Summit report produced in association with

Bristol City Council and Mott MacDonald

Empowering
cities as drivers
of change
Global Parliament of Mayors
Annual Summit 2018, Bristol, UK
 Empowering cities as drivers of change I 3

Empowering
cities as drivers
of change
“In our interdependent world, “Mayors are the drivers of change, the agents
responsible for bringing about transformation in
cities have not only the obligation our cities. The GPM strengthens mayors’ leadership
but the right to achieve solutions to advocate for solutions to critical global issues at
the international level. I encourage more cities to
to global issues,” said the become members, for the benefit of their citizens.”
Global Parliament of Mayors' Mayor Patricia de Lille
Chair
founder, Dr Benjamin Barber.
More than half the world’s population lives in cities “The voices of cities matter, especially in this day
and by mid-century it is expected that more than and age where mayors tackle issues as varied as
two thirds will. Our urbanising world means that urban security, migration and health, on a daily
cities make an ever-increasing contribution to and increasingly urgent basis. The GPM welcomed
national and regional economies, and so, in turn, nearly 70 mayors from around the world to its 2018
city leaders need to have an increasing voice in summit in Bristol. The interest in participation is a
national, regional and international processes. clear sign that the principles of the GPM respond
to the needs of mayors all around the world.”
Contents The Global Parliament of Mayors (GPM) is an Mayor Peter Kurz
unapologetic champion for city leaders across Vice chair
City power on the global stage 4 the globe, their issues, their agendas and
Global Parliament of Mayors history and aims 6 their voice. Directly elected mayoral members
Dr Benjamin Barber Global Cities Award 8 represent cities large and small, developed “The GPM fosters innovation, collaboration and
Introduction to the three summit declarations 10 unity between mayors. By working together
and emerging, from all points on the globe.
Declaration theme 1: Harnessing the power of migration for an inclusive city 12 strategically, we’re helping the voice of city
Declaration theme 2: Strengthening urban security through city leadership 16 leaders to be heard at international level.”
Declaration theme 3: Driving good population health to strengthen city resilience 20 Only three years old, the organisation was founded
Women in leadership 24 on the belief that mayors can drive solutions to the Mayor Marvin Rees
Entrepreneurship and talent 26 challenges they face, that are more progressive, Treasurer
Introducing city challenges and solutions 28 more targeted and faster-acting than those
Challenges and solutions: delivered at national and international levels.
Gaining greatest benefit from business 30
Challenges and solutions: Innovative finance 32 By creating an active platform our aim is to support GPM Summit 2018
Challenges and solutions: Digital, innovation and high tech 36  mayors to create a safer, sustainable and inclusive world. The third annual GPM Summit, the biggest yet, took
Challenges and solutions: Low carbon and energy 40 place in Bristol, UK, in October 2018. Sixty seven
Challenges and solutions: Housing and transport 44 mayors from 36 countries joined leaders from 12
Challenges and solutions: Healthier cities 48 global city networks and experts from international
Cities at Mott MacDonald: improving people’s lives 52 organisations and UN agencies. The summit led to
Closing statement 54 the first formal meeting of all UK city leaders, plus
community events with over 500 Bristol citizens.
4 I Empowering cities as drivers of change

Focus of the ‘specific 61%’ Network membership

20

15

Number of networks
10

City power on 5
55% 45%

the global stage

0

Environment

Economic, property, IT

Regeneration

Security

Migration

Education

Health
45%
Cities plus a variety of other members: private
and non-profit organisations, academic
institutions, NGOs and regional governments
Environment encompasses: climate change (4 networks),
energy (2 networks), climate and energy (2 networks), green
55%
Most of the challenges, crises, infrastructure and transportation (2 networks), and environmental

99
sustainability/sustainable development (10 networks). Cities only
and opportunities of this century
will occur in cities. A growing
number of city networks have global city networks
been established with the aim of The rise of city networks signals a potentially historic
But cities are excluded from international discussions
impacting international policy- on migration and the global refugee crisis, despite cities shift in global governance. In a time of growing
What they’re interested in
making. Georgetown University, being the destination for 60% of refugees and 80% of dissatisfaction with supranational institutions, allowing
local governments to have a seat at the table could
internally displaced persons. Yet mayors are on the front
Washington USA, has reviewed 99 line in addressing related challenges around housing, revitalise and re-legitimise global governance by
global city networks – the majority assimilation and protection, employment, education, ensuring that representation at the highest level includes
leaders who are closely connected to their citizens.
and nutrition and health. Mayors consequently
of those active internationally – also have unmatched expertise in these issues.
to understand what sway they 61%
Summit participants reflected on the challenges
of realising this aim. Which city networks could be
Education and health are other obvious gaps
hold, the focus of their efforts 39% in the focus of current city networks. formally incorporated into global institutions and
and where the gaps are. co-ordinate to change the international system?
They recognised that consolidating the voice of
Only 32 of the 99 city networks attempt to access
global policy-making. And only a handful are successful: cities will require careful strategic navigation.
C40, UCLG, and its affiliates UCLG Regions and UCLG
Metropolis. The GPM should create alliances with Susan Parnell and Sean Fox, Cabot Institute for
Today’s international political and legal system was these organisations and work towards different but
the Environment, University of Bristol
established in the post-war years which placed nation- complimentary goals – notably migration, health
states at the centre of global governance. Cities have 61% and education.
been absent and are power-light. But that is beginning Specific or very narrow focus, eg climate
to change as cities band together in networks to resilience and regeneration The GPM is emerging at an exciting time in international
pierce, participate in and transcend the current Act as subject experts and lobbyists politics, when the influence of sub-state actors is
political world order. Their growing success and profile increasing. Cities have a record of getting important
is being described as ‘municipal internationalism’, 39% governance work done at local level, even when their
‘transnational municipal networking’, ‘municipal foreign Broad/general agenda, eg governance, national governments are incapable or unwilling.
policy’ and the ‘International Municipal Movement’. sustainable development and inclusive growth
Promote inter-city solidarity and knowledge sharing As one of the only global coalitions of mayors, the GPM
Neglected themes has the potential to make a significant and lasting impact.
Nearly every major threat defies national boundaries,
requiring global and local solutions. Some of these are Sheila Foster and Chrystie Swiney for Georgetown University
well recognised and city networks are participating in
efforts to address them – for example climate change.
6 I Empowering cities as drivers of change Empowering cities as drivers of change I 7

Global Parliament
of Mayors: making
a real difference
Established in 2016 as a GPM governance
The GPM is governed through its eight-
governance body of, by and for member executive committee. Board members
mayors, the Global Parliament are elected for a three-year term.

of Mayors (GPM) cultivates local Co- chairs: Mayor Peter Kurz (Mannheim, Germany)
and Mayor Marvin Rees (Bristol, UK)
knowledge, facilitates city-to-
city partnerships, and amplifies Executive committee members:
Mayor Stephen Benjamin (Columbia, USA)
practical, action-oriented solutions. Mayor Christine Sagen Helgo (Stavanger, Norway)
Mayor Jefferson Koijee (Monrovia, Liberia)
Mayor Grace Mary Mugasa (Hoima, Uganda)
Latest United Nations figures show that 55% of Mayor Baikuntha Neupane (Vyas, Nepal)
the world’s population lives in urban areas and Mayor Leoluca Orlando (Palermo, Italy)
is set to increase to near 70% by 2050.
Join us
Rapid urbanisation places huge demands on Join and help influence global policy. Membership
a city’s ability to provide security, health care, will enable you to:
services and employment for its citizens, as well
as affecting the environment and climate. • Strengthen your leadership and advocate for
issues at an international level
Mayors of the world want to create a safer, more • Communicate directly with fellow mayors –
inclusive and sustainable world by strengthening the give and receive support, skills, information
rights of cities. The GPM is about local government and knowledge
addressing critical global challenges. Promoting • Get involved in city-to-city partnerships to
collective city decision-making across borders, GPM is enhance co-operation and connectivity “Individually we have the power to act
here to foster collaboration to achieve those goals. • Access the Virtual Platform for mayors
locally, when we know something
In support of the United Nations' Sustainable Becoming a member requires commitment impacts the lives of our residents. But
Development Goals, the GPM: to the GPM's values and mission statement
and acting as an ambassador for the GPM
by acting collectively and speaking
1. Builds an active, impactful and structured
network of, by and for mayors. and its united action policy. The annual with one voice, we can make a
2. Amplifies a united global voice for membership fee is based on the gross national
income and the population of your city.
difference to global governance.”
cities and their residents.
3. Enhances co-operation, connectivity and Mayor Patricia de Lille
solidarity between city leaders. Applications at [email protected] Chair of the Executive Committee
4. global agendas by mobilising Visit us at www.globalparliamentofmayors.org
regional and local action.
8 I Empowering cities as drivers of change Empowering cities as drivers of change I 9

Outstanding city leaders

Mayors Zandile Gumede
and Daviz Simango
During the summit, the Global
Parliament of Mayors announced
Mayors Zandile Gumede of
eThekwini (Durban), South
Africa, and Daviz Simango of
Beira, Mozambique, as winners
of the Dr Benjamin Barber
Global Cities Award 2018.
Since 2016 Mayor Gumede has been promoting basic
human rights on health, safety, water and sanitation in
eThekwini.

She is best known for her pioneering Mama Zandile

Gumede Foundation, recently relaunched as the Light
of Ubuntu, which is focused on empowering women
and youth through education and skills development,
and promoting greater humanity in social, political and
economic discourse, and in domestic and community
environments.

Mayor Gumede has championed investment in improved

health information and treatment with the ambition to
raise a generation free from the scourge of AIDS.

Mayor Simango’s background as a civil engineer has

seen him focus infrastructure projects to improve
the quality of life for Beira’s citizens and protect its
surrounding environment.

Since his election in 2003, Mayor Simango has defied

Mozambique’s complicated political landscape to promote Honouring our founder
public health and provide economic and recreational Our annual award honours the
opportunities. Beira has a history of cholera outbreaks
linked to poor drainage and sanitation and its oceanside GPM’s founder, Dr Benjamin Barber.
outskirts are prone to flooding from rising sea levels. It recognises and celebrates
In response, Mayor Simango has introduced schemes outstanding city leadership and
including the ‘Mozambique cities and climate change
project’ that will protect more than 300,000 residents
is awarded to the candidate who
from climate-related impacts. Improved drainage, green has best represented the values
infrastructure, tree planting and mangrove restoration
are reducing flood risk by 70%, providing natural cooling
and principles set out in the GPM’s
for the city, improving biodiversity and offering economic constitution during the past year.
and recreational opportunities for the city’s population.
10 I Empowering cities as drivers of change Empowering cities as drivers of change I 11

Issues of
our time

Migration, urban security and

health are headline issues for
mayors and citizens alike. As
the research by Georgetown
University on page 4 reveals
they are relatively ‘neglected’
by existing city networks.
As reported in the following pages, the Global
Parliament of Mayors debated the issues and voted
on recommended actions to address them.

The votes result in the GPM Summit 2018

declarations, which will be enacted over
the coming two years and beyond.
12 I Empowering cities as drivers of change Empowering cities as drivers of change I 13

Declaration theme 1
Harnessing the power
of migration for an
inclusive city

Migration between towns, cities City networks and initiatives are developing solutions to
the key challenges brought by migration – education,
and countries has presented housing, economic growth and development, public
challenges and opportunities service delivery and urban planning, among others.
Systems for sharing innovation and best practice are
throughout human civilisation, being established, yet traditional institutional responses
but is occurring today on a are unequal to the pace and scale of migration.

systemically challenging scale. Cities are under-represented on the global stage when it
comes to key decision-making on refugee and migration
Latest figures suggest there are more than one issues. This summit took place at a key point in the
billion migrants in the world – voluntary and development of the UN Global Compacts on Migration
forced – the majority of whom end up in cities. and Refugees, a process which the GPM had already
been actively engaged with. Without such action, there
As well as bringing talent, energy and cultural is real danger that diplomatic processes could bypass
diversity, migrants also challenge city leaders cities and leave them without representation during the
to address issues of integration. review and implementation of these key global initiatives.

City responses to this challenge have been Migration is one of the most high-profile political
characterised by the theme of inclusion. Mayors challenges of our time and, with its members, the GPM
and civic leaders have designed and implemented has an opportunity to amplify the voice of city leaders
policies that allow newcomers to contribute to in international discussion on migrants and refugees.
and benefit from their new communities. This local
perspective has never been more important.
14 I Empowering cities as drivers of change Empowering cities as drivers of change I 15

Mayors’ debate
and commitments
Migration

A stimulating debate highlighted Declaration pledges

1. Implement the Global Compact for Migration
some of the issues cities face and the Global Compact on Refugees in our cities.
when dealing with the mass
2. Emphasise the benefits of migration in our work
movement of people. and use the language of inclusion, welcome
and belonging.
On the panel: OECD’s Claire Charbit, Mayor Yvonne
Aki-Sawyerr of Freetown, Sierra Leone, Mayor Leoluca 3. Call on National governments to:
Orlando of Palermo, and Mayor Christopher Calbadon • End the use of dehumanising language in relation
of West Sacramento, USA, with contributions from to migrants and refugees.
Karen Gulick of UNHCR, Laura Healy of UNICEF, • Collaborate with city leaders in developing and
and David Lubell of Welcoming International implementing migration-related policy.
• Allocate migration related resources and
The narrative about migrants must be focused on their powers at local level.
humanity and the potential benefits they bring to their
destination cities. Speakers stressed how collaboration 4. Call on International institutions to:
between cities and urban districts is vital if migrants – • Include cities when developing and
national and international – are to reach their potential. implementing international agreements on
They underlined the point by addressing the challenges migration and refugees.
that source cities face and emphasised that some • Collaborate with cities to develop innovative
migrants could be dissuaded from leaving if cities could ways to manage migration for the benefit of both
create greater opportunity through stronger inter- departure and arrival cities.
regional, national and international co-ordination.
5. Commit the GPM to work in the following
Recognising skills, personal safety, inclusion, opportunity, partnerships:
employment and trust can help migrants unlock their • UN High Commissioner for Refugees (UNHCR)
full potential. Working with migrants to equip them with to promote the #withrefugees cities pledge
the tools to shape their own destiny was seen as key. and the Cities of Solidarity initiative.
• United Nations Children’s Fund and UNHCR to
The panel heard from 16-year-old Stiven Bregu who champion the rights of migrant and displaced
settled in Bristol after being trafficked to the UK aged 13. children and youth in the implementation
Stiven took part in Bristol City Council’s City Leadership of the Global Compact for Migration and
Programme which identifies and invests in the lives of the Global Compact on Refugees.
high-ability, high-aspiration students from disadvantaged • Brookings Institute, the OECD, Welcoming
backgrounds. He has pushed himself to achieve International and others to create city-level
excellent exam grades at school and is now looking indicators for integration which are aligned
towards further study. He has achieved this despite with the Global Compact for Migration and
speaking little English when he arrived in the UK in 2015. the Global Compact on Refugees.
• Mayors Migration Council to advocate on behalf
Stiven called on the GPM to recognise and support of cities in relation to the implementation and
young migrants. “I know the City of Bristol has had review of the Global Compact for Migration
confidence in me. Please fight for us,” he said. and the Global Compact on Refugees.
16 I Empowering cities as drivers of change Empowering cities as drivers of change I 17

Declaration theme 2
Strengthening urban
security through
city leadership

Latest international studies However, every effort must be made to prevent civil
liberties being infringed. If citizens lose confidence
indicate that violent and traditional in law enforcement, then it undermines the ability
crime rates are falling globally. to protect them. Therefore municipal governments
and their police must set out clear guidelines for
Homicide and other violent crime rates have accessing and retaining personal data. They should
decreased as have property crimes such as burglary consult with residents to discuss the motives and
and vehicle theft, but there are significant variations. implications of introducing new technologies.
Some city populations are particularly vulnerable.
There are several GPM partners focused on public safety
Segregation, economic inequality and poor social and security. But there are none operating at a global
cohesion are primary drivers for higher violence rates. scale that provide advocacy for locally-drive urban
security. The GPM is ideally suited to taking the lead.
To combat crime and its causes, tackle radicalisation It could play a constructive role in:
and counter extremism, cities are using innovative • establishing local-global strategies for promoting
approaches. Those claiming the most success urban security
address both human and technological factors • building robust partnerships with existing intercity
– community outreach, strengthened policing, networks
intelligence gathering, and new security technologies • harmonising advocacy activities
– and mayors have recognised their impact. • leading mayoral representation in international
debates on public security and counter-extremism
Advances in technology and computing power enable
teams to sift through crime and terrorism-related data.
18 I Empowering cities as drivers of change Empowering cities as drivers of change I 19

Mayors’ debate
and commitments
Urban Security

The summit debate on Declaration pledges

1. Foster urban safety and security through policies
strengthening security focused and practices that engage residents, leading to
on traditional and cyber-crime social cohesion and a better quality of life for all.

and the challenges that cities 2. Design and build inclusive urban infrastructure
face in dealing with it. to promote safety and security.

On the panel: Alice Charles of the World Economic 3. Call on national governments to:
Forum, Mayor Zandile Gumede, Durban, South Africa, • Emphasise problem-orientated and
Rudy Salles, deputy mayor of Nice, France, Mayor community-based approaches to policing.
Hubert Bruls, of Nijmegen, The Netherlands, and • Oppose the militarisation of urban police forces.
contributions by Robert Muggah of security think- • Promote multi-stakeholder partnerships for crime
tank the Igarapé Institute, Rebecca Skellett, Strong prevention as a more effective public security
Cities Network and Juma Assiago, UN-Habitat strategy.

Many of the causes of crime are interlinked with other 4. Call on international institutions to:
difficulties faced by city populations. Addressing • Adopt evidence-based, resident-centred
those issues could be a key to reducing crime. global standards for urban security.
• Advocate for transparent, open and data-driven
It is imperative that mayors and city leaders look approaches to enhance urban security.
at ways to improve education, housing and work • Strengthen strategic partnerships with international
opportunities for citizens. These are ways in which organisations to reinforce the global voice of cities
citizens can be properly integrated into society, reducing on urban security.
the risk of radicalisation or criminal offending.
5. Commit the GPM to work in the following
Through help from stakeholders to develop partnerships:
educational programmes, cities and urban areas • With UN-Habitat to advance the UN System-
can counter extremism and radicalisation. Both wide Guidelines on Safer Cities.
issues are fundamentally about dominance and • With the World Economic Forum to support the
a lack of respect for differing viewpoints. Aware development of evidence-based approaches
and agile governance can help protect citizens. • With Strong Cities Network and European Forum for
Urban Security (EFUS) to reinforce the global voice
However, data collected through technology must be of cities on urban safety and security priorities.
used with great care by municipalities. The intention of
protecting citizens could easily morph into overzealous
use of technology and impact civil liberties.

But the opportunity for mayors and civic leaders to

debate and swap information through the GPM is
real: “The Global Parliament of Mayors must engage
in these debates about urban security. I would
encourage the GPM to take the lead and encourage
information exchange,” said Robert Muggah.
20 I Empowering cities as drivers of change

Declaration theme 3
Driving good
population health
to strengthen
city resilience

The world’s swelling urban It will engage with key international stakeholders such
as the World Health Organisation, the World Bank
population means that the future and the World Economic Forum, which are working
of global health is inextricably to improve international governance of disease.

linked with that of city dwellers. Similarly, it will support frameworks including
the International Health Regulations, the Sendai
Good population health is key to a city’s resilience Framework for Disaster Risk Reduction and
and it is vital that administrations are proactive in the Global Health Security Agenda that frame
ensuring the health needs of citizens are met. The efforts at national and international levels.
range of threats to public health is growing – climate
change, poor housing and infrastructure, new With cities likely to bear a disproportionate burden
infectious diseases, antimicrobial resistance – with from future infectious disease outbreaks, it is
potentially severe economic and social implications. time to involve mayors in pandemic preparation
initiatives. The GPM could bring important local
International air travel between cities threatens insight and leadership to these efforts.
the risk of more rapid, and geographically diverse
infection, while urban density and congestion By forming networks and partnerships to
brings people into ever closer contact. implement initiatives, mayors could make a
meaningful impact on health security across
Although city mayors often play significant roles local, national and international boundaries.
in response and recovery, they have not been
engaged in pandemic preparation or disease
resilience initiatives at global or national levels.
But city leaders may find that the most pertinent
guidance comes from other municipal governments
around the world.

The GPM can act as a conduit for mayors to build

partnerships and collaborate toward meeting
local challenges from global problems.
22 I Empowering cities as drivers of change Empowering cities as drivers of change I 23

Mayors’ debate
and commitments
Health

Cities are on the frontline of Declaration pledges

1. Prioritise pandemic preparedness as a key
global health challenges. There component of urban health planning.
is an inextricable link between 2. Collaborate with researchers and consultants to
future global health and that of generate data to implement practical initiatives
urban areas, with focus required to improve urban health planning and pandemic
preparedness.
on mental health, antimicrobial
resistance and pandemic response. 3. Develop an intra-city mechanism to
efficiently share information and experiences
On the panel: Dr Rebecca Katz of Georgetown to facilitate emergency responses.
University, Mayor Grace Mary Mugasa of Hoima,
Uganda, Mayor Jefferson Tamba Koijee of 4. Call on national governments to:
Monrovia, Liberia, Mayor Delroy Williams of • Stimulate strong collaboration with
Kingston, Jamaica, with contributions from Ryan mayors to develop health-related policy
Morhard of the World Economic Forum and Sylvie through communication, stakeholder
Briand of the World Health Organisation consultation and financing.
• Support research to estimate the costs of
The spread of disease respects no national pandemic preparedness in cities, acknowledging
boundaries and so it is imperative that information, the economic and political importance of
aid, and responses to pandemics is collated and resilient urban environments.
disseminated at international, national and municipal
levels. The rapid loss of antibiotic effectiveness is 5. Call on international institutions to:
of huge concern – causes and effects are closely • Advocate for financial and technical support to
lined with poor quality sanitation, housing and diet. strengthen international strategic partnerships
and one common global voice on urban health.
They noted that municipal experience in managing • Collaborate with city leaders before,
some health issues can inform and guide national during and after pandemics.
government policy, planning and funding allocation. • Include city leaders in international frameworks
of urban health. In particular, they called on
the World Health Organisation to include city
leaders in the World Health Assembly.
24 I Empowering cities as drivers of change Empowering cities as drivers of change I 25

Women in
Being a woman can bring additional Hosted by Bristol Deputy Mayor Asher Craig and
moderated by Christine Bamford of Women’s Coin
challenges and opportunities Foundation, with panellists Mayor Célestine Ketcha
to the role of city leadership. In Courtés OBE of Bangangté, Cameroon, Mayor Zandie

Leadership
Gumede, Durban, South Africa, Mayor Nan Whaley,
an animated debate, attendees Dayton, USA, Mayor Yvonne Aki-Sawyer, Freetown,
heard from a panel of women Sierra Leone, Penny Gane, chair of Bristol Women’s
Voice Network and Caroline Hubbard of the Women
mayors about their experience, Mayors’ Network (WoMN).
and discussed ways to encourage With small local variances, the genders are balanced
more women into leadership roles. globally. Yet fewer than 5% of city leadership roles
are held by women – both a symptom of and a
contributor to the significant underrepresentation
of women’s perspectives in city policymaking.

Cities need policies and institutions that are conducive

to and supportive of gender inclusion – and women
mayors and leaders have been effective in achieving
that, for the benefit of all citizens. The session
highlighted the value of women already in leadership
roles mentoring those climbing the career ladder
and the importance of offering help and advice.

During the debate the delegates presented more

than 50 actions that the GPM must act on if it is
serious about ensuring an increased representation
of women in leadership roles. These include:

• For mayors and cities to support existing

networks such as the Women Mayors’ Network
to expand the opportunity for mentorship,
capacity building and solidarity.

• To join the Cities for CEDAW initiative which

provides a policy framework for cities through
applying the UN Convention on the Elimination
of All Forms of Discrimination Against Women.

• To establish exchanges and joint working groups

that tackle wider issues preventing women taking on
leadership roles – for example the gender pay gap and
underlying gender-based social and cultural barriers
– and the creation of programmes to overcome them.

• To ensure that men are present in forums on women’s

leadership, so they can understand the constraints and
opportunities opened through women in leadership.

• To engage young women through mentoring schemes,

with existing women leaders as role models.

GPM is exploring collaboration with the Women

Mayors’ Network (WoMN) as a result of the summit.
26 I Empowering cities as drivers of change Empowering cities as drivers of change I 27

Enabling cities

Social and creative economies Talent cities

Entrepreneurs can be the life-blood of a city. They Across the world strong city leaders are building
create new businesses, employment, and opportunities. robust partnerships to promote the development
Alongside business and technical innovators, social and of the talent and skills of their citizens.
creative entrepreneurs are essential. Their motivation
to create beauty, social value and environmental These partnerships are being introduced by the Global
benefit complements the development of economic Parliament of Mayors’ Talent Cities Network in the cities
wealth to build a better city and a better world. of Hoima, Uganda and Kandahar, Afghanistan following
A recent British Council and Social Enterprise UK successful pilots in San Diego County, California.
report outlined the potential for strong city leadership
to unlock the entrepreneurial abilities of its citizens. They help to bridge between education and
employment, creating better jobs and opportunities
It concluded that a city economy rooted in social and for citizens, and identifying barriers to professional
creative enterprise would be capable of creating development. It benefits people, businesses and
powerful, multidimensional solutions to challenges. cities alike.
It highlights Porto Digital, a technological innovation
initiative based in Recife, Brazil, and Middelgrunden, The Talent Cities Network is designed to
a co-operatively owned windfarm in Copenhagen, provide GPM mayors with the benefits of city
Denmark, showing that bold city leadership can unlock interconnectivity around this important issue of
the entrepreneurial abilities of citizens to tackle the talent management. The value of the network grows
challenges of today and build resilience for tomorrow. exponentially as each new city joins the initiative.

Porto Digital has transformed Recife by creating new For further information about participating in
jobs and training facilities in the information and the GPM Talent Cities Network, contact Gerri
software technologies sector and the wider creative Burton: [email protected]
industries. In 18 years the park has grown from three
companies to 230, employing around 7100 people and
generating a yearly revenue of over R$1bn (US$429M).

Middelgrunden windfarm boasts 20 turbines. It is 50%

owned by the 8650 investors in the Middelgrunden
Wind Turbine Co-operative and 50% by the
municipal utility company, Copenhagen Energy.
28 I Empowering cities as drivers of change Empowering cities as drivers of change I 29

City challenges
and solutions
City Hall is where much of the
decision-making affecting people’s
day-to-day lives takes place.
Municipal leaders have the task
of bridging between central
government budget allocations
and policy, and the needs of
citizens and businesses.
In the run-up to the GPM 2018 Summit, mayors
said they would welcome the opportunity to
engage with business around pressing challenges,
with the aim of better understanding the root
issues, and discussing potential solutions.

The following pages present ‘briefing papers’ prepared

for the event to prime discussion, plus headline
insights from a series of breakout sessions with
mayors from around the world and business leaders.

• Gaining greatest benefit from business

• Innovative finance
• Digital innovation and high tech
• Low energy and carbon
• Housing and transport
• Healthier cities
30 I Empowering cities as drivers of change

Challenges and
solutions
Gaining greatest
benefit from
business

Investment, innovation and Clear and consistent goals and policy encourage
business to address city needs and work
That is because risk and reward are fundamental
to business decision-making. Monetising non-
2. Culture and communication
Behaviour: Be clear what behaviours
entrepreneurship rapidly take towards mutually beneficial outcomes. The skill financial risks can help to shine a light on issues are wanted and reward them
root when there is opportunity. is in creating common interest and constructive
tension between public and private interests.
that need attention. City leaders can benefit from
specialist skills in advising on risk management
Communication: Share knowledge effectively
within your organisation, your supply chain,
City leaders have considerable and reduction – technical, environmental, social, the wider industry and citizens
power to create the right Coming together for the common good
Private organisations are effective at working in voluntary
regulatory and legal, as well as financial – and
on achieving the greatest value for money.
Skills: Develop skills through training at
all levels within your organisation and
conditions by ‘tuning the market’. coalition to address important issues. In the infrastructure within key parts of your supply chain
sector there are currently ‘task groups’ tackling all of Open dialogue
the issues being addressed by the Global Parliament City leaders must set agendas which balance business 3. Metrics and governance
of Mayors – energy and carbon, health, security, benefit with outcomes for citizens and safeguard Baseline: Establish your starting point and
migration, housing and transport, digital, innovation social resilience. While consistency is important, measure performance against it
and high tech and investment – among many more. it is also necessary to recognise that achieving Targets: Set stretching goals and strive to beat them
long-term goals often requires flexible strategy and Tools: Give tools to those that need them
Leadership is often provided by individual tactics. Open and honest dialogue between mayor, Visibility: Shine a light on performance, understanding
companies, but also comes from professional business and citizens is essential so that, as insight and explaining successes and failures alike
institutions and academia. They recognise and understanding of key issues develops over Governance: Build control into the delivery process
that they have collective power to change time, adaptation can take place without jeopardy.
behaviours, set targets, and drive change. 4. Innovation and standards
Five key principles for progress Innovation: Demand, enable, incentivise and
The contribution of business task-groups can be For mayors and the businesses they work with, reward innovation across your supply chain
substantially improved when given encouragement, there are a number of key guiding principles. Standards: Enable existing standards and specifications
direction and support by major influencers Advancing an agenda is harder when any of them to be challenged and set new standards for best practice
and procurers, including city government. are absent. Applying them enables progress,
helping to deliver better outcomes for all. 5. Commercial solutions
Risk and opportunity Procurement: Embed your goals in contractual solutions
For public and private sector alike, the acid test 1. Leadership Reward: Align supply chain objectives with your goals,
for any urban initiative is its bankability: Does Vision: Describe what you want to achieve and provide provide long-term incentives, and share risks and
the benefit of investing outweigh the risk? the highest-level sponsorship and commitment rewards equitably
Values: Embed goals in your organisation’s DNA Integration: Remove blockers in your supply chain
As a city leader, describe your vision, aims and priorities Policy: Deliver clear and consistent
to business. Their appetite will tell you whether ideas policies to support those goals Clare Wildfire for Mott MacDonald
have potential; and business will be able to help
turn an interesting idea into a workable proposal.
32 I Empowering cities as drivers of change

Challenges
and solutions
Innovative
finance

Private wealth creation, choice, Creating the right conditions

To deliver sustainable development and bring
Diverse cities are successful cities
For policymakers, the dilemma is what these
competition, stability and solid the magic ingredients of diversity, vibrancy and interventions should look like and who pays.
governance are key characteristics enterprise, as well as a thriving social market
economy, cities need to secure three goals: The risks of inaction are potentially huge. Cities that
of a free market economy. Yet • Equal access to good education. reject diversity, operate inefficient labour markets and
the efficiencies and innovation • No extreme income inequality. become monocultures with banal cultural and living
• Affordable and livable housing. experiences will become undesirable or frightening
that often flow can produce places. Global experience has repeatedly shown that
unwanted consequences, such as Education and labour market policies are key. Public
authorities, businesses and education institutions must
when inclusion fails and disparity is rife, talent and
investment leave, growth slows and poverty increases.
unsustainable wealth inequality, co-operate to ensure an agile and accessible education The penalty for poor policy making is a spiral of
social unrest, human suffering system, and implement employment policies that
combine flexibility with social protection. At the same
decline, and vice versa for cities that get it right.

and environmental harm. time, intervention in the social safety net is crucial. A A social market economy is not a choice, it’s a
basic income for every adult, irrespective of whether necessity and should, with the right leadership
Most high-income countries operate some form they are in paid work, will to an extent alleviate income and vision, eventually pay for itself.
of social market economy system to care for inequality, making city living affordable and avoiding
those who are at an inherent disadvantage, such some of the worst consequences of the market system. James Beard, Paul Hammond, Frances Parrott
as deprived communities, the elderly, children and for Mott MacDonald
people with a disability. It takes advantage of free But there’s little point in introducing a universal
market benefits, including innovation, efficiency basic income (UBI) if rents are too high. Identifying
and wealth, to provide for those unable to work. solutions to an unbalanced housing market are the
final piece of the social market puzzle. Building more
Financial and professional services form a key part of houses, rent controls, subsidising landlords to help
the diverse skill set needed, if this economic model them improve housing stock and working to remove
is to be successfully developed by the increasingly rogue landlords will all drive change in this area.
powerful cities and city-regions around the world.
34 I Empowering cities as drivers of change

9.
It is important to create
a positive narrative
when dealing with
local community fears

2. 7.
in which the value and
Insights contribution of all are
appreciated – newcomer
Innovative Cities should delineate Smaller local SMEs are
and longstanding
resident alike.

finance between public and private

delivery with the view
that public ownership of
often innovative and
socially minded but can
be undermined by larger

5.
Chaired by Councillor Jon Collins, leader of services ensures the best operations that stifle
Key questions outcomes for citizens. disruptive change. City
Innovative financial models:
Nottingham City Council and Deputy Mayor
who pays for public Pordis Loa Porhallsdottir of Reykjavik, Iceland leaders should assist
services and infrastructure Sponsored by Deloitte and Cordant Group the SMEs to compete
development in support of Moderated by James Beard, Mott MacDonald There is a generational with larger firms through
inclusive economic growth? divide in many cities: the supplying contracts.
needs of millennials are
The shape of the future
city economy: how can we
not being catered for,

1. 3. 10.
include local people in the leading some to leave
benefits of growth and what in pursuit of better job
role can businesses play? opportunities or improved
access to housing
Migration, diversity and
cohesion: how can we realize the
Some services – housing, Public and private sectors and other amenities in The city economy
economic benefits of diversity transport, energy, water – in partnership should other locations. Cities must enable people to
and migration, and secure should not be left wholly exercise the principle are therefore losing benefit and to shape
cohesive urban communities? to the market; profit to of ‘stewardship’ in the their ‘future stars’. it, requiring creative
private shareholders delivery and operation collaboration between
should be limited, with of infrastructure and civic leaders, employers,
a share reinvested for services, to ensure product and service
the public good. benefits are delivered, providers, and different
value is fairly shared and generations. There is
profit is reinvested locally. opportunity for them all.

4.
City hall and businesses
6.
City-specific currencies
should partner to gain can help ensure money
the greatest value is spent locally benefiting
from corporate social local traders and SMEs –

8.
responsibility and one such is the successful
sustainability activities. ‘Bristol Pound’ used
City leaders should set out by some independent
focussed objectives for businesses in the city.
an area and encourage Although immigration
businesses to ‘pool’ brings economic stimulus
their CSR activities. and benefit, established
Doing so would enable communities in receiving
bolder targets to be set cities are often concerned
to meet local needs. about perceived and
real impacts, which
must be recognised.
36 I Empowering cities as drivers of change

Challenges and
solutions
Digital, innovation
and high tech

Whether it is a heat map that We live in an age of data. Exponential capability

growth in capability and reduction in the cost
However, there is a widening gap between the way
citizens and organisations receive goods transact and
Considerations for city leaders
1. Do you have the right people? If you have a
shows citizens the location, type of data collection, storage, transmission and communicate with data-driven businesses and how they chief digital officer, are they sufficiently skilled to
and frequency of crimes, or real- analysis is transforming how we live and work. interact with public bodies such as schools, hospitals,
transport and waste management authorities.
implement a service transformation strategy? Is your
chief digital officer supported by a delivery team?
time information about where The challenge facing city leaders is how to guide
this age of data – how to ensure that data-driven Citizen expectations about the quality, speed and 2. Are staff with data and digital skills empowered to
and when it is safe to swim in use of digital technology will genuinely improve simplicity of essential urban operations and services propose, design and deliver service transformation?
locations affected by wastewater the daily lives of citizens and contribute to the are changing. Frustrations about the gap between Or are they obstructed from creating change?
achievement of their cities’ strategic goals without Amazon-style efficiency and ‘last century’ public
contamination, data is already undermining human rights and personal privacy. sector service delivery need to be addressed. 3. Does your city understand the quality of its
existing public services? Digitising core operations
being used in ways that give Today’s city leaders must recognise that data is one The opportunity is clear: cities that use data and services will not, on its own, deliver quality
people new insights into the of the most valuable resources they can deploy. The to transform their own operations and public improvements. If public service delivery is weak
primary question is not which digital technology to services have the potential to offer their citizens this must be acknowledged; data should be used to
working of their city, allowing adopt; this is a secondary question. First and foremost, improvements – including the functioning of understand the weaknesses and opportunities, with
them to make better decisions. the issue for cities is: what data do we have and how democratic processes – at a far greater scale and digital solutions contributing to quality improvement.
can we use it to deliver better public services for all? speed than in the past. The question is how?
4. Are you ready to have a more involved conversation
Data is a resource. Digital technology is a tool. City-based data leadership: taking the right steps with citizens about city challenges and the co-
Using data to transform public services and strengthen creation with citizens of new solutions? One of
Cities need to decide what they want to achieve using the most powerful opportunities offered by the
transparency and citizen engagement requires a
specific datasets, then select digital technologies that age of data is that of sharing data responsibly and
different set of skills and a new approach. This is
have been designed to deliver these required outcomes. being open to the spontaneous co-creation of new
why so many cities that are leading the way in data
innovation are focusing on the appointment of chief approaches to everything from essential public
Transforming services: cities must lead services to the design of new infrastructure.
digital officers and/or on building new, agile teams
A growing number of private sector organisations are
capable of identifying and unlocking opportunities.
transforming their own operations and the delivery Mayoral action
of goods and services through data. Amazon is the Mayors that establish city-wide cultures where
largest and most extreme example of a company data is valued and viewed as a public good, and
whose business model is founded on the successful that adopt common standards for managing it,
use of data. As Amazon and others reap the rewards will be amongst the leaders in this digital age.
of growing rapidly through data they are transforming
the customer experience and fundamentally changing
expectations about daily lives and working practices
at an individual, household and organisational level.
38 I Empowering cities as drivers of change Empowering cities as drivers of change I 39

Insights
Digital, innovation
3.
‘Smart city’ technology can

and high tech be used to influence policy,

improve decision-making,
drive better outcomes for

6.
Chaired by Mayor Tim Bowles of the West business, city and citizen
Key questions of England Combined Authority and Mayor and improve value for
What steps could you money – and monitor
take as a city leader to
Brian Barnett of Rochester Hills, USA
Sponsored by Arup and Ramboll the success of each.

1.
encourage and progress
digital service transformation Moderated by Richard Shennan, Mott MacDonald The West of England
to business and citizens? Combined Authority is
committed to open data
Do cities have the digital vision, and is helping young
strategy and skills to shape and It is essential that city
people learn coding
participate in the data revolution? leaders work in partnership
skills with which they can
with businesses to create
How can city leaders use entrepreneurially develop
data and technology
data and digital solutions to new insights and solutions
improve services, strengthen strategies that will benefit
for the benefit of the city
transparency and encourage all areas of the community.
greater citizen engagement
economy, population
and trust, while recognising the and environment.
need for greater security around

4.
the use of personal data?

Improving the collection

and management of
data could help city
leaders connect with their

2.
communities, improving
the lines of communication
to provide more focussed
services more efficiently.
The US Conference of
Mayors has adopted the
‘3i Strategy’ which
focuses on infrastructure,

5.
innovation and inclusion
to empower city leaders
seeking to stay at
the forefront of the
technological boom. Open data sharing
will allow individuals,
researchers, local
businesses, scientists and
SMEs to develop systems
to support, enrich and
improve communities.
40 I Empowering cities as drivers of change Empowering cities as drivers of change I 41

Challenges Beware of risk

The G20’s Financial Stability Board has created the
standard for managing carbon, PAS 2080. As
important clients for infrastructure and services, city
Taskforce for Climate-related Financial Disclosure (TCFD), mayors can demand action by their supply chains.
and solutions the supporters of which include systemically important
lenders, banks, insurers and credit rating agencies. Join up thinking
Low carbon Collectively they control one third of global wealth. The scale and population density of cities allow
energy and resource flows to be used more efficiently

and energy TCFD members are starting to ask businesses to

disclose and manage their climate-related financial risks:
• Ability to transition to a zero-carbon economy
by taking a system level approach and integrating
energy, heating and cooling, transport and waste in a
way not possible at low population densities. As cities
that will prevent global temperatures rising more increasingly compete and collaborate across national
than 2°C above the pre-industrial average. boundaries and seek to attract investment, skilled
• Physical resilience to the effects of climate change employees, students, start-up communities, establishing
still to come. low-carbon credentials can be an important pull factor.
They say they will withdraw services from
organisations that fail to disclose and manage The data and digital revolution is creating opportunities
their risks effectively, and favour those that do. to consider systemic solutions. City leaders are
Action is expected as early as 2019 – and well placed to drive joined-up solutions across
TCFD supporters emphasise that, as users of previously siloed city operations and services.
financial services, public sector organisations
are as much in their sights as private ones. Catalyse investment
Significant low-carbon solutions will require
Mayors should beware of the importance of de-risking private investment and business buy-in.
their own operations and those of their agencies Leadership is needed to bring together diverse
Fourteen of the world’s 17 largest cities and 40% of and service providers. They should also emphasise stakeholders to create bankable solutions.
those with populations of between 1M and 10M are near the importance of action to major employers, which
the coast. Factor in rising sea levels and an increased stand to lose or gain depending on their response. A resilient new world energy
incidence of storms resulting from climate change By mid-century an additional 2.5bn people will
and the risk to people and infrastructure becomes Show strong leadership inhabit our planet. Two-thirds of the 9.5bn global
clear. By the mid-2030s US$200bn of investment Worldwide, more than 9000 cities have committed population will live in urban areas. Mayors must take
each year will be needed globally to combat losses to reduce emissions in line with the Paris Agreement. centre stage in acting to combat climate change.
from climate effects. Cutting carbon emissions rapidly Low-carbon city strategies should focus on
will help to limit the extent and severity of climate identifying and quantifying the benefits of low- Maria Manidaki, Mark Crouch and Clare Wildfire for Mott MacDonald
change over this century. Moreover, immediate carbon infrastructure on the local economy, and the
action will be more cost-effective in the long run. mechanisms and enablers to realise the advantages.

But low-carbon investment can also make cities more Decarbonising the economy involves a combination
More than half the world’s livable. For example, efficient and accessible low-or of wholesale transition to renewable energy and
population lives in urban areas. zero-emission public transport results in better quality energy storage, deferring investment in new physical
of life, cleaner air and improved health thanks to more infrastructure by meeting social and economic
Cities consume more than two journeys by bike or foot. Since decarbonisation demands needs with digital solutions, behavioural change,
thirds of global energy and innovation, it also opens business opportunities. radical efficiency in new assets and services,
and low-carbon retrofits to existing ones.
account for 70% of carbon Regional difference and opportunity
emissions. With more people There will be no ‘one size fits all’ solution due to In the infrastructure sector, embodied carbon
geographic, cultural and political differences. However, savings of more than 60% leading clients are
migrating to cities, their carbon innovators will be able to export their expertise achieving, delivering cost savings of up to 30%.
footprint will rise further unless to developing cities, while they in turn have the
opportunity to leapfrog present low-carbon leaders – The methods used by those organisations at the
the world successfully transitions something already happening in the energy sector. cutting edge have been codified in an international
to a low-carbon economy.
42 I Empowering cities as drivers of change Empowering cities as drivers of change I 43

Insights
Low carbon
1.
Successful low carbon

and energy solutions must have a

strong business case –
they should outcompete
Chaired by Mayor Hubert Bruls of Nijmegen and conventional solutions
Key questions on whole life value
What can cities do to optimise
Councillor Huw Thomas, Leader of Cardiff City Council
the interaction between energy Sponsored by NEC and YTL and deliver a stronger
supply and energy demand? Moderated by Clare Wildfire, Mott MacDonald return on investment.

What can city leadership do to

encourage business investment
and buy-in to the new low
carbon energy landscape?

3.
Investment in low carbon
and alternative energy
methods should be
encouraged through

2. 5.
the supply chain as well
as investment through
pension funds and
procurement methods.
Business can bring the Mayors and city leaders
‘know how’ but the public have an important role in
sector holds many of promoting buildings and
the assets businesses city-scale energy solutions
need – roofs for solar such as micro-generation,
panels, landholdings for battery storage, thermal
other forms of renewable energy storage and
energy, and waste vehicle-to-grid technology.
streams that can be
converted to energy.

4. 6.
Local businesses and
Carbon reduction
should be seen as a an citizens must work
essential part of local together to develop
and national responses a new standard for
to climate change, energy solutions.
helping to minimise the
frequency and severity
of climate impacts.
44 I Empowering cities as drivers of change Empowering cities as drivers of change I 45

Challenges Plan a livable city

Planning of integrated sustainable developments
business case that will justify investment. Traditional
economic appraisal models highlight, for example,
can be aided by digital technologies to analyse the reduced journey times as the primary benefit. To
and solutions accessibility of employment and essential services, such
as schools and hospitals, from potential housing land.
unlock investment, a wider economic assessment
is needed to identify and capture the potential local
Housing and A land-use plan to ensure housing is near essential
social and economic benefits, and quantify their
contribution to the regional or national economy.

transport services can help to create a ‘short-distance city’ where

walking and cycling become transport modes of choice. Embrace the new
New housing models such as shared living and
City leaders must be aware that in the absence intergenerational homes, or even micro-homes, may
of high-quality public transport, private cars often become viable, some of which may come from disruptive
meet the need for connectivity, with consequences new market entrants. As well as bringing much needed
for the environment and public health. space and cost efficiency, they will address other critical
city issues such as social isolation and energy demand.
Respond rapidly
The growth in our cities is Lack of connectivity restricts access to work,
health, education and leisure activities, which
Coping with migration and the influx of refugees
presents a housing issue for which municipalities
In many cities, rapid urban development is the norm,
using modular solutions, BIM-based catalogues
relentless, creating demand for can contribute to economic underperformance, can prepare. Digital project delivery methods of ready designed construction products and
more and better housing, and social isolation and instability. including building information modelling (BIM) and
design for manufacture and assembly (DfMA) make
DfMA. All offer time, cost and carbon savings,
improve safety during construction, and enable
parallel demand for connectivity. Mayors face the challenge of planning, funding it possible to deliver many thousands of housing easier adaptation as city needs change.
and delivering inclusive growth in the face of rapid units – plus supporting infrastructure – faster
change and significant uncertainty. As well as the and at lower cost than conventional construction. Mayors have a critical role to play in encouraging,
impacts of migration and ongoing financial constraint, Using BIM, a standardised set of designs can be enabling and gaining acceptance for innovations
digital technologies are transforming work, leisure drawn up for buildings and infrastructure that can that will optimise their spend to meet today’s needs
and retail behaviours, while social equality and be delivered rapidly in response to a crisis. while being prepared for tomorrow’s pressures.
inclusion demands significant work to improve
access to quality transport and housing for all. Designs should cover housing units and communal Support synergies
buildings such as clinics and schools, as well as In affluent cities, private car ownership is likely to
infrastructure. There is also a need for generic remain common, but in the next 10 years there will
urban plans that can direct spatial zoning within be a large-scale shift from internal combustion to
settlements, organise utilities and govern growth. electric power. Electric vehicles can store power and
Industry is developing such techniques for speed release it back to the grid when parked, contributing
and efficiency in developed nations. The challenge to energy efficiency and resilience of supply for
for the GPM is how to create the conditions for such homeowners and the area power provider alike.
benefits to be directed towards those in most need.
Mayors can play an important role by supporting
Unlock funding the development of smart grids and vehicle
Providing robust, efficient, affordable public transport charging infrastructure in their cities.
has an ‘uplift’ effect on land value – a well-serviced
bus interchange typically raises value by 5%-15%, The introduction of autonomous vehicles into cities
and a commuter rail hub by 10%-20%, over a radial is an uncertainty that is essential to consider, not
area of up to 1.5km. In addition, the density and value just due to the impact on city planning but also on
of property within this area will also be higher. This energy use. Steering a solution based on shared
provides an opportunity for city administrations to rides rather than single use will help to curtail
generate revenue through direct and indirect levies the potential increase in energy demand that
or contributions in kind, or to mandate the inclusion autonomous vehicles could inadvertently generate.
of housing and affordable public amenities.
Jo Baker and Clare Wildfire for Mott MacDonald
Mayors can also progress much-needed housing and
transport improvements by challenging conventional
cost-benefit analysis methods to prove there is a
46 I Empowering cities as drivers of change Empowering cities as drivers of change I 47

Insights
Housing
1.
Housing and transport are

and transport major influences on the

quality of life for citizens,
population health and
Chaired by Mayor Bima Arya of Bogor, Indonesia economic prosperity, not
Key questions just in the city itself but
How can city leaders stimulate
and Mayor Joe Anderson of Liverpool, UK
business, and particularly SMEs, Sponsored by Womble Bond Dickinson and Arcadis in the wider region.
to innovate with the aim of Moderated by Joe Baker, Mott MacDonald
improving whole life service and
cost, and close funding gaps?

How should city leadership and

business collaborate, fund and

3.
innovate to deliver housing,
transport and connected
infrastructure rapidly. Mayors
should take in to consideration
changes from technology
innovation and national and
Cities need a strong plan
international migration. to prevent businesses
from gaining undue and
How can city leaders best unbalanced influence/

2. 5.
drive and benefit from uplift in control over service
land value for their citizens?
provision, revenue and
spending. Housing and
transport must meet
The pace of change in social and economic Properties lying empty
transport is fast. Cities are needs, not just serve when there is a crushing
being asked to respond financial interests. need for affordable
to issues in which few are housing is a concern. In

6.
experienced, underlining developed economies
the importance of mayors city authorities have an
and city leaders working important role to play in
with business experts to identifying and managing
Developed countries
‘plan for uncertainty’. vacant properties. This
should pass on knowledge
can be done by working
to developing nations
with businesses to monitor
to improve housing
consumption of water
and transport, assisting

4.
and energy. Targeted
‘leapfrog’ advances in
taxation may be a way of
efficiency, performance
pressuring owners to put
and value and delivering
empty buildings into use.
a better standard of living.
Cities should work
This would play a part in
together and share
reducing emigration. The
learning on new
GPM should organise
technology experiences
an event in West Africa
and applications to
to promote this.
help improve delivery
of transport and
housing solutions.
Challenges A thriving urban economy has
obvious advantages for the
than the recommended maximum, putting people at
added risk of chronic health problems. Contributing
foods at affordable prices. And they can promote
healthier school meals, while regulating the
factors include social aspirations to car ownership, number and type of food outlets near schools.
and solutions health of city dwellers – it affects transport and planning policies oriented towards use
of private cars, and economic reliance on fossil fuels.3 Be prepared
Healthier cities everything from diet and access
to medical care to air quality,
City leaders have significant control over transport
and can implement integrated rapid public transport
With intercontinental air travel and mass migration,
no city can expect to fully isolate itself from infectious
diseases and global pandemics. However a city that
sanitation and worker safety. to take cars off the road. In many locations the invests in initiatives and infrastructure to improve public
automotive industry is a major employer. Mayors health will be more resilient to health crises. As with
The relationship between city governments and can play a part in sustaining this while reducing other aspects of healthcare, relationships with the private
business is a crucial one. City leaders must be aware pollution by promoting travel by autonomous electric sector are crucial to prevent or manage pandemics.
of potential tensions between the pursuit of short- vehicles and working with the private sector to
term profit and long-term improvements in health, for install charging points and smart infrastructure. Most mayoral responsibilities include public health,
example pollution from industry and vehicles, unsafe and awareness of this should inform masterplans
working environments, poor sanitation and mental 3. Intervene for the public good and policy making. The physical environment,
stress. Several responses should be considered. Fatty and sugary foods can be tasty and cheap. social connectedness and public safety act as
About 13% of the world’s adult population are obese, barometers of the health of a city, guiding mayors
1. Stand firm against vested interests and the number of people with diabetes has risen where to take action and prioritise investment.
Tobacco growing, manufacture and sales can be from 108M in 1980 to almost 500M today. Diabetes
important sources of employment and taxation is a major cause of blindness, kidney failure, heart Set the example
revenue. But tobacco kills more than 7M people attacks, stroke and lower limb amputation. Municipal governments are large employers, often
each year worldwide; half of those who use tobacco the biggest in the city. They can set an example by
Healthy diet, regular physical activity,
die of it.1 A UK local government Declaration on implementing working practices that encourage their
maintaining a normal body weight and avoiding
Tobacco Control commits councils to “protect our workforces to adopt healthy lifestyles – and encouraging
tobacco use prevent or delay the onset of
tobacco control work from the commercial and organisations in their supply chains to do likewise.
(the most common) type two diabetes.4
vested interests of the tobacco industry by not
accepting any partnerships or payments.”2 Policies that play a part in assisting the population to Together, mayors, local government and business can
maintain a healthy weight span health, agriculture, improve the health of citizens. It involves recognising
2. Challenge the status quo transport, urban planning, environment, food the benefits business brings and constructively
Car use tends to increase with economic growth. processing, distribution, marketing, and education.5 challenging business practices that endanger health.
However, in most cities that monitor air quality, pollution Through transport, policy makers can promote
exceeds World Health Organization (WHO) thresholds walking and cycling. Through planning and the Dr Catriona Waddington for Mott MacDonald
for safety. Half the urban population monitored is discretion over business rates levied, they can
exposed to air pollution at least 2.5 times higher encourage neighbourhood stores to sell healthy

1
www.who.int/en/news-room/fact-sheets/detail/tobacco
2
smokefreeaction.org.uk/wp-content/uploads/2017/06/Declaration.pdf
3
www.who.int/news-room/detail/07-05-2014-air-quality-deteriorating-in-many-of-the-world-s-cities
4
www.who.int/en/news-room/fact-sheets/detail/diabetes
5
www.who.int/en/news-room/fact-sheets/detail/obesity-and-overweight
50 I Empowering cities as drivers of change Empowering cities as drivers of change I 51

Insights
Healthier cities
1.
City leaders have
significant influence
over the health of
the population but it
Chaired by Mayor Jefferson Koijee of is principally through
Key questions ‘soft power’ rather
How can city leaders balance
Monrovia, Liberia and Councillor Nick Forbes,
political and economic growth leader of Newcastle City Council than direct control.
issues to achieve healthier cities? Sponsored by UWE and Georgetown University
Moderated by Catriona Waddington, Mott MacDonald
What is the role of business
and employers?

Scenarios to consider

3.
• A tobacco company wants
to sponsor a city-owned
green space near its factory,
providing funding for
playground maintenance
and improved gardens.
All sections of the
community have a role
• School pupils consume high to play in achieving
fat, high sugar lunchtime improvements, not just
meals because fast food experts, mayors and health
outlets are located nearby,
providing cheap, tasty
professionals. Strategies
but unhealthy food. should be developed that
enable communities to
• A major new employer plans take some control and
to build premises in the responsibility for their
suburbs with a huge parking
area for its employees.
own health, including
diet, street cleanliness,

2. 4.
sanitation and drug use.

Health is closely Experience and best

intertwined with influences practice in tackling
such as poor sanitation, health issues can be
substandard housing, transferable from city to
job insecurity and low city. Practical ideas and
standards of living. solutions to improve
health and wellbeing
are best shared through
networks such as the WHO
Healthy Cities Network.
52 I Empowering cities as drivers of change Empowering cities as drivers of change I 53

Cities at Improving
people’s lives
7.
Mott MacDonald
Efficient
Providing convenient,
affordable, high-quality
service while satisfying

4.
growing social and
Partnering with metropolitan authorities, environmental standards.
infrastructure owners and operators,
investors, businesses and communities, Flexible and responsive
we work to achieve transformative Capable of
accommodating
results that improve people’s lives. unexpected changes

8.
If you don’t know Mott MacDonald, the headline Providing opportunity Integrating systems required by social,
environmental, economic
facts are we’re a 16,000-strong, global engineering, Successful cities These benefits are We believe that successful or technological factors.
management and development consultancy. For provide opportunity and enabled by social and
150 years we’ve been working with city leaders to amenity – from which physical infrastructure cities should be:
finance, design, deliver and manage infrastructure stem innovation and systems that are Durable, adaptable
and services for the benefit of citizens and business. entrepreneurship, jobs closely integrated and and resilient
Our multisector, multiskilled makeup, allows us to and economic vitality, interdependent – a joined- Built to last,
look at issues holistically, identifying potential risks, learning, recreation, social up system of systems. accommodating

1. 5.
opportunities and synergies. We care about the care, artistic creativity expansions and renewals
aspirations of those we work with – but we also like to and cultural richness. when required, and
challenge assumptions, look at problems from different designed to withstand
angles and question the status quo. We’re about: or recover swiftly from
Making connections Creating value Diverse User-friendly and events associated with
Achieving ever-better Through insight and Culturally, socially and convenient climate change.
social, economic understanding, synergies economically, because Providing employment and
and environmental can be achieved, that’s what makes cities amenity ‘on the doorstep’.
outcomes requires efficiencies realised,

3. 9.
stimulating, rewarding
in-depth knowledge performance optimised, and sustainable.
of each system – and wellbeing advanced and
also of the connections new value created.
between them all.
For people Joined up
Promoting wellbeing Realising synergies
through social inclusion, between linked systems
creation of economic and cycles so that

2. 6.
opportunity and everything works better.
providing access to
essential services.

The product of their Intelligent

environment Meeting new needs and
Meeting local needs while addressing old ones in
respecting local issues new ways, seizing the
such as climatic conditions, potential of emerging
availability of resources technologies and
and environmental testing the validity of
and social impacts. conventional solutions.

Search
Cities Mott Macdonald
54 I Empowering cities as drivers of change Empowering cities as drivers of change I 55

Closing statement
Energy, creativity,
ingenuity

It’s been a great pleasure to moderate the GPM Summit

2018, and it is clear to me from the discussions we have
had that cities are at the front line in facing many of the
world’s most pressing global challenges, from migration
and urban security to global health and climate,
and that city leaders are increasingly called upon to
respond to these challenges on a day-to-day basis.

This experience shows mayors and their teams are

uniquely well-placed to offer their insights into the
international frameworks that are trying to solve
these critical issues. I have been very impressed
by the energy, creativity and ingenuity which city
leaders bring to these issues, and their dedication
to ensuring that the citizens they represent are
heard and understood in international forums.

The resolutions adopted in the GPM represent a bold

new vision for the role of cities – one I very much
hope we continue to see develop in the future.
Sharmila Nebhrajani OBE, chief executive, Wilton
Park and GPM Summit 2018 moderator
One line
When the overwhelming tide For the cities make up the countries
of things threatens to drown me, which make up the nations,
sink pincers into my skin And our nations are sick and splitting,
hold these shoulders hostage, Not just over one law or one war
I remember the small graces But the sickening rush of uncertainty
from which all change takes subtle cues The rumble of a changing world
Ripping fissures beneath us
For example: there is often a line in a poem, Yet the more our shared problems bind us together,
A scatter of letters, the humblest image The more we make borders of land and language
that sets the forest of the mind alight. Sealing off our tongues
This is what truly makes the poem sing Reaching for the brute
Not just a frivolous gathering of words Slang of violence
But a living thing demanding our hearts
to take on braver shapes But surely,
great cities are built like beautiful verse
One line can pull the reader out Each detail matters, every paving stone and playground
from the mouth of despair the regal churches and neglected alley ways
Perhaps make the world Every person that walks its streets
sit a little softer in its cradle An essential part of the terror and beauty
Suddenly we feel less alone That tussle for dominance under one kaleidoscopic sky
Part of a picture of clashing colour We have been starved of leaders
A chaos that somehow finds unity at its core who listen to those on the ground
These are the humble streets you represent
Much like that one line in that one poem The hoarse voices that trust you
There is often one person in one city with their myriad griefs and dreams
A figure of hope and steady purpose
Who must somehow weave the magic We are the lost sentences of this city’s story
of doing the best for the most Full and fair and unvarnished
An intricate dance of balance and bargain Offer us up as a precious contribution
When pulled in fifty different directions, Not much by ourselves
You make an oath to all of us But without us, the poem that speaks
A contract in concrete, sweat and ink Of this whole world could not be complete

But there will always be Vanessa Kisuule

writer, artist and performer
An endless web of voices
Sprawling out to no man’s land
vanessakisuule.com
Many leaders shout to be heard and heeded
Countless native tongues colliding
A constant clash of splintered Esperanto
We all know that feeling
Being stuck in a crowded room
Thinking we might disappear — our voices
Unacknowledged in a sea of noise
The fear that we will be the line
Carelessly cut from the poem