| 4. In which ways is the initiative creative and innovative?
○ The development of a socially inclusive urban regeneration model was undertaken in 2009 under the direction of Mayor Hur. The Sanbokdoro Forum and partnership meeting was held to establish an implementation system involving academia, NGOs, and local residents.
- July 2009, Busan Mayor Hur, "The bar has been set to turn Sanbokdoro into a premier culture and tourism destination.”
- Sept. 2009, The Sanbokdoro Renaissance Project kicks off.
- June 2009, The Sanbokdoro Forum set up with 80 members from academia and NGOs.
- Aug. ~ Dec. 2010, on-site inspection, survey, meeting with residents, and partnership meetings take place.
○ Development of Sanbokdoro's storytelling resources and cultural contents started in 2011. A feasibility test and local resource analysis are conducted. A residents' participation plan set up.
- April 2011, a community council is formed, and the planner and coordinator are deployed.
- June 2011, residents’ projects are initiated and a community business school is opened.
- October 2011, the Sanbokdoro Eco-museum feasibility test is started.
- Nov 2011, the Sanbokdoro Storytelling Competition is opened and a book is published.
- Dec 2011, the basic plan for Sanbokdoro Archive is initiated.
- Feb 2012, the Sanbokdoro Community Support Center is opened.
- Mar 2012, the new transportation system feasibility test begins.
- July 2012, the Busan Village Creation Support Ordinance is enacted
- Dec 2012, the Sanbokdoro Renaissance Project compilation book is published.
- Feb 2013, the Sanbokdoro Historical Figure Project is initiated.
○ Community welfare, culture, education, and job creation programs are launched along with a universal service started in 2013 to encourage more villagers to participate in the project.
- Mar 2013, the Sanbokdoro Archive Center is opened
- Apr 2013, the Sanbokdoro Free Medical Service Center is opened.
- May 2013, the Sanbokdoro Observatory and Exhibition Center are opened.
- May 2013, the Busan Village Creation Center is opened
- June 2013, the Sanbokdoro house remodeling service is launched.
- June 2013, the Sanbokdoro Concert Hall is opened
- July 2013, the Sanbokdoro Community Center is opened
- Aug 2013, the Sanbokdoro job center for seniors and book cafe are opened
- Oct 2013, welfare, tourism, traffic information services are launched
- Oct 2013, joint community brand launched
- Nov. 2013, CPTED (Crime Prevention through Environmental Design) system is initiated, and nightlight installed
| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
○ The initiative was originally proposed by Mayor Hur and Busan drew up the implementation plan. The BDI (Busan Development Institute) was responsible for the master plan and the community-level plan was set up after consulting with community councils.
○ Action plan for the initiative
- Busan financed the project, revised policies and set up an action plan.
- Resident councils were responsible for improvement of living conditions and six self-governing districts while community centers ran community programs.
- A variety of community centers were involved including knowledge sharing organization ‘Imago,’the welfare corporation Rosario Caritas, and the Busan Development Institute.
- Education and cultural programs including the Gamcheon Community Council, the community of Sulosanbok, the Culture and Art Human Resources Association, the Busan Nature Art Association, the Busan YMCA, and Silla University
- Community businesses including the Sanri, Gobundori, Gamnaegol Damoa, Amigol Cooperatives, and the Gotmaeul Youth Club
- Medical services including the Busan Medical Center, Good Munwha Hospital, Bongsaeng Hospital, Ilshin Christian Hospital, Inchang Hospital, Jeil Nara Hospital, and Songwon Geriatric Hospital
| 6. How was the strategy implemented and what resources were mobilized?
○ Financial, technical and human resources for the project
- Capital was raised by the City of Busan and through various public projects. To date, 37.2 billion KRW has been injected and 150 billion KRW is expected to be invested by 2020.
- Economy-based urban regeneration projects are being implemented to improve residential areas that have been traditionally run down. Other projects include; the Village Creation Project; the Cultural Space Project; and the Neighborhood Economy Revitalization Project.
- For technical and human resources, local residents and administrative experts joined forces. Resident councils were formed in 25 villages and residents were engaged from the start of the project. A village creation center was set up and a planner and coordinator were deployed.
○ Finance and contributor
- Busan city covered 100% of the budget. As the Urban Regeneration Act went into effect on December 5, 2013, more budget space can now be allocated when this project is selected as a national project.
- This project has become a role model for urban regeneration plans by the central and other local governments. Busan was awarded the Presidential Prize in 2013 for this project.
| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
○ Partnership between local residents, administrative experts and civil society
- Community councils were formed to encourage residents’ active participation.
- A task force was organized to implement the initiative and administrative and financial support was provided where needed.
- A steering committee to review, advise, and monitor progress was established.
- The Sanbokdoro Forum conducted academic studies, research on local resources, and encouraged local residents to engage in the project.
- Maintained sustained relationships between citizen groups and artist organizations for educational and cultural follow-up programs.
○ Online and offline participation channel opened for all
- Held community meetings on a regular basis to increase face-to-face interaction between government officials, experts and local resident council members.
- A smartphone app was developed to encourage young people to participate in the project and have their voices heard.
- RFID cards were distributed to senior citizens to help them access information.
○ A planned budget was drawn up to ensure that confirmed plans were executed immediately the following fiscal year.
| 8. What were the most successful outputs and why was the initiative effective?
○ A steering committee was organized to review, advise, and monitor progress.
- A promotion committee was formed consisting of council representatives, government officials, planner, coordinator and local resident council members.
- Conducted general review of the project to identify which plans were most effective and which were not meeting targets. Design and management plans for each project were also provided.
- Audited and advised on proposals submitted by community council.
○ The BIMD (BUSAN Index of Multiple Deprivation) was developed to review the status of the project.
- The BIMD consists of seven categories: employment, health and disability, education, housing, social safety, and living conditions. The index analyzes deprivation levels of eup, myeon, dong, and tong, the smallest administrative unit.
- Outside professionals assessed the project based on the BIMD criteria once a year and recorded improvement measures.
| 9. What were the main obstacles encountered and how were they overcome?
○ First, a lack of understanding about the initiative among local residents as well as passive attitudes from government officials in community centers and self-governing districts.
- Partnership meetings were held in villages to help local residents understand the initiative. A consultative body was formed prior to the project’s start involving government officials, residents, and relevant organizations. Specialized education programs were held 87 times in 2012.
○ Second, as there was little precedent to implement a new urban regeneration model, it was difficult to secure sufficient local budget without the support of the central government.
- The ‘Special Act on Urban Regeneration Promotion and Support’ was proposed to secure support among government bodies.