This thesis report presents the process which has been followed to develop a large real estate project in São Paulo, Brazil where the buildings remaining on the site are landmarks. The report includes an extensive case study the Matarazzo Project about which I performed the analysis of the procedure of development during my internship at SCPM – a French Project Management company. The ultimate goal of the thesis is to provide investors with brief recommendations to develop similar project in Brazil with respect of the cultural values. A French Investor intends to develop the Matarazzo Project – a large and complex real estate project in São Paulo, Brazil – on a site defined as a national and municipal landmark by public authorities, respectively CONDEPHAAT and CONPRESP, due to the remaining buildings erected from 1904 which are witnesses of the well-organized institutions of Italian immigrants. The protection of the existing buildings involved a particular procedure to apply for permits. Indeed, it implies the presentation of the project to several organs such as IPHAN, CONDEPHAAT , CONPRESP, SEHAB, SMT, DEPAVE, etc. with a list of required documents – TAC , Projeto de Restauro, Relatorió de Impacto de Vicinhenza, plans, layout, renderings, etc. Thus, to apply for building permits such a situation implies a selected numbers of particular consultants as a Legal Authorization Specialist, Retrofit Specialist, DEPAVE Specialist, Cultural Centre Specialist , lawyers, added to the stakeholders normally present during the development of a real estate project – architects, engineers, land surveyor, quantity surveyor , insurance companies, etc. The case study involved, at this stage, more than 23 entities (2 from the Direction, 3 from the Supervision, and 18 from the Executive Stakeholders) The combination of actors was such because I realized my internship at an early stage of the project – maybe the earliest. Indeed, when I started, the Master Plan had not been defined yet and the Work Cost Estimate had not been performed, even though the Project Manager already had an idea about the overall schedule and was hiring the appropriate stakeholders. By now, the Master Plan has been fixed and shares both green and brown field areas. The existing buildings will host a Retail Centre (18.000m²) surrounded by glazed roof, a Palace Hotel (10.000m²), the Chapel remains a religious place, the Paediatric will be replaced by a Village Hall (500m²). Underground constructions will be located all above the site with a Cultural Centre (18.500m²) and a Parking Lot (55.000m²). Plus, depending on the Right-to- Built, a Tower (21.000m²) will be erected near the Ponta. Consequently, in terms of time, the Project Manager forecasts the whole project to last no less than five years – including legal documents approvals and works execution. In terms of budget, a Work Cost Estimate – more or less accurate depending on the level of completion of the plans of each specific area – has been done so that the Client can start to set up the Business Plan and develop the strategy to finance the project – finding financers, operators, tenants, etc. Having work more than five months on the Matarazzo Project enables to make an analysis of what the situation had been and what it should be. It is crystal clear that mentalities and ways of proceeding between France and Brazil are different. Nothing is said but that is the role of the consultants to establish what strategy to choose, or to state things such as what is allowed to build, how to build, etc. Nothing is written either, indeed there is no code of construction, barely a Código de Obras e Edificações which define for which permit to apply depending on the work to perform. So, the spirit is ‘ do as best as you can and let’s see if will be accepted by legal authorities’. And conflict is avoided – problems are not pointed directly, they last and they became bigger putting the whole project on hold. The solution to all this has been to hire a Project Manager Assistant to work directly from there, increasing communication between France and Brazil, making researches about similar projects, and trying to keep everyone on the right track cause – due to the size of the project – minor points are often forgotten and became major points. For the future, the Project Manager starts to forecast the whole organization of the project, in particular for the detailed conception and execution phases. Regarding the work breakdown structure, to simplify communication proceeding having one representative for the architectural team and one general contractor is the favourite option despite the disadvantages it implies (information retention, increased fees for management of sub-contractor, etc.). The analysis of the procedure of development of a large real estate project in São Paulo, Brazil has resulted in future recommendations on what attention should be focused on. In short, the recommendations include the following: Being aware of local culture and local way of proceeding (steps of development, local institutions, subsequent required documents); Having a good intern organization (being aware of what is due and by who); For more details on the future recommendations, cf. chapter 6.

No description available.

No description available.

Master of Landscape Architecture / Department of Landscape Architecture/Regional and Community Planning / Timothy D. Keane / Papago Park is an extraordinary urban space that has a rich history in the development of the Phoenix metropolitan area. The park was settled by pre-historic civilizations and has since been a significant recreation space for more recent generations. Although the park has been treasured among locals for ages, the development of large tourist attractions and other program elements have not been part of a cohesive park design. The park lacks a sense of unity and a strong local identity. Papago is unique in the fact that it is the only major urban park that showcases the native Sonoran Desert ecosystem. Conservation of these limited areas of native landscape is important. There is great potential for Papago to better respond to the environmental, educational, and recreational needs of the public. With this master plan, development of Papago Park is guided in order to unify park elements and strengthen its identity. It is intended that a cohesive park design which focuses on conservation of native landscape with an integrated social program will help Papago Park gain proper recognition on a regional and national scale.

The Asian financial crisis in 1997 98 left a severe impact on Malaysia s economy and banking system. This has forced the Malaysian government to undertake financial restructuring initiatives to restore market and public confidence, and to meet the ongoing challenges associated with market structure, financial innovation and globalisation. Therefore, Bank Negara Malaysia (BNM) introduced a ten-year Financial Sector Master Plan (FSMP) to strengthen domestic banks and the regulatory structure, and to promote the banks efficiency by stimulating a competitive banking industry through financial liberalisation. The crisis for banks in Malaysia and the region has been extensively studied in the past (Sufian, 2010). However, empirical studies of the post-crisis period, and the implementation of the FSMP, remain limited. Hence, a data set of all banks in Malaysia, which covers the period 2000 2011, was employed to examine the effect of the FSMP s initiatives on Malaysian banks efficiency between 2000 and 2011. To measure this efficiency, this study employs both parametric and nonparametric models: namely, stochastic frontier analysis (SFA) and data envelopment analysis (DEA). Economic functions such as, cost-, standard profit- and alternative profit-efficiency were used in a 1-stage SFA model, which includes control variables (e.g. capital adequacy, asset quality and liquidity) and environmental variables (e.g. ownership, size, specialisation, deregulation periods and market structure) in the model specifications. In addition, this study employs SFA as the main measurement method, while the DEA model was used to cross-check consistency (Resti, 1997; Bauer et al., 1998). Both SFA and DEA demonstrated that, in most cases, the consistency was moderate. The level of cost efficiency of Malaysian banks worsened over the years 2000 2011, with average cost efficiency during this period was at 76.5%. Despite the various liberalisation measures introduced to the banking industry particularly during the three phases of the FSMP; 2000 2003; 2004 2007; 2008 2011 cost efficiency trended downward, due to the effects of consolidation by domestic banks, deregulation of interest rates, the introduction of foreign Islamic banks, and the global credit crisis. Banks in Malaysia were forced to adjust their inputs and outputs to the rapid changes in the banking industry, which might have made a negative impact on cost efficiency. On the other hand, the banks demonstrated a steadily increasing profit efficiency trend, which fluctuated with the introduction of interest rate liberalisation (early second phase of the FSMP (i.e. 2004)) and during the global credit crisis (early third phase of the FSMP (i.e. 2008)). The average profit efficiency for 2000 2011 was 93.3%. The profit efficiency exhibited an increasing trend in the first (2000-2003) and second (2004-2007) phases of the FSMP, suggesting that the effect of consolidation by domestic banks had resulted in higher market concentration and greater market power among the remaining banks. However, the profit efficiency average scores fell in 2004, 2008 and 2011. This is attributed to the deregulation of interest rates, the deleveraging of the inflow of foreign funds, and the rapid increase in policy interest rates. At a more granular level, domestic banks were found to be more cost efficient, but marginally less profit efficient, when compared to foreign banks. In terms of bank specialisation, conventional banks were more cost- and profit-efficient than Islamic banks. With regard to economies of scale, the majority of Malaysian banks revealed scale economies, illustrated by a U-shape, with medium-sized banks being more scale efficient than small and large banks. These results suggest that, to enhance Malaysian banks efficiency, the government must maintain competitive pressure on the large domestic banks that were consolidated during the first phase of the FSMP (2000-2003). Policymakers may want to further open up banking markets, improve risk management and governance, encourage financial innovation, and support expansion of smaller banks. The implementation of deregulation initiatives during periods of uncertainty (e.g. the global credit crisis) have also resulted in decreasing trend of cost and profit efficiency. Hence, monitoring initiatives, using tools such as frontier measurement is important for regulator s macro- and micro-prudential surveillance.

New Orleans indigenous cultural traditions such as Mardi Gras Indians, Social Aid and Pleasure Clubs and second line parades were born out of the disenfranchisement of the African American community. Though the practices have existed for over a century and provide social benefits, they have faced hostility from the police department, indifference from elected officials and city planners, as well as economic exploitation, denying them the ability to thrive. With a restructuring of public policy and outside assistance, these cultural traditions will be able to help revitalize the economically depressed areas where they continue to be practiced.

To achieve true sustainability, planners must balance the interests of environmental protection, economic development, and social equity. In a critically changing, complex ecosystem such as Louisiana’s coast, challenges to achieve the perfect equilibrium are further compounded. Following the logic of emerging adaptive co-management literature, the planning framework for Louisiana’s Coastal Master Plan could be transformed into a more collaborative, democratic process. Adaptive co-management is a regime which provides power to local citizens, often in possession of invaluable traditional ecological knowledge. In general, it focuses on constant learning and collaboration. Through power-sharing and participatory action, we embrace science, but step back from technocracy. We utilize local knowledge, and combine it with expertise.

O presente trabalho tem como objeto de análise os Mapas de Lei dos marcos urbanísticos da cidade de São Paulo. Objetivo é verificar como os mapas têm sido utilizados para a aplicação da legislação urbanística e em que medida o Mapa se torna o efetivo vínculo normativo na aplicação da lei. Busca-se aferir qual foi o papel atribuído ao Mapa no decorrer dessas legislações e qual a sua posição dentro da estrutura jurídica e urbanística. Para isso iremos avaliar os mapas dos planos diretores e zoneamento da cidade de São Paulo dividindo-os em três períodos, determinados pela vigência de cada plano: o Plano Diretor de Desenvolvimento Integrado de 1971 (PDDI), o Plano Diretor Estratégico de 2002 e o Plano Diretor Estratégico de 2014. / The object of this master\'s thesis is the Maps of Urban Landmarks Laws of São Paulo\'s city. Aim is to verify how the maps have been used for the application of the Urban Legislation and in what extent the Map becomes the effective normative link in the application of the Law. It seeks to study the role assigned to the Map in the course of these legislations and what its position within the legal and urban structure. For this purpose, we will evaluate the Maps of the master plans and zoning laws of the city of São Paulo, dividing them into three periods, determined by the validity of each plan: the Integrated Development Master Plan of 1971 (PDDI), the 2002 Strategic Master Plan and 2014 Strategic Master Plan.

A presente pesquisa tem por objetivo conhecer o processo de elaboração do projeto de lei da segunda revisão do Plano Diretor do Município de Ribeirão Preto a fim de desvendar de que forma o Poder Executivo garantiu a participação popular neste processo e quais foram as percepções de alguns dos atores nele envolvidos. A pesquisa, de caráter qualitativo, foi realizada em duas etapas. A primeira, de caráter documental, foi realizada junto à Secretaria de Planejamento e Gestão Pública - SEPLAN do município de Ribeirão Preto, ao Conselho Municipal de Urbanismo (COMUR), à Câmara Municipal de Ribeirão Preto e ao Ministério Público do Estado de São Paulo onde foram consultados documentos referentes à participação popular nos processos de elaboração e revisão do Plano Diretor de Ribeirão Preto. A segunda etapa se deu através de entrevistas realizadas com diferentes atores participantes do processo de elaboração do projeto de lei da segunda revisão do Plano Diretor do Município de Ribeirão Preto. Observamos através dos documentos e relatos acerca do segundo processo de revisão do Plano Diretor de Ribeirão Preto, que, desconsiderando etapas como a leitura participativa e ações de capacitação, a revisão foi encarada pelo Poder Público como mero requisito formal, sem a garantia da coordenação compartilhada do processo, da diversidade e sem a devida transparência e publicidade sobre os atos praticados. / The objective of this research is to better understand the drafting process for the bill of the second revision of Ribeirão Preto Municipality´s Master Plan in order to reveal how the Executive Power assured the popular participation in this process and what the perceptions of certain social actors involved in it were. The qualitative research was carried out in two stages. The first stage, based on documentary analysis, was conducted within the Department of Planning and Public Management of Ribeirão Preto (SEPLAN), the Municipal Council of Urban Planning (COMUR), the Ribeirão Preto City Council, and the São Paulo State Public Prosecutor\'s Office; where documents related to public participation in the drafting and revision of Ribeirão Preto´s Master Plan were consulted. The second stage was made through interviews with different actors involved in the drafting process for the bill of the second revision of Ribeirão Preto Municipality\'s Master Plan. It was possible to perceive through the analysis of documents and testimonies about the participatory process that, disregarding steps such as participatory reading, training activities, and shared coordination of the process, the review was conducted by the Government as a mere formal requirement, without the guarantee of diversity and without proper transparency and publicity of the acts performed.

Este trabalho trata dos principais elementos da dinâmica do desenvolvimento de São José do Rio Preto, organizados em quatro períodos do planejamento urbano: o primeiro, refere-se à lei de zoneamento de 1958 e à idéia de promover o desenvolvimento industrial na cidade; o segundo, a partir da década de 1970, é marcado pela intervenção estratégica do estado militar desenvolvimentista, fundamental na configuração do desenvolvimento do município; o terceiro, ocorre no período de redemocratização do país, com a elaboração do plano diretor, em 1992, que tem como objetivo definir um padrão de desenvolvimento econômico moderno e preparar a rede físico-territorial para absorver o crescimento da cidade; e, o quarto período, encerra-se com a revisão do plano, denominado plano diretor de desenvolvimento sustentável, em 2006, pós a obrigatoriedade constitucional de inserir a população no processo de planejamento urbano. A participação popular passa, ainda, a ser garantida na gestão do orçamento público, por meio da instituição, em 2001, do orçamento participativo local. Um elemento decisivo na configuração do processo de desenvolvimento e de planejamento urbano de São José do Rio Preto, refere-se à ação das elites locais no fortalecimento da posição polarizadora da economia e à utilização da técnica para planejar a cidade. / This work treats of the main elements of the dynamics of the development of São José do Rio Preto, organized in four periods of the urban planning: the first, refers to the law of zoning of 1958 and the idea of promoting the industrial development in the city; the second, starting from the decade of 1970, is marked by the strategic intervention of the developing military state, which is fundamental to the configuration of the development of the municipal district; the third, happens in the period of redemocratization of the country, with the elaboration of the master plan, in 1992, which aims to define a pattern of modern economical development and to prepare the physical-territorial net to absorb the growth of the city; and, the fourth period, which closes up with the revision of the plan, denominated master plan of maintainable development, in 2006, after the constitutional compulsory nature of inserting the population in the process of urban planning. The popular participation is guaranteed in the administration of the public budget, through the institution, in 2001, of the local participative budget. A decisive element in the configuration of the development process of the urban planning of São José do Rio Preto refers to the action of the local elites in the strengthening of the pole position of the economy and the use of the technique to plan the city.