management

methods and received useful information on how such a foundation could be run

and how sustainability could be ensured. Since Phuket can look back on a rich





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Phuket was the next stop on the tour, and the visitors were impressed by how

the city had managed to restore its old center and attract tourists away from the

beaches to experience the old heritage of the island. The town had become

deserted and the beautiful old Chinese-Portuguese shophouses in the former

commercial area were run down and neglected. With people participation and by

setting up a strong community group, the Old Phuket Foundation, these building

were restored and the urban environment was improved. A tourist information

center was set up, as well as small historical museum. These initiatives helped to

draw tourists into the old town, which is by now firmly established on the cultural

tourism trail. The delegates from Pakkret were impressed by the management

methods and received useful information on how such a foundation could be run

and how sustainability could be ensured. Since Phuket can look back on a rich



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Phuket was the next stop on the tour, and the visitors were impressed by how the city had managed to restore its old center and attract tourists away from the beaches to experience the old heritage of the island. The town had become deserted and the beautiful old Chinese-Portuguese shophouses in the former commercial area were run down and neglected. With people participation and by setting up a strong community group, the Old Phuket Foundation, these building were restored and the urban environment was improved. A tourist information center was set up, as well as small historical museum. These initiatives helped to draw tourists into the old town, which is by now firmly established on the cultural tourism trail. The delegates from Pakkret were impressed by the management methods and received useful information on how such a foundation could be run and how sustainability could be ensured. Since Phuket can look back on a rich cultural heritage, it was not difficult to revive some of the old traditions, such as the ‘baba weddings’ that take place once a year and have proved very attractive to tourists. There are also celebrations for the Chinese New Year and other festivities related to the indigenous culture.

At the end of the tour, the participants felt that they had gained some real insight into setting up community organizations in such a way that they could be sustained even after the project had ended. It was also inspiring to see how both town had managed to make the preservation of traditional architecture and culture a commercial success and the team took many suggestions home with them. The advantage of a well-designed and comprehensive publicity campaign to put these areas on the map for tourists was also strongly felt. The delegates also realized that the success of such a project was largely due to the strong leadership of the mayor and other influential figures in the local government – their vision and enthusiasm shaped the projects and inspired the local community.

Participants in the study tour giving feedback





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cultural heritage, it was not difficult to revive some of the old traditions, such as

the ‘baba weddings’ that take place once a year and have proved very attractive

to tourists. There are also celebrations for the Chinese New Year and other

festivities related to the indigenous culture.

Participants in the study tour giving feedback

At the end of the tour, the participants felt that they had gained some real

insight into setting up community organizations in such a way that they could be

sustained even after the project had ended. It was also inspiring to see how both

town had managed to make the preservation of traditional architecture and

culture a commercial success and the team took many suggestions home with

them. The advantage of a well-designed and comprehensive publicity campaign

to put these areas on the map for tourists was also strongly felt. The delegates

also realized that the success of such a project was largely due to the strong

leadership of the mayor and other influential figures in the local government –

their vision and enthusiasm shaped the projects and inspired the local

community.

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Pakkret municipality was quick to act on the lessons learnt from their visit. The Pakkret Conservation Foundation was set up and an external consultant was hired for an analysis of the historical background and the cultural heritage of the area. The group also looked to widen its network and forge more strategic alliances to ensure that as many stakeholders as possible were on board.





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Pakkret municipality was quick to act on the lessons learnt

from their visit. The Pakkret Conservation Foundation was

set up and an external consultant was hired for an analysis

of the historical background and the cultural heritage of the

area. The group also looked to widen its network and forge

more strategic alliances to ensure that as many

stakeholders as possible were on board.





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Pakkret municipality was quick to act on the lessons learnt

from their visit. The Pakkret Conservation Foundation was

set up and an external consultant was hired for an analysis

of the historical background and the cultural heritage of the

area. The group also looked to widen its network and forge

more strategic alliances to ensure that as many

stakeholders as possible were on board.

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Chapter 3: The Impact of Best Practice Replication

3.1 Impact of the Replication on People living in Sakkrat

The replication of Solo’s best practice in Pakkret Municipality was a very positive experience for the stakeholders involved who really managed to rally the community in their quest for the restoration of the old market, filling it with life again and thereby putting Pakkret on the map for cultural tourism in Thailand. While it was not always easy to ensure the active involvement of all community groups, the projects strong management culture, as well as the determination to ensure that everybody’s interest was well represented and the project was integrated into Pakkret’s other development activities.

While it is too early to have hard statistical data, there are some definite social, economic and environmental impacts of the project as summarized below:

Impact: Social Impact of the Project

Replication Process:

The process of gathering the community of Pakkret behind a joint project to restore the old market, move street vendors back into the market hall and help Pakkret become a destination on the cultural tourism trail in Thailand had in itself a positive effect on the people in the city. Community spirit was fostered and community groups found a common purpose in regaining Pakkret’s old center.

Giving local people responsibility, through establishing committee teams and coordination groups, was a very useful exercise in encouraging people participation. Sub-committees were formed and regular meetings took place, which meant that a culture of independent thinking and taking on responsibility for the city’s development was fostered.

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This community spirit was enhanced through the study visit to Solo, which provided inspirations to the conservation and development group of how to approach the project. The way that good relations had been restored in the community could become a model or prototype for other communities.

The people in Pakkret became more aware of the old market at the riverside and started using it again, both for shopping and for taking part or watching traditional cultural activities.

Impact: Economic Impact of the Project


The vendors that had moved back into the newly restored market improved their income;

Completely new shops opened in the market, which showed that the area had become more attractive for business and would attract more economic activity.

Impact: Environmental Impact of the Project


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The environment of the old market has been improved. The area has been tidied up and is decorated with colorful flags and plants. Proper lighting has been installed, making the place safer at night.

The sidewalk, harbor, the pathway to the pier, the pier itself and a walkway connection have all been renovated and signposts have been installed in all these areas.

The old buildings at Pakkret riverside had been preserved as a heritage area. They were renovated and brought back to their former glory under the careful guidance of expert consultants. This helped to create a more pleasant environment for the market area.

3.2 Success Story from the Field

In a chat with DELGOSEA, Mrs Supaporn Dusittanakarin who is a committed member of the cultural tourism promotion task force since the project began in Pakkret and deeply involved in the day to day aspects of the project, expressed her ambition that ‘in the near future, Pakkret old waterfront market will be revitalized and become as famous as Ampawa Floating Market.’ As a former vice president of the Pakkret old waterfront market development group, Mrs Dusittanakarin has been involved in attempts to bring back the market to its former glory since 2008. She was, therefore, delighted to get the chance of being supported by DELGOSEA. She very much hopes that by learning from the best practice city and receiving help from experts, ‘our sleeping market will awaken faster’.

The task force is satisfied with the progress made so far - there has been ‘continuous support from the municipal staff,’ which is extremely helpful in addressing the remaining challenges and helps to move the project along. She expects that the municipality will remain involved, becoming the link between the community and the owners of the shop houses that constitute the old market area, as well as helping to organise the move of street vendors into the area. Being part of the DELGOSEA project makes all the difference, she feels, since this has made the municipality more aware and supportive of activities to revitalise the market that had already begun earlier.

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Chapter 4: Challenges, Sustainability and Recommendation for Future Actions

4.1 Challenges and Problems During Replication and How to Overcome them

As explained above, the best practice replication had been carefully selected to fit well with the needs and priorities of Pakkret Municipality. Nonetheless, some challenges emerged during the implementation process, as summarized in the table below:

Challenges/Problems Solution1. There were a variety of

community groups and other stakeholders who were interested in developing the market, but did not necessarily agree on the best way to approach it. The relationship between some of these groups was not very good, and there was potential for conflict and dissatisfaction with any plan that was put on the table.

This challenge of potential conflict and friction amongst stakeholders was overcome by setting up a carefully thought through conservation group, and giving this group the time and space for regular meeting and listening to the input of everybody concerned. The group was supported in their desire to establish cultural activities.

A communication strategy was developed, ensuring that all community members felt informed and involved. This included giving specific roles to community members to communicate the project in their circles.

2. Due to its position at the river, the market area is at high risk of flooding, especially during the rainy season.

A flooding prevention plan was developed, that including mapping the at-risk areas and constructing appropriate infrastructure.

3. The commercial development of the market is not possible without the cooperation of municipality executives and officers of the local government administration. This was a bit of a problematic area, since the relationship between the two arms of government and the conservation group was not always good, which led to some delays.

Arranged a meeting forum for discussion and negotiation between the executives of all local government administrations along the riverside area regularly in order to create understandings towards the driving direction of this development project and promote the supporting activities together.

Pushed the development project to be a part of policy of Nonthaburi province and encouraged the executives of all local government administrations to join the project regularly

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4.2 Mechanisms to Ensure Sustainability and Activities Foreseen after August 2012

The following activities are planned until the end of 2012 to ensure the sustainability of the conservation and development project of the old market place in Pakkret:

1. To help with renovation of the roof that covers the walkway along the two rows of shop houses;

2. To make the market’s pier more attractive by planting flowers, putting up a billboard, establishing a public viewing point and renovating the public toilet;

3. In collaboration with Koh Kred sub-district, the Koh Kred pier opposite the market will also be renovated;

4. To organize special events in the old market to attract more tourists, for example the Thai-Chinese-Moon food festival and cultural show, the fish and shrimp catching festival, the traditional Sweet Water festival;

5. To transform the “Master Plan and Conservation & Development Plan of the Old Market place at Pakkret Riverside” into an integrated five-year development plan for the municipality of Khao Kret District, the community and the private sector;

6. To turn the conservation and development group that has so far been in charge of the replication activities into a foundation to increase its long-term management effectiveness.

4.3 Recommendations for Other Cities which Intent to Replicate a Best Practice from Another Country or City

Based on the experiences of Pakkret Municipality, the main recommendation is that it is very important to closely study the best practice and ensure that it is actually suited to the problems and challenges of the best practice city. It helps if the local context and culture is quite close to the one of the pilot city. Another important aspect is to ensure that there is a budget for the implementation of the activities – ideally the project fits with the local development plan and gets a budget assigned to it – and that it is in line with local policy and existing projects. That prevents it from becoming a ‘white elephant’ and helps ensure sustainability of both results and activities.

Pakkret made some very positive experiences with following a strict framework, developed in the transfer concept, that involved a precise timeline and clear procedures including for monitoring and evaluation of project results and outcomes. This method was so successful that it will be used for other projects in the municipality and is strongly recommended for any other city that wants to replicate best practices.

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Chapter 5: Monitoring and Evaluation of the Replication Process

Overall Evaluation of Replication Process so far

Monitoring and evaluation were important elements of DELGOSEA’s best practice replication process. Monitoring especially serves not just the purpose of ensuring that a project proceeds according to the planned schedule, but also gives an opportunity to assist with any queries and offer help in solving problems that arise along the way. Pakkret Municipality received regular monitoring visits from the project coaches (a total of four between November 2011 and May 2012), which were not just useful in checking the project’s progress, but also helped the city solve any problems they might have encountered.

Both the coaches and the official DELGOSEA evaluator observed that the goal of encouraging people’s participating in a community development project had been reached. The committees that had been set up were working well and the different mechanisms designed to ensure that each community sector was well represented and included in the decision-making process were working well. A sense of commitment and unity was noticeable amongst the population around Pakkret market. The community leaders developed ideas to promote the restored market and various cultural activities took place already.

Economic benefits were felt as well, after only 18 months of project implementation – the shophouses around the market had reopened and started selling goods, and many traders were moving back into the market. More tourists are visiting the town, which creates new jobs and brings additional income to the community.

Thanks to the establishing of the Old Market Foundation as well as the integration of the development plan for the market into the local five-year development plan, sustainability of the project results is ensured.

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Contact Details

For further information on the replication process, please contact:

Ms. Petcharada Vejsri, Director, Technical and Planning Division, Pakkret Municipality

Tel: +66 81-3416754

E-mail: [email protected]

Ms. Rungnapa Kimnguansong, Policy and Planning Analysis Officer, Pakkret Municipality

Tel: +66 81-3416754

E-mail: [email protected]

If you want to contact stakeholders of the DELGOSEA Network - locally or region - wide, visit http://www.delgosea.eu/cms/contact.

DELGOSEA Links:

Website: http://www.DELGOSEA.eu

Facebook: https://www.facebook.com/DELGOSEA

Youtube: https://www.youtube.com/DELGOSEA

Twitter: http://www.twitter.com/DELGOSEA

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The project has five partner organizations, running the national offices in their respective countries. DELGOSEA partners are:

▪ ACVN, Association of Cities of Vietnam, Vietnam▪ LOGODEF, Local Government Development Foundation, Philippines▪ NLC/S, National League of Communes/Sangkats of the Kingdom of Cambodia,

Cambodia ▪ TEI, Thailand Environment Institute, Thailand▪ UCLG ASPAC, United Cities and Local Governments – Asia Pacific, Indonesia


This project isco-funded by the European Union.

A project implemented by the consortium: Konrad-Adenauer-Stiftung e.V., Thailand Environment Institute (TEI), Local Government Development Foundation Inc. (LOGODEF), United Cities and Local Governments for Asia and Pacific (UCLG-ASPAC), Association of Indonesian Regency Governments (APKASI), Association of Cities of Vietnam (ACVN), and National League of Communes/Sangkats of the Kingdom of Cambodia (NLC/S).

The content of this publication is the sole responsibility of the implementing consortium under the lead of Konrad-Adenauer-Stiftung e.V. and can in no way be taken to reflect views of the European Union.

www.DELGOSEA.eu


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