10 main problems of thinking in sectors

The interlinkages between the sectors are so strong that thinking along sector lines leads to a limited and superficial of the problem and the intervention = the success of a city comes from the strength and dynamism of the overlaps within the system.

Budget lines for the sectors have little to do with spatial priorities/plans.

Collaboration across sectors results in innovative urban solutions to long-term problems.

Limited impact monitoring – the full impact of a new road won’t be understood if the only thing monitored is the physical building of the road and not the changing number of accidents over time.

Limited impact monitoring – long-term understanding of impact, both positive and negative, can’t be understood without taking other sectors into consideration.

Planners become too specialised in their sector rather than developing their wider capacities, which prevents them for taking a holistic approach, causing the city to suffer.

Support and buy-in from stakeholders in other sectors is essential for an effective, efficient and sustainable intervention.

Achievements to date in other sectors can be harmed by taking a sectoral approach

Community buy-in enhances the success of an intervention – the average person thinks about issues rather than in sectors (i.e. their health is impacted by water, sanitation, waste collection, traffic pollution, climate change, etc.).

Vital lessons learned and more up-to-date data used by other sectors and cross-sector interventions will greatly enhance the intervention.