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This case study uses the Maboneng Precinct, a mixed-use creative hub in downtown Johannesburg, to understand better the role of a private sector developer in urban development and to explore the concepts of urban regeneration, gentrification, and sustainability. 

Until the 1970s, Johannesburg’s Central Business District (CBD) was the economic center of South Africa and, arguably, of the entire African continent.

With conflicts over development, environmental protection and economic growth heating up across the nation, and citizens groups everywhere becoming more organized, sophisticated and influential, this case's themes and issues are familiar even to people without any knowledge of or experience in land use and zoning. The conflicts have a ring of truth; the characterizations of the various interest groups and their initial concerns, needs, fears and positions are realistic and credible.

St. Joseph Shopping Mall is a role-play exercise in multi-party negotiations.

After Major League Soccer announced a plan to bring a team to Salt Lake City, the subsequent intergovernmental tensions with regard to funding and building a stadium caused the Major League Soccer to question their decision.

Major League Soccer announced plans to bring a team to Salt Lake City, Utah, and originally the organization announced plans to build a soccer stadium in downtown.

Through engaging community residents, buying property and creating sophisticated financial negotiations, New Road Community Development Group has brought long-sought sewers and home ownership to a formerly disenfranchised neighborhood.

Ruth Wise and her colleagues have put their formerly disenfranchised neighborhood on the map.

As urbanization increases, the potential for conflict between urban and agricultural interests grows.

This case study explores the various dimensions and challenges of developing Baja California state’s first wind farm and illustrates the energy dilemma faced by a region experiencing high electricity costs due to climate, detachment from the national grid, and an incompatible national energy regulatory structure. The case addresses multiple pillars of sustainability.

The case study chronicles the development of Baja California state’s first wind farm and illustrates the energy dilemma faced by a region experiencing high electricity costs due to climate, detachm

This case study will help students to learn comparative analytic perspectives and conflict management using an innovative approach. It helps students understand the use of the Public Participation Geographic Information System (PPGIS) method as a scientific and systematic tool for participatory governance to reduce conflict in allocating undesirable facilities.

In South Korea, high-tech development has brought an increased demand for electricity, requiring the construction and expansion of high-voltage transmission power lines.

The case is designed to highlight the role of the REC in addressing cross-boundary water issues in two specific projects and to discuss the reasons why the organization has taken the role of intermediary and secretariat, as opposed to taking on more of an action-oriented role. The most important lesson the readers should glean from this case is that cross-boundary sustainability issues require more process-based approaches than cases where just one city or country is involved. The text box on the Pilot Harju Sub-river Basin Project in Estonia should spark discussion regarding these differences.

Further, the stakeholders’ perceptions of an issue are extremely important and contribute to the success or failure in resolving the problem. From Bulgaria’s perspective, the Timok River degradation was seen primarily as a Serbian problem. As a result, the onus to complete the project fell almost entirely on Serbia. In addition, because the mining industry was responsible for most of the point-source pollution of the Timok River Basin, the problem was seen as a mining issue. When the project ended, no other stakeholders came forward to continue to seek solutions. The Drina River pollution, on the other hand, involved three countries, several cities, and many local communities, all of whom had a stake in managing waste and keeping the river clean. Even when the initial project was terminated, other international actors, such as the World Bank and Oxfam, deemed the issue significant enough to initiate projects on their own.

In the aftermath of the conflict in the Balkans in the 1990s, waterways such as the Drina River became natural boundaries between newly formed countries.

This case is designed to illustrate the challenges associated with urban infrastructure development as they relate to the transportation sector and public-private partnerships (PPPs). Jakarta’s monorail provides an excellent example of the trials and tribulations facing decision makers in this context. Resolving infrastructure logjams in developing countries is messy: local institutions cannot always manage a transparent and competitive bidding process, while the range of bidders is constrained by the existing vested interests in the public and private sectors. The prospects for a sustainable solution may be limited in this context. However, in a difficult business environment, certain PPP structures can still succeed with strong government support and a robust risk mitigation strategy. Given all of the complexity in developing countries, strong political leadership and the strategic alignment of actors and interests can produce results, imperfect as these results may be. For now, Mr. Soeryadjaya’s eagerness to tap into Jakarta’s infrastructure market and public support for public transit have placed the monorail project on solid ground.

Jakarta, Indonesia contains at least 9 million people and constitutes nearly one-fifth of Indonesia’s GDP. This metropolis is hamstrung by a sclerotic transportation system.

This case explores the incentives guiding a P3 transit company in Abidjan, Cote d’Ivoire after the government (its primary stakeholders) collapses. As a main tool for post-conflict recovery, the company attempts to address growing needs around public transit as well as its own financial setbacks. 

SOTRA was created at the request of the Ivorian government on December 16, 1960 with a public-private concession agreement shortly after Côte d'Ivoire’s independence from France.