Ucl G Briefing Binder

UCLG World Summit of Local and Regional Leaders
October 1 - 4, 2013 Rabat, Morocco
Greg Moore, Chair, Board of Directors Raymond Louie, Vice-Chair, Board of Directors Heather Schoemaker, Director, External Relations Dept
Revised: Sep 30/13
UCLG World Summit October 1 4, 2013 Rabat, Morocco TABLE OF CONTENT TAB MISSION PLAN AND CONFERENCE OVERVIEW OCTOBER 1 SUBTAB CONTENT
FCM and Metro Vancouver Combined Mission Plan Conference Program Overview
UCLG Programme for October 1 FCM/MV List of Activities for October 1 Sessions Background Information o Gender Equality Agenda and documents o NORAM (agenda and ToR)
o Local Economic Development (LED/FAMSI)
OCTOBER 2
UCLG Programme for October 2 FCM/MV List of Activities for October 2 Committee and Working Groups will be distributed on site Executive Bureau Agenda and Supporting Documents
Centenary Celebration Introduction Plenary: Imagine Society, Build Democracy Background Information
2
3
OCTOBER 3
UCLG Programme for October 3
FCM/MV List of Activities for October 3
Fostering Wellbeing Roundtable 1 Session Description Notes for Speakers and Preparatory Questions Session Format Speakers Bios Preparation Document (as sent to UCLG) Speaking Notes Chair Moores Notes
Revised: Sep 30/13
GOLD III Report Official Launch followed by Parallel Session 1.2 Participation and local basic services Presentation of GOLD III

GOLD III Executive Summary OECD, Measuring Well-being and Progress UNISDR, Making Cities Resilient Report 2012 (excerpts full report can be found at: Metro Vancouvers input to GOLD III
http://www.unisdr.org/files/28240_rcreport.pdf)
*meeting Edgardo Bilsky of UCLG after this session TBC 4 OCTOBER 4 1 General Assembly Agenda and Supporting Documents UCLG Programme for October 4 FCM/MV List of Activities for October 4 Strategic Plenary Sessions 1 and 2 (Background documents can be found under BACKGROUND CONGRESS) World Council Agenda and Supporting Documents
BACKGROUND DOCUMENTS
1 2
Congress Background Documents

UCLG Organization Background Information
LOGISTICS
Travel arrangements Hotel reservations General Information Travel information Meetings venues Meal allowance
Revised:Sep2613
MetroVancouverFCMMissionPlan UCLG4thWorldCongress WorldSummitofLocalandregionalLeaders October14,2013 Rabat,Morocco

Activity: Location: CANADIANDELEGATION: MetroVancouver UnitedCitiesandLocalGovernments4thCongress Rabat,Morocco 1. GregMoore,Chair,MetroVancouverBoardandMayor,CityofPort Coquitlam 2. RaymondLouie,ViceChair,MetroVancouverBoardandCouncillor, CityofVancouver 3. HeatherSchoemaker,Director,ExternalRelationsDepartment, MetroVancouver 1. BrockCarlton,CEO,FCM 2. TimKehoe,FCMDeputyCEO 3. BradWoodside,FirstVicePresident,FCM;Mayor,Cityof Fredericton,NB 4. LiseBurcher,ChairofFCMStandingCommitteeonInternational Relations,Councillor,CityofGuelph; 5. BerryVrbanovic,Councillor,CityofKitchener 6. SbastienHamel,Director,FCMInternational 7. JacquesCarrire,Director,MPED 8. CyrielleFleury,Manager,HaitiProgram&Networks 1. JeanPerreault,UMQPastPresident 2. MartinePinchaud,Director,International,UMQ 3. JohanneLalonde,EventsManager,UMQ 1. CouncillorPamMcConnell 1. TedEllis,Mayor,Bluffton,Indiana 2. ChrisColeman,Mayor,St.Paul,Minnesota 3. JimBrooks,ProgramDirector UCLGSecretariat: 1. EmiliaSaiz,ChiefofStaff e.saiz@citieslocalgovernments.orgCell:01134678740989 2. EdgardoBilsky,DirectorofProgramsandResearch e.bilsky.orgCell:01134-629-754-339 3. KateSheaBairdk.shea@uclg.org+34933428757
FCM UniondesMunicipalitsdu Qubec Toronto OtherNORAMDelegation: NationalLeagueofCities Contacts
FCM: 1. BrockCarlton:(613)9076253 2. TimKehoe:(613)9076285 3. CyrielleFleury:(613)9076354 MetroVancouver 1. GregMoore:6048302108 2. RaymondLouie:6048028769 3. HeatherSchoemaker:6043144922 Flights: Name GregMoore RaymondLouie HeatherSchoemaker BrockCarlton TimKehoe
ArrivalDate
Airline
ArrivalTime inRabat 8:35pm 11:20am 11:20am 11:20am
Sep29 Sep30 Sep30 Sep30 Sep30
AirFrance AirFrance AirFrance AirFrance
Departure Date Oct8 Oct6 Oct5
MetroVancouverMissionObjectives
UCLG4thWorldCongress: ParticipateintheFosteringWellbeingthematicroundtable ContinueeffortstostrengthenrelationswithUCLGandFCM; GainabetterunderstandingofandmorefullyengageinthefunctioningoftheUCLG,in particular,itsgovernancestructures(ExecutiveBureauandWorldCouncil),political committees,andtechnicalworkinggroups; ParticipateinthedevelopmentoftheUCLG20132016StrategicActionPlan; ParticipateinthestatutorymeetingsofUCLG(ExecutiveBureauandWorldCouncil); ParticipateintheGeneralAssemblysession SpecificobjectivesforMetroVancouversengagementwithUCLGarebuiltaroundthethemeof sustainablewastemanagementand,morespecifically,theopportunityforMetroVancouvertoplaya leadershiproletoinitiateaglobaldialogueonsustainablewastemanagement,includingthedesignof productsthatreflectcradletocradleprinciples. Specificactionsinclude: WorkingwiththeUCLGsecretariattofurtherdefinetheoptionsandstrategytoadvancethe themeofsustainablewastemanagement ContributingtotheworkoftheGOLDIIIreport Engagingothermetropolitanregionstodeterminesupportandinterestinthethemeof sustainablewastemanagement
FCMMissionObjectives
FCM`sobjectivesofthemissionareasfollows. FCMGovernance: Participate in statutory meetings of UCLG (Secretary Generals meeting; Committee on Statutory Affairs;FinancialManagementCommittee,ExecutiveBureau,WorldCouncil)toinformthework anddirectionofUCLG,includingthepreparationforthe201316governancecycle; Secure NORAMs nominations for World Council and Executive Bureau for the 201316 governancecycle; Convene a meeting of NORAM members to discuss the priorities for the section in the coming year;and Facilitate FCMs Canadian members and southern partners involvement in UCLGs work at the globallevelbyinvolvingtheminpoliticalandpolicydiscussions.
FCMProgramming: ParticipateinUCLGcommitteeandworkinggroupmeetings(DevelopmentCooperationandCity Diplomacy (DCCD), Gender Equality and Local Economic Development) to inform work of committees in preparation for the 201316 governance cycle, including chairing the DCCD committee and providing an update on the regional champions related to UCLGs Policy Paper onDevelopmentCooperation. AttendsessionsfocusedonlocaleconomicdevelopmenttocollectinformationtosupportFCMs internationalprograms;
Promote program coordination and share best practices with other organizations during DCCD sessioninpartnershipwithUNDESA;and Participate in politicallevel and seniorlevel meetings with representatives from partner countries and organizations to identify strategic opportunities and foster relationships between FCMsprogrampartners.
FCMOfficial activities
FCMsdelegationhasbeenformallyinvitedtoparticipateinthefollowingsessions: Sessions Tuesday,October1(9:0010:30)/ WorkingGrouponLocalGovernments andCooperationinMiddleEast Tuesday,October1(9:0012:30)/UCLGs GenderEqualityCommittee Thismeetingwillfocusonthecontribution ofwomenattheWorldCongress, promotionofwomeninthegoverning bodiesforthenextcycle,andthe implementationofthememorandumof understandingwithUNWomen. Tuesday,October1(11:0012:30)/UCLG DevelopmentCooperationandCity DiplomacyCommittee Thismeetingwillfocusonpolicypaperon developmentcooperation,issuesrelated tocitydiplomacy,includingthereport fromtheSyriascopingmissionandPeace Prize,andtherevisedgovernance structureofDCCD. FCMsInvolvement FCMstaffwillattend. OtherCanadian Involvement
TheMPEDLatinAmerica partnerswillattendinan efforttocollectinformation tosupporttheirgender strategy.CllrBurcherwill attendfollowingtheDCCD meeting.
CllrLiseBurcherandCllr BerryVrbanovicwill participateonbehalfof FCMsBoardofDirectors. CllrVrbanovicwillprovide anupdateontheregional championsprogram.Mayor AlexisSoulamaandMayor AmiriNondowillgetan opportunitytotalkabout theirvisionoftheirroleas regionalchampions.Cllr Burcherwillpresentthe proposedcommitteework planfor201316. FCMsCEOandDeputyCEO willattendthismeetingon behalfofNORAM.
Tuesday,October1(11:0012:30)/ UCLGsSecretariesGeneralmeeting
Sessions Tuesday,October1(14:0016:00)/ UCLGsNORAMmeeting Themeetingwillbringtogether representativesfromtheUnitedStates andCanada.Itwillfocusontheupcoming UCLGgovernancecycleanddiscuss opportunitiesformemberengagement duringthisperiod. Tuesday,October1(14:0016:00)/ UCLGsLEDWorkingGroupmeeting (FAMSI/Economic) Tuesday,October1(16:3018:30)/ UCLGsFinancialManagement Committee
FCMsInvolvement FCMwillberepresentedby MayorWoodside,Cllr Vrbanovic,FCMCEOand DeputyCEO.
OtherCanadian Involvement Canadawillalsobe representedbyMetro Vancouver,Torontoand UMQ.
FCMwillberepresentedby MPEDpartners,CllrLise BurcherandFCMIstaff.The partnersandCllrBurcher willinterveneasneeded. FCMwillberepresentedby theCEOsoffice,FCM1st VicePresidentBrad WoodsideandCllrBerry Vrbanovic.
MVwillattend
Tuesday,October1(18:3020:30)/Global CllrVrbanovicandthe TaskForce DeputyCEOwillparticipate inmeeting. Wednesday,October2(9:0010:30)/ UCLGsStatutoryAffairsmeeting Themeetingwillfocusontheelectoral process,constitutionalamendmentsand nominationsforthe201316cycle. Wednesday,October2(11:0013:00)/ UCLGsExecutiveBureau TheExecutiveBureauupdatesfrom regionalsections,reportfromthe FinancialManagementCommittee(FMC), membership,andthereportfromthe CommitteeofStatutoryAffairs. Thursday,October3(11:0012:30)/ Parallel1A:FinancingandGoverning PublicServices Thesessionwillfocusonidentifyingnew methodsoffinancingpublicservices throughcitytocitypartnerships, developmentcooperationprograms,and partnershipswithcivilsociety,otherlocal FCMwillberepresentedby MayorWoodsideandCllr BerryVrbanovic,whowill interveneasneeded. MayorWoodside,Cllr Burcher,andCllrVrbanovic willparticipateinmeeting.
Canadawillalsobe representedbyToronto (MVwillattendas observers)
FCM1stVicePresidenthas beeninvitedtodiscussthe Canadianexperiencein financingofbasiclocal services.
MVwillattend
Sessions actors,andnationalandinternational actorsanddonors. Thursday,October3(11:0012:30)/ Parallel2C:Decentralizationand DevelopmentCooperation Thissessionwillbuildontheresultsofthe DevelopmentandCooperationForumin 2012.Itwillanalysethewayinwhichwe canbuildonthecomparativeadvantages ofcooperationanddecentralized cooperationandonthemodesof engagementoflocalandregionalactorsin amorestructuredexchangeanddialogue onthefutureofcooperationand development. Friday,October4(14:0016:30)/UCLGs WorldCouncil TheWorldCouncilagendawillprimarily focusonthegovernanceoftheUCLGs 201316cycle,includingtheelectionofits members.
FCMsInvolvement
OtherCanadian Involvement
CllrBerryVrbanovicwill presenttheroleoflocal governmentsinthepost 2015developmentagenda. FCMhasinvitedthe PresidentoftheAssociation desmunicipalitsduMali (AMM)tospeakonbehalf ofMPEDandAMM.
MayorWoodside,Cllr BurcherandCllrVrbanovic willparticipateinmeeting.
Canadawillalsobe representedbyMetro VancouverandToronto
FCMParallelactivitieswithpartnerorganizations
Meetingswillbeorganizedwithrepresentativesoftheglobalnetwork,regionalorganizations,country levelpartners,anddonors.Thefollowingisasummarylistofagendaitemsforeachmeeting. Organisations&Delegates Objectives Globalnetworks UCLGAJeanPierre MbassiElong,Secretary General Provideandgetupdateson activitiesandidentifypossible synergies. Explorepotentialjoint programmingincountries wherethereareimportant extractiveindustries. Discusspotentialroleof UCLGAintheimplementation ofthePolicyPaperonLGand DevelopmentCooperation. BC/TK,SH,JC FCMParticipation Tentativedate andtime
Establishrelationship. Provideandgetupdateson activitiesandidentifypossible synergies. DiscusspotentialroleofUCLG ASPACintheimplementation ofthePolicyPaperonLGand DevelopmentCooperation. DiscusspotentialroleofUCLG ASPACinthe identification/settingupofa regionalLEDnetwork. UCLGFLACMAGuillermo Provideandgetupdateson activitiesandidentifypossible Tapia,SecretaryGeneral synergies. DiscusspotentialroleofUCLG FLACMAinthe implementationofthePolicy PaperonLGandDevelopment Cooperation. Provideandgetupdateson UCLGCEMRFrdric activitiesandidentifypossible Vallier,SecretaryGeneral synergies. DiscusspotentialroleofUCLG CEMRintheimplementation ofthePolicyPaperonLGand DevelopmentCooperation. Provideandgetupdateson CLGFCarlWright, activitiesandidentifypossible SecretaryGeneral synergies. Takeadvantageofthe RegionalChampions presenceofmanyregional championspresentinRabatto meet. Giveupdateontheaction planfortheimplementationof thePolicyPaper. Takeadvantageofthe GlobalTaskForce presenceofmanycolleagues andpartnersinRabattomeet. Getupdateonroadmapand tasksaheaduntiltheendof theyear. Provideandgetupdateson ConectaDEL activitiesandidentifypossible synergies. UCLGASPACDr. BernadiaIrawati Tjandradewi,Secretary General
SH,JC,CF,BC/TK
JC,SH,CF,TK
BC,TK
TK,SH,BC
AmiriNondo,Alexis Wednesdayat Soulama,JC,CF lunchtimeatthe Sofitel
BV,TK
Tuesdayfrom 18:30to20:30at theSofitel
JC,CF
Programmingpartners MPEDpartners(AMM, AMBF,ALAT,AMUNIC) Provideandgetupdateson activitiesandidentifypossible synergies. JC,CF TBConsite
SH,CF MCPpartners(CUF&VNG) Provideandgetupdateson activities. Initiatediscussionson sustainabilityofjointactivities. Discusspreparationsfornext meetinginPortauPrince. JC Discusspossiblelargescale AMM projectinNorthernMali. SH,TK Provideandgetupdateson CUFandVNGDisaster file. Preparedness&Response Facility Provideandgetupdateson possibleprogrammingin NorthernMali. Establishrelationship. JantineKriens,CEOofVNG Provideandgetupdateson activitiesandidentifypossible synergies. CUFandVNGMali VNG&Lyonstaff Others CEOoftheAssociationof Provideandgetupdateson activitiesandidentifypossible FinnishLocalandRegional synergies. Authorities(AFLRA) HauSingTse,Canadian RepresentativetoADB BC,TK JC,SH
Tuesdayfrom8:00 to9:00amatthe Sofitel
BC,TK
Wednesday duringlunchtime (exactplacetbc onsite) Tuesdayat8:45at theSofitel

MV will attend if meeting is confirmed
FinalizepreparationsforDCCD LB,BV,JC,CF meeting.
EugeneZapata, InternationalAdvisorto MayorofMexicoCity
TK/BC Provideandgetupdateson programmingandidentify possible synergies/opportunities. TK,SH,JC GetinsightsontheLatin Americanscene. Followuponmergerof3 nationalassociationsinMexico intoCONAM. GetinfoonrobustLatin Americancitynetworks. DiscussideaofMexicojoining NORAM.
BACKGROUND
1. UCLG
TheglobalmovementofmunicipalgovernmentisledbyUnitedCitiesandLocalGovernments(UCLG), anorganizationdedicatedtorepresentinganddefendingtheinterestsoflocalgovernmentsonthe worldstage.Createdin2004,UCLGistheresultoftheunificationofthreeorganizations:theWorld FederationofUnitedCities(FMCU),theInternationalUnionofLocalAuthorities(IULA)andMetropolis, theinternationalassociationofmajormetropolises. UCLGrepresentsanddefendstheinterestsoflocalgovernmentsontheworldstage.Itsmissionistobe theunitedvoiceandworldadvocateofdemocraticlocalselfgovernment,promotingitsvalues, objectivesandinterests,throughcooperationbetweenlocalgovernments,andwithinthewider internationalcommunity. FCM was a founding member of UCLG and participates in UCLGs governance bodies (Executive Bureau and World Council). UCLG and its members meet twice a year, once in spring and again in the fall, for statutory meetings. FCM is an active member of both the Executive Bureau and World Council. All FCM national and regional partner local government associations (LGAs) are members of UCLG. FCM is a member of UCLG to help strengthen the capacity of local governments to serve and meet the needs of their residents. UCLG provides opportunities for knowledge sharing, program coordination and policy development. UCLGispresentin136ofthe192UNmemberstates.Itsmembersincludeindividualcitiesaswellas nationalassociationsoflocalgovernments.Morethan1,000citiesacross95countriesaredirect membersofUCLG;112LocalGovernmentAssociations(LGAs)aremembersofUCLG,representing almosteveryexistingLGAintheworld. UCLGscommitmenttobuildingacommonpolicyagendaandfosteringknowledgesharingbetween localgovernmentsaroundtheworldhashelpedtheorganizationcarveoutanicheforitselfasitactively pursuesitsgoalofbecomingthevoiceoflocalgovernmentinternationally.Thereisbroadconsensus amongstUCLGmembersthatastrongandunifiedvoiceisrequirediflocalgovernmentsaregoingto effectivelyadvocateandpositivelyinfluencethepoliciesandprogramsofinstitutionssuchastheUnited Nations,theWorldBankandtheOrganizationofEconomicCooperationandDevelopment.UCLGsis particularlyfocusedonlobbyingonbehalfoflocalgovernmentstoensurethattheyarerecognizedand valuedfortheroletheyplayandthecontributiontheymaketobuildingprosperous,secureand sustainablecommunities. Every three years, UCLG holds its World Congress where it brings together more than 3,000 delegates from around the world representing local and regional governments, national governments and multilateral officials. The theme of this years congress is Imagine Society, Build Democracy. FCM will participateinthestatutorymeetingsastheSecretaryGeneralofNORAMandassumetheChairroleand Secretariat functions of UCLGs Development Cooperation and City Diplomacy committee. FCM representatives and overseas partners will also participate in sessions focused on local economic developmentandgenderequalitytosupportFCMsprogramming.
2. MetroVancouverandUCLG
ThegoalsforMetroVancouversInternationalEngagementProgram,endorsedbytheBoardatitsJuly 16,2010meetingareinorderofpriority: a) TheacquisitionofknowledgeandskillswhichdirectlybenefittheMetroVancouverorganization andregion; b) Theinfluenceondecisionselsewhereincitiesorregionswhichhaveadirectorindirectbenefit forMetroVancouver,includingthosewhicharelongtermandglobalinscope; c) Theprovisionofassistancetoothercitiesorregionsintheworld,directlyorthroughfederalor otheragencies,wheresuchassistanceisgreatlyneededandwhereMetroVancouverhasthe capabilitytoprovidesuchassistance; d) TheenhancementofMetroVancouversreputationintheinternationalcommunity. UCLGwasidentifiedasanappropriateinternationalorganizationtoadvanceanagendaofcollective localgovernmentactionon: Mitigatingandrespondingtoclimatechange Aninternationalapproachtozerowaste,and Capacitybuildinginlocalgovernment. Morespecifically,engagementwithUCLGrespondstoMetroVancouverswasteminimization/zero wasteobjectives:Workinternationallytoadvocateformoredevelopmentbyseniorgovernmentsin encouraginganddevelopingincentives,includingregulation,thatpromotedesignofproductswithan emphasisonreuseandrecycling(cradletocradledesign). AtitsNovember12,2010meeting,theBoardendorsedafocusonsolidwastemanagement,withan emphasisonadvocatingforcradletocradledesign,forthethemeforMetroVancouversinvolvement intheDecember,2010UCLGWorldCongress.Theoutcomeofthe2010Congress,whichestablished UCLGprioritiesfor2010to2013,wastheUCLGPresidencyandWorldCouncilsendorsementofMetro Vancouversproposaltoinitiateaglobaldialogueonsustainablewastemanagement,includingthe designofproductsthatreflectcradletocradleprinciples. Forthepastfiveyears,MetroVancouverhasoccupiedtwoseatsontheUCLGWorldCouncil,oneoftwo UCLGgoverningbodies. 3. UCLGWorldCouncil 2012UCLGWorldCouncilMeeting,Dakar,SenegalDecember2012 UCLGstwogoverningbodies,theWorldCouncilandtheExecutiveBureau,meetonanannual basis.Everythirdyear,aCongressisheldsettingtheagendaandstrategicprioritiesforthenext threeyears.MetroVancouveroccupiestwoseatsontheWorldCouncilandhasobserverstatuson theExecutiveBureau.Forthepastfiveyears,MetroVancouverhasparticipatedinthesemeetings inclosecollaborationwiththeFederationofCanadianMunicipalities(FCM).Since2010,as endorsedbytheBoard,MetroVancouversparticipationinUCLGhasbeenfocusedaroundthe themeofsustainablewastemanagementand,morespecifically,theopportunityforMetro Vancouvertoplayaleadershiproletoinitiateaglobaldialogueonsustainablewastemanagement, includingthedesignofproductsthatreflectcradletocradleprinciples. KeyMetroVancouverobjectivesforthe2012WorldCouncilmeetingsincludedcontinuedeffortsto
strengthenrelationswithUCLGandFCM,togainabetterunderstandingofandmorefullyengage inthefunctioningoftheUCLG,workingwiththeUCLGsecretariattofurtherdefinetheoptionsand strategytoadvancethethemeofsustainablewastemanagement,contributingtotheworkofthe GOLDIIIreportandengagingothermetropolitanregionsinthesustainablewastemanagement discussion. The2012WorldCouncilmeetingswereheldonthemarginsofthe6thAfricitiesSummitbringing togetheraround300participantsfromover70countriesandincludedthefirsteditionoftheWorld ForumofRegions.Over70nationalassociationsoflocalgovernmentsgatheredwithpartners presentingtheircooperationprojects,amongothers:Canada,Cambodia,Scotland,France, Mauritania,Mozambique,Senegal,Sweden,Spain,China,SouthAfrica,Morocco,Finland,Italy, Netherlands,Rumania,KoreaandalltheotherAfricancountries. ThemaindecisionsapprovedbytheGoverningBodiesofUCLGcanbefoundinAttachment3. HighlightsincludetheAdoptionofanFCMledPolicyonLocalGovernmentsRoleinDevelopment andrenewedsupportforthedevelopmentoftheIIIGlobalReportonDecentralizationfocusingon theGovernanceofLocalBasicServicesakeypolicyandagendasettingdocumentMetro Vancouverhasbeencontributingtoinitseffortstoadvancethethemeofsustainablewaste management.Thegeneralframeworkofthe4thCongresstakingplaceOctober14,2014inRabat, Moroccowasalsoagreedbymembersputtingspecialemphasisontheroleoflocalandregional authoritiesaskeyactorsfordevelopment.Amongthetopicstobeaddressedinsessions,the followingwerehighlighted:FosteringWellbeing,ManagingDiversity,SupportingNewGovernance andtheChangeintheMediterranean,PromotingSolidarityamongTerritoriesandShapingthe UrbanFuture. InadditiontoitsmembershiproleontheWorldCouncilandparticipationinthediscussionsof UCLGcommitteesandworkinggroups,MetroVancouverrepresentativescontinuedtoseek opportunitiestoworkwithintheUCLGstructuretofurtherMetroVancouversgoals.The complexityofUCLGprocesses,thewiderangingarrayofissuesitactsupon,andthebreadthofits representationacrossdevelopedanddevelopingcountries,allpresentchallengesaround engagementonissuesspecifictoMetroVancouver.However,ourcontributiontotheGOLDIII report,continueddiscussionswithrepresentativesfromtheUCLGSecretariat,theFederationof CanadianMunicipalities,andtheUSNationalLeagueofCities,providesanopportunitytogivean internationalprofilefortheneedtoadvocateforchangesinproductdesigntowardcradletocradle principles.Asaresult,somejointadvocacyworkwiththeLeagueofCitiesmaybepossiblebased onthereportsrecommendations. 4. UCLGGOLDIIIReport TheUCLGsinternationaladvocacyeffortsspringfromitsflagshippublication,thetriennialGOLDReport (GlobalObservatoryonLocalDemocracyandDecentralization).Thepurposeofthesereportsisto presenttheneedsandchallengesoflocalgovernmentsinordertosupporttheireffortstobecomemore effectiveintheirdailyfunctionsandtoreachtowardlongtermsustainabilitygoals. ThethirdGOLDReportfocusingontheaffordabledeliveryofbasicservices:potablewater,wastewater, solidwasteandrecycling,urbantransportationandenergywillbepresentedatthe4thWorldCongress.
IntheirassessmentofthevalueofpasteditionsoftheGOLDReport,theUCLGhasmadetwochangesto theirapproachinordertomakethereportmoreeffectiveinmeetingitspurpose.First,thevast differenceintheissuesfacingdevelopedanddevelopingcountriesmakesthepresentationofacohesive visionofthechallengefacinglocalgovernmentsextremelydifficult.Toaddressthis,thethirdeditionof theGOLDReportwillincludeasectionalapproach,withNorthAmericaasoneofthesections.This approachwillallowMetroVancouvertofocusonitscoreinterestinfluencingproductandpackaging designasacommonconcernamongNorthAmericancities. Secondly,theUCLGwantstoensurethattheGOLDReportisofpracticalvalue,andsohasframedthe reportasapoliticalprocess,ratherthanjustabook.Agoalistohavethereportprovideavisionfor advocacyatthelocal,regionalandgloballevel.Itshouldcontributetopoliticalagendas,fromthe definitionoftheissuestobeaddressed,theframingoftheanalysis,toitsfinalizationand implementationasalobbyingtool.Toaidinthisprocess,theScienceDirectorfortheReporthasbeen selectedforhisdeepbackgroundinscience,publicpolicyandadvocacy. Withthisperspective,MetroVancouverhasactivelycontributedtotheNorthAmericansectionofthe GOLDIIIReportthataddressessolidwasteandrecycling.Whilethiscomponentofthereportwilllookat allfacetsofthesolidwasteissue,itwillalsoincludetheneedtoreducetheburdenbornebylocal governmentsbyinfluencingproductandpackagingdesign,andtherebyreducethegenerationofwaste inthefirstplace. MetroVancouverworkedwiththeleaderoftheNorthAmericansectionofthereport(theUSNational LeagueofCitiesDirectoroftheCenterforResearchandInnovation)ondefiningitstermsofreferenceso thatafocusoncradletocradlemanufacturingisincluded,withadiscussionontheneedtoconvenea globaldialoguetomoveinthatdirection.Aneffortwasalsobemadetoincludethisdiscussioninthe othersectionalreportsasacollectivecallacrossseveralregionsforadialogueonwastereductionatthe sourcewouldbemorelikelytoreceiveUCLGbackingandsupport.WhiletheReportwilldiscussthe needforadialogue,itisanticipatedthatthosediscussionswouldbegininthepolicydeliberationphase oftheprojectlikelyaftertheresearchphaseoftheReportlate2013andinto2014. CurrentStatus: AdvancechaptersreceivedfromNorthAmerica(DecemberversionincludedsectiononMetro VancouverandtheNationalZeroWasteCouncil)reviseddrafttobesharedwithMetro Vancouverforcomment. Draftwasreviewedbyasteeringcommitteeofexperts. FirstadvancecopywillbepresentedinaplenarysessionattheWorldCongressinRabat presentationwillfocuson:accesstopublicservicesandfinancingofpublicservices FinalversionwillreflectdiscussionsofCongresswithagoaltopublishin2014ontheeveofthe datesetbytheinternationalcommunityfortheassessmentoftheMDGs(theprovisionofbasic servicesisakeycomponentoftheMDGs).
5. MetroVancouverDiscussionswithFCM
NorthAmericanRegion(NORAM)(moreinformationonNORAMunderTab:October1) FCMassumingroleofSecretaryGeneralforNorthAmericanRegion MeetingswithNationalLeagueofCitiesconfirmedbothPresidencyandSecretaryGeneral positionsshouldresideinCanada.(NationalLeagueofCitieshavenotpaidfeesforpastfew yearsandaregoingthroughsometoughtimes.) MontrealhasindicatedtheirstronginterestinassumingtheroleofPresident,NorthAmerican RegioniftherearenoprotestsfromotherNorthAmericanmembers,thiswilllikelygoforward. NewstructureforUCLGNorthAmericanRegion(NORAM): PresidencyofNorthAmericanRegionandVicePresidentUCLG(Montreal?) SecretaryGeneralFCM(BrockCarlton/TimKehoe) SecretariattobeestablishedatFCM o manageflowofinformation o managementbriefings o leadershiptoCanadianengagement o preconferencebriefings o liaisonwithAmericans CanadianInternationalEngagementStrategy FCMinterestedinestablishingaCanadianInternationalEngagementStrategy Economicdevelopmentanareaofinterestgoingforward InterestexpressedonthepartofMontreal,Toronto,Edmonton,Mississauga,London,Surrey (furtherdiscussionwithSurreyindicatedaninterestinissuesofsocialinclusion,managing culturaldiversity,portcity,economicdevelopmentandaninterestinsittingontheWorld CouncilSurreycoulddecidetotakeouttheirownmembership) GoverningBodiesExecutiveBureauandWorldCouncil FCMresponsibleforcoordinatingCanadianappointees ExecutiveBureau6positions(outofatotalof12forNORAM),WorldCouncil12positions MontrealandTorontohaveindicatedtheirinterestintheExecutiveBureauashasMetro Vancouver CanadianappointmentstoboththeWorldCouncilandExecutiveBureauwereforwardedby FCMtoUCLGinJuly.MetroVancouvercontinuestoretaintwoseatsontheWorldCouncil, however,becauseofsomeuncertaintywithrespecttoMetroVancouverslongerterm commitmentandourinabilitytofacilitatepaymentofmembershipduesatthistime,a MemberatLargepositionwascreatedfortheExecutiveBureautobefilledinthenewyear MembershipDues RecentmeetingsinLyonconfirmedsignificantissuesforUCLGwithrespecttomembershipdues NORAMhasseriousreputationfornotpayingfeeskeyissueisNLC(inarrears$65,000and $45,000) Canadainthegoodbooks(FCMisalwaysthefirstin) BigcitiesistheissuewanttohaveduespaiddirectlytoUCLGasopposedtothrough associations MontrealandTorontopaidupthroughMetropolis
RegularmembershipduesnowseenascriticaltotakingonagovernanceroleinExecutive BureauMetroVancouvermembershipfeewouldbe12,000Eurosor$16,280)
Governance ThefollowingbodiesgoverntheUCLG:theGeneralAssemblycomprisingallmembersofUnitedCities andLocalGovernments,theWorldCouncilcomprising341localgovernmentrepresentatives,andthe ExecutiveBureaucomprising115localgovernmentrepresentativesfromwithinthemembersofthe WorldCouncil.TheWorldCouncilandExecutiveBureauareconstitutedfollowingelectionsineach worldregion,withaviewtoensuringafairgeographicalbalance.TheWorldCouncilistheprincipal policymakingbodyofUCLG,ensuringthatpoliciesdecidedbytheGeneralAssemblyareimplemented. TheExecutiveBureauisresponsibleforthefinancialandadministrativemanagementofUCLG. ThroughitsaffiliationwiththeFederationofCanadianMunicipalities(FCM),MetroVancouverhastwo seatsontheUCLGWorldCouncil. WorldCongresses EverythreeyearsUCLGhostaWorldCongress,establishingitsnextthreeyearagenda.UCLGsthird WorldCongress,settingtheprioritiesfor2010to2013,tookplaceNovember2010inMexicoCity.The CongressmeetingsconcludedwiththeadoptionoftheSummitKeyRecommendations,whichincluded 25messagesaddressedtotheinternationalcommunity,aswellasaManifestofortheCityof2030. Thesetwodocumentsputacrossthepointofviewoflocalandregionalgovernmentsontheissues whichweredebatedduringtheCongressandproposenewactionstostrengthentheinfluenceoflocal andregionalgovernmentsontheinternationalagenda. TheCongressalsosawtheelectionofthenewgoverningbodies.Followingtheelectionsheldbythe UCLGSectionsoverthecourseof2010,theGeneralAssemblyelectedtheWorldCouncilthatelected,in turn,theExecutiveBureau.TheWorldCouncilthenwentontoelectthenewUCLGPresidency.
4thWorldCongressand2ndWorldSummitofLocalandRegionalLeaders Rabat,Morocco,October14,2013
ThemeImagineSociety,BuildDemocracy
FosteringWellbeing ManagingDiversity SupportingnewGovernanceandtheChangeintheMediterranean InvestinginPeople PromotingSolidarityamongTerritories ShapingtheUrbanFuture
FocusMDGsPost2015andHabitatIII2016
MDGsThedeadlinefortheachievementofthe2005MDGsis2015.TheUNandthe internationalcommunityaregettingreadytodefineanewagendaandthecontributionoflocal andregionalauthoritiestothewellbeingofcommunitiesandtheroleinthePost2015 developmentagenda HabitatIIITheidentificationofthenewchallengesandmodelsneededtoanswerthedemand ofanincreasinglyurbanpopulationasweworktowardsHabitatIIIin2016.HabitatIIIisthe ThirdUnitedNationsConferenceonHousingandSustainableUrbanDevelopment.
SessionswillbeheldattheSofitelJardindesRosesHotelandISESCO MetroVancouver/FCMBriefingdinnerwilltakeplaceMonday,September30Timeand detailstobeconfirmed(someFCMdelegatesmighthavetoattendanotherdinner) FCMwillhostabriefingbreakfasteverymorningfortheCanadianDelegation.LocationTBC
SUMMITFORMATINBRIEF
IntroductoryPlenary(2hours,2500participants) ThematicRoundtables(4roundtables,90minuteseach,1200participants+onlineparticipants) ParallelSessionsEachofthethematicroundtableswillbelinkedto3parallelsessionswithaviewto promotingexchangesanddebatebetweenparticipants,sharingbestpractices,knowledge,toolsand buildingproposals.(90minuteseach) StrategicPlenaries(90minuteseach) TheaimofthestrategicplenariesistoguidethefuturepaththatLocalGovernmentswillfollowtowards thenewinternationaldevelopmentagenda.Therewillbe2plenarysessions: 1.Post2015developmentagenda 2.HabitatIIIinternationalconference
Revised:Sep2613

Monday,September30,2013 Time Description ArrivalofDelegates TBC BriefingDinnerwithFCMdelegates TBC Location
Tuesday, October 1, 2013 Time 7:30 9:00 9:30 10:00 10:30 11:00 11:30 12:00 12:30 13:00 13:30 14:30 15:00 15:30 16:00 16:30 17:00 17:30 18:00 18:30 20:00 20:30 21:00 21:30 22:00
UCLG Statutory Meetings UCLG Regional Section Meetings UCLG Committees and Working Groups Official Ceremonies and Plenaries
Description and Location FCM Delegate Breakfast Working Group on Local Governments and Cooperation in Middle East Hotel Sofitel, Royale 1 BREAK Development Cooperation and City Diplomacy Hotel Sofitel, Royale 2 Gender Equality Committee Hotel Sofitel, Chapiteau
(Cllr Pam McConnell speaker; Cllr Lise Burcher will be appointed as Chair of the Committee)
LUNCH REGISTRATION Statutory Meeting Caucus: NORAM Hotel Sofitel, Alba-Maxima BREAK Financial Management Committee Hotel Sofitel, Alba-Maxima UCLG Working Group on Local Economic Development Hotel Sofitel, Jardin 2 Africa Caucus Hotel Sofitel, Chapiteau
14:00
Brad Woodside, FCM 1st VP, Brock Carlton, possibility of Berry Vrbanovic next Treasurer
Global Task Force Hotel Sofitel, Royale 1 WELCOME RECEPTION
Wednesday, October 2, 2013 Time 7:30 9:00 9:30 10:00 10:30 11:00 11:30 12:00 12:30 13:00 13:30 14:00 15:00 15:30 16:00 16:30 17:00 17:30 18:00 18:30 19:00 19:30 20:00 20:30 21:00 21:30 22:00
Description and Location FCM Delegate Breakfast UCLG committee on Statutory Affairs Hotel Sofitel, Alba-Maxima UCLG Committee on Social Inclusion, Participative Democracy and Human Rights Hotel Sofitel, Salle dbat BREAK EXECUTIVE BUREAU Hotel Sofitel, Royale Metro Vancouver will attend as observers
(by invitation only)
LUNCH OPENING CEREMONY Hotel Sofitel, Pavillon du Centenaire BREAK INTRODUCTORY PLENARY IMAGINE SOCIETY, BUILD DEMOCRACY Tracking Global Changes Hotel Sofitel, Pavillon du Centenaire FOSTERING WELLBEING PREPARATORY MEETING (18:40 or following the Plenary) Hotel Sofitel, Salle des Speakers (see map at the end of this document)
REGISTRATION
14:30
GALA DINNER
Thursday, October 3, 2013 Time 7:30 9:00 9:30 10:00 10:30 11:00 11:30 12:00 Description and Location FCM Delegate Breakfast THEMATIC ROUND TABLE 1 (MV) Fostering Wellbeing (Chair Moore) Hotel Sofitel, Pavillon du Centenaire Launch of Gold III Report (MV) Hotel Sofitel, Pavillon du Centenaire Parallel 1.1 Financing and Governance of Local Basic Services Hotel Sofitel, Salle Royale 2 Parallel 1.2 Participation and local basic services Presentation of GOLD III (MV) Hotel Sofitel, Pavillon du Centenaire 12:30 13:00 13:30 14:30 15:00 15:30 16:00 16:30 17:00 RABAT EXPO 14:00 THEMATIC ROUND TABLE 3 Supporting New Governance Location: Centenary Hotel Sofitel, Pavillon du Centenaire BREAK Parallel 3.1 Citizen Participation and Local Governance Hotel Sofitel, Salle Royale 2 Parallel 3.3 Local Democracy and the Development Agenda Hotel Sofitel, Royale 2 Parallel 4.1 Culture in sustainable development ISESCO Salle Solidarit Parallel 4.2 Promoting Local Economic Development ISESCO, Salle Hassan II THEMATIC ROUND TABLE 4 Promoting Diversity ISESCO, Salle Solidarit LUNCH THEMATIC ROUND TABLE 2 Strengthening Solidarity among Territories ISESCO, Salle Solidarit BREAK Parallel 2.2 Development and Decentralized Cooperation ISESCO, Salle Solidarit
17:30 18:00 18:30 19:00 19:30 20:00 20:30 21:00 21:30 22:00
UCLG GENERAL ASSEMBLY Hotel Sofitel, Pavillon du Centenaire
CULTURAL PROGRAM
Friday, October 4, 2013
Time 7:30 9:00 9:30 10:00 10:30 11:00 11:30 12:00 RABAT EXPO 12:30 13:00 13:30 14:00 14:30 15:00 15:30 16:00 16:30 16:45 17:30 18:15
UCLG Statutory Meetings
Description and Location FCM Delegate Breakfast Strategic Plenary 1 Post 2015 Development Agenda Hotel Sofitel, Pavillon du Centenaire BREAK Strategic Plenary 2 Habitat III Hotel Sofitel LUNCH
UCLG WORLD COUNCIL(MV attending) Hotel Sofitel, Salle Royale
CLOSING PLENARY Hotel Sofitel, Pavillon du Centenaire
UCLG Regional Section Meetings
UCLG Committees and Working Groups
Official Ceremonies and Plenaries
FCMMISSIONROLESANDRESPONSIBILITIES
Names BradWoodside,FirstVicePresident,FCM; Mayor,CityofFredericton,NB Roles BrockCarlton,FCMChiefExecutiveOfficer TimKehoe,FCMDeputyCEO StrengthenpoliticallinksbetweenFCMand multilateralandmunicipalorganizations ParticipateonbehalfofFCMsPresident HeadofCanadianmunicipaldelegation RepresentFCMatExecBureauandWorldCouncil Presentatparallelsessiononpublicservices Participateinbriefinganddebriefmeetings Participateinsidemeetingsduringconference GatherinformationthatsupportsFCMsdomestic policiesandprogramstosharewithFCM StrengthenpoliticallinksbetweenFCMand multilateralandmunicipalorganizations RepresentFCMsSCIR RepresentFCMatExecBureauandWorldCouncil ChairmeetingofDevelopmentCooperationandCity Diplomacy Gatherinformationonlocaleconomicdevelopment tosharewithMPEDpartners Participateinsidemeetingsduringconference Participateinbriefinganddebriefmeetings StrengthenpoliticallinksbetweenFCMandUCLG andlocalandregionalgovernments RepresentFCMatExecutiveBureau RepresentFCMatPost2015plenarysession SupportMPEDRegionalChampions Participateinbriefinganddebriefmeetings Participateinsidemeetingsduringconference GatherinformationthatsupportsFCMsdomestic policiesandprogramstosharewithFCM StrengthenpoliticallinksbetweenFCMand multilateralandmunicipalorganizations RepresentNORAMattheSecretaryGeneralMeeting andotherstatutorymeetings Participateinbriefinganddebriefmeetings Participateinsidemeetingsfocusedonbusiness developmentduringconference StrengthenpoliticallinksbetweenFCMand representedorganizations RepresentNORAMattheSecretaryGeneralMeeting andotherstatutorymeetings PresentFCMsinternationalprograms,where appropriate Participateinbriefinganddebriefmeetings StrengthenpoliticallinksbetweenFCMand multilateralandmunicipalorganizations Participateinbriefinganddebriefmeetings Participateinsidemeetingsduringconference
LiseBurcher,Chair,StandingCommitteeon InternationalRelations,Councillor,Cityof Guelph,ON
CllrBerryVrbanovic,CityofKitchener
SbastienHamel,Director,FCMInternational
JacquesCarrire,Director,MPED
CyrielleFleury,Manager,HaitiProgram& Networks
ArmindaDuranDeLeon,Councillor,Cityof Padilla,Bolivia JudithGonzalesLopez,Councillor,Cityof Tiquipaya,Bolivia MariaEugeniaRojasValverde,Gender Consultant,MPED AlexisSoulama,Mayor,CityofBanfora, BurkinaFaso
AmiriNondo,Mayor,Morogoro,Tanzanie
StrengthenpoliticallinksbetweenFCMand multilateralandmunicipalorganizations SupportFCMpartnersparticipationinmeetingsand sessions Participateinbriefinganddebriefmeetings Participateinsidemeetingsduringconference SupportFCMrepresentativesparticipationin meetingsandsessions CoordinateparticipationofFCMsdelegation PrimaryliaisonpointforFCMsdelegation Organizesidemeetingswithpartners,donors,as needed LeadstaffforselectUCLGcommittees Organizepostconferencedebrief StrengthenpoliticallinksbetweenFCMand multilateralandmunicipalorganizations ParticipateinUCLGsLEDandGenderEquality committees Gatherinformationonlocaleconomicdevelopment tosharewithMPEDpartners Participateinsidemeetingsduringconference Participateinbriefinganddebriefmeetings StrengthenpoliticallinksbetweenFCMand multilateralandmunicipalorganizations ParticipateinUCLGsDCCDasoneoftheregional champions ParticipateinLEDcommittees Gatherinformationonlocaleconomicdevelopment tosharewithMPEDpartners Participateinsidemeetingsduringconference Participateinbriefinganddebriefmeetings StrengthenpoliticallinksbetweenFCMand multilateralandmunicipalorganizations ParticipateinUCLGsDCCDasoneoftheregional champions ParticipateinLEDcommittees Gatherinformationonlocaleconomicdevelopment tosharewithMPEDpartners Participateinsidemeetingsduringconference Participateinbriefinganddebriefmeetings
METROVANCOUVERNETWORKINGOPPORTUNITIES
1. NationalLeagueofCities:FCMwillfacilitatetheNORAMCaucusmeeting 2. DavidSatterthwaite,GOLDIIICoordinatormeetinghasbeenrequested 3. ICLEIandMetropolisattendingtheconference: a. AlainLeSaux,SecretaryGeneral,Metropolis(ModeratorParallelSession2.1) b. GinovanBegin,SecretaryGeneral,ICLEI(SpeakerParallelSession2.2) 4. CityofTorontoCllrPamMcConnell(memberofCanadianDelegation) 5. UCLG:EmiliaSaiz,EdgardoBilsky,KateSheaBairdmeetingsrequested;timetobeconfirmed(mostlikelyon October3aroundthepresentationoftheGOLDIIIreport)(pleasepage1and2forcontactinformation) 6. MayorKhalifaSall,CityofDakarmeetingrequested 7. JacquieSubbanandSogenMoodley,CityofDurbanMeetingtobeconfirmedinRabat;JacquieSubbanwill contactHeather. JacquieSubbanworksintheCityManagerOfficeandistheDeputyHead:InformationTech.&EGovernment (SubbanJ@durban.gov.za).SogenMoodleyisSeniorManager,MunicipalInstituteofLearning(MILE) 8. Mayor,CouncillorJamesNxumalo,CityofDurbanmeetingrequested;MayorNxumalowillbeatthe conferenceonlyforoneday.JacquieSubbanwillconfirmthemeetingwithHeatherinRabat. 9. MeetingwithCEOoftheAssociationofFinnishLocalandRegionalAuthorities(AFLRA)tobeconfirmedbyFCM
SUMMIT PROGRAMME
! ! ! Latest update: 26/09/2013
[The list of participants is not exhaustive]
Tuesday 1st October

08:00-19:00 09:00-12:30 09:00-10:30 09:00-10:30 09:00-10:30 09:00-10:30 10:30-11:00 11:00-12:30 11:00-12:30 11:00-12:30 11:00-12:30 12:30-14:00 14:00-18:00 14:00-16:00 14:00-16:00 14:00-18:30 14:00-16:00 16:00-16:30 16:30-18:30 16:30-18:30 16:30-18:30 18:30-20:30 19:00 Participant Registration Women Promoting Democracy (UCLG Standing Committee on Gender Equality) Caucus MEWA UCLG working group on Migration and Co-development UCLG Working Group on the Middle East UCLG Working Group on Responsible Tourism and Sustainable Development Break UCLG Committee on Development Cooperation and City Diplomacy UCLG Committee on Urban Health UCLG Committee on Decentralization and Local SelfGovernment Secretary Generals meeting Lunch Caucus Africa United Nations Advisory Committee of Local Authorities meeting (UNACLA) (by invitation only) Caucus NORAM UCLG Learning Agenda: Committees on Digital and Knowledge Based Cities and Strategic Urban Planning UCLG Working Group Local Economic Development Break Financial Management Committee (by invitation only) Caucus ASPAC UCLG Committee on Peripheral Cities Meeting of the Global Taskforce of Local and Regional Governments on the Post-2015 Agenda (by invitation only) Welcome Reception
VENUE/Room
Htel Sofitel Htel Sofitel Chapiteau Htel Sofitel Royale 2 Htel Sofitel Jardin 2 Htel Sofitel Royale 1 Htel Sofitel Alba Maxima
Htel Sofitel Royale 2 Htel Sofitel Jardin 2 Htel Sofitel Royale 1 Htel Sofitel Alba Maxima
Htel Sofitel Chapiteau Htel Sofitel Royale 1 Htel Sofitel Alba-Maxima Htel Sofitel Royale 2 Htel Sofitel Jardin 2
Htel Sofitel Alba-Maxima Htel Sofitel Jardin 2 Htel Sofitel Royale 1 Htel Sofitel Royale 1
Wednesday 2nd October

08:00-19:00 09:00-10:30 09:00-10:30 09:00-10:30 09:00-10:30 10:30-11:00 11:00-13:00 13:00-14:30 14:30-15:30 Participant Registration UCLG Committee on Statutory Affairs (by invitation only) Caucus Eurasia UCLG Committee on the Mediterranean Political Council UCLG Committee on Social Inclusion, Participative Democracy and Human Rights Break EXECUTIVE BUREAU (Members only) Lunch OPENING CEREMONY
VENUE/Room
Htel Sofitel Htel Sofitel Alba-Maxima Htel Sofitel Salle Confrence Presse Htel Sofitel Jardin 2 Htel Sofitel Salle dbat Htel Sofitel Royale
15:30-16:00 16:00-16:30
16:30-18:30
Htel Sofitel Pavillon du Centenaire His Majesty the King of Morocco Mohamed VI, or representative Joan Clos, United Nations Under Secretary General, Executive Director of UN-Habitat, Founding President of UCLG, former Mayor of Barcelona Kadir Topbas, Mayor of Istanbul, Turkey, President of UCLG, member of the UN High Level Panel on the Post-2015 Development Agenda Fathallah Oualalou, Mayor of Rabat, Morocco, Host of the 4th UCLG World Congress, Vice President UCLG North Africa, President of the UCLG Committee on Local Finances Rabat hosts the 4th UCLG World Congress Centenary celebration Kadir Topbas, Mayor of Istanbul, Turkey, President of UCLG, member of the UN High Level Panel on the Post-2015 Development Agenda Mercedes Bresso, First Vice-President of the Committee of the Regions, Former Founding President of UCLG Joan Clos, Under Secretary General of United Nations, Executive Director of UN Habitat, Founding President of UCLG, former Mayor of Barcelona Bertrand Delano, Mayor of Paris, France, UCLG Founding President of Honor Daby Diagne, Founding Member of UCLG, former President of United Towns Organisation, former President of Louga Region, Adviser to the President UCLG Africa Alan Lloyd, Former Mayor of Swansea, Former Founding President of UCLG INTRODUCTORY PLENARY Hotel Sofitel Pabelln del centenario IMAGINE SOCIETY, BUILD DEMOCRACY: Tackling the major challenges of our era from our cities and regions
The introductory plenary will analyse major current and future challenges faced by local and regional governments throughout the world. This session will provide insight on the impact of important global shifts that are currently taking place throughout the world, in particular on the effects of political, economic, social and environmental crisis on towns, cities and territories. Are we facing irreversible rifts or simply periodical readjustments? In 2030, over 60% of the worlds population will live in cities. How can we face the challenges of increased urbanisation in all regions of the world? To what extent are cities, metropolitan areas and regions at the centre of todays problems while also being at the heart of their solutions as we address the big questions of our era over energy, the environment, policy, society and culture? The session will reflect on the impact of local democracy and retrace the contribution of the international municipal movement in the construction of local democracy throughout the 20th century and the reinforcement of decentralisation. It will also reflect on local democracy issues for the 21st century taking into account the impact of the Arab Springs and the recentralisation attempts in various regions.
What dimension should governance and democracy take in the Agenda of Cities and Regions for the 21st century? Important high-level figures will share their vision on all these issues. Keynote speaker: Roger Myerson, Nobel Prize for Economics winner, Professor at the University of Chicago Speakers: Omar Azziman, Councillor to the King of Morocco, President of the Consultative Committee on Regionalisation, Morocco Andris Piebalgs, EU Commissioner for Development, European Commission Lakshmi Puri, Deputy Executive Director, UN Women Khalida Sall, Mayor of Dakar, Senegal, President of UCLG Africa Xavier Trias, Mayor of Barcelona, Spain Moderator : Farida Moha Gala Dinner
20:00-22:00
Thursday 3rd October

08:00-19:00 09:00-10:30 Participant Registration THEMATIC ROUND TABLE 1: Fostering Wellbeing
! !
VENUE/Room
Htel Sofitel Pavillon du Centenaire
The improvement of local public services sanitation, waste management, and transport has greatly contributed to the improvement of our quality of life. However, we are facing a number of new economic, social, environmental, cultural challenges, such as urbanization and climate change. To respond to these issues, local and regional authorities, along with their partners are innovating to combat insecurity and to evolve our ways of life and consumption patterns with the aim of reducing our impact on the environment and extending human rights and dignity for all. How can local policies contribute to fostering wellbeing? Debate: Jockin Arputham, President of Slum Dwellers International (SDI), and President of National Slum Dwellers Indian Federation Salvador Esteve i Figueras, President, Province of Barcelona, Spain, President of the UCLG Committee on Decentralisation and Self-Government Miguel Lifschitz, National Senator, Former Mayor of Rosario, Argentina Greg Moore, President of Metro Vancouver, Canada Jenaro Garcia Martin, CEO, Gowex Joaquim Oliveira Martins, Head of Regional Development Policy Division, Public Governance and Territorial Development, OECD Mohamed Sajid, Mayor of Casablanca, Morocco Margareta Wahlstrm, Special Representative of the Secretary General of United Nations for Disaster Risk Reduction Moderator : Farida Moha 10:30-11:00 09:00-10:30
GOLD III report official launch
THEMATIC ROUND TABLE 2

Strengthening solidarity among territories
Htel Sofitel Pavillon du Centenaire ISESCO Salle Solidarit
Recent decades have seen the transformation from a rural to an urban world, as well as increasing global interaction between territories. At the same time, inequalities between regions and within countries are growing. The implementation of national strategies involving all stakeholders is essential in order to ensure coherence between sub-national and national levels of government. Introduction: Billy Cobbett, member of the Congress Panel of Experts, Manager at Cities Alliance Debate: Zoubida Allaoua, Director, Department Finance, Economics and Urban, World Bank Belinda Calaguas, Head of advocacy and campaigns, ActionAid International Annemarie Jorritsma, Mayor of Almere, Netherlands, and President of the Association of Netherlands Municipalities (VNG), Co-President of CEMR, Co-Prsident of the UCLG Committee on Cooperationn Development and City Diplomacy Aisa Kacyira Kirabo, Deputy Executive Director of UN Habitat Joana Ortega i Alemany, Vice-President of the Government of Catalonia, Spain Vladimir Platonov, Chairman of Moscow City Duma, Russia Scott Smith, Prsident de la US Conference of Mayors, Etats Unis dAmrique Louis-Jacques Vaillant, Advisor, Department of Local Governments, Cities and Territories, French Development Agency (AFD) Moderator : Thami Ghorfi

10:30-11:00 11:00-12:30
Organizers: UCLG Committee on Local Finance and Suez Environnement
VENUE/Room
Htel Sofitel Htel Sofitel Salle Royale 2
Break Parallel Session 1.1 Financing and governance of local basic services
The session will focus on financing, which often involves reconsidering the nature of interactions between local authorities and other stakeholders from civil society and local, national and international organizations. The question of governance will also be dealt with as an issue central to the improvement of basic services. Speakers: Xavier Chauvot de Beauchene, Water and Sanitation Specialist, Sustainable Development Departement, Middle-East and North Africa, World Bank Thierry Mallet, Director of Innovation and Industrial Performance, Suez Environnement Claude de Miras, Director of Research, Institute of Research for Development (IRD) Nguyen Trong Hoa, Director of the Ho Chi Minh City Institute for Development Studies (HIDS), Vietnam Fathallah Oulalaou, Mayor of Rabat, Morocco, Vice-President UCLG North Africa, President of the UCLG Committee on Local Finances Nicphore Dieudonn Soglo, Mayor of Cotonou, Benin Martin Stucki, Planner, Transitec Ingnieurs-Conseil Jean-Marie Ttart, Mayor of Houdan, Vice-President of Yvelines General Council, France Brad Woodside, Mayor of Fredericton, Canada, First Vice-President of the Federation of Canadian Municipalities (FCM) Rapporteur : Nathalie Le Denmat, UCLG Committee on Local Finances for Development, UCLG
11:00-12:30
Parallel Session 1.2 Participation and local basic services- Presentation of GOLD III
Organizers: UCLG Committee on Decentralization and Local SelfGovernment, International Observatory on Participative Democracy (IOPD)
The session will address new methods of governance of basic services, in particular through citizen participation as a new form of basic service governance. The presentation of cases studies during this session will present participative democracy as a strategy to reduce the local impact of the global crisis. Speakers: Carles Agust, Commissioner for Citizens' Participation, Barcelona City Council, Spain, International Observatory on Participatory Democracy (IOPD) Joan Carles Garcia, Member of the Provincial Council of Barcelona, Spain, UCLG Committee on Decentralization and Self-Government Zineb Adaoui, President, Regional Court of Auditors, Morocco Pierre Bauby, Professor of Political Science, Paris 8 University, France Daniel Chisenga, Mayor of Lusaka, Zambia, President of Local Governments Association of Zambia (LGAZ) Jairo Jorge da Silva, Mayor of Canoas, Brazil Bachir Kanout, Executive Director of ENDA, Senegal, Coordinator of IOPD Africa Rapporteur: Paul Smoke, Professor, New York University, United States of America
11:00-12:30
Organizer: IBM
Parallel Session 1.3 Smarter cities
Htel Sofitel Salle Royale 1
The session will address smart city projects that contribute to the prosperity of all citizens by optimizing the use of information, foreseeing problems, and finding pro-active solutions while effectively coordinating resources. This technology, already introduced in various sectors (energy, transport, water, public security, health), can contribute to reducing inequalities and to meeting the needs of citizens in a more balanced and effective way. Speakers: Laudemar Aguiar, International Relations coordinator, Rio de Janeiro, Brazil Michael Dixon, General Manager, IBM Smarter Cities Hassan Ali Joho, Governor, Mombasa County, Kenya Annemarie Jorritsma, Mayor of Almere, Netherlands, and President of the Association of Netherlands Municipalities (VNG), Co-President of CEMR, Co-President of the UCLG Committee on Cooperationn Development and City Diplomacy Josep Roig, Secretary General, UCLG igo de la Serna, Mayor of Santander, Spain, President of the Spanish Federation of Municipalities and Provinces (FEMP) Kadir Topba!, Mayor of Istanbul, Turkey, President of UCLG Rapporteur: Angela Warner, IBM Smarter Cities
12:30-14:00
Lunch
Htel Sofitel

10:30-11:00 11:00-12:30
Organizers: Global Fund for City Development (FMDV) and UCLG Committee on Strategic Urban Planning
VENUE/Room
ISESCO ISESCO Salle Hassan II
Break Parallel Session 2.1 Planning and financing intermediary cities
This session will concentrate on intermediary cities. These cities have an increasing important role at national and international level given that they make up the majority of global urban growth. These cities face particular difficulties in both access to and management of finance but, at the same time, they are the most appropriate level in implementing innovative solutions and hybrid-mechanisms for the sustainable financing of urban development and the building of resilient and inclusive regions. Speakers: Mustafa Bozbey, Mayor of Nilufer, Turkey Benedito Eduardo Guimino, Mayor of Inhambane, Mozambique Firdaous Oussidhoum, Expert in Urban Strategy and Development, CIMES-UNESCO Abdelaziz Rabbah, Mayor of Kenitra, Morocco, Minister of Transport and Equipment of Morocco Luciano Rezende, Mayor of Vitoria, Brazil Richard Salas, Director of projects, City of Heres, Venezuela Mohamed Sefiani, Mayor of Chefchaouen, Morocco Moderator: Alain Le Saux, Secretary General, Metropolis Rapporteur: Jacqueline Subban, Head of Geographic Information and Policy, eThekwini Municipality, South Africa
11:00-12:30
Organizers: Regions United (ORU-FOGAR), Food and Agriculture Organization of the United Nations (FAO)
Parallel Session 2.2 Food security in cities and regions
ISESCO Salle Solidarit
The session will address the creation and implementation of high-yield food systems in terms of sustainability, inclusiveness, resilience and efficiency, based on individual and collective responsibilities. The session will also highlight territorial food systems aiming to respond to these complex issues. Speakers: Marielle Dubbeling, Director of the RUAF Foundation (International network of Resource centres on Urban Agriculture and Food security), France, President of the Core Group "food security" of ORU-FOGAR Elise Lowy, Regional Councillor for decentralised cooperation, Basse-Normandie Region, France Francisco Olvera Ruiz, State Governor, Hidalgo, Mexico Andre Pasternak, Officer to the Delegate for the External Action of Local Authorities, Foreign Office, France Saliou Sarr, President, Food security and Rural development Committee, Region of Saint-Louis, Senegal Rachid Talbi Alami, Prsident de la Rgion Tanger-Ttouan, Maroc Gino Van Begin, Secretary General, ICLEI Moderator: Sabine Guichet-Lebailly, Head of International Cooperation and Mobility Service, Basse-Normandie Region, France Rapporteur: Graldine Tardivel, Resource Mobilization and Operations Support Service, FAO
11:00-12:30
Organisers: UCLG Committee for Cooperation, Development and Diplomacy in the City, UCLG Working Group on Capacity and Institution Building (CIB), United Nations Department of Economic and Social Affairs (UN DESA), UNDP-ART
Parallel Session 2.3 Development and decentralized cooperation
ISESCO Salle A. Saoud
This session will build on the results of the Development and Cooperation Forum created in 2012 and dedicated to the role of decentralised cooperation and development. It will analyse the way in which we can build on the comparative advantages of cooperation and decentralized cooperation and on the modes of engagement of local and regional actors in a more structured exchange and dialogue on the future of cooperation and development. Speakers: Boubacar Bah, Mayor of the District V of Bamako, Mali, President of Association of Municipalities of Mali (AMM) Philippe Cichowlaz, Deputy Director General, in charge of International Relations and European Affairs, Rgion Provence Alpes Cte dAzur, France Agust Frnandez de Losada, Director, Technical and Studies Assistance, Tornos Abogados Johannes Krassnitzer, Programme Specialist, UNDP ART Nomveliso Nyukwana, Mayor of Emalahleni, South Africa Hannah Ryder, Global Partnership for Effective Development Cooperation, Secretary of State for International Development, United Kingdom Abdelouahad Ourzik, Director of Legal Affairs and Cooperation, Ministry of the Interior of Morocco, Morocco Angelo Baglio, Head of Unit, Relations with Civil Society and Local Authorities, Direction Development and Cooperation, European Commission Eduardo Tadeu Pereira, President of the Brazilian Municipalities Association (ABM) Berry Vrbanovic, Councillor, Kitchener, Canada, Emeritus President of Canadian Federation of Municipalities (FCM) Moderator: Jantine Kriens, President of the Board of Directors of Association of Municipalities of the Netherlands (VNG), Netherlands Rapporteur: Isam Akel, Association of Palestinian Local Authorities (APLA)
12:30-14:00
Lunch
ISESCO
! !
Thursday 3 October
14:00-15:30
VENUE/Room

Supporting New Local Governance
Throughout this period of political, economic and social transition, questions of local governance, decentralization and democratization have been at the heart of concerns. The Mediterranean region has witnessed and continues to witness large-scale changes at social and political level as a result of citizen action. The questioning of systems of governance in this region will have an impact in all regions of the world. With the aim of analysing the new governance and the dynamics of change that will be implemented in various regions of the world, special attention will be given to local and regional governance in the Mediterranean and on lessons that can be taken for the future of local democracy and decentralization in the world. Introduction: Abdallah Saaf, Professor at the Faculty of Legal, Social and Economic Science of Rabat-Agdal, Arab Reform Initiative Debate between: Vera Baboun, Mayor of Bethlehem, Palestinian Authority, Secretary General of Association of Palestinian Local Authorities (APLA) Patrick Braouezec, President of Plaine Commune, France, Vice-President of the UCLG Committee on Social Inclusion and Participative Democracy Jos Fortunati, Mayor of Porto Alegre, Brazil, President of the National Front of Mayors of Brazil Saifallah Lasram, Mayor of Tunis, Tunisia, President of National Federation of Tunisian Cities (FNVT) Ahmed Hamza, Mayor of Nouakchott, Mauritania, President of Association of Mayors of Mauritania (AMM), Vice-President of UCLG Africa Carolina Toh, Mayor of Santiago, Chile Antonio Vigilante, Resident Representative European Office in Brussels, United Nations Development Programme (UNDP) Moderator: Agns Levallois, Journalist, Political Specialist 14:00-15:30
Thematic Round Table 4

Promoting Diversity
This session will try to identify the differing dimensions of diversity: the multi-dimensional concept of diversity will be examined along with the stakes that citizens face to manage it in a globalising world context characterised by increased mobility. Furthermore, the session will address, among others, questions of political diversity, social diversity, ethnic and cultural diversity, gender diversity, inter-generational diversity, diversity in terms of urban landscapes and diversity of urban territories. Introduction and moderation: Yves Cabannes, Member of the Congress Panel of Experts, Professor and Responsible of the Unit for Development Planning Bartlett (DPU), University College London Debate between: Ibone Bengoetxea, Deputy Mayor for Education and Culture, Bilbao, Spain Pat Horn, Director, International Streetnet Gilbert Houngo, Deputy Director General, International Labour Organization (ILO) Fatimetou Mint Abdel Malick, Mayor of Tevragh-Zeina, Mauritania, President of Network of Local Elected Women of Africa Mohamad Maliki Bin Osman, Mayor of Singapore (Southeast District), Minister of State, Ministry of National Development, Ministry of Defence, Singapore Aysen Nikolaev, Mayor of Yakutsk, Russia, President of UCLG-Eurasia Ratna Omidvar, President of Maytree Foundation Adilson Pires, Deputy Mayor of Rio de Janeiro, Brazil (TBC) Jrgen Roters, Mayor of Cologne, Germany

15:30-16:00 16:00-17:30
Organizer: LogoLink is a global network engaged in promoting citizen participation, Sao Paulo, Brazil
VENUE/Room
Break Parallel Session 3.1 Citizen participation and local governance
Debate on citizen participation in local governance as an essential right to deepen democracy. This session will be an opportunity to debate the current challenges for democracies around the globe and also build alliances to create a global platform on the right to citizen participation in local governance. The Global Charter on the right to citizen participation in local governance will serve as a background for the discussions and will be open for signature. Speakers: Majid Miled Al-Jazeeri, Mayor of Manama, Bahrain Ali Bouabid, General Delegate, Foundation Abderrahim Bouabid Silvio Caccia Bava, Founder of Polis Institute Jean-Claude Frcon, President of Chamber of Local and Regional Authorities, Congress of Local and Regional Powers of Europe, Council of Europe, Strasbourg, France Anders Knape, Councillor of Karlstad, Sweden, President of Swedish Association of Local and Regional Authorities (SALAR), Executive President of the Council of European Municipalities and Regions (CEMR) Jassy B. Kwesiga, Development Network of Indigenous Voluntary Associations-DENIVA, Ouganda Francisco Javier Len de la Riva, Mayor of Valladolid, Spain Lorena Zrate, President, Habitat International Coalition (HIC) Rapporteur: Lorena Zrate, President, Habitat International Coalition (HIC)
16:00-17:30
Organizers: Inter-regional Mediterranean Committee of UCLG, UCLG Working Group on the Middle East
Parallel Session 3.2 Dynamics of change in the Mediterranean
Htel Sofitel Chapiteau
The session will recall the political activity and the diversity of social demands that have come to light from one end of the Mediterranean to the other, hereby opening up unique opportunities for common dialogue and collaboration. The session will address the new cooperation initiatives that must meet the urgent needs of local and regional authorities following the revolutions and reforms in the Arab world. Speakers: Neila Akrimi, Director, Centre for Local Innovation, Tunisia Habib Ben Yahia, Secretary General, Union pour le Maghreb Arabe Mahmoud Borzisah, President of the Local Council, Benghazi, Libya Mohamed Boudra, President of the Taza-Al-Hoceima-Tanouate Region, Morocco Jean-Paul Chagnollaud, Director of the Institute of Research on Mediterranean and MiddleEast Studies (iReMMO) Rosario Crocetta, President of the Region of Sicilia, Italy Bertrand Gallet, General Director, United Cities France Nader Ghazal, Mayor of Tripoli, Lebanon Tajeddinne Houssaini, Professor, International Law, Arab and Mediterranean world specialist Peter Rehwinkel, Mayor of Groningen, Netherlands Ghassan Shakaa, Mayor of Nablus, Palestinian Authority, President of Association of Palestinian Local Authorities (APLA) Moderator: Hubert Julien-Lafferrire, Vice-President of Greater Lyon, Co-President of the Development Cooperation and City Diplomacy Committee (UCLG), France
16:00-17:30
Organizer: DeLoG, Decentralisation and Local Government, Bonn, Germany
Parallel Session 3.3 Local democracy and the development agenda
The session will address local democracy as a key aspect in the new development agenda for Post 2015. The session will also integrate issues of inequality and local governance. Speakers: Franois Albert Amichia, Mayor of Treichville, Ivory Coast, President of the Union of Cities and Communities of Ivory Coast (UVICOCI) Joel Bonick, Founder, Community Organisation Resource Centre South Africa, Manager, Shack/Slum Dwellers International (SDI) Paula Ravanelli Losada, Special Advisor, Secretariat for Institutional Relations, Presidency of the Republic, Brazil Akwasi Opongfosu, Minister of Decentralisation, Ghana Josep Roig, Secretary General, UCLG Marc Trouyet, Deputy Director, Democratic Governance, DG Globalisation, Development and Partnerships, French Foreign Office, France Antonio Vigilante, Resident Representative European Office, UNDP Brussels Rapporteur: Michelle Soeller, Secretariat for the Development Partners Working Group on Decentralisation and Local Governance (DeLoG)

15:30-16:00 16:00-17:30 Break Parallel Session 4.1 Culture in sustainable development
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ISESCO ISESCO Salle Solidarit
Organizer: UCLG Culture Committee
The session will develop the cultural component of diversity. We will analyse the interrelation between the four dimensions of sustainability at a local level: culture, social, economic and the environment. Speakers: Catherine Cullen, Deputy Mayor of Lille, Culture Delegation, President of the Culture Committee (UCLG), France Phinit Chanthalangsy, Social and Human Sciences Programme, UNESCO Rabat Chien Joanna Lei, Member of the International Affairs Advisory Council, Taipei Christine Merkel, Head, Division for Culture, Memory of the World, German Commission for UNESCO Hugues Ngoulondl, Mayor of Brazzaville, President of Association of Mayors of Congo, Republic of Congo Marianne Prodhomme, Adjointe au Maire, Angers, France, Vice-President of the UCLG Committee on Culture Ngon Thioune, Deputy Mayor in charge of culture, Saint-Louis du Sngal, Senegal Charles Vallerand, Director General, International Federation of Coalitions for Cultural Diversity (FICDC) Rapporteur: Jordi Pascual, Coordinator, UCLG Committee on Culture
16:00-17:30
Organizers: International Labour Organization (ILO), Andalous Fund of Municipalities for International Solidarity (FAMSI), UCLG Working Group on Migrations and Co-Development
Parallel Session 4.2 Promoting local economic development
ISESCO Salle Hassan II
This session aims to present local development solutions and their impact on social integration and the eradication of poverty. Particular attention will be given to the positive results of South-South cooperation involving local authorities, representatives of social partners and other development actors. Speakers: Driss Guerraoui, Secretary General of the Economic, Social and Environmental Council, Morocco James Nxumalo, Mayor of Durban, South Africa Simao Mucavele, Councillor for Education, City of Maputo, Mozambique Rosa Pavanelli, Secretary General of Public Services International (PSI) Mina Rouchati, Regional Councillor, Tangier-Ttouan, Morocco Wolfgang Schster, Regional Councillor of Stuttgart, Germany, President of the Council of European Municipalities and Regions (CEMR) Pierre Martinot-Lagarde, Director of Partnerships, International Labour Organization (ILO) Franoit Tirot, Responsible, Local Authorities and Urban Development Division, French Agency for Development (AFD) Rapporteur : Antonio Zurita, Director General, FAMSI
16:00-17:30
Organizers: Committee on Social Inclusion, Participative Democracy and Human Rights, Habitat International Coalition (HIC), UCLG Committee on Peripheral Cities, Council of European Municipalities and Regions (CEMR)
Parallel Session 4.3 Right to the city and fight against urban inequalities
ISESCO Salle A.Saoud
This session will address the implementation of policies on the right to the city and the reduction of urban inequalities implemented by local governments. The debate will tackle the different dimensions of the right to the city that are linked to the global concept of diversity discussed within the thematic round table: diversity in its political, social, cultural, economic and environmental dimensions. Speakers: Giovanni Allegretti, Architect, Urban Planner and Investigator at the Center of Social Studies, University of Coimbra, Portugal Nadia Campeao, Vice-Mayor of Sao Paulo, Brazil Maite Fandos, Deputy Mayor of Barcelona, Spain Patrick Jarry, Mayor of Nanterre, France, President of the UCLG Committee on Peripheral Cities Thabo Manyoni, Mayor of Mangaung, South Africa, President of South African Local Government Association (SALGA) Halima Tijani, Mayor of Raoued, Tunisia Frdric Vallier, Secretary General of Council of European Municipalities and Regions (CEMR) Rapporteur : Nelson Saule Jr., General Coordinator, Instituto Plis, Brazil
18:00-20:00 20:00-22:00
UCLG GENERAL ASSEMBLY (Members only) Cultural Programme
Friday 4 October
SHAPING THE URBAN FUTURE: THE FUTURE WE WANT
09:00-10:30 STRATEGIC PLENARY 1 POST 2015 DEVELOPMENT AGENDA
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In the wake of the 68th General Assembly of the United Nations during which there will be an analysis of the MDG and a first draft of the future Post 2015 Development Agenda published, this plenary will be an opportunity to strengthen the dialogue between the international community and local and regional leaders and to address a number of issues, including: What objectives should be set for the new development agenda? How best to integrate the Post 2015 Development Agenda and the Sustainable Development Goals whose key principles were adopted in Rio+20? What are the objectives and key targets that local and regional governments wish to be integrated into the new Agenda? How to construct a new global partnership bringing together all actors to ensure the end goals of this procedure are met? Paul Carrasco, Prefect of the Province of Azuay, Equator, President of the Organisation of United Regions (ORU-FOGAR) Edmond Gharios, Mayor of Chyah, Lebanon, member of the Arab Towns Organisation (ATO) Fatima Zahra Mansouri, Mayor of Marrakech, Morocco, member of the International Association of Francophone Mayors (AIMF) Amina J. Mohammed, Special Advisor of the Secretary General of the United Nations for Post 2015 Development Adolf Mwesige, Minister of Local Governments of Uganda, Vice-President of Commonwealth Local Governments Forum (CLGF) Aromar Revi, Director, Indian Institute for Human Settlements Kadir Topba!, Mayor of Istanbul, Turkey, President of UCLG, and Member of the High Level Panel of Eminent Persons on the Post 2015 Moderator: Femi Oke, Journalist, Al Jazeera
10:30-11:00 11:00-12:30
Break STRATEGIC PLENARY 2: HABITAT III
Htel Sofitel
Defining the strategy of organizations of cities and regions in the framework of the preparation of the Habitat III Summit: What type of consultation processes in conjunction with UN-Habitat? What kind of development for our own agenda to present to Habitat III? Habitat III is the 3rd Conference of the United Nations on Infrastructure and Sustainable Urban Development, scheduled to take place in 2016. The 4th UCLG Congress in Rabat will be an important step towards this major urban meeting in 2016. Augusto Barrera, Mayor of Quito, Equator Antonio Costa, Mayor of Lisbon, Portugal, Co-President of UCLG, Executive President of the Council of European Municipalities and Regions (CEMR) Chen Jianhua, Mayor of Guangzhou, China Alain Jupp, Mayor of Bordeaux, France, President of the French Association of the Council of European Municipalities and Regions (AFCCRE), France Aisa Kacyira Kirabo, Deputy Executive Director of UN Habitat Jeffrey OMalley, Director of policy, UNICEF Sgolne Royal, President of the Region Poitou-Charentes, President of the International Association of Francophone Regions (AIRF) Parks Tau, Mayor of Johannesburg, South Africa Moderator: Femi Oke, Journalist, Al Jazeera
12:30-14:00 14:30-16 :30 16.30-17.30
Lunch UCLG WORLD COUNCIL (Members only) CLOSING PLENARY

Htel Sofitel Htel Sofitel Salle Royale Htel Sofitel Pavillon du Centenaire
Pascal Canfin, Minister Delegate to the Minister of Foreign Affairs, in charge of Development, France Mohand Laenser, Minister of Interior, Morocco Reading of the Final Declaration of the 4th UCLG World Congress Fatima Mernissi, Moroccan sociologist and writer Newly elected UCLG Presidency Anne Hidalgo, First Deputy Mayor of Paris, France, Chair of UCLG Standing Committee on Gender Equality Jacqueline Moustache-Belle, Mayor of Victoria, Seychelles, President of the Association of Districts of Victoria (ADV), member of the Executive Committee of UCLG Africa Fathallah Oualalou, Mayor of Rabat, Morocco, Vice-President UCLG North Africa, Host of the 4th UCLG World Congress Mayor of the City hosting the 5th UCLG World Congress
SUMMIT PROGRAMME
! ! ! Latest update: 26/09/2013
[The list of participants is not exhaustive]
Tuesday 1st October

08:00-19:00 09:00-12:30 09:00-10:30 09:00-10:30 09:00-10:30 09:00-10:30 10:30-11:00 11:00-12:30 11:00-12:30 11:00-12:30 11:00-12:30 12:30-14:00 14:00-18:00 14:00-16:00 14:00-16:00 14:00-18:30 14:00-16:00 16:00-16:30 16:30-18:30 16:30-18:30 16:30-18:30 18:30-20:30 19:00 Participant Registration Women Promoting Democracy (UCLG Standing Committee on Gender Equality) Caucus MEWA UCLG working group on Migration and Co-development UCLG Working Group on the Middle East UCLG Working Group on Responsible Tourism and Sustainable Development Break UCLG Committee on Development Cooperation and City Diplomacy UCLG Committee on Urban Health UCLG Committee on Decentralization and Local SelfGovernment Secretary Generals meeting Lunch Caucus Africa United Nations Advisory Committee of Local Authorities meeting (UNACLA) (by invitation only) Caucus NORAM UCLG Learning Agenda: Committees on Digital and Knowledge Based Cities and Strategic Urban Planning UCLG Working Group Local Economic Development Break Financial Management Committee (by invitation only) Caucus ASPAC UCLG Committee on Peripheral Cities Meeting of the Global Taskforce of Local and Regional Governments on the Post-2015 Agenda (by invitation only) Welcome Reception
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Htel Sofitel Htel Sofitel Chapiteau Htel Sofitel Royale 2 Htel Sofitel Jardin 2 Htel Sofitel Royale 1 Htel Sofitel Alba Maxima
Htel Sofitel Royale 2 Htel Sofitel Jardin 2 Htel Sofitel Royale 1 Htel Sofitel Alba Maxima
Htel Sofitel Chapiteau Htel Sofitel Royale 1 Htel Sofitel Alba-Maxima Htel Sofitel Royale 2 Htel Sofitel Jardin 2
Htel Sofitel Alba-Maxima Htel Sofitel Jardin 2 Htel Sofitel Royale 1 Htel Sofitel Royale 1
Tuesday, October 1, 2013 Time 7:30 9:00 9:30 10:00 10:30 11:00 11:30 12:00 12:30 13:00 13:30 14:30 15:00 15:30 16:00 16:30 17:00 17:30 18:00 18:30 20:00 20:30 21:00 21:30 22:00
Description and Location FCM Delegate Breakfast Working Group on Local Governments and Cooperation in Middle East Hotel Sofitel, Royale 1 BREAK Development Cooperation and City Diplomacy Hotel Sofitel, Royale 2 Gender Equality Committee Hotel Sofitel, Chapiteau
(Cllr Pam McConnell speaker; Cllr Lise Burcher will be appointed as Chair of the Committee)
LUNCH REGISTRATION Statutory Meeting Caucus: NORAM Hotel Sofitel, Alba-Maxima BREAK Financial Management Committee Hotel Sofitel, Alba-Maxima UCLG Working Group on Local Economic Development Hotel Sofitel, Jardin 2 Africa Caucus Hotel Sofitel, Chapiteau
14:00
Brad Woodside, FCM 1st VP, Brock Carlton, possibility of Berry Vrbanovic next Treasurer
Global Task Force Hotel Sofitel, Royale 1 WELCOME RECEPTION
Women Promoting Democracy

Rabat, 1 October 2013
HOTEL SOFITEL, 9:00-12:30
DRAFT PROGRAM
On 1-4 October 2013, United Cities and Local Governments will hold its World Summit of Local and Regional Leaders and its Fourth Congress in Rabat, Morocco. On this occasion we will celebrate the hundredth anniversary of the municipal movement and develop the Agenda for Cities and Regions in the scope of the Post 2015 and Habitat III processes. With the theme, Imagine Society, Build Democracy, local and regional governments will get together to define their international agenda and to discuss the key issues that will determine our societies and the quality of life of their citizens. The UCLG Standing Committee on Gender Equality is organizing jointly with the Network of Local Elected Women of Africa 2 sessions in the morning of 1 October under the theme Women Promoting Democracy. The sessions will aim at pushing the gender equality agenda within the World Organization and beyond, as well as ensuring that women local leaders, representatives of the international community and civil society meet each other throughout the Rabat Summit and beyond. The sessions will address to separate themes: - Regaining the trust in politicians and the achievement of gender equality - The gender perspective on the Post-2015 Development Agenda
9:00-9:30 Opening
Anne Hidalgo, 1st Deputy Mayor of Paris, France, President of UCLG Standing Committee on Gender Equality Fatimetou Mint Abdelmalick, Mayor of Tevragh-Zeina, President of Network of Local Elected Women of Africa (REFELA) Lakshmi Puri, Deputy Director of UN Women
Session 1: Regaining the trust in politicians and the achievement of gender equality
Tuesday 1 October 2013 Chair - Anne Hidalgo, 1st Deputy Mayor of Paris, France, President of UCLG Standing Committee on Gender Equality Moderator - Najat Zarrouk, Director of Training of Ministry of Interior of Morocco, Member of Governing Council of Arab Womens Leadership Institute (AWLI) Round Table - Carolina Toh, Mayor of Santiago, Chile - Clestine Keutcha Courtes, Mayor of Bangangte, Cameroon, VicePresident of REFELA for Central Africa
9:30-10:30
United Cities and Local Governments www.uclg.org/Rabat2013
Pam McConnell, Councillor of Toronto, Canada Annemarie Jorritsma, Mayor of Almere, Netherlands, President of Association of Netherlands Municipalities (VNG) Brigitte Rasamoelina, President of National Party AMP, Madagascar, Vice-President of REFELA for Eastern Africa Maria Helena Langa, Vice-President of REFELA for Southern Africa Local elected woman from Jordania
In an historical moment where citizens demonstrate the need to regain trust in politicians, the definition and implementation of politics is crucial in order to renew the social contract between citizens and public authorities. Since the Beijing Declaration adopted by the international community in 1995, several instruments have been put in place to deliver gender equality. In a changing global context, local and regional authorities are the closest sphere of government to the citizens and its demands. The participation of women in local decisionmaking strengthens the bases of society and ensures that all aspects of politic, economic and social life take into account the gender equality. The session will explore several affirmative mechanisms (such as quota) put in place around the world in the last decades and will revise them in order to contribute to the role of local and regional authorities as promoters of a more sustainable and fair world.
Session 2: The gender perspective on the Post-2015 Development Agenda

Tuesday 1 October 2013 Chair - Fatna El kihel, Member of Parliament, Mayor and member of REFELA bureau Round Table - Fatima Zohra, Mayor of Marrakech, Morocco - Aira Kirabo Kacyira, Deputy Executive Director of UN-Habitat - Milagro Navas, Mayor of Antiguo Cuscatln, El Salvador, President of Corporation of Municipalities of El Salvador (COMURES) - Suranjana Gupta, Coordinator of Global Campaign on Community Resilience of Huairou Commission - Ayla Serpil Bagriacik, Councillor and President of the Commission for European Union and Foreign Affairs of Istanbul, Turkey - Aminata M'bengue Ndiaye, Minister and Mayor of Lougo, Senegal, VicePresident of REFELA for Western Africa - Noha Ghoussaini, Mayor of Baakline Municipality, Lebanon, President of Chouf Souayjani Federation of Municipalities
11:00-12:00
As the government bodies with much of responsibility for many of the MDGs and goals suggested for Post-2015, local and regional governments advocate for the recognition of their crucial role in the definition, implementation and monitoring of the Global Agenda at local level. Cities and regions across the world are already demonstrating their capacity to address poverty reduction, prosperity and sustainable development. At the same time, although it is clear that every goal has a direct impact on the lives of women, only 2 of the current 8 MDGs explicitly mention women. The role of women in the advancement of communities is far to be sufficiently reflected both in the international and national policies. The forthcoming Post-2015 Development Agenda should pay special attention to the promotion of gender equality as a cross-cutting issue and underlining value of any development agenda.
The session will explore the contribution of cities and regions to the development agenda by promoting gender equality and womens empowerment at local level. It will advocate for concrete proposals such as the introduction of a gender-sensitive approach in the policies on quality universal basic service provision toward reducing inequalities and improving the lives of slum dwellers.
12:00 12:30 Wrap Up

Anne Hidalgo, 1st Deputy Mayor of Paris, France, President of UCLG Standing Committee on Gender Equality
Committee Development Cooperation and City Diplomacy

Last meeting of the DCCD Committee in the current mandate. This 5th meeting of the committee will focus on 2 main items: The first one will review pending issues and the second one will submit the propositions for the forthcoming mandate of the committee
- Agenda Committee on Development Cooperation and City Diplomacy 5th meeting: 1st October 2013, 11h00-12h30, Rabat, Morocco
Preamble: Opening and welcome
5 mn
Mr. Hubert Julien-Laferriere, Vice-President of Grand Lyon and Ms. Annemarie Jorritsma, President of the Association of Netherlands Municipalities (VNG) and Mayor of Almere 1. Up-dating pending issues Government and Development
- The UCLG Policy Paper on Local Cooperation : the action plan of champions
30mn
Update and follow up by Berry Vrbanovic, Councillor, City of Kitchener, on behalf of the CIB Working Group, and introduction of the Champions Questions, suggestions and proposals from members - Advising UCLG about its role in promoting peace and stability
15mn
Global Peace Prize for Local Governments Introduction and update by Mr. Jeremy Smith, international consultant Disaster Preparedness and Response Facility Update by Mr. Peter Rehwinkel, Chair of the VNG Committee on European and International Affairs and Mayor of Groningen, 2. Reporting on the achievements of the Committee 2010-2013
15mn
Report from Mr. Hubert Julien Laferriere on the past mandate of the Committee, and updates from: Middle East Working Group by Mr. Claude Nicolet, Deputy Mayor of Dunkerque, President of the Decentralised Cooperation network for Palestine (CUF) Working Group on Migration and Co-Development by Ms. Meritxell Bud, Mayor of la Garriga and Chair of the Catalan Development Cooperation Fund Working Group on Responsible Tourism and Sustainable Development by Mr. Enric Rubio Barthell, Chief of Staff of the Government of Yucatan Discussions on the Committees Work Plan for 2013-2016
3.
20mn
Update and follow up by Ms. Lise Burcher, Chair of FCMs Standing Committee on International Relations Questions, suggestions and proposals from members 4. Wrap up and conclusion Ms. Lise Burcher, Chair of FCMs Standing Committee on International Relations
5mn
United Cities and Local Governments
The Global Peace Prize for Local Governments Proposals for process and criteria
6th September 2013
Purpose of this paper

The aim of this paper is to set out proposals for the organisation, including criteria and procedures, of a Peace Prize to be awarded, probably every three years, under the auspices of United Cities and Local Governments (UCLG), the worldwide association for the sector.
Background
1. In 2008, the First World Conference on City Diplomacy took place in the City of The Hague.It was organised by the then UCLG Committee on City Diplomacy, which was presided by the Association of Netherlands Municipalities (VNG). 2. The conference adopted the Hague Agenda on City Diplomacy, and among the Agendas recommendations was the proposal to launch a local government peace prize, to be awarded to local governments who (a) either work to prevent or overcome conflicts in their own community, or (b) who have helped local governments in conflict areas in their striving for peace or justice. 3. The current Committee on Development Cooperation and City Diplomacy has continued to discuss peace issues and initiatives, and seeks to take forward the concept of a UCLG Peace Prize with a view to implementation. 4. It is the intention to present the proposal for the Peace Prize for adoption by UCLGs General Assembly, which is due to meet in the course of the UCLG Congress in Rabat, Morocco, in October 2013.
Aim of the Prize

5. In general terms, the Prize is intended to encourage, publicize and celebrate innovative peace-building initiatives and activities, undertaken by local governments on their own or in partnership with others - that are proven to have had a significant positive impact.
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6. The objective is therefore to draw international public attention to the achievements of local governments for peace, conflict resolution and post-conflict reconstruction, and to stimulate other cities and local governments to take such action. In so doing, the broader aim is to promote a culture of peace.
Name of the Prize

7. It is proposed to call the award The Global Peace Prize for Local Governments, which is both simple and clear for a worldwide audience, who may not know about UCLG. So rather than include UCLG in the title itself, the Prize will be awarded under the auspices of United Cities and Local Governments (UCLG), and this close link to UCLG will be given due prominence in all material concerning the Prize. The Prize would normally be awarded every 3 years on the occasion of UCLGs Congress, but the intention is for the first award to be made at a peace conference in Istanbul in September 2014 (see paragraph 41 below).
The Prize
8. There will be a specially designed physical object, as with the Oscars, to hand over in the Award Ceremony to each winner of the Prize. It is proposed that there should also be a modest financial prize for the winner this should not be seen as a significant motivator but simply as a token of the public recognition for fine work. It is proposed therefore that the Prize be limited to a maximum of 10,000.
The potential recipients: A Peace Prize for local governments

9. As proposed in the Hague Agenda above, it is recommended that the Prize be open for award to local governments who either (a) themselves work for peace and conflict resolution in their own area, or (b) provide positive assistance to local governments in conflict areas (which include pre-and post-conflict situations, see below). 10. In order to enhance the specificity and impact of the Prize, and to encourage cities and local governments more widely, the Peace Prize is to be awarded not to one or more individuals (e.g. the mayoror members of staff) but to the local government(as corporate entity) whose initiatives or activities merit such recognition. Very often, local governments will be working in partnership with others from civil society, private sector, or other public organisations. In such cases, it will be right that the other partners are duly mentioned and recognized for their contribution. Key individuals can also be singled out for mention. 11. There may well be cases where local governments work together on a peace initiative, and in such cases the Prize could be awarded to them jointly. This may for example include cooperation between a conflict-hit local government and its external partner city.
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12. The Peace Prize will be open to any subnational government that falls within UCLGs own interpretation of the term local government. Broadly speaking, this means that a local government is a subnational government defined as such by its own countrys Constitution or legislation. Difficult cases could conceivably arise, e.g. if a local government set up in a liberated area during a civil war or war of liberation were to be nominated for the Prize. Any such issue should be decided by the Jury and Evaluation Committee (see below).
The criteria for defining and assessing conflict situations

13. The general scope for the Prize relates to activities and initiatives that support conflict prevention, peace-building, post-conflict reconstruction and reconciliation. 14. The Prize is intended to relate to situations of actual or likely armed conflict, is not intended to cover activities aimed at social inclusion alone.These situations may be in international conflicts or civil wars, but there will also be relevant situations where the armed conflict is (or was) of significant scalebut where no formal state of war has been declared to exist. 15. It is proposed that no detailed definition of armed conflict be laid down in advance, especially during the early life of the Prize. However, the Prize will be focused on activities where: (a) There is an armed conflict in or close to the area of the initiative, whether or not formally recognized as a war situation,which is more severe than short-term civil disorder or state of insecurity due (e.g.) to criminality, and involves the actuality or threat of major loss of life or destruction of property (whether public or private), and/or the deliberate hostile targeting of places or items of cultural or religious heritage,and/or leads to (or may lead to) significant population movements or disruption in consequence; (b) There is imminent and real danger of an armed conflict situation arising, as defined above; or (c) An armed conflict has taken place in the recent past where there is a need for postconflict reconstruction and/or for steps towards practical reconciliation between peoples affected. 16. It is recognized that on occasions, violence due to(or in the course of) widespread criminality or banditry (for example) may be taking place on such a scale and over such a period as to justify being seen as de facto constituting an armed conflict, even if it is not yet one in legal terms. The Jury and Evaluation Committee will be responsible for assessing such cases, in the event of a local government being nominated, and deciding whether the situation in question truly amounted to a conflict situation.
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Award selection criteria

17. In order to avoid consideration of initiatives that are too dated, and having regard to the likely time between awards (2 or 3 years), any nominated activity/initiative should have taken place within the 3 years prior to nomination. 18. Of course, local governments may have taken part in a programme partnership or set of activities in relation to a conflict situation, which dates back much longer than 3 years. This would not affect their eligibility for the Peace Prize, provided the activities for which it is now nominated relate to the most recent 3 years. 19. It must be also be made explicit that the initiatives to be considered for the award of the Peace Prize must be free of any political partisanship, i.e. they must in no way directly promote the cause of any specific political party or political view. 20. Within these parameters, the following criteria are proposed for the nomination and selection of potential prize-winners: 1. The impact and effectiveness of the initiative in favour of peace how did it help to prevent conflict in the locality. For example, how did it help to minimise the impact of a current conflict, how did it help to bring about effective practical reconciliation between divided peoples, or how far did it contribute to post-conflict reconstruction (physical, economic, social etc.). 2. The degree of difficulty, complexity or danger of the situation faced on the ground by those involved in the initiative, having regard to the nature and consequences of the conflict (or post-conflict environment), or the degree of severity of risk in a pre-conflict situation. 3. The broad replicability or learning potential of the initiative for other local governments in other conflict situations (including pre- and post-conflict as relevant) 4. The degree of demonstrated innovation or creativity shown in planning and implementing the initiative. 5. The sustainability for the future of the initiative this differs from impact in assessing the longer-term potential rather than the more immediate impact. 6. The organisational commitment of the nominated local government to its work for peace 21. Given the likely diversity of situations and initiatives, at this stage a more precise definition of the above criteria is not desirable.They are very much matters of judgment, and therefore require to be assessed by juries and evaluation committees which include strong experience and expertise in range of fields. 22. In evaluating how far each nominated local government meets the above criteria, and in particular the first (impact and effectiveness),the Jury and Evaluation Committee will have 4|Page
the responsibility of assessing the nature and extent of the initiatives contribution to peace (and to a culture of peace), for example: the contribution to an ethic of, and practical steps for, human security the promotion of the values of democracy, human rights and peace helping re-build the rule of law locally the building of an inclusive society instead of the fractures caused or aggravated by conflict, including the re-integration of internally displaced persons or excombatants into the local community giving local people access to basic services such as roads, water, schools and health care creating the basis for the relaunch of peaceful economic activities and for future economic development rebuilding trust in local government
Further reflections on contributing to peace are set out, for example, in UNESCOs valuable report on its 2011 Leaders Forum How does UNESCO contribute to building a culture of peace and to sustainable development?1 23. Each of the above 6 criteria have equal weighting (with a maximum of 10 points per criterion, making a maximum of 60 points for evaluation). 24. it will be seen that the criteria set out above draw no in-principle distinctionbetween (a) local governments themselves which directly experience the conflict, and (b) other local governments, e.g. from other parts of the world, providing support. The Jury and Evaluation Committee will be invited to bear this distinction in mind at all stages. There may also be joint nominations of a conflict-hit local government and its external partner city, to which the Prize could be awarded jointly.
The selection and award process

Short-listing, Jury, final selection 25. The decision on the award of the Global Peace Prize for Local Governments will be made by an experienced and eminent Jury of representatives from the worlds of local government and international conflict prevention/peace-building at local levels. It must be large enough to be representative but not so large as to dilute effectiveness. It should therefore consist of 8 or 9 persons covering different geographical regions, and with a mix of practical, academic, local government and international political experience/understanding that includes peace-
At http://unesdoc.unesco.org/images/0021/002161/216130e.pdf
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building. The Jury must be - and be seen to be - wholly independent, and therefore no current office-holder of UCLG will be a member of the Jury. 26. For practical reasons, it is proposed that the short-listing to be carried out by a small (3 or 4 persons) experienced Evaluation Committee, which will meet together once. It will have the task of selecting a recommended short-list of up to 6 nominees for consideration by the Jury. 27. A standard Nomination Form template is to be provided. This will provide for: a one page maximum summary of the initiative, plus A maximum limit of 3000 words (around 6 pages) providing a more detailed descriptive account of the nominated initiative, and a section to complete in relation to each criterion -the form will emphasize that we are looking for firm evidence in support of each key point.
There will also be the possibility to add some further illustrative material, including photos or short video, while making clear that it is not guaranteed that lengthy additional material will be taken into account. 28. Nomination forms will be required to be completed in one of the three official languages of UCLG English, French and Spanish. The Evaluation Committee and Jury will need to be able to understand each nomination, so time and resources for translation need to be taken into account. The additional documentation (or videos etc.) can be in any language and will not be translated. 29. All short-listed nominations will be translated (but not the attachments) for the Jury. 30. The Evaluation Committee has the task of selecting first a draft longlist, and then a draft shortlist, as set out above. This will be done by evaluating all nominations against the criteria The Jury will be sent not only the short-listed nominations, but the whole set of nominations. The Jury has the right to add one or two additional nominees to the shortlist this will be done by consensus decision without physical meeting. 31. If practicable, prior to the Award Ceremony, there will also be a presentation stage, to assist the Jury in its decision-making. This means that the Jury receives a presentation, with short video or PowerPointif desired, from each short-listed local government, lasting for a maximum of 20-30 minutes followed by questions from the Jury. This will if possible be done in public session, to enable all of the shortlisted candidates to have their public moment to explain their initiative. The Jury will take into account what it has heard or seen, including via its questions, in assessing each nominee according to the criteria. 32. The Jury will need to make its decision, after oral presentations, at least one full day before the award ceremony, to enable practical arrangements for winners and the Award Ceremony to be made.
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33. If oral in-person presentations to the Jury are not possible, each shortlisted local government will be invited to provide a video of up to 10 minutes for the Jury to see and take account of in its assessment. Nominations 34. Anyone may to nominate a local government for the Global Peace Prize for Local Governments, and this includes the possibility of self-nomination by a local government. The nominated local government must affirm that it approves the nomination. The nomination can be for a joint nomination of more than one local government, if they have cooperated in an initiative. The nomination may also name individuals or organisationswho could be publicly mentioned for their contribution if the Prize is awarded to the local government in question. Timescales for the process 35. There must be sufficient time to get the word out to the world at large in a fully transparent way, and to stimulate nominations. This nomination period should last for several months. 36. Once received, the nominations need to be translated into the 3 working languages. These are then sent to the Evaluation Committee members. 37. The Evaluation Committee will then require 2 weeks to read the nominations, prior to its physical meeting. This meeting might take up to 2 full days if there is a significant number of nominations. 38. The Jury then will need to be given 2 weeks to consider the draft shortlist, and to propose additions if there is a broad consensus to add one or two more. This process will be facilitated by the administrative office for the Prize. 39. Once the shortlist is finalised, invitations need to be sent to the nominated local governments giving enough time for them to make the arrangements to attend the ceremony, prepare oral presentations etc. This should be at least one month. 40. From this, a (purely indicative) timing isas follows: October 2013: Peace Prize launched, nominations invited End of April 2014: Closing date for nominations End May: nominations translated, sent to Evaluation Committee Mid-June: Meeting of Evaluation Committee and agreement on longlist and shortlist End June: shortlist sent to Jury, and decision made on whether to add to it. Final shortlist decided. Early July: shortlisted local governments contacted and invited to attend to make presentation to the Jury and to attend the Award Ceremony. September, Istanbul: Jury meets, oral presentations by the shortlisted local governments
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World Peace Day: Award Ceremony takes place, winner announced!
A public web-based dimension

41. VNG International proposes that the first edition of the Prize be carried out in partnership with MasterPeace, who are experienced campaigners for peace, and who have a strong track record in organising festivals and other activities and generally engage activists. There will be a MasterPeace concert in 2014 preceded by a 2-day conference on Peace and Civil Society. 42. It is proposed that this be the occasion for the first edition of the award of the Global Peace Prize for local governments, sponsored by UCLG. This would ensure an excellent public visibility, though not necessarily with the UCLG community. Future award ceremonies will in principle be tied in with the UCLG Congress cycle, i.e. the second one will be in 2016, then in 2019. 43. MasterPeace propose a public engagement in voting for a local government peace prize winner.The nominations (up to 12) longlisted by the Evaluation Committee will be placed on a public website, with the ability of individuals to vote for the initiative of their choice. The local government receiving the highest online vote from the publicwill receive a special mention and also be awarded a Peace Prize sculpture or special mention. This is an excellent means of reaching out to and engaging a much wider audience beyond the local government community. However, it is important that this award is clearly distinguished from the award of the main Prize (unless the winner is the same!), so as not to undermine the value of the Prize itself, nor the work of the Jury which has to evaluate all shortlisted nominations in a deeper and more rigorous way.
Branding
44. In todays world, the attractive branding of an initiative of this kind is essential if it is to work well and achieve results. It is proposed that a design template is drawn up including name, logo, colours, fonts etc. for all communications concerning the Prize and award, to be used for web and physical design and communication purposes.
Administration, Budget and Resources

45. VNG International have undertaken initial work including administrative support to date, and in principle is willing to provide this support for the first edition of the Peace Prize. Even operating at a relatively modest level, the costs of organising the Prize are likely to exceed 100.000 by a significant margin. MasterPeace and VNG International are currently exploring possible funding opportunities.
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PROGRESS REPORT 2011-2013
COMMITTEE DEVELOPMENT COOPERATION

AND CITY DIPLOMACY
WORK PLAN 2013-2016
Report 2011- 2013 Work Plan 2013 -2016
I- Progress report 2011-2013

I - Governance of the committee Presidency and vice presidency The Development Cooperation and City Diplomacy Committee has been chaired by two copresidents: Mr. Grard Collomb, Mayor of Lyon, is responsible for issues related to Development Cooperation; Ms. Annemarie Jorritsma, Mayor of Almere and President of the Association of Netherlands Municipalities (VNG) is responsible for City Diplomacy matters.
Vice-Presidents from all regions of the world have been identified. All vice presidents were assigned during 2011 and 2012 with the cooperation of the regional sections From North America, the Vice President of the Committee is Mr. Berry Vrbanovic, Past President of the Federation of Canadian Municipalities. From the Middle East and West Asia, the Vice President is Mr. Osman Baydemir, Mayor of Diyarbakir, Turkey. From Europe, the Vice President is Mr. Fernando Rodrguez Villalobos, President of the Andalusian Municipalities Fund for International Solidarity (FAMSI), Spain.
From Africa, the Vice President is M. Boubacar BAH, President of the Association of Malian Municipalities, Mali. From the Asia Pacific, the Vice Prsident is Madam Dr. Selina Hayat Ivy, Mayor of Narayangonj City Corporation, Bangladesh. From the Latin America, the vice President is M. Mauricio Macri, Chief of Government of Buenos Aires, Argentina.
Being in charge of one priority define by members of the committee make easier the participation of the vice-presidents. It could be interesting to considering other ways to facilitate involvements of vice president in the forthcoming work plan. Meetings The committee organised annual meeting, which coincided with the agenda of UCLG, in order to reduce travel expenditure of members of UCLG and to encourage the participation of members. The committee didnt have a meeting during the first half of 2012 due to the cancellation of the Executive Bureau in Rio in June. Coordination with the Working Groups Various Working Groups are formally liaised with the Committee on Development Cooperation and City Diplomacy, such as the Capacity and Institution Building Working Group, the Working Group on Migration and Co-Development and the Working Group on Responsible Tourism and Sustainable Development, and the Working Group in the Near and Middle East. The coordination with the working groups is still in its embryonic level. The Working Groups and committee try to coordinate interventions during committee meetings and foreseen validation on agenda.
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Report 2011- 2013 Work Plan 2013 -2016
Concerning the policy paper, letters have been sent to each working group to invite them, as one of the Working Groups of the Committee on Development Cooperation and City Diplomacy, to identify from their network a Champion that could carry the messages forward. II - Priorities UCLG Policy Paper on Local Government and Development Cooperation The UCLG Decentralised Cooperation and City Diplomacy (DCCD) Committee and the Capacity and Institution Building (CIB) Working Group, in coordination with our World Secretariat, have taken the initiative to develop a UCLG policy paper and advocacy strategy for development cooperation. The Federation of Canadian Municipalities (FCM), as Vice-Chair of the Committee, is taking the lead in the development of this product, together with some other members that have expressed an interest to be closely involved in the discussions. The Policy Paper was adopted by the UCLG World Council in December 2012. Action plan has been developed by the CIB working group to promote this policy paper. A group of champions has been identified from all regions of the world.
City Diplomacy The Committee serves as the reference group for UCLG on themes related to the role of local governments in peace building. The Committee advises on and supports the development of UCLG policies and reflections on recent developments or debates in these fields, and seeks to take forward the concept of a UCLG Peace Prize with a view to implementation. The political context in the Middle East is still very complex and is far from conducive for a constructive dialogue between local governments in Israel and the Palestinian Territories. Meetings of the (Association of expressed their process, but the Friends of MAP (including ULAI and APLA) were planned during the period. APLA Palestinian Local Authorities) and ULAI (Union of Local Authorities in Israel) strong willingness to continue their cooperation in the framework of the MAP international context didnt allow to developpe the MAP process.
The working group Middle-East (established on the initiative of CUF as part of the political Decentralised Cooperation and City Diplomacy Committee) brought together all UCLG members interested in efforts to bring peace to the Middle East and brought up a discussion how local governments outside the region can contribute to the peace process at this highly complicated and difficult stage of affairs. Faced with the dramatic situation in Syria and in response to requests from local governments coping with the influx of refugees, the DCCD Committee and its Middle-East Working Group decided to undertake a solidarity initiative. An assessment mission took place in March, aimed at visiting local and regional authorities welcoming Syrian refugees in Lebanon, Jordan and Turkey. Under the auspices of the President of UCLG, elected representatives from French, Turkish and Dutch local and regional authorities participated in the field visits, along with local practitioners from national associations. The Syrian situation is not the first crises situation that UCLG members have addressed. The war in Kosovo, the Tsunami in Asia and the earthquake in Haiti also mobilised the membership of the World Organization. Driven by the interest in these events and the conviction that, regardless of the conflict or crisis, recovery starts by re-establishing local governments, it was proposed that UCLG establish a proper mechanism to both react to emergencies and to provide structural support gathering efforts of members. Therefore, the DCCD Committee was mandated to assess the feasibility of a Disaster Preparedness and Response centre to improve and guide support to local
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Report 2011- 2013 Work Plan 2013 -2016
governments affected by natural and man-made disasters. Results of this feasibility study will be shared in Rabat by the rapproteur, Mr. Peter Rehwinkel, Mayor of Groningen (The Netherlands).
Lobbying in (inter)national debates - The Committee is a political forum for reflection on the role of local governments in the aid effectiveness debate. The UCLG Capacity and Institution Building (CIB) Working Group has prepared technical input on the impact of the aid effectiveness agenda which has fed into the political discussions of the Committee and the positioning of UCLG towards the High Level Forum on Aid Effectiveness in Busana. The co president of the committee and the secretariat of the CIB working group attended the 4th High Level Forum on Aid Effectiveness in Busan (South Korea), in November 2011. - Currently, two parallel processes are being initiated: both the identification of the post-2015 Global Development Goals (UN), for which national dialogues in 50 countries will be organized, and the identification of indicators of progress of the Global Partnership for Effective Development (OECD/UNDP). The Co-chairs of the committee have participated to international debates on behalf of UCLG organisation. - Cologne, December 2011: International Mayors meeting on the Municipal Alliance for Peace in the Middle-East - Hebron, West Bank, January 2012: Conference of French Palestinian local authorities on decentralised cooperation - Vera Cruz, Mexico, February - March 2012 : Conference of Mexicans local authorities - New York, USA : July 2012: UN Development Cooperation Forum - Naples, Italy, September 2012: World Urban Forum - Cadiz, France, October 2012 : General Assembly of CEMR - Beirut, Lebanon, October 2012 : Conference French-Lebanon-European authorities on decentralised cooperation and decentralization. - Dakar, Senegal, December 2012 : UCLG World Council and Africits
Work Plan 2013 -2016

Objective and priorities The main objective of the Committee is to be an advisory group to UCLG on the themes of development cooperation and city diplomacy. The Committee will thus advise and propose UCLG in its policy priorities and activities to undertake. The UCLG Committee on Development Cooperation and City Diplomacy will focus on the following main priorities: Operational priority 1. Professionalization and reinforcement of DCCD Committees structure/governance Thematic priorities 2. Promotion of the UCLG Paper on Local Government and development Cooperation within the Post-2015 Agenda; 3. Promotion of the role of local governments in conflict prevention and resolution 4. Promotion of the role of local governments in local economic development/social economy.
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1- Operational/Governance priority The Development Cooperation and City Diplomacy Committee will be chaired by a triumvirate formed of: One president: Ms. Lise Burcher, Chair of the Federation of Canadian Municipalitiess Standing Committee on International Relations; Two Vice-presidents: Mr. Grard Collomb, Mayor of Lyon, is responsible for issues related to Development Cooperation; Ms. Annemarie Jorritsma, Mayor of Almere and President of the Association of Netherlands Municipalities (VNG) is responsible for City Diplomacy matters. The Secretariat of the Committee, responsible for supporting the implementation of the work plan, will be hosted at the Federation of Canadian Municipalities (FCM). VNG International, and the City of Lyon will stay actively involved. Within the Operational/Governance priority, the committee plans to work on: supporting the engagement of members of the committee; revising the terms of reference of the committee; developing terms of reference for chair and co-chairs; formalizing links between the committee and working groups liaised; proposing a division of labor between members; improving communications with members.
2- UCLGs Policy Paper on Local Government and Development Cooperation within the post-2015 agenda During the 2010-13 cycle, the Committee, with the support of the CIB and under the auspices of UCLG, developed a policy paper on the role of local governments in development cooperation. The paper promotes local governments crucial role in the development of a country. In the 2013-16 cycle, the DCCD Committee and CIB Working Group wish to ensure the implementation of its key messages, which can be achieved through a sound advocacy strategy, and involve the UCLG membership as much as possible, particularly members who benefit from local government development cooperation. The DCCD Committee will identify Regional Champions from regional sections. These Champions will be trained and equipped with specific communication tools in order to disseminate the messages in the meetings of the UCLG sections and will be involved in lobbying particular regional organizations. Between October 2013 and August 2014, the Champions will participate in three meetings at the international and regional levels, of which one is the participation in the UCLG regional sections conferences (to ensure advocacy towards our own local government sector) and the other two meetings with international or regional donors (to target international and regional donors). This work around the Policy Paper on Local Government and Development Cooperation fits in perfectly with UCLGs efforts to ensure local governments are included as part of the UNs new global development agenda. Based on the key areas for the new global development agenda identified by the UNs High Level Panel of Eminent Persons, the Global Task Force of Local and Regional Governments for the Post-2015 Agenda Towards Habitat III, set-up by UCLG, developed its own list on how local governments could respond to the UNs key areas. The list included many themes to alleviate poverty and it was agreed by the task force that local government development
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cooperation was a mean in achieving the goals of the new global development agenda. It is thus suggested that DCCD, along with other committees and working groups, work with UCLG in the next cycle on the further development of its vision to include local governments in the new global development agenda. 3- Raising awareness on the role of local government in conflict prevention and resolution The Committee will advise UCLG on the promotion of local governments role in fostering peace building and stability, and the prevention and solution of violent conflicts. More specifically, the Committee will support the Master Peace Initiative and the establishment of a Peace Prize Award. VNG International will, together with MasterPeace, assess possibilities of setting up an international Peace Prize for good practice in city diplomacy or conflict prevention and resolution. The Prize is intended to encourage, publicize and celebrate innovative peace-building initiatives and activities, undertaken by local governments on their own or in partnership with others - that are proven to have had a significant positive impact. The objective is therefore to draw international public attention to the achievements of local governments for peace, conflict resolution and post-conflict reconstruction, and to stimulate other cities and local governments to take such action. In so doing, the broader aim is to promote a culture of peace. Morever, the committee will work closely with the UCLG Middle East working group, and nationals or internationals initiatives on local authorities facing the violence situation due to wars or politics conflicts.
4 - Promotion of the role of local governments in local economic development/social economy Local economic development (LED) is a locally-owned process by which local stakeholders from the public, private sector and civil society work together under the leadership of local governments to support the sustainable economic development of a community. The purpose of local economic development (LED) is to build up the economic capacity of a local area and improve the quality of life for all. Small, medium and large cities are recognized as engines of growth. They need to be supported to play an enabling role in fostering economic development. They also need to establish and implement policies which will contribute towards economic and social development that is both fair and lasting.It is suggested the committee focus some of its efforts on LED, through the lens of decentralized cooperation, to share best practices and help local governments create economic prosperity in developing countries.
UCLG NORAM SECTION MEETING Tuesday October 1st 2013, 2-4 pm Sofitel Hotel, Room Alba-Maxima
AGENDA
1. Welcome and introductions 2. Outline of delegation/individual objectives 3. NORAM activities during the event (daily routines; requests for NORAM SG, or D SG support in meetings or on issues; etc.) 4. NORAM dinner 5. Other business
Terms of Reference NORAM 1. BACKGROUND Since the creation of UCLG in 2004, the responsibility of the North American Regional Section (UCLGNORAM) was assumed by the US National League of Cities (NLC). The Presidency of the section has been assumed by the Canadians through the Mayor of Montreal. At the beginning of 2013 the responsibility for NORAM was transferred to FCM. The Presidency continues to be assumed by Canada. This document defines the mandate of the Section, specifies its objectives, clarifies the roles of the stakeholders and describes the rules that govern the affairs of the Section. 2. UCLG 2.1 Mission United Cities and Local Governments (UCLG) is a non-profit international organisation which represents and defends the interests of local governments on the world stage. The organisations mission is: To be the united voice and world advocate of democratic local self-government, promoting its values, objectives and interests, through cooperation between local governments, and within the wider international community. 2.2 A targeted work programme UCLGs work programme focuses on: 1) Increasing the role and influence of local government and its representative organisations in global governance; 2) Becoming the main source of support for democratic, effective, innovative local government close to the citizen; 3) Ensuring an effective and democratic global organisation. United Cities and Local Governments supports international cooperation between cities and their associations, and facilitates programmes, networks and partnerships to build the capacity of local governments. It promotes the role of women in local decision-making, and is a gateway to relevant information on local government across the world. 2.3 Structure United Cities and Local Governments has 7 Regional Sections, a Metropolitan Section and a Section dedicated to regional authorities. The UCLG Constitution states: Regional sections co-ordinate and facilitate membership in their geographical area. With their members, they provide support to the policies and activities decided by the governing bodies of the World Organisation. They perform a policy, programming and administrative role within the World Organisation, and a co-ordinating role in relation to the electoral process, within the framework of this Constitution. The sections are:
United Cities and Local Governments of Africa (UCLG Africa/CGLU Afrique) UCLG-ASPAC UCLG Eurasian Regional Section Council of European Municipalities and Regions (CEMR) Federacin Latinoamericana de Ciudades, Municipios y Asociaciones (FLACMA) UCLG-Middle East and West Asia (MEWA) UCLG-North America (NORAM) Metropolitan Section - Metropolis
3. NORTH AMERICA REGIONAL SECTION (NORAM) NORAM encompasses Canada, the United States and the Caribbean. At present, membership includes: FCM, Montreal, Toronto, National League of Cities, Florida State League of Cities, Atlanta, and the Trinidad Association of Local Government Authorities. The CEO of FCM is the Secretary General for the section. The current President of NORAM is the Mayor of Montreal.
3.1 Objectives of the North American section 1) Ensure sound political representation of the region within UCLG and to defend the interests of the members; 2) Advance domestic advocacy interests in international forums where influence back to the federal government is possible; 3) Develop and promote policies and positions on priority issues in the UCLG; 4) Promote learning among NORAM members through strengthened networks and platforms for exchange of knowledge and information; 5) Raise the profile of our respective countries cities as destinations for visits, trade and investment. 3.3 Roles of FCM FCM is the NORAM secretariat and FCM staff the NORAM administration. FCMs roles are to: 1) Manage the Section Secretariat; 2) Manage the flow of information from UCLG to members; 3) Co-ordinate the regions electoral process, within the framework of the UCLG Constitution and Electoral Rules of Procedures; 4) Provide secretariat support to the sections officers in coordination with elected officers local staff; 5) Co-ordinate and facilitate membership development within the region, ensuring as broad a representation as possible of local and regional governments; 6) Oversee general mission planning/briefings and conduct joint FCM-city briefings with political leadership before UCLG events. FCM will focus on general UCLG information and analysis while the city will focus on city-specific issues and interests;
7) Liaise with the NLC and other non-Canadian members; 8) Prepare annual work plans and report to the World Governing Bodies;1 9) Hold an annual section meeting in conjunction with an UCLG event. 3.4 Roles of individual members 1) Liaise directly with UCLG on city-specific files; 2) Manage administrative issues and/or committee secretariat role for involvement in UCLG policy committees; 3) Share knowledge with other interested NORAM members; 4) Work with FCM on mission preparation: briefings documents, oral briefings, mission coordination. 3.5 Roles of the President 1) 3) 4) 6) 7) Serve as President of the Section in North America and Vice President of UCLG; Represent and defend the interests of the North American region members; Participate in regular meetings of the Section and of the world organization; Contribute to the discussions and issues important to the North American Section; Chair NORAM Section meetings.
3.6 Roles of the Secretary-General 1) 2) 3) 4) 5) Oversee administrative responsibilities of the Secretariat; Co-ordinate the statutory meetings of the members of the Section; Develop consensus among the members on the issues and major preoccupations of the Section; Represent NORAM at the meetings of the Regional Secretaries General of UCLG; Mobilize human and financial resources required for the functioning of the Secretariat.
4.3 Section meetings and operations: FCM will lead in the operations of the Section. An annual meeting of the Section will be held in conjunction with UCLG World Council Meetings. Section priorities will be developed in consultation with the members. Individual member priorities will be shared with others as appropriate.
As a reference point: The work plan of UCLG clearly states the following priorities: leadership and governance, representation, broadcasts knowledge, cooperation and organization. It is the responsibility of the NORAM Section to contribute to the implementation of these priorities.
3 Reunin
WORKING GROUP LOCAL ECONOMIC DEVELOPMENT

Date and Location: Tuesday October 1, 2013. Hotel Sofitel, garden room 2. Agenda: 14.00 to 16.00 h Workplan Review Objectives, themes and main activities of the Working Group on Local Economic Development. Presents FAMSI, Working Group Chair Activities 2013 (Rabat and II World Forum of Local Economic Development) Presentation New Roadmap (RABAT-HABITAT III) structure and composition of the Working Group activities and proposals of the group members Work Agenda 2013: Process II World Forum DEL, Foz de Iguaz, October 29 to November 1, 2013 Agenda new work plan
2ndMeeting WORKINGGROUPLOCALECONOMICDEVELOPMENTDEL,UCLG (COMMITTEEONSOCIALINCLUSION,PARTICIPATORYDEMOCRACYAND HUMANRIGHTSINTHECITY,CISDPDH) 2ndMeetingConclusionsGroupDEL,Lyon

ThemeetingwasheldThursday,June6,2013HeadquartersMeeting:HteldeRgionRhne Alpes,11:15to13:15h,intheframeworkoftheUCLGExecutiveBureau DevelopmentAgenda: 1. Review Work Plan, chairs the meeting, Francisco Toajas Mellado, Mayor of Las Cabezas de San Juan, Andalusian Fund of Municipalities for International Solidarity, FAMSI, who introduced the meeting by reviewing and balancing the objectives, themes and activities Working Group. States in the context of crisis intervention and how it is affecting local autonomy adjustment policies and deficit reduction in a negative way for the development of skills, strong threats exist (especially in the Spanish case) for the development of territories localpublicpoliciesandlocaleconomicdevelopment: a. Objectives, themes and main activities of the Working Group on Local Economic Development.PresentsFAMSI,WorkingGroupChair Activities2013(toRabatandIIWorldForumofLocalEconomicDevelopment) PresentationTDRsofConceptPaper b.WorkAgenda2013: ReviewAgendatotheWorldCongressofRabat ProcessIIWorldForumDEL,FozdeIguazu1NovemberOctober27,2013 a. Themes and main activities of the Working Group on Local Economic Development are establishedasfollows: Progress in the construction of new looks, through networking and strategies tailored to the global context, pointing to local economic development, human, supportive, inclusive and sustainable definition of local economic development from the local authorities Share experiences, tools and strategies of territorial approach to Local Economic Development; Reflect on the need to articulate, from different territories and local realities, responsesadaptedtotheglobalcontext.DiscussfinancingmechanismsDEL Recognize and share weaknesses, share obstacles and develop strategies that allow us not only to transfer good experiences but learn together from the mistakes and successes in order to agree on common action frames of benchmarks around Local EconomicDevelopment.
Debating the fundamental components and the major challenges of future developmentstrategies;
b.Mainactivities: KNOWLEDGE MANAGEMENT AND PRODUCTION: It allows to have a living body of knowledge and products into concrete informative, communicative, educational and trainingtools,banksofpracticalexperiences,ideaslaboratory,etc.projectgeneration. Itistovaluethelessonslearned,andtorescueexistingknowledgetoshare. TRADE AND TECHNICAL ASSISTANCE: Support a joint framework of exchanges and technical assistance between countries, networks and actors in the context of local economicdevelopment. ADVOCACY: To accompany the construction of agendas and meetings for political influence in the territories, public and private institutions, states and international organizationsinacontextofmultilevelcoordination. COMMUNICATION: Develop a strong communication strategy, and through networks andstakeholders. STRENGTHENING OF NETWORKS: To support and strengthen the process of articulatingdifferentnetworksandlocaleconomicdevelopmentactors. 2.AgendaandWorkPlan2013: a. Activities 2013 (From Dakar UCLG World Congress in Rabat and II World Forum of Local EconomicDevelopment): Knowledge Management: Developing a database of successful experiences. Articulate theexistingdatabasesofregionalandthematicnetworks Communication:LaunchingaWebPageWorkingGroup,newsletter Advocacy: development of a Document Base / political reflection towards the next WorldCongressofUCLG MonitoringmultilateralframeworksbytheUCLGWorldSecretariat UNDPART ILO/ILO UNHABITAT b.Eventsscheduled: FAL,scheduledMarch2531,2013,attheWorldSocialForuminTunisia FALpCanoas,June2013 Agenda and meetings of the Second Global Forum on Local Economic Development tobeheldfromOctober27thNovember1st,2013inFozdoIguacu,Brazil UCLGWorldCongress,Rabat,firstweekofOctober2013 MeetingsoftheWorldCouncilofUCLGExecutiveBureau(Lyon,meetingthevice) MonitoringandContributionstotheagendaandtheprocessPost2015HabitatIII
3. Concept Paper, Presentation TDRs OF Felipe Llamas, Director of International Networks, FAMSI. We present the draft document prepared by Francisco Alburquerque (2013): "Local EconomicDevelopmentApproach"((VersionApril2013). Mainobjectivesofthedocument: Advocacy: development of a Document Base / political reflection towards the next WorldCongressofUCLG. Move towards a concept of local economic development from the point of view of localgovernments. is expected to gather the views and contributions of members of the working group andUCLGindraftingitsfindings The document will be an annex to collect lessons learned, and to rescue existing knowledgetoshare. Mainaxes: CONCEPT: Local economic development is a part of human development, which focuses on the economic component and the opportunities to address it from a territorialapproach,withprominenceoftheterritory. ACTORS: Local and regional governments have great opportunities to influence local economic development and institutional factors that can help the organization of the territory, watching on issues such as sustainability, equity, inclusion, active labor market policies, the innovation, wealth, etc. Issues from the local institution have an addedvalue AREAS: UCLG, a worldwide organization of cities, can promote an agenda OF that includes several lines of work: knowledge management, international advocacy, technicalassistanceandtradecommunication. OBJECTIVES: The aim of the UCLG Working Group is to "support and strengthen the LED approach as an opportunity for development", focusing on governments and international organizations, strengtheningthe internalnetworkofUCLG,systematizing knowledge actions (research,traininganddisclosure) andcommunicatingtheprogress oftheworkthroughsocialnetworksandcommunicationtoolsUCLG. 4.Discussionamongparticipants: DiputacindeBarcelona,ChairoftheCommitteeonDecentralization.ArnauGutierrez AfterreviewingtheworkplanandthepresentationofthemaincontentoftheConcept Paper, identifies the connection of the Working Group to the Commission Decentralization. In this regard announces future collaboration with the Federation of Canadian Municipalities (Vice of this Working Group) in the publication of a small publication to present Canada's experience in promoting local economic development betweenthegovernmentandthemunicipalities. It is therefore collected this proposition to study this connection between committees andgroups.
BilbaoCityCouncil,ChairoftheCommissionforDigitalCities.LidiaCobosAsensio Operatinginthesamedirection,pointingtotheneedtoestablishthelinkbetweenthe WorkingGroupandDigitalCitiesCommission.Reportpublication/studyonSmartCitys pitching for Bilbao, and especially highlighted as the theme of Innovation and Economic Development (Economic Smart) are two areas of work of this study and the subjectoftheCommission. Therefore, this proposal is collected to establish the link between the commission and thegroupTHE RegionalCouncilofDakar,IbraNiangFaye Spoke on the concept of Local Economic Development, the LED connected to the decentralizationprocess,whereitisnecessarytoconsiderthreedimensions: LocalAutonomy(havethepowersbylocalgovernments) Financialautonomytodeveloptheskills DevelopmentofLocalTaxation All this it is necessary to address local developmentpolicies with a territorial approach aprocheterritorialdevelopment) RegionalCouncilofDakar,NdiagaDieng TheconceptofLED,it isnecessarytodiscusssustainabledevelopmentinitsdefinition. In this sense, the LED is framed or to be framed in a structural project Intengral Development,linkedtodeepeningprocessesofdecentralizationasnoted. GobiernoDistritoFederdalMexicoCity.EugeneZapata. NotestheimportanceofthetopicofLEDaspartofinternationalnetworksofcitiesand the debate on global developmentagenda.Inthis sense presentsthe initiativeALLAS, EuroAmerican alliance for international cities, a project funded by the European Commission, led by Mexico City (Lima, Quito, Montevideo, Belo Horizonte, Moron, Medellin,CUF France and FAMSI participate), and whereone of the themes addressed inthisprojectistheeconomicattractivenessandtheLEDontheinternationalactionof localgovernments. InthisregardproposesajointworkinggroupwithUNACLA(MexicoDFispart)because in2014thenetworkplans tolaunch astudyonLED.Itis thisproposedjointcollection, whichwillbefacilitatedbyMexicoDF. PrsidentduConseilRgionaldeMarrakech,Maroc.AhmedTouizi. Speaking elaborates on the need for skills to local governments (Communes) to develop local economic development processes. Decentralization processes have to encourage the development of skills for the territories to establish economic developmentpolicies.
FMDV,FondsMondialpourleDveloppementdesVilles.MarianaNascimento He gave a brief presentation of FMDV. In the same way that other interventions proposed to establish a link between the working group and FMDV. Question that is collectedfortheagenda. MinistereAffairesETRANGERSDAECTFranais.GregoineJouenx Explains Work in partnership between the Ministry and UNDP Initiative (ART) for the promotion of decentralized cooperation. This effect highlights the importance and relevance of decentralized cooperation in the promotion of LED. Explains the study being undertaken forthcoming with CUF identification of decentralized cooperation 154.DatabaseFrenchdecentralizedcooperation,whichwillbeavailablesoon. OLAGI(ESOLAGI),UNESCOChair.AlbertoEmilioFerrol. Pointsoutin hisspeech,asinthecurrentcontextofpublicpolicydevelopmentforLED necessary adaptation to the environment, to a comprehensive development, human. This is a philosophical and cultural change to adapt to the environment and sustainability of the territories. In this regard stresses the challenge of training for intermediategovernmentsforterritorialdevelopment. 5. Presentation Process II Global Forum THE, Foz do Iguacu (Brazil) October 27November 1, 2013,FerranPrezUNDP,Geneva (Seeattachedpresentation). Moved invitationtoallattendeesandmembersofthe UCLGWorking OFto attendthe Forum. Active participation is expected in this II UCLG World Forum DEL, which may include membership and coorganizer of the Forum, with Itaipu, Sebrae (Brazil), UNDP and FAMSI. Still pending a meeting with the UCLG World Secretariat to discuss the termsofthecollaboration. TheyseekthebestwaytopresenttheForumduringtheWorldCongressofRabat. Discussionamongparticipants: OLAGI(ESOLAGI),LuisGuastavino Points out in his speech the need for coordination between local governments and regions. Noting that there is no local development if there is no such link in regional frameworks, the territory where municipalities subscribe. Stresses the importance in this regard of the medium and small cities as central to the process of local economic developmentinlocaldevelopmentprocesses. UNDPARTInitiative,GiovanniCamilleri Following previous intervention reaffirms the importance of multilevel coordination in local economic development processes from a territorial approach. He points to the successful experiences into account multilevel and multistakeholder frameworks for territorialdevelopment.Inthisregardstatesaslocaleconomicdevelopmentprocesses contributetothestrengtheningoflocalgovernmentanddecentralization.
7.Conclusions: Spread the paper on OFthat aims towards a conceptof local economicdevelopment from the point of view of local governments. Collect the opinions and contributions of members of the workinggroupandUCLGinwritingtheirconclusions. ThedocumentwillservetocollectexperiencesofmembersofUCLGonLED Presentation of the Document Base / political reflection in the next World Congress ofUCLGinRabat. Agenda: The 3rd working group meeting will be held on October 1 in Rabat at the World Congress. Presentation Concept Paper LED, experiences of members of UCLG on LED , Roadmapto2016. In this period, to the world congress of Rabat, establish the links and relationships establishedatthismeeting: CommitteeonDecentralization DigitalCityCommission, CoordinationwithUNACLA CoordinationwithFMDV FollowmultilateralframeworksbytheUCLGWorldSecretariat UNDP ART (to the II World Forum of Local Economic Development, Foz do Iguacu,27Oct1Nov2013) ILO / ILO (participation Group DEL in event organized during the World CongressofRabat) UNHABITAT Rapporteur: FranciscoToajasMellado,AlcaldedelasCabezasdeSanJuan,FAMSI FelipeLlamasSnchez,DirectorRedesInternacionales,FAMSI
COMISIONES Y GRUPOS DE TRABAJO DE CGLU

CONVOCATORIA 3 REUNIN, RABAT 1 DE OCTUBRE 2013
CIRCULAR 4 Dear members and friends of UCLG Here you can find the documentation for the 3rd meeting of the Working Group Local Economic Development that will take place on October 1st in Rabat, Hotel Sofitel, living Jardin 2. The scheduled time is from 14.00 h to 16.00 h The accompanying documentation includes: Agenda Proposed Roadmap RABAT - HABITAT III Working paper on the DEL and Local Governments Best Practices Questionnaire
For more information, please contact us via e-mail: fllamas@andaluciasolidaria.org, famsi@andaluciasolidaria.org Sincerely, The UCLG World Secretariat on behalf of the Working Group on Local Economic Development
WORKINGGROUPONLOCALECONOMICDEVELOPMENT,UCLG
(COMMITTEEONSOCIALINCLUSION,PARTICIPATORYDEMOCRACYANDHUMANRIGHTSIN THECITY,CSIPDHR)
LOCAL ECONOMIC DEVELOPMENT AND LOCAL GOVERNMENTS

DRAFT DOCUMENT
(Version April 2013)
Francisco Alburquerque1
ForthemembersoftheLEDWorkingGroupandUCLGmembers This paper has been prepared by Francisco Alburquerque at the request of FAMSI, current President of the UCLG Working Group on Local Economic Development. The objective of this paper is to contribute to the debate by local authorities on the concept of Local Economic DevelopmentenvisagedintheLEDWorkingGroup'splan This paper seeks to engage local authorities, members of LED Working Group and UCLG in reflection, in order to move forward and gain new insight through networking and strategies tailored to the global context, thus enabling local, inclusive, sustainable and solidaritybased humaneconomicdevelopment. The global crisis has provided an opportunity for rethinking the role that the State and local governments play in responding to the crisis by promoting local economic development (LED) through sustainable and participatory pathways and a territorybased approach. This would effectively democratise local development process by engaging government, civil society and private players. LED will be a major international issue for the coming years: Post2015 Agenda,reviewoftheMDGs,andtheHabitatIIIWorldSummitin2016.Thiscanbeseenasan opportunity to tackle the increasing challenges faced by democratic governments to meet the development goals: decentralised cooperation as a tool in the global debate on new
Francisco Alburquerque Llorens, Doctor in Economics, researcher and specialist in Local Economic Development. He was the Director for Local Development and Management of the Latin American and Caribbean Institute for EconomicandSocialPlanning(ILPES),abodythatformspartoftheEconomicCommissionforLatinAmericaandthe Caribbean (ECLAC, United Nations), Santiago de Chile, 1995 to 1997. He taught at Universidad Complutense de Madrid in the Department of World Economic Architecture and Economic Development, Faculty of Economics and Business Administration from 1970 to 1985. International consultant in Local Economic Development in various bodies: Multilateral Investment Fund (MIF) of the InterAmerican Development Bank (IDB), the United Nations Development Programme (UNDP), European Union (EU), International Labour Organisation (ILO), and United Nations Industrial Development Organisation (UNIDO). He is currently the Regional Technical Advisor for the Training Programme on Local Economic Development with Social Inclusion in Latin America and the Caribbean (ConectaDELProgramme),MultilateralInvestmentFund(MIF),InterAmericanDevelopmentBank(IDB).
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development models and the role of LED as a cornerstone for further decentralisation and regionalisation. There is a need to ensure the capacity and effectiveness of municipalities as mechanismstofacilitatetheimplementationofLEDstrategiesandinstitutionalstrengthening. The Working Group undertakes to present this conceptual policy paper at the upcoming UCLG World Congress in Rabat. It should be recalled that one of the objectives of UCLGs LED Working Group is to "support and strengthen the LED approach as an opportunity for development", focusing on governments and international organisations. This paper is intended to be a policy advocacy tool for developing local agendas and organising policy advocacy meetings with public and private institutions, governments and international organisationsinacontextofmultilevelcoordination. Thispaperisthereforeatextbookforcollectivereflection.Thismeansgatheringtheviewsand contributionsofthemembersoftheWorkingGroupandUCLGforthedraftingofconclusions. Inthisregard,wethankyouinadvanceforyoureffortandparticipation.Theproposed deadlineforcontributionsandcommentsisSeptember20,2013.Pleasesendthemtothe followingemailaddresses:
famsi@andaluciasolidaria.org fllamas@andaluciasolidaria.org
Yourssincerely, AndalusianMunicipalitiesFundforInternationalSolidarity,FAMSI President,LEDWorkingGroup(UCLG)
DRAFT DOCUMENT
Francisco Alburquerque
THE LOCAL ECONOMIC DEVELOPMENT APPROACH

1. Conceptual Approach to Local Economic Development A key focus of ECONOMIC DEVELOPMENT is the analysis of the temporal (or dynamic) evolution of the economy. An issue that cannot be divorced from the analysis of the historical, political, cultural, social, human, institutional and environmental context intrinsic to economic processes. The more generic term DEVELOPMENT is therefore used to refer to these dimensions of analysis. DEVELOPMENT is, indeed, a broader term than ECONOMIC DEVELOPMENT. It encompasses the different dimensions of social and human development, cultural, political and institutional development, economic and financial development, and sustainable environmental development. The ECONOMIC DEVELOPMENT process focuses on the nature of the structural changes in the economy, in terms of productive organisation and supply, and the structure of income distribution, which determines consumption patterns. Therefore, the ECONOMIC DEVELOPMENT process cannot be equated with ECONOMIC GROWTH measured by production or income, as it must take account of improvements in the population's quality of life, i.e. it must include FOR WHOM is production to take place. In addition to improved income distribution, account must be taken of WHAT is produced when ECONOMIC DEVELOPMENT is discussed. Weapons production is not the same as production of food or of basic consumer goods. Moreover, growth based on increased speculative financial activities is not the same as increased investment in production and employment in the real economy. Consideration must also be given to HOW productive activities are performed. Linking increased real income per capita (or ECONOMIC GROWTH) and increased WELFARE would be totally inappropriate if associated with poor working conditions, or environmentally unsustainable productive activities, i.e. degrading environment. It proves much more difficult to equate ECONOMIC DEVELOPMENT and SOCIAL AND ENVIRONMENTAL WELFARE, as the latter has political, social, cultural and environmental dimensions that people also eager to enjoy-public safety, exercise of true freedom and participation in a democracy, or elimination of environmental pollution, to name just a few. In short, the composition of production, income distribution, and labour market conditions, and the impact
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that all economic activity has on the environment are all central to studying ECONOMIC DEVELOPMENT and, therefore, for LOCAL ECONOMIC DEVELOPMENT strategies. There is no single definition for what is generally understood by LOCAL ECONOMIC DEVELOPMENT, beyond noting that it is, of course, the process that seeks to increase income and improve the standard and quality of life of people living in a given territory. In any case, it may be necessary to clarify this attempt to provide a generic definition, as this is not about implementation of national policies at the municipal, provincial, regional, or state level. LOCAL ECONOMIC DEVELOPMENT requires strategies built on mobilisation and active participation of TERRITORIAL ACTORS. This paper therefore stresses that this is a "bottom-up" approach, and not a "trickle down" process driven by the central Government. In any case, the concept of what we refer to as TERRITORY is not just the geographical area in which economic or social activities take place. A territory encompasses all stakeholders and players who live there, their social and political organisations, their culture and institutions, and the physical environment and the environment itself. This person is a key player (or "actor") for development in that he/she incorporates all these different dimensions. As you will be aware, the efforts to mobilise and engage local players within a given TERRITORY constitute the starting point of any LOCAL DEVELOPMENT strategy. This creates the SOCIAL CAPITAL needed to strengthen local governments, promote public-private partnership, ensure efficient co-ordination amongst relevant public institutions at different territorial levels (central, provincial, regional or state, and municipal), and amongst different sectoral departments of the governments (economy, industry, agriculture, labour, tourism, security, etc.), and foster local entrepreneurship to build the foundations for innovative social and cultural processes associated with development strategy. Activities that build on institutional and cultural development must be explored and implemented to facilitate the diversification and enhancement (or transformation) of LOCAL PRODUCTION SYSTEMS through quality and sustainability (environmental, social and economic) based approaches and product differentiation. This requires upgrading or complementing basic infrastructures and facilities for territorial development, ensuring effective organisation of available advanced production support services (business development services and financial services), primarily for the bulk of microenterprises, SMEs and production cooperatives that make up the local business fabric, involving financial institutions in the territory, tailoring the knowledge of academic and R&D institutions to the needs of local production systems, public institutions and territorial civil society associations, and creating a regulatory, tax, and legal framework conducive to local economic development.
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Figure 1: Development Dimensions
(See Annex I, English translation) This all needs to take account that environmental sustainability criteria should be built into the options selected as proof of its forward-looking commitment to durable and dynamic territorial and business competitiveness. This requires optimising the use of local natural and cultural heritage as important assets for territorial development, pushing renewable energy, efficient use of natural resources, including water and use of materials, promoting organic farming and eco-efficiency in production (industrial ecology, cleaner production, etc.), 0 kilometre production (local production), different forms of sustainable consumption, and efficient management of urban and rural waste and encouraging sustainability education amongst local citizens, businesses and households. This calls for improved access to education, training, nutrition and health, while advocating better income distribution to enhance social inclusion and strengthen the internal market, better quality labour relations, strengthening the role of women and other vulnerable groups in society, and social and solidaritybased economy as part of territorial development strategies, which should not be restricted solely to the formal economy. Although all these aspects or dimensions of TERRITORIAL DEVELOPMENT (or LOCAL DEVELOPMENT) have mutual relationship, it is clear that political, cultural and institutional development and mobilisation within the territory is the starting point. The basis for producing an economic surplus (capable of bearing the necessary social costs and public goods) lies in this basic tandem of sustainable territorial economic development, in order to achieve further social
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investments and improvements in labour relations and institutions needed for development, which, as noted before, is not restricted to mere quantitative growth. 2. Beyond macroeconomics and cluster analysis As already stated, the analysis of reality cannot be reduced to an approach based on macroeconomic aggregates, which is a superficial and simplified view of socioeconomic reality. An approach that takes account of the various territorial and development dimensions of the economy and society in its diversity and heterogeneity is needed. Furthermore, the effectiveness of PUBLIC POLICY requires its adaptation to different territorial contexts or situations, as centralised and generic policies are insufficient. A cross-cutting and comprehensive approach, capable of bypassing the constraints of sectoral approaches, is required. In practice, all economic activities derive inputs from different productive sectors and branches. They are therefore multisectoral. Cereal production, for example, requires, inter alia, seeds, soil, water and other primary inputs, as well as machinery and industrial means of transport and distribution and financial services. The magnitude of this activity cannot be understood in disaggregated sectors or fragments. The analysis must be formulated in terms of productive chains or local production system. This covers the territorial dimension and associated economic links (production, technology, trade, social, and financial) between different players of the production process. Sectoral statistics do not cover the existing interconnections between real economic activities, which have a territorial and an economic dimension. There is a need to identify LOCAL PRODUCTION SYSTEMS that comprise various business networks or productive chains in certain territorial and institutional environments, and which include infrastructure, equipment, services, and social and cultural context conducive (or not) to territorial development.
Figure 2 attempts to represent the different components of a generic chain, among which is the set of inputs used (natural resources, human resources, technological resources, financial resources, and the organisation of production in the territory).
Figure 2: A broad view of the productive chain
(See Annex II, English translation) All this makes possible production activity, which requires inputs (raw materials, machinery and equipment, and support and ancillary services) to complete the different processing stages of a product, including subsequent distribution, product consumption, recycling and reuse of waste generated throughout the productive chain. Thus, in addition to the "sector-specific business environment", i.e., productionspecific relations between different actors (suppliers, competitors and customers), account must also be taken of territorial elements, as production activities do not take place in a vacuum. The following are particularly significant among these territorial elements: natural resources, water, energy and materials (primarily derived from the local environment), human resources training and local labour market, legal and regulatory framework, social and institutional aspects, research and development for innovation, basic infrastructures and the financial system (Figure 3). Figure 3: Territorial environment of business
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(See Annex III, English translation) Thus, business competitiveness is constrained not only by how the network or relationships are organised throughout the local productive system, but also by existing infrastructures and characteristics of the territorial environment. Indeed, the quest for business competitiveness is supported by factors such as the nature of the labour market, which, in turn, is affected by the education system and human resources training, the health system, and the creation of a territorial entrepreneurial culture. Similarly, there are other spatial factors that have a decisive impact on territorial competitiveness, including the existence of a territory-based system of business development services, basic and environmental infrastructures, the involvement of the financial system to ensure access to credit to microenterprises and SMEs, a tax system favourable to this type of businesses, and a link between producers and the territorial information system conducive to a territorial innovation system (RDI). It is well known that PRODUCTIVITY is the efficient use of productive factors, while COMPETITIVENESS refers to achieving or maintaining market positions at the time of selling products. PRODUCTIVITY is driven by a number of factors including a good education system and human resources training, basic infrastructures and utilities (water, energy, sanitation, transport, telecommunications, etc.), selection of appropriate technologies, productive organisation, quality of labour relations that ensure participation of workers in the productive activity, access to credit, business co-operation and building environmental sustainability into product and process innovation. In short, the main factors driving productivity are a good "fit" between the production system and the education or vocational/technical training system, skilled human resources, improved territorial productive organisation and innovative capacity
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of the territory, and inclusion of environmental sustainability in production processes and products. COMPETITIVENESS, on the other hand, is based on the factors of productivity. However, it also requires a well-thought out product differentiation strategy based on quality, design, market information, certification, standardisation and territorial product branding, inclusion of environmental sustainability in the marketing process, transportation and consumption of products, timely delivery, and scope and quality of after-sales services, including the management of waste recycling and reuse of end-of-life products. However, enterprises are not isolated entities. They operate in complex ecosystems of relationships (or linkages) with suppliers and customers that range from the use of basic raw materials to the production of market goods and/or services. Furthermore, as already stressed, productivity and competitiveness are driven by the quality of relationships in the productive chain and the characteristics of the territory where its components are located. In terms of productive chain, this structure provides substantial advantages, because: it allows identification of production linkages which can boost innovation and meet the demand for new activities and jobs that build on elements of differentiation in the productive chain; it enables monitoring and quality control throughout the productive chain; and it incorporates a comprehensive strategic vision that facilitates decision-making in economic development and local employment policy.
Furthermore, this approach implies a shift from scale-up and cost reductionbased business strategies to a strategy based on quality, differentiation and environmental sustainability of products. The latter requires co-operationoriented business management and strategic partnerships with other local key players. In line with the broader vision of the approach, this calls for the deployment of co-ordination strategies that allow agreements between different players at different levels of the productive chain and the institutions involved. Proximity and spatial identity facilitate the implementation of these strategies or the co-ordination of the actors involved in the productive chain and in different territories.
As shown in Figure 4, Michael Porter's "diamond of competitiveness" (1991) outlines a number of determining factors of competitiveness (firm strategy, structure and rivalry, factor conditions, demand conditions, and related and supporting industries), to which he adds government (public administrations) and chance2.
Figure 4
(See Annex IV, English translation) Alongside these explanatory factors, the territorial development approach also incorporates territorial political and institutional systems, mobilisation and participation of regional players, training system for territorial human resources, territorial innovation system, the environment and sustainability. These are all substantive factors affecting production efficiency and the level of competitiveness of a given territory. This leads to the concept of "systemic competitiveness" developed by the German Development Institute, which provides a more comprehensive definition for the term "competitiveness", its scope and objectives (Esser et al, 1996). Figure 5 provides a systemic view of competitiveness and economic and social development. The main purpose of Figure 5 is to illustrate that increased competitiveness is the result of the interaction of four basic levels: meta, micro, meso and macro. The META level addresses the capacity of a society for
In the Figure, I have used Public Administrations in lieu of "Government", and Foresight instead of "Chance", as the lack thereof would often explain the existence of "chance" phenomena. 10
mobilisation and co-operation between local actors, and its ability to formulate a common territorial strategy. This requires increased associativism and effective citizen participation in the territory, further modernisation of local governments and innovative public management, and development of local creative and entrepreneurial culture, among other substantive factors. Figure 5
(See Annex V, English translation) The MICRO level refers to efforts to ensure the incorporation of technological, organisational and management innovations into productive activities and the local business fabric. These activities include business management, innovation management, creation of business and technological co-operation networks, establishment of a territorial system for human resources development, and bringing together business productive systems, public institutional systems and the knowledge-based sector to create a territorial innovation system. The MESO-level concerns the need for intermediation to create a territorial environment conducive to innovation. This involves integration of sectoral policies in line with relevant spatial strategies. Meso level activities include encouraging public-private partnership, efficient institutional co-ordination between different levels of government and between different departments thereof, promoting business co-operation networks, and creating common institutions for management and governance of spatial strategies (local economic development agencies, employment agencies, territorial pacts and agreements for development, employment and the local environment, etc.).
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Lastly, the MACRO level concerns the general conditions necessary for economic stability and a regulatory environment and framework conducive to the development of different national territories. In the latter case, it refers to public policies, including monetary, fiscal, budgetary, trade and competition, labour, and environmental policies, as well as access to credit (regional and territorial development banks), or gender equality policy, amongst others. As reflected above, the systemic competitiveness approach only makes sense within a social transformation strategy. To that end, the national development policy should make territorial development policy a priority. This involves major inter-institutional co-ordination efforts between different government levels (vertical and horizontal), and co-operation between public and private players in each territory. 3. The interactive approach to innovation Improved institutional co-ordination between the different territorial levels of government is a prerequisite, though not sufficient, to move forward with the territorial development approach. There is a need to mobilise territorial actors to implement innovative development initiatives and strategies in the territory. The traditional development approach depends on the availability of financial resources. However, this in itself is not enough. Sometimes these resources are allocated to unproductive or speculative uses. The allocation of financial resources to productive investment and employment is driven by other basic factors, most notably the ability to deliver productive innovations to the business fabric in each territory. Productive innovations not only concern technological innovation of products or processes, but also include environmental innovations, management and organisational innovations, as well as social, industrial and institutional innovations. Similarly, there is a need to break away from a certain tradition of analysis in which urban phenomena are not always addressed in connection with rural phenomena and circumstances. Undoubtedly, there are particular circumstances that are specific to rural and urban populations, respectively. It should be emphasised, however, that when thinking about territorial development strategies, it is not possible to discuss the functioning of cities or conurbations without taking account of the contributions (inputs, resources, services, etc.) made by the surrounding rural environment. Similarly, it is pointless to discuss rural development unless due consideration is given to the important role played by nearby cities, from which it draws inputs, machinery, and services, among other factors. Moreover, INNOVATION is not a linear process in which new products and processes are generated by R&D institutions in isolation from the market. On the contrary, innovation is a cumulative and INTERACTIVE social and territorial process, in which users and producers of knowledge interact. Thus, both players (users and producers of knowledge) LEARN from each other through interaction.
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Innovation is more than radical changes or breakthroughs. It typically involves continuous day-to-day improvements in existing products and processes, shaped by path-dependent production process. Given the social nature of learning and innovation, these processes work best when the players involved are located close enough to each other to allow frequent interaction and exchange of information easily and effectively. In other words, INNOVATION is essentially TERRITORIAL, never generic. Likewise, the companies and institutions contained by spatial clustering often share a common culture and SPATIAL IDENTITY which facilitates the process of social learning. Much of the knowledge transmitted between these local players is tacit rather than codified, which confers advantages on firms that participate in such SPATIAL NETWORKS. This interaction-facilitating common language or code of communication is further supported by the creation of regional institutions, which produce and reinforce the rules and conventions governing the behaviour of local firms and inter-firm interaction. The constellation of such institutions at the territorial level that contribute to the innovation process are identified as TERRITORIAL INNOVATION SYSTEM. This set of institutions, both public and private, produces systemic effects that encourage enterprises within the region to adopt common norms, expectations, values, attitudes and practices, in short, a CULTURE OF INNOVATION that is reinforced by the learning processes mentioned above. In this regard, reference should be made to the institutions involved in territorial innovation systems, including R&D infrastructure-related institutions (universities, technical schools, laboratories, etc.), technology transfer and market analysis centres that provide services to businesses, territorial institutions for human resource training, business associations and chambers of commerce. A TERRITORIAL INNOVATION SYSTEM is thus an interactive network composed of different-sized firms in a "cluster" or isectoral clusters of firms, inter-firm relationships within the "cluster", higher education and research institutions linked to the productive sector, research and development laboratories (public, private or both), and technology transfer centres or agencies, chambers of commerce and business associations, human resources training centres, and government departments and agencies (Lundvall, 1995). This TERRITORIAL INNOVATION SYSTEM approach emphasises, therefore, the relevance of institutional, social, political and cultural factors in economic activities and employment. While the GLOBALISATION process presents new challenges to the various territories, regions and municipalities, it simultaneously creates a scenario for new opportunities, which require an endogenous capacity for learning and innovation. The SOCIAL CONSTRUCTION OF THE TERRITORY is therefore a critical task for local development. On the other hand, it is also necessary to insist that the territory, not the firm or industry, is the locus of LOCAL ECONOMIC DEVELOPMENT. This spatial approach is necessary to address relevant development issues such as:
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strengthening the local productive fabric, and incorporation of technological, organisational, institutional and environmental issues in the business fabric and in the social, institutional, cultural and political context of the territory; valuing of the natural environment and local cultural heritage as key elements of differentiation and spatial identity; aligning training and the needs of different spatial strategies (provincial or municipal) agreed by the different actors; underlining the importance of the Participatory Action Research approach based on specific problems faced by local actors and territories; and streamlining the existing energy model to promote renewable energies and efficient use of energy, water, resources and materials from different territories. Thus, the incorporation of productive innovations does not depend solely on the outcome of research and development (R&D) in large firms, or on developments in Science and Technology (S&T). It is important to establish linkages between the codified "knowledge sector" and the territorial productive sector (and suppliers of basic goods and services) with tacit knowledge to ensure the incorporation of innovations. Hence the importance of intermediation in establishing links between the "knowledge industry" and territorial productive actors. Territorial development cannot therefore be achieved top down, or by an external authority. Territorial development essentially depends on joint interinstitutional efforts and co-ordination, and co-operation between different territorial and institutional actors, who share an integrated approach to development when devising strategies that seek to strengthen and diversify production and employment in different territories. This involves social, cultural and institutional actions at the local (municipal, provincial, regional or state) and national (federal) level.
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4. The significance of active employment policies, decent work and green jobs Reducing economic development to merely an economic growth process would predicate on the assumption that the latter automatically creates jobs and, thus, reduces poverty and improves the quality of life of people. There is no empirical evidence of this. Unlimited quantitative economic growth has been called into question since the 1970s. It is simply unsustainable from an environmental perspective, given the finite resources of the planet. As a result of this historical development, in which economic growth is based largely on intensive use of machinery and technology with less workers and elimination of certain types of jobs, net destruction of jobs usually coexists with economic growth processes. However, generic employment policies often resort to the assumption mentioned above, thus becoming passive or dependent on economic growth policies. In order for employment policies to be effective, they need to be territorial, i.e. take account of the particular needs of each territory in terms of supply and demand for labour. The labour market is territorial, not generic; hence, the need to implement ACTIVE EMPLOYMENT POLICIES. Indeed, the promotion of new productive opportunities must be flanked by appropriate training of human resources to seize and capitalise those opportunities. Local Development Agencies should therefore be strengthened (or join forces, where applicable) with Territorial Employment Agencies or Offices. Building a territorial system of employment-driven skill training is a necessary element in Local Economic Development strategies. The different territories must create spaces for public-private partnership to deliver training that meets territorial needs. It must not be forgotten that the quality of human resources is a key player in the knowledge society. Similarly, the need for environmental restructuring of the productive chain calls for training in "green jobs", as a substantive part of active employment policies. Moreover, better social protection, social dialogue and recognition of the fundamental rights at work further ensure the involvement of workers, and positive interaction with the quality of employment and income generation. Thus, "decent work", as underscored by the International Labour Organisation (ILO), is an important component of increased productivity and business and territorial competitiveness. On the other hand, the Green Jobs Initiative is a partnership established in 2007 between the United Nations Environment Programme (UNEP), the International Labour Organisation, the International Trade Union Confederation and the International Organisation of Employers. It seeks to mobilise governments, employers and workers to promote dialogue on the opportunities available in policies and programmes leading to a green economy with green jobs and decent work. These organisations define green jobs as activities that reduce the environmental impact of firms and economic sectors to environmentally
15
sustainable levels. These jobs help to: (i) reduce consumption of energy, raw materials and water through efficient strategies; (ii) reduce greenhouse gas emissions; (iii) reduce or prevent waste and pollution; and (iv) protect and restore ecosystems and biodiversity.
5. Decentralisation and local economic development Moreover, the steady advance of DEMOCRATISATION and DECENTRALISATION processes, with a greater role for public territorial governments, has forced policy makers and technicians to seek appropriate paths and approaches to address the growing problems and demands of the population in their respective territories. This has been made necessary not only by the need to provide concrete and effective responses to the whole population, but also, by the failures or limitations of centralised and sectoral policies, and outdated redistributive approaches of regional development policies. This is how LOCAL DEVELOPMENT STRATEGIES have been emerging as a strongly pragmatic approach, a "bottom-up" concept, and a more comprehensive view of the different facets or aspects of development, with a horizontal approach, which requires linking different territorial development policies. The analysis of the linkages between the DECENTRALISATION processes and the emergence of LOCAL ECONOMIC DEVELOPMENT initiatives shows that the latter has emerged from the tension between the necessary adjustment to the demands of the crisis and international economic restructuring. In any case, it is clear that the advance of decentralisation opens spaces for local development and employment initiatives. Similarly, reflection on and implementation of local development strategies is an innovative contribution that invites a broader and more comprehensive discussion on development policies. Furthermore, the increased participation of LOCAL AUTHORITIES in economic development and search for employment sources entails a redistribution of economic powers and functions between the different territorial levels of government. The momentum of PUBLIC-PRIVATE PARTNERSHIP and strategic cooperation amongst territorial socio-economic actors in designing local development strategies, (also) provides for shared management (GOVERNANCE) of economic development, not based solely on guidelines issued by the public sector or simply driven by the free market. Thus, local search for INTERMEDIATE spaces between the market and the hierarchy, i.e. the meso level, has served to define a new approach to policy-making on economic development of the territory. This opens up the possibility of linking different processes in a virtuous circle of interaction between the advancement of a more participatory DEMOCRACY and the decentralisation of powers to sub-national levels, enabling territorial institutions and actors to assume competences, capacities and resources in defining local economic development strategies.
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Local economic development initiatives are therefore driven by two types of "bottom-up" tensions. On the one hand, the tension caused by democratic development proper and direct election of leaders at different territorial levels of government, which requires addressing CITIZEN'S DEMANDS on basic territorial issues related to productive development and employment. On the other hand, the tension caused by overall ECONOMIC RESTRUCTURING, which has driven players in the private sector to modernise and adapt the processes to meet new production requirements and greater market competitiveness. Added to these two "bottom-up" tensions are two "top-down" processes: the advancement of decentralisation and STATE REFORM. These processes do not always have a complementary relationship with the "bottomup" processes, although quite clearly the advancement of decentralisation should help build scenarios conducive to LOCAL ECONOMIC DEVELOPMENT initiatives. Thus, although decentralisation processes do not always seek to promote local economic development, the broader spaces opened by State re-engineering processes, in its transition towards a co-ordinated set of territorial governments, make it possible to address economic restructuring and employment more effectively. This enhances their effectiveness by identifying development policy areas (such as promotion of micro-enterprises and SMEs, or active labour market policies) that are not exclusive to the central level of State Administration.
6. Reflections on local economic development policy The level of preparedness and strengthening of the strategic competences of local administrations and the ability to recognise the economic, social and cultural reality of their territories, the capacity for dialogue with the community, the ability to plan incentive measures, the capacity for co-ordinating and articulating development activities with other economic, social and political actors, and the ability to propose and negotiate with other levels of government are key elements of SPATIAL LEARNING CAPACITY. These are all essential to identify the appropriate type of development for solving critical problems such as lack of employment, and modernisation and diversification of the production base and local business fabric based on environmental sustainability requirements. The basic elements, or cornerstones, that may be used to identify local economic development initiatives include, firstly, the importance of mobilisation and PARTICIPATION of local actors. This involves the building of TERRITORIAL SOCIAL CAPITAL, which, in turn, requires increased entrepreneurial culture, i.e. moving beyond the aid-dependent rationale. At the same time, a local economic development initiative requires a proactive attitude from local and provincial authorities with regard to productive development and
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creation of jobs. This involves new roles for LOCAL GOVERNANCE that go beyond the traditional role of social service providers. LOCAL ENTREPRENEURIAL CULTURE is conducive to the building of spaces for public-private partnership in development plans and projects. It should be stressed that spatial identity and social capital should not be understood as preexisting or non-existent territorial assets, but rather as intangible assets that may be built at the territorial level by creating spaces of co-operation to reach agreements and build trust networks amongst actors to address common challenges. To that end, the participation of different social stakeholders in the debate on local issues would assist in this process of building a shared spatial identity - in short, SOCIAL CONSTRUCTION OF THE TERRITORY (Boisier, 1989). This requires moving beyond the aid-dependent rationale and finding solutions other than hand-outs. Each territory should promote local economic development projects and initiatives to create new productive opportunities and employment. This paper therefore stresses the importance of the role of municipal governments in fostering, articulating and catalysing actions implemented by territorial actors, in particular, those related to production and business activities. However, in a knowledge-based society this is insufficient. Active involvement is required of both the knowledge sector and civil society. As the best practices of territorial development have shown, a "quadruple helix" motor is required, i.e. active participation of the local public sector, the private business sector, the knowledge sector and civil society. The key strategic objective for developing a spatial strategy for local economic development, selected by consensus by major TERRITORIAL ACTORS, is to ensure better use of endogenous resources and diversification of the local productive base, through the integration of quality-based INNOVATIONS and differentiation of products and production processes, as well as management of innovations and specific social, institutional and environmental adjustments to achieve this. Central to these initiatives are the promotion of micro-, small- and medium-sized enterprises in LOCAL PRODUCTION SYSTEMS, and the training of HUMAN RESOURCES to meet the innovation needs of the territory, or the actions to be included in local economic development strategies. It is therefore important to build continuous CAPACITY FOR OBSERVATION AND FORESIGHT of the real and potential needs of the local business fabric and the characteristics of the local labour market. Access to BUSINESS DEVELOPMENT SERVICES should be ensured as part of the range of production support services available at the territorial level, including strategic information on markets, technologies, products and production processes, technical and business management training, inter-firm outsourcing and co-operation, design and quality control, promotion of clean production, energy efficiency policies and use of renewable energy, waste management, efficient use of water resources, marketing of local produce and export support, financial advice for investment projects and business, financial and environmental feasibility studies, and setting up business "nurseries" or
18
incubators. Micro-, small-and medium-sized enterprises in different territories have difficulties accessing this type of services. Therefore, the provision of such production support services at the territorial level, in line with the needs of each local productive system, is key to building INNOVATIVE TERRITORIAL ENVIRONMENTS. As part of the ENTREPRENEURSHIP POLICY, emphasis must also be placed on the importance of specific programmes for building WOMEN's business skills. They represent a valuable potential in the micro- and small-sized enterprise sector. Through these programmes, women (and other vulnerable groups such as youth and ethnic minorities) may receive technical, artistic and business guidance, as well as information related to legal aspects of production, product knowledge, ease of access to existing funding lines, incentives and guidance for starting a business and marketing their products. Moreover, local economic development initiatives must be institutionalised through political and social AGREEMENTS in the areas concerned. The quest for non-partisan SPATIAL AGREEMENTS, with the widest possible participation of actors, seeks to provide the highest possible level of certainty to these initiatives in terms of possible political changes. The presence of the private business sector and universities in the institutional framework for local economic development also prevents uncertainty from political and institutional changes. On the other hand, the presence of public officials and the knowledge sector in territorial institutions for local development seeks to provide a mediumand long-term territorial perspective to the process. This cannot be achieved by pursuing short-term goals of corporate profit. LOCAL ECONOMIC DEVELOPMENT calls for decisive action from local public authorities. This means that this dimension must be incorporated into LOCAL GOVERNMENT capacity-building programmes. These tasks are essential. The MODERNISATION of Local Governments must incorporate capacity-building into their new role as facilitators and promoters of local economic development and employment. In an effort to promote local economic development, local administrations should also incorporate efficient operating practices employed by organisations in order to modernise their management. To that end, they should implement administrative modernisation programmes and train their staff to strengthen innovative municipal management (Ekonomiaz2012). The strategic dimension and comprehensive concept of municipal planning may help visualise the context in which cities and conurbations usually function, thus, enabling an integrated view of the various problems and the visualisation of rural and urban interdependence. Like many traditional forms of knowledge transfer, the traditional role of UNIVERSITIES has been outgrown. There is a need for holistic lessons. This calls into question the contents of the syllabus, not to mention the excessive attachment of certain parts of this syllabus to outdated visions, incapable of adapting to changes in current realities. However, we must overcome the mismatch between the training provided in universities and training centres and the innovation needs of different LOCAL PRODUCTION SYSTEMS. To that
19
end, active participation of educational institutions, universities, and scientific and technological research institutions in local economic development initiatives is crucial. LOCAL DEVELOPMENT policies are not limited solely to MUNICIPAL development. Similarly, while this may seem an obvious point, municipal development refers not only to the urban centre of the municipality, but the entire population scattered throughout its territory. This is a key issue when it comes to meeting the demands of the population, in particular, the scattered population, often ignored or marginalised from development processes. Sometimes, the sphere of activity spans various municipalities with similar economic, labour and environmental characteristics. The boundaries of LOCAL PRODUCTION SYSTEMS need not align with the municipal boundaries. It is therefore important to identify the delimited area of intervention. This requires the use of TERRITORIAL INFORMATION SYSTEMS for local economic development, a task that the different initiatives should start sooner rather than later. Geographic Information Systems (GIS) are an invaluable tool for analysis and decision making. The study of production linkages and territorial location of businesses and activities, and the identification of local labour markets provide key information for smart economic development and local employment actions. The main objective is, on the one hand, to identify and understand the production and marketing structure of meaningful activities for the LOCAL ECONOMY. This is the sum of economic relations between producers, traders and customers, along with the supporting infrastructure, universities, technological training and research centres, business development services and all other elements of the environment in which the different activities and firms concerned are located in the various territories. On the other hand, it seeks to identify LOCAL LABOUR MARKETS to facilitate the development of human resource training systems to provide the skills demanded in the labour market in the territories concerned. It is also important to note that local economic development is not solely about the best use of endogenous resources, but also about capitalisation of the existing dynamism of the external sector. What is relevant is how to ENDOGENISE the positive impacts of external opportunities through a development strategy defined by local actors. This prevents local economic development initiatives from being perceived as closed local market processes that only harness local resources. Various local economic development initiatives attempt to find areas of mutual interest for major firms and local enterprise systems to promote outsourcing schemes based on quality and business co-operation. This shows the importance of negotiations to strengthen the economic relations of micro-sized enterprises and SMEs with major companies in order to move beyond dependent outsourcing. It must be understood that many production units do not meet the eligibility requirements of banks because of lack of collateral, small turnover or because it is in the informal sector. Therefore, the importance of creating local development funds for micro-, small- and medium-sized enterprises to
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overcome their difficulties in accessing FINANCING lines in the medium and long term has to be highlighted in this respect. To that end, the possibility of raising capital or seed capital, and/or establishing mutual guarantee companies to overcome the lack of cash collateral hindering micro- and small-sized enterprises should be explored. Central to the consolidation and expansion of projects funded for small producers are training and technical assistance and availability of CREDIT lines. Moreover, the development analysis should include the whole economy, i.e. not only segments of the formal economy, but also the INFORMAL ECONOMY. Therefore, there may be a need to use SOCIAL ECONOMY tools to explore a broader horizon of markets and actors who are involved in local economic development strategies. Many difficulties undermine full engagement of PRIVATE FIRMS in local economic development initiatives, including the diversity of interests, the small size of the bulk of the business fabric, and uneven representation of the different businesses. Similarly, their participation in public-private partnership projects in the territories is limited by the diversity of activities, the SECTORSPECIFIC APPROACH and the traditional distrust of government officials. Therefore, to ensure appropriate involvement of the business sector in local economic development initiatives, it is necessary to strengthen institutionally the chambers of commerce and business associations, and support the transformation of these bodies in at least two areas: first, moving beyond the sectoral approach to a broader perspective in terms of production linkages and systemic territorial competitiveness, and, second, shifting from traditional lobbying to support and promotion of local production systems. For its part, trade unions remain largely anchored in the concept of the factory as the organiser of production. A vision that is far removed from the reality of today's complex world, making it necessary to review the role of new unionism as an advocate of initiatives for organising production in the different territories. The provision of BASIC INFRASTRUCTURES to meet the needs of local economic development is essential. Sometimes, the development of existing infrastructures is functional almost exclusively to the logic of the activities carried out by major firms, without the necessary linkage to local production systems. This results in productive areas at odds with each other and with the main distribution and marketing centres. The design and implementation of local economic development policies also requires changes to the LEGAL AND REGULATORY FRAMEWORK concerned. Occasionally, local economic development initiatives encounter numerous challenges in these areas. This is only a reflection of the mismatch between these initiatives and the priority concerns of central governments that do not seem to attach much importance to these areas. "Production support" sometimes refers to the building of sanitation infrastructure, urban planning, roads, railways, irrigation works, and health and education, without taking account -in general- of the development of factor markets and strategic services for the development of micro-, small- and
21
medium-sized enterprises under different local production systems. It should be stressed that this type of INTANGIBLE INVESTMENTS are today as important as investments in roads or telecommunications. They collectively enable territorial environments conducive to the incorporation of innovations in production. It should also be noted that all local economic development initiatives must have their own permanent EVALUATION MECHANISMS. However, the success indicators of these initiatives are not just quantitative. There should also be indicators of progress in building the social and institutional capital needed for these local development initiatives. This brings better understanding of the technical, social, institutional, environmental, and cultural and policy dimensions of LOCAL ECONOMIC DEVELOPMENT. The introduction of such indicators sometimes appears to raise issues for researchers, given its qualitative nature. However, it is perfectly possible to measure these QUALITATIVE phenomena. For instance, through the number of consolidated local co-operation agencies, the level of participation of local actors in different initiatives, resource inputs to these agencies by local actors, amongst others. The level of private-public involvement in local economic development initiatives, both in the formulation of projects and their implementation, is, also, a good indicator of their success. Similarly, the institutionalisation of public-private agreements through entities such as LOCAL DEVELOPMENT AGENCIES is another important indicator for local economic development experiences. The promotion of local economic development calls for concerted will, dialogue, public and institutional agendas, spatial networks and shared responsibilities. Thus, local economic development depends not only on the attainment of economic efficiency indicators. It also requires investment in social and institutional capital to ensure these processes. Many local economic development initiatives have difficulty in achieving efficient and effective co-ordination between the different territorial levels of public administrative institutions and between different sectoral departments. Efficient INSTITUTIONAL CO-ORDINATION between different public administrative sectoral departments and between different territorial levels thereof is a key issue. There is also a need to overcome the logic of one-off actions by nongovernmental organisations working in international development co-operation, mainly driven by welfare perspective. Local economic development is not SOCIAL DEVELOPMENT or solidarity-based development. It seeks to encourage the introduction of technological, managerial, social and institutional innovations into local production systems to provide the necessary conditions for viable jobs and steady income and, thus, contribute to social development. In order to achieve more consistent results than the sum of laudable, albeit far too isolated, efforts, priority attention to micro-, small- and medium-sized enterprises and strengthening of local governments to promote local economic development should be integrated into the development strategies of the different territories.
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Finally, it should be stressed again that Social Policies cannot be dissociated from ECONOMIC DEVELOPMENT POLICIES. Overall, decentralised entities have developed a strong "know-how" in management of social development tools, but less so in productive development. Nonetheless, the latter is gaining momentum due to its intrinsic importance and the need to combine it with the former. In this regard, it is important to stress that the local economic development approach is an alternative to welfare policies for OVERCOMING POVERTY. It focuses on generating jobs and income resulting from an improvement in different local production systems. This involves shifting from welfare approach to an economic development approach, and from a sectoral perspective to an integrated, horizontal perspective, in keeping with the characteristics and actors of each territory. 7. Conclusion
As regards the main features of the LED approach, the following must be highlighted: it incorporates a territorial approach, not only sectoral or cumulative; it requires the participation of local actors to develop Spatial Development strategies; it emphasises the use of endogenous resources and potentiality; it incorporates production, management, social, institutional and environmental innovations into production and business; it considers micro-sized enterprises, SMEs, cooperatives and small rural production units, as well as the whole territorial economy, both formal and informal, are key; it leverages intangible infrastructures to facilitate the dissemination of knowledge; it is based on the analysis of local production systems (or local agri-food systems) and local labour markets; it encourages the social construction of the territory: networks, institutions and social capital; it builds on a strategic vision for changing production and consumption models (Green economy and Green jobs). This involves the deployment of proactive strategies to build environments conducive to territorial development in order to: promote accumulation and dissemination of technological knowledge suitable for each area's productive profile; strengthen ties between the local business fabric and the territorial supply of knowledge and technical assistance; develop the education system and vocational training according to local needs and the territorial profile; promote creativity in schools; encourage networking and co-operation between public and private actors (firms and institutions);
23
build effective institutions for promoting productive development, innovation and quality employment; and promote culture, participation and spatial identity. Thus, the LED approach shifts away from the aggregate and abstract level of conventional macroeconomics. It is based on: overcoming passive attitudes, dependent on aid or subsidies; mobilisation and participation of territorial actors; and commitment to one's own efforts and decisions to reach territorial agreements on development strategies. This requires territorial intermediation tools such as Local Economic Development Agencies or other governance mechanisms, and cooperation with Territorial Employment Offices or Agencies.
BIBLIOGRAPHY Alburquerque, Francisco y Marco Dini (2008): Gua de Aprendizaje sobre integracin productiva y desarrollo territorial, FOMIN, Banco Interamericano de Desarrollo, Washington, D.C. Boisier, Sergio (1989): La construccin social de las regiones, en Cuadernos del CLAEH, 51, Montevideo. Esser, K.; Hillebrand, W.; Messner, D. y Meyer-Stamer, J: Competitividad sistmica: nuevos desafos para las empresas y la poltica, Revista de la CEPAL, Santiago de Chile, Agosto 1996. EKONOMIAZ: De la nueva gestin pblica a la gestin pblica innovadora, Gobierno Vasco, Vitoria Gasteiz, 2012. Lundvall, B (ed.) (1995): National systems of innovation: towards a theory of innovation and interactive learning. London. Marshall, Alfred (1890): Principios de Economa Poltica. Aguilar, Madrid, 1963. Pigem, Jordi (2009): Buena crisis. Hacia un mundo postmaterialista. Piore, M y Ch. Sabel (1990): La segunda ruptura industrial, Madrid. Porter, Michael (1991): La ventaja competitiva de las naciones. Rifkin, Jeremy (2011): La Tercera Revolucin Industrial. Sforzi, F (1999): La teora marshalliana para explicar el desarrollo local, en Rodrguez, F. (ed.): Manual de desarrollo local. Gijn (Asturias). Vzquez Barquero, Antonio (1993): Poltica econmica local, Madrid.
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ANEXO1FIGURA1 Pgina5 Espaol

DESARROLLOSOCIALYHUMANO Accesoymejoradelaeducacin,formacin, nutricinysalud Mejoradeladistribucindelingresoparala inclusinsocialyelfortalecimientodelmercado interno Calidaddelasrelacionesdetrabajo Fortalecimientodelpapeldelamujerenla sociedad DesarrollodeformasdeEconomasocialy solidaria DIMENSIONESDELDESARROLLO DESARROLLOSUSTENTABLE Valorizacindelpatrimonionaturalycultural comoactivosdedesarrollo Fomentodeenergasrenovables Usoeficientederecursos,agua,energay materiales Fomentodelaproduccinecolgicaydela produccinecoeficiente Fomentodelaproduccinlocalydelasformasde consumosostenible DESARROLLOINSTITUCIONALYCULTURAL Mobilizacinyparticipacinciudadana Fortalecimientodelosgobiernoslocales Coordinacininstitucionespblicas Cooperacinpblicoprivada Articulacinsocial,creacinderedesycapital socialterritorial Fomentodeculturacreativaysolidaria DESARROLLOECONMICO Fomentodeladiversificacinylacalidad productivaenelterritorio InfraestructurasbsicasparaelDT ServiciosdeapoyoalaproduccinparaMiPymes ycooperativaslocales Sectorfinancieroespecializadoterritorialmente Sistemafiscalymarcojurdicoyregulatorio apropiadoparaelfomentodeldesarrollo territorial Fomentodesistemasterritorialesdeinnovacin
Ingls
SOCIALANDHUMANDEVELOPMENT Accesstoandimprovementofeducation, training,nutritionandhealth Betterincomedistributiontoenhancesocial inclusionandstrengthentheinternalmarket Qualityoflabourrelations Strengtheningtheroleofwomeninsociety Developmentofsocialandsolidaritybased Economy DEVELOPMENTDIMENSIONS SUSTAINABLEDEVELOPMENT Optimisingtheuseofnaturalandculturalheritage asdevelopmentassets Promotingrenewableenergy Efficientuseofresources,water,energyand materials Promotingorganicfarmingandecoefficient production Promotinglocalproductionandsustainable consumptionpatterns INSTITUTIONALANDCULTURALDEVELOPMENT Mobilisationandcitizenparticipation Strengtheninglocalgovernments Coordinatingpublicinstitutions Publicprivatepartnership Socialarticulation,networkingandterritorial socialcapital Fosteringcreativeandsolidaritybasedculture ECONOMICDEVELOPMENT Fosteringproductivediversificationandqualityin theterritory BasicinfrastructureforTD ProductionsupportservicesforMSMEsand cooperatives Territoriallyspecialisedfinancialsector Taxsystemandappropriatelegalandregulatory frameworkconducivetoterritorialdevelopment Fosteringterritorialinnovationsystems
25

Contextosocioinstitucional Organizacindelaproduccin Recursoshumanos Recursostecnolgicos Recursosfinancieros Recursosnaturales Marcojurdicoyregulatorio Proveedoresdeinsumos Maquinariayequipos Actividaddetransformacinproductiva Productos Distribucin Consumo Servicosdeapoyo Servicioscomplementarios Reciclajeresiduos Medioambientelocal
Ingls
Socialandinstitutionalcontext Organisationoftheproduction Humanresources Technologicalresources Financialresources Naturalresources Legal&regulatoryframework Inputsuppliers Machinery&equipment Productprocessingactivity Products Distribution Consumption Supportservices Ancillaryservices Wasterecycling Localenvironment
26
ANEXO3 FIGURA3 Pgina8 Espaol

ENTORNOTERRITORIAL Formacinderecursoshumanos Infraestructurasbsicas Sistemafinanciero Aspectossocioinstitucionales Marcojurdicoyregulatorio Investigacinydesarrolloparalainnovacin EMPRESAS Objetivosyvalores Recursosycapacidades Estructuraysistemadedireccin CADENAPRODUCTIVA Proveedores Competidores Clientes ENTORNOSECTORIALDELAEMPRESA Medioambientelocal
Ingls
TERRITORIALENVIRONMENT Humanresourcestraining Basicinfrastructure Financialsystem Socioinstitutionalaspects Legalandregulatoryframework Researchanddevelopmentforinnovation FIRMS Objectivesandvalues Resourcesandskills Managementstructureandsystem PRODUCTIVECHAIN Accountspayable Competitors Customers BUSINESSSECTORALENVIRONMENT Localenvironment
27

Eldesarrolloterritorialesmsqueelanlisisde clstersycadenasproductivas PROYECTOPOLTICO ActoresPARTICIPACINCapitalSocial AdministracionesPblicasTerritoriales SistemadeFormacinTerritorialparaelEMPLEO MEDIOAMBIENTESOSTENIBILIDAD SistemadeInnovacinTerritorial Estratega,estructurayrivalidaddelasempresas Condicionesdelademanda Sectoresconexosydeapoyo Condicionesdelosfactores
Ingls
Territorialdevelopmentismorethantheanalysis ofclustersandproductivechains POLITICALPROJECT ActorsPARTICIPATIONSocialCapital TerritorialPublicAdministrations TerritorialTrainingSystemforEMPLOYMENT ENVIRONMENTSUSTAINABILITY TerritorialInnovationSystem Firmstrategy,structureandrivalry Demandconditions Relatedandsupportingsectors Factorconditions
28

UnavisinsistmicadelaCompetitividadyel Desarrollo NIVELMETA IMPULSARLACAPACIDADDEANIMACIN SOCIALYLACONCERTACINDEACTORES LOCALESEINCORPORARUNAVISIN ESTRATGICADEFORMACONSENSUADA Impulsarelasociativismoylaparticipacindela ciudadana. ModernizacindelaAdministracionesPblica Locales Promoverlaculturacreativayemprendedora local NIVELMACRO ASEGURARCONDICIONESGENERALESDE ESTABILIDADYPROMOVERLAADECUACINDE NORMASYMARCOSREGULATORIOGENERAL Polticamonetaria PolticaFiscalyPresupuestaria PolticadeCompetencia PolticaComercial Marcoregulatorioyjurdico AccesoalcrditoparamicroempresasyPYMES BancadeDesarrollo,BancaRegionalyMunicipal Polticamedioambiental PolticadeTrabajoDecente Polticadeigualdaddegnero NIVELMESO CREACINDEUNENTORNOINNOVADOR PARAELDESARROLLOEMPRESARIAL, INTEGRANDOLASPOLTICASSECTORIALES Cooperacinpblicoprivada Coordinacindelaadministracionespblicas Desarrolloinstitucionalenlosterritorios Redesdecooperacinproductivayempresarial Intermediacinparaintegrarlaspolticas sectorialesenunalgicaterritorialdedesarrollo Polticaterritorialdeempleo NIVELMICRO GARANTIZARLAINNOVACINTECNOLGICAY DEGESTINENLASACTIVIDADESPRODUCTIVASY TEJIDOEMPRESARIALLOCAL Gestinempresarial Gestindelainnovacin(I+D+i) Redesdecooperacinempresarialytecnolgica SistemaTerritorialdeInformacinEmpresarial SistemaTerritorialdecapacitacinderecursos humanos Fuente:ApartirdeEsser,Hillebrand,Messnery MeyerStamer.RevistaCEPALn59(1996)
Ingls
AsystemicviewofCompetitivenessand Development METALEVEL BOOSTLOCALACTORS'CAPACITYFORSOCIAL MOBILISATIONANDAGREEMENTAND INCORPORATEANAGREEDSTRATEGICVISION Encourageassociativismandcitizenparticipation. ModernisationofLocalPublicAdministrations Promotecreativeandentrepreneurialcultureat thelocallevel MACROLEVEL ENSUREOVERALLCONDITIONSFORSTABILITY ANDPROMOTECHANGESTOREGULATORY NORMSANDFRAMEWORKS Monetarypolicy TaxandBudgetpolicy Competitivenesspolicy Tradepolicy Regulatoryandlegalframework AccesstocreditforMSMEs DevelopmentBank,RegionalandMunicipalBank Environmentalpolicy DecentWorkpolicy Genderequalitypolicy MESOLEVEL CREATINGAN"INNOVATIVEENVIRONMENT" FORBUSINESSDEVELOPMENT,BUILDINGIN SECTORALPOLICIES Publicprivatepartnership Coordinationofpublicadministrations Institutionaldevelopmentintheterritories Productiveandbusinesscooperationnetworks Intermediationtobuildsectoralpoliciesintothe territorialdevelopmentlogic Territorialemploymentpolicy MICROLEVEL ENSUREINNOVATIONINTECHNOLOGYAND MANAGEMENTOFPRODUCTIVEACTIVITIESAND LOCALBUSINESSFABRIC Businessmanagement Innovationmanagement(RDI) Businessandtechnologycooperationnetworks TerritorialBusinessInformationSystem TerritorialHumanResourceTrainingSystem Source:FromEsser,Hillebrand,Messnerand MeyerStamer.ECLACJournalNo.59(1996)
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WORKING GROUP LOCAL ECONOMIC DEVELOPMENT , UCLG . New Proposal Work Plan ( Linked to Strategic Priorities and UCLG
work plan to be approved in the new World Council -Rabat) Introduction: This Working Group aims to contribute to the overall objectives of UCLG, and those in the Commission on Social Inclusion , Participatory Democracy and Human Rights ( CISDPDH ) strengthening cooperation between local governments of the various regions of the world and actively participate in the achievement the full recognition of the role of local governments in the global debate on the new models of development and the role of local economic development . Local authorities are experts in all areas of urban development and local levels as well as the provision of basic services to the population. And so it is important to highlight the significant role (quantitative and qualitative) of local government in economic development. UCLG local governments, their associations and networks have a decisive challenge to inform, mobilize and sensitize the public on a local basis, directly involving citizens , contributing to the promotion of the values of an economy at the service of people and territories based on solidarity and development assistance between peoples. In this sense, it aims to contribute to the development of proposals and initiatives of collaboration and cooperation between local governments and their associations to enrich the debate within UCLG and participate in the development of UCLG policies and their implementation in the field defined by the Executive Bureau under the Roadmap to 2016 This working group was preceded by the "First World Forum of Local Development Agencies , Planning, Economy and Local Governance : new perspectives for changing times " , organized by FAMSI , UNDP ART Initiative and the Government of Andalusia , which had place in Seville on 5, 6 and 7 October 2011 , with the participation of more than 1300 representatives from 47 countries , being represented local, regional and national , local economic development agencies , multilateral organizations, universities , institutions international cooperation , as well as multiple networks , social organizations and experts linked to territorial development dynamics in the framework of the respective national processes. Following this process the Second Global Forum on Local Economic Development will take place in Brazil , Foz do Iguacu from October 29 to November 1, 2013 . On this occasion the organizing institutions supported by Itaipu , SEBRAE , UNDP ART , FAMSI and UCLG
The look that focuses the actions of this working group go through a local economic development as part of public policy within the agendas of local and national governments . This view of development implies a territorial approach, since the
endogenous resources and environmental sustainability criteria. In turn this view of local development must be built through citizen participation, to strengthen decentralization and involving a holistic view of territory, through participatory territorial planning, . No doubt these new look the challenge of social inclusion and gender equity. 1. Themes and main activities of the Working Group on Local Economic Development are established as follows: Progress in the construction of new looks, through networking and strategies tailored to the global context, pointing to local economic development, human , supportive , inclusive and sustainable definition of local economic development from the local authorities . (Document in preparation and discussion among the members of UCLG ) Share experiences, tools and strategies of territorial approach to Local Economic Development, (Questionnaire Distributed among the members of UCLG ) Reflect on the need to articulate, from different territories and local realities, responses adapted to the global context. Discuss financing mechanisms DEL Recognize and share weaknesses, share obstacles and develop strategies that allow us not only to transfer good experiences but learn together from the mistakes and successes in order to agree on common action frames of benchmarks around Local economic Development. Debating the fundamental components and the major challenges of future development strategies , especially to the processes of the new development agenda , Agenda Post- 2015 Development and Sustainable Development Goals , and the preparatory process of the preparation of Habitat III Summit . ( Debates to develop during the II WORLD DEL FORUM - Foz do Iguaz , October 29 to November 1, 2013 )
Main activities: KNOWLEDGE MANAGEMENT AND PRODUCTION : It allows to have a living body of knowledge and products into concrete informative , communicative , educational and training tools , banks of practical experiences , ideas laboratory , etc. project generation . It is to value the lessons learned , and to rescue existing knowledge to share . TRADE AND TECHNICAL ASSISTANCE : Support a joint framework of exchanges and technical assistance between countries, networks and actors in the context of local economic development . ADVOCACY : To accompany the construction of agendas and meetings for political influence in the territories, public and private institutions , states and international organizations in a context of multilevel coordination . COMMUNICATION : Develop a communication strategy , and through networks and stakeholders. STRENGTHENING OF NETWORKS : To support and strengthen the process of articulating different networks and local economic development actors .
2 . Organization and structure : The organization and composition of the working group , open to all members of UCLG, is as follows pending a ratification: Chair: Fondo Andaluz de Municipios para la Solidaridad Internacional, FAMSI Vice / Antennas Territorial (Thematic areas : Equality , Sustainable Development , Innovation , (others to be incorporated )
Europe : Plaine Commune , France Latin America: Mercociudades North America , FCM , Canada Africa : Dakar , Senegal Souht Africa (pending ratification ) Rabat (pending ratification ) Asia - Pacific (pending ratification )
The Technical Secretariat of the Working Group will be located and managed by FAMSI , in coordination with the Technical Secretariat of the CISDPDH and UCLG World Secretariat .
3. Agenda and Work Plan : a) Activities 2013 (From Dakar UCLG World Congress in Rabat and II World Forum of Local Economic Development ) Knowledge Management: Developing a database of successful experiences. Articulate the existing databases of regional and thematic networks. Communication: Webpage Development working group, newsletter Advocacy : preparation and publication of a Base Document / political reflection towards the next World Congress of UCLG (from Document prepared by Francisco Alburquerque )
Strengthen networks . Links and relationships will be established with : Committee on Decentralization Digital City Commission, Coordination with UNACLA Coordination with FMDV ORU FOGAR Other thematic networks OF
Other regional and thematic networks of local and regional governments
Follow multilateral frameworks by the UCLG World Secretariat UNDP ART (to the II World Forum of Local Economic Development, Foz do Iguaz , 29Oct - 1Nov 2013 ) ILO / ILO UN HABITAT
b ) Agenda scheduled : II Global Forum on Local Economic Development to be held from 29Oct 1Nov 2013 in Foz do Iguaz , Brazil World Urban Forum , Medellin April 2014 Meetings of the World Council of UCLG, CISDPDH Executive Bureau . Meetings
Monitoring and Contributions to Agenda Post2015 Follow the preparatory process towards HABITAT III
3 Reunin

Date and Location: Tuesday October 1, 2013. Hotel Sofitel, garden room 2. Agenda: 14.00 to 16.00 h Workplan Review Objectives, themes and main activities of the Working Group on Local Economic Development. Presents FAMSI, Working Group Chair Activities 2013 (Rabat and II World Forum of Local Economic Development) Presentation New Roadmap (RABAT-HABITAT III) structure and composition of the Working Group activities and proposals of the group members Work Agenda 2013: Process II World Forum DEL, Foz de Iguaz, October 29 to November 1, 2013 Agenda new work plan
2ndMeeting WORKINGGROUPLOCALECONOMICDEVELOPMENTDEL,UCLG (COMMITTEEONSOCIALINCLUSION,PARTICIPATORYDEMOCRACYAND HUMANRIGHTSINTHECITY,CISDPDH) 2ndMeetingConclusionsGroupDEL,Lyon

ThemeetingwasheldThursday,June6,2013HeadquartersMeeting:HteldeRgionRhne Alpes,11:15to13:15h,intheframeworkoftheUCLGExecutiveBureau DevelopmentAgenda: 1. Review Work Plan, chairs the meeting, Francisco Toajas Mellado, Mayor of Las Cabezas de San Juan, Andalusian Fund of Municipalities for International Solidarity, FAMSI, who introduced the meeting by reviewing and balancing the objectives, themes and activities Working Group. States in the context of crisis intervention and how it is affecting local autonomy adjustment policies and deficit reduction in a negative way for the development of skills, strong threats exist (especially in the Spanish case) for the development of territories localpublicpoliciesandlocaleconomicdevelopment: a. Objectives, themes and main activities of the Working Group on Local Economic Development.PresentsFAMSI,WorkingGroupChair Activities2013(toRabatandIIWorldForumofLocalEconomicDevelopment) PresentationTDRsofConceptPaper b.WorkAgenda2013: ReviewAgendatotheWorldCongressofRabat ProcessIIWorldForumDEL,FozdeIguazu1NovemberOctober27,2013 a. Themes and main activities of the Working Group on Local Economic Development are establishedasfollows: Progress in the construction of new looks, through networking and strategies tailored to the global context, pointing to local economic development, human, supportive, inclusive and sustainable definition of local economic development from the local authorities Share experiences, tools and strategies of territorial approach to Local Economic Development; Reflect on the need to articulate, from different territories and local realities, responsesadaptedtotheglobalcontext.DiscussfinancingmechanismsDEL Recognize and share weaknesses, share obstacles and develop strategies that allow us not only to transfer good experiences but learn together from the mistakes and successes in order to agree on common action frames of benchmarks around Local EconomicDevelopment.
Debating the fundamental components and the major challenges of future developmentstrategies;
b.Mainactivities: KNOWLEDGE MANAGEMENT AND PRODUCTION: It allows to have a living body of knowledge and products into concrete informative, communicative, educational and trainingtools,banksofpracticalexperiences,ideaslaboratory,etc.projectgeneration. Itistovaluethelessonslearned,andtorescueexistingknowledgetoshare. TRADE AND TECHNICAL ASSISTANCE: Support a joint framework of exchanges and technical assistance between countries, networks and actors in the context of local economicdevelopment. ADVOCACY: To accompany the construction of agendas and meetings for political influence in the territories, public and private institutions, states and international organizationsinacontextofmultilevelcoordination. COMMUNICATION: Develop a strong communication strategy, and through networks andstakeholders. STRENGTHENING OF NETWORKS: To support and strengthen the process of articulatingdifferentnetworksandlocaleconomicdevelopmentactors. 2.AgendaandWorkPlan2013: a. Activities 2013 (From Dakar UCLG World Congress in Rabat and II World Forum of Local EconomicDevelopment): Knowledge Management: Developing a database of successful experiences. Articulate theexistingdatabasesofregionalandthematicnetworks Communication:LaunchingaWebPageWorkingGroup,newsletter Advocacy: development of a Document Base / political reflection towards the next WorldCongressofUCLG MonitoringmultilateralframeworksbytheUCLGWorldSecretariat UNDPART ILO/ILO UNHABITAT b.Eventsscheduled: FAL,scheduledMarch2531,2013,attheWorldSocialForuminTunisia FALpCanoas,June2013 Agenda and meetings of the Second Global Forum on Local Economic Development tobeheldfromOctober27thNovember1st,2013inFozdoIguacu,Brazil UCLGWorldCongress,Rabat,firstweekofOctober2013 MeetingsoftheWorldCouncilofUCLGExecutiveBureau(Lyon,meetingthevice) MonitoringandContributionstotheagendaandtheprocessPost2015HabitatIII
3. Concept Paper, Presentation TDRs OF Felipe Llamas, Director of International Networks, FAMSI. We present the draft document prepared by Francisco Alburquerque (2013): "Local EconomicDevelopmentApproach"((VersionApril2013). Mainobjectivesofthedocument: Advocacy: development of a Document Base / political reflection towards the next WorldCongressofUCLG. Move towards a concept of local economic development from the point of view of localgovernments. is expected to gather the views and contributions of members of the working group andUCLGindraftingitsfindings The document will be an annex to collect lessons learned, and to rescue existing knowledgetoshare. Mainaxes: CONCEPT: Local economic development is a part of human development, which focuses on the economic component and the opportunities to address it from a territorialapproach,withprominenceoftheterritory. ACTORS: Local and regional governments have great opportunities to influence local economic development and institutional factors that can help the organization of the territory, watching on issues such as sustainability, equity, inclusion, active labor market policies, the innovation, wealth, etc. Issues from the local institution have an addedvalue AREAS: UCLG, a worldwide organization of cities, can promote an agenda OF that includes several lines of work: knowledge management, international advocacy, technicalassistanceandtradecommunication. OBJECTIVES: The aim of the UCLG Working Group is to "support and strengthen the LED approach as an opportunity for development", focusing on governments and international organizations, strengtheningthe internalnetworkofUCLG,systematizing knowledge actions (research,traininganddisclosure) andcommunicatingtheprogress oftheworkthroughsocialnetworksandcommunicationtoolsUCLG. 4.Discussionamongparticipants: DiputacindeBarcelona,ChairoftheCommitteeonDecentralization.ArnauGutierrez AfterreviewingtheworkplanandthepresentationofthemaincontentoftheConcept Paper, identifies the connection of the Working Group to the Commission Decentralization. In this regard announces future collaboration with the Federation of Canadian Municipalities (Vice of this Working Group) in the publication of a small publication to present Canada's experience in promoting local economic development betweenthegovernmentandthemunicipalities. It is therefore collected this proposition to study this connection between committees andgroups.
BilbaoCityCouncil,ChairoftheCommissionforDigitalCities.LidiaCobosAsensio Operatinginthesamedirection,pointingtotheneedtoestablishthelinkbetweenthe WorkingGroupandDigitalCitiesCommission.Reportpublication/studyonSmartCitys pitching for Bilbao, and especially highlighted as the theme of Innovation and Economic Development (Economic Smart) are two areas of work of this study and the subjectoftheCommission. Therefore, this proposal is collected to establish the link between the commission and thegroupTHE RegionalCouncilofDakar,IbraNiangFaye Spoke on the concept of Local Economic Development, the LED connected to the decentralizationprocess,whereitisnecessarytoconsiderthreedimensions: LocalAutonomy(havethepowersbylocalgovernments) Financialautonomytodeveloptheskills DevelopmentofLocalTaxation All this it is necessary to address local developmentpolicies with a territorial approach aprocheterritorialdevelopment) RegionalCouncilofDakar,NdiagaDieng TheconceptofLED,it isnecessarytodiscusssustainabledevelopmentinitsdefinition. In this sense, the LED is framed or to be framed in a structural project Intengral Development,linkedtodeepeningprocessesofdecentralizationasnoted. GobiernoDistritoFederdalMexicoCity.EugeneZapata. NotestheimportanceofthetopicofLEDaspartofinternationalnetworksofcitiesand the debate on global developmentagenda.Inthis sense presentsthe initiativeALLAS, EuroAmerican alliance for international cities, a project funded by the European Commission, led by Mexico City (Lima, Quito, Montevideo, Belo Horizonte, Moron, Medellin,CUF France and FAMSI participate), and whereone of the themes addressed inthisprojectistheeconomicattractivenessandtheLEDontheinternationalactionof localgovernments. InthisregardproposesajointworkinggroupwithUNACLA(MexicoDFispart)because in2014thenetworkplans tolaunch astudyonLED.Itis thisproposedjointcollection, whichwillbefacilitatedbyMexicoDF. PrsidentduConseilRgionaldeMarrakech,Maroc.AhmedTouizi. Speaking elaborates on the need for skills to local governments (Communes) to develop local economic development processes. Decentralization processes have to encourage the development of skills for the territories to establish economic developmentpolicies.
FMDV,FondsMondialpourleDveloppementdesVilles.MarianaNascimento He gave a brief presentation of FMDV. In the same way that other interventions proposed to establish a link between the working group and FMDV. Question that is collectedfortheagenda. MinistereAffairesETRANGERSDAECTFranais.GregoineJouenx Explains Work in partnership between the Ministry and UNDP Initiative (ART) for the promotion of decentralized cooperation. This effect highlights the importance and relevance of decentralized cooperation in the promotion of LED. Explains the study being undertaken forthcoming with CUF identification of decentralized cooperation 154.DatabaseFrenchdecentralizedcooperation,whichwillbeavailablesoon. OLAGI(ESOLAGI),UNESCOChair.AlbertoEmilioFerrol. Pointsoutin hisspeech,asinthecurrentcontextofpublicpolicydevelopmentforLED necessary adaptation to the environment, to a comprehensive development, human. This is a philosophical and cultural change to adapt to the environment and sustainability of the territories. In this regard stresses the challenge of training for intermediategovernmentsforterritorialdevelopment. 5. Presentation Process II Global Forum THE, Foz do Iguacu (Brazil) October 27November 1, 2013,FerranPrezUNDP,Geneva (Seeattachedpresentation). Moved invitationtoallattendeesandmembersofthe UCLGWorking OFto attendthe Forum. Active participation is expected in this II UCLG World Forum DEL, which may include membership and coorganizer of the Forum, with Itaipu, Sebrae (Brazil), UNDP and FAMSI. Still pending a meeting with the UCLG World Secretariat to discuss the termsofthecollaboration. TheyseekthebestwaytopresenttheForumduringtheWorldCongressofRabat. Discussionamongparticipants: OLAGI(ESOLAGI),LuisGuastavino Points out in his speech the need for coordination between local governments and regions. Noting that there is no local development if there is no such link in regional frameworks, the territory where municipalities subscribe. Stresses the importance in this regard of the medium and small cities as central to the process of local economic developmentinlocaldevelopmentprocesses. UNDPARTInitiative,GiovanniCamilleri Following previous intervention reaffirms the importance of multilevel coordination in local economic development processes from a territorial approach. He points to the successful experiences into account multilevel and multistakeholder frameworks for territorialdevelopment.Inthisregardstatesaslocaleconomicdevelopmentprocesses contributetothestrengtheningoflocalgovernmentanddecentralization.
7.Conclusions: Spread the paper on OFthat aims towards a conceptof local economicdevelopment from the point of view of local governments. Collect the opinions and contributions of members of the workinggroupandUCLGinwritingtheirconclusions. ThedocumentwillservetocollectexperiencesofmembersofUCLGonLED Presentation of the Document Base / political reflection in the next World Congress ofUCLGinRabat. Agenda: The 3rd working group meeting will be held on October 1 in Rabat at the World Congress. Presentation Concept Paper LED, experiences of members of UCLG on LED , Roadmapto2016. In this period, to the world congress of Rabat, establish the links and relationships establishedatthismeeting: CommitteeonDecentralization DigitalCityCommission, CoordinationwithUNACLA CoordinationwithFMDV FollowmultilateralframeworksbytheUCLGWorldSecretariat UNDP ART (to the II World Forum of Local Economic Development, Foz do Iguacu,27Oct1Nov2013) ILO / ILO (participation Group DEL in event organized during the World CongressofRabat) UNHABITAT Rapporteur: FranciscoToajasMellado,AlcaldedelasCabezasdeSanJuan,FAMSI FelipeLlamasSnchez,DirectorRedesInternacionales,FAMSI
COMISIONES Y GRUPOS DE TRABAJO DE CGLU

CONVOCATORIA 3 REUNIN, RABAT 1 DE OCTUBRE 2013
CIRCULAR 4 Dear members and friends of UCLG Here you can find the documentation for the 3rd meeting of the Working Group Local Economic Development that will take place on October 1st in Rabat, Hotel Sofitel, living Jardin 2. The scheduled time is from 14.00 h to 16.00 h The accompanying documentation includes: Agenda Proposed Roadmap RABAT - HABITAT III Working paper on the DEL and Local Governments Best Practices Questionnaire
For more information, please contact us via e-mail: fllamas@andaluciasolidaria.org, famsi@andaluciasolidaria.org Sincerely, The UCLG World Secretariat on behalf of the Working Group on Local Economic Development
WORKINGGROUPONLOCALECONOMICDEVELOPMENT,UCLG
(COMMITTEEONSOCIALINCLUSION,PARTICIPATORYDEMOCRACYANDHUMANRIGHTSIN THECITY,CSIPDHR)
LOCAL ECONOMIC DEVELOPMENT AND LOCAL GOVERNMENTS

DRAFT DOCUMENT
Francisco Alburquerque1
ForthemembersoftheLEDWorkingGroupandUCLGmembers This paper has been prepared by Francisco Alburquerque at the request of FAMSI, current President of the UCLG Working Group on Local Economic Development. The objective of this paper is to contribute to the debate by local authorities on the concept of Local Economic DevelopmentenvisagedintheLEDWorkingGroup'splan This paper seeks to engage local authorities, members of LED Working Group and UCLG in reflection, in order to move forward and gain new insight through networking and strategies tailored to the global context, thus enabling local, inclusive, sustainable and solidaritybased humaneconomicdevelopment. The global crisis has provided an opportunity for rethinking the role that the State and local governments play in responding to the crisis by promoting local economic development (LED) through sustainable and participatory pathways and a territorybased approach. This would effectively democratise local development process by engaging government, civil society and private players. LED will be a major international issue for the coming years: Post2015 Agenda,reviewoftheMDGs,andtheHabitatIIIWorldSummitin2016.Thiscanbeseenasan opportunity to tackle the increasing challenges faced by democratic governments to meet the development goals: decentralised cooperation as a tool in the global debate on new
Francisco Alburquerque Llorens, Doctor in Economics, researcher and specialist in Local Economic Development. He was the Director for Local Development and Management of the Latin American and Caribbean Institute for EconomicandSocialPlanning(ILPES),abodythatformspartoftheEconomicCommissionforLatinAmericaandthe Caribbean (ECLAC, United Nations), Santiago de Chile, 1995 to 1997. He taught at Universidad Complutense de Madrid in the Department of World Economic Architecture and Economic Development, Faculty of Economics and Business Administration from 1970 to 1985. International consultant in Local Economic Development in various bodies: Multilateral Investment Fund (MIF) of the InterAmerican Development Bank (IDB), the United Nations Development Programme (UNDP), European Union (EU), International Labour Organisation (ILO), and United Nations Industrial Development Organisation (UNIDO). He is currently the Regional Technical Advisor for the Training Programme on Local Economic Development with Social Inclusion in Latin America and the Caribbean (ConectaDELProgramme),MultilateralInvestmentFund(MIF),InterAmericanDevelopmentBank(IDB).
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development models and the role of LED as a cornerstone for further decentralisation and regionalisation. There is a need to ensure the capacity and effectiveness of municipalities as mechanismstofacilitatetheimplementationofLEDstrategiesandinstitutionalstrengthening. The Working Group undertakes to present this conceptual policy paper at the upcoming UCLG World Congress in Rabat. It should be recalled that one of the objectives of UCLGs LED Working Group is to "support and strengthen the LED approach as an opportunity for development", focusing on governments and international organisations. This paper is intended to be a policy advocacy tool for developing local agendas and organising policy advocacy meetings with public and private institutions, governments and international organisationsinacontextofmultilevelcoordination. Thispaperisthereforeatextbookforcollectivereflection.Thismeansgatheringtheviewsand contributionsofthemembersoftheWorkingGroupandUCLGforthedraftingofconclusions. Inthisregard,wethankyouinadvanceforyoureffortandparticipation.Theproposed deadlineforcontributionsandcommentsisSeptember20,2013.Pleasesendthemtothe followingemailaddresses:
famsi@andaluciasolidaria.org fllamas@andaluciasolidaria.org
Yourssincerely, AndalusianMunicipalitiesFundforInternationalSolidarity,FAMSI President,LEDWorkingGroup(UCLG)
DRAFT DOCUMENT
Francisco Alburquerque
THE LOCAL ECONOMIC DEVELOPMENT APPROACH

1. Conceptual Approach to Local Economic Development A key focus of ECONOMIC DEVELOPMENT is the analysis of the temporal (or dynamic) evolution of the economy. An issue that cannot be divorced from the analysis of the historical, political, cultural, social, human, institutional and environmental context intrinsic to economic processes. The more generic term DEVELOPMENT is therefore used to refer to these dimensions of analysis. DEVELOPMENT is, indeed, a broader term than ECONOMIC DEVELOPMENT. It encompasses the different dimensions of social and human development, cultural, political and institutional development, economic and financial development, and sustainable environmental development. The ECONOMIC DEVELOPMENT process focuses on the nature of the structural changes in the economy, in terms of productive organisation and supply, and the structure of income distribution, which determines consumption patterns. Therefore, the ECONOMIC DEVELOPMENT process cannot be equated with ECONOMIC GROWTH measured by production or income, as it must take account of improvements in the population's quality of life, i.e. it must include FOR WHOM is production to take place. In addition to improved income distribution, account must be taken of WHAT is produced when ECONOMIC DEVELOPMENT is discussed. Weapons production is not the same as production of food or of basic consumer goods. Moreover, growth based on increased speculative financial activities is not the same as increased investment in production and employment in the real economy. Consideration must also be given to HOW productive activities are performed. Linking increased real income per capita (or ECONOMIC GROWTH) and increased WELFARE would be totally inappropriate if associated with poor working conditions, or environmentally unsustainable productive activities, i.e. degrading environment. It proves much more difficult to equate ECONOMIC DEVELOPMENT and SOCIAL AND ENVIRONMENTAL WELFARE, as the latter has political, social, cultural and environmental dimensions that people also eager to enjoy-public safety, exercise of true freedom and participation in a democracy, or elimination of environmental pollution, to name just a few. In short, the composition of production, income distribution, and labour market conditions, and the impact
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that all economic activity has on the environment are all central to studying ECONOMIC DEVELOPMENT and, therefore, for LOCAL ECONOMIC DEVELOPMENT strategies. There is no single definition for what is generally understood by LOCAL ECONOMIC DEVELOPMENT, beyond noting that it is, of course, the process that seeks to increase income and improve the standard and quality of life of people living in a given territory. In any case, it may be necessary to clarify this attempt to provide a generic definition, as this is not about implementation of national policies at the municipal, provincial, regional, or state level. LOCAL ECONOMIC DEVELOPMENT requires strategies built on mobilisation and active participation of TERRITORIAL ACTORS. This paper therefore stresses that this is a "bottom-up" approach, and not a "trickle down" process driven by the central Government. In any case, the concept of what we refer to as TERRITORY is not just the geographical area in which economic or social activities take place. A territory encompasses all stakeholders and players who live there, their social and political organisations, their culture and institutions, and the physical environment and the environment itself. This person is a key player (or "actor") for development in that he/she incorporates all these different dimensions. As you will be aware, the efforts to mobilise and engage local players within a given TERRITORY constitute the starting point of any LOCAL DEVELOPMENT strategy. This creates the SOCIAL CAPITAL needed to strengthen local governments, promote public-private partnership, ensure efficient co-ordination amongst relevant public institutions at different territorial levels (central, provincial, regional or state, and municipal), and amongst different sectoral departments of the governments (economy, industry, agriculture, labour, tourism, security, etc.), and foster local entrepreneurship to build the foundations for innovative social and cultural processes associated with development strategy. Activities that build on institutional and cultural development must be explored and implemented to facilitate the diversification and enhancement (or transformation) of LOCAL PRODUCTION SYSTEMS through quality and sustainability (environmental, social and economic) based approaches and product differentiation. This requires upgrading or complementing basic infrastructures and facilities for territorial development, ensuring effective organisation of available advanced production support services (business development services and financial services), primarily for the bulk of microenterprises, SMEs and production cooperatives that make up the local business fabric, involving financial institutions in the territory, tailoring the knowledge of academic and R&D institutions to the needs of local production systems, public institutions and territorial civil society associations, and creating a regulatory, tax, and legal framework conducive to local economic development.
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Figure 1: Development Dimensions
(See Annex I, English translation) This all needs to take account that environmental sustainability criteria should be built into the options selected as proof of its forward-looking commitment to durable and dynamic territorial and business competitiveness. This requires optimising the use of local natural and cultural heritage as important assets for territorial development, pushing renewable energy, efficient use of natural resources, including water and use of materials, promoting organic farming and eco-efficiency in production (industrial ecology, cleaner production, etc.), 0 kilometre production (local production), different forms of sustainable consumption, and efficient management of urban and rural waste and encouraging sustainability education amongst local citizens, businesses and households. This calls for improved access to education, training, nutrition and health, while advocating better income distribution to enhance social inclusion and strengthen the internal market, better quality labour relations, strengthening the role of women and other vulnerable groups in society, and social and solidaritybased economy as part of territorial development strategies, which should not be restricted solely to the formal economy. Although all these aspects or dimensions of TERRITORIAL DEVELOPMENT (or LOCAL DEVELOPMENT) have mutual relationship, it is clear that political, cultural and institutional development and mobilisation within the territory is the starting point. The basis for producing an economic surplus (capable of bearing the necessary social costs and public goods) lies in this basic tandem of sustainable territorial economic development, in order to achieve further social
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investments and improvements in labour relations and institutions needed for development, which, as noted before, is not restricted to mere quantitative growth. 2. Beyond macroeconomics and cluster analysis As already stated, the analysis of reality cannot be reduced to an approach based on macroeconomic aggregates, which is a superficial and simplified view of socioeconomic reality. An approach that takes account of the various territorial and development dimensions of the economy and society in its diversity and heterogeneity is needed. Furthermore, the effectiveness of PUBLIC POLICY requires its adaptation to different territorial contexts or situations, as centralised and generic policies are insufficient. A cross-cutting and comprehensive approach, capable of bypassing the constraints of sectoral approaches, is required. In practice, all economic activities derive inputs from different productive sectors and branches. They are therefore multisectoral. Cereal production, for example, requires, inter alia, seeds, soil, water and other primary inputs, as well as machinery and industrial means of transport and distribution and financial services. The magnitude of this activity cannot be understood in disaggregated sectors or fragments. The analysis must be formulated in terms of productive chains or local production system. This covers the territorial dimension and associated economic links (production, technology, trade, social, and financial) between different players of the production process. Sectoral statistics do not cover the existing interconnections between real economic activities, which have a territorial and an economic dimension. There is a need to identify LOCAL PRODUCTION SYSTEMS that comprise various business networks or productive chains in certain territorial and institutional environments, and which include infrastructure, equipment, services, and social and cultural context conducive (or not) to territorial development.
Figure 2 attempts to represent the different components of a generic chain, among which is the set of inputs used (natural resources, human resources, technological resources, financial resources, and the organisation of production in the territory).
Figure 2: A broad view of the productive chain
(See Annex II, English translation) All this makes possible production activity, which requires inputs (raw materials, machinery and equipment, and support and ancillary services) to complete the different processing stages of a product, including subsequent distribution, product consumption, recycling and reuse of waste generated throughout the productive chain. Thus, in addition to the "sector-specific business environment", i.e., productionspecific relations between different actors (suppliers, competitors and customers), account must also be taken of territorial elements, as production activities do not take place in a vacuum. The following are particularly significant among these territorial elements: natural resources, water, energy and materials (primarily derived from the local environment), human resources training and local labour market, legal and regulatory framework, social and institutional aspects, research and development for innovation, basic infrastructures and the financial system (Figure 3). Figure 3: Territorial environment of business
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(See Annex III, English translation) Thus, business competitiveness is constrained not only by how the network or relationships are organised throughout the local productive system, but also by existing infrastructures and characteristics of the territorial environment. Indeed, the quest for business competitiveness is supported by factors such as the nature of the labour market, which, in turn, is affected by the education system and human resources training, the health system, and the creation of a territorial entrepreneurial culture. Similarly, there are other spatial factors that have a decisive impact on territorial competitiveness, including the existence of a territory-based system of business development services, basic and environmental infrastructures, the involvement of the financial system to ensure access to credit to microenterprises and SMEs, a tax system favourable to this type of businesses, and a link between producers and the territorial information system conducive to a territorial innovation system (RDI). It is well known that PRODUCTIVITY is the efficient use of productive factors, while COMPETITIVENESS refers to achieving or maintaining market positions at the time of selling products. PRODUCTIVITY is driven by a number of factors including a good education system and human resources training, basic infrastructures and utilities (water, energy, sanitation, transport, telecommunications, etc.), selection of appropriate technologies, productive organisation, quality of labour relations that ensure participation of workers in the productive activity, access to credit, business co-operation and building environmental sustainability into product and process innovation. In short, the main factors driving productivity are a good "fit" between the production system and the education or vocational/technical training system, skilled human resources, improved territorial productive organisation and innovative capacity
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of the territory, and inclusion of environmental sustainability in production processes and products. COMPETITIVENESS, on the other hand, is based on the factors of productivity. However, it also requires a well-thought out product differentiation strategy based on quality, design, market information, certification, standardisation and territorial product branding, inclusion of environmental sustainability in the marketing process, transportation and consumption of products, timely delivery, and scope and quality of after-sales services, including the management of waste recycling and reuse of end-of-life products. However, enterprises are not isolated entities. They operate in complex ecosystems of relationships (or linkages) with suppliers and customers that range from the use of basic raw materials to the production of market goods and/or services. Furthermore, as already stressed, productivity and competitiveness are driven by the quality of relationships in the productive chain and the characteristics of the territory where its components are located. In terms of productive chain, this structure provides substantial advantages, because: it allows identification of production linkages which can boost innovation and meet the demand for new activities and jobs that build on elements of differentiation in the productive chain; it enables monitoring and quality control throughout the productive chain; and it incorporates a comprehensive strategic vision that facilitates decision-making in economic development and local employment policy.
Furthermore, this approach implies a shift from scale-up and cost reductionbased business strategies to a strategy based on quality, differentiation and environmental sustainability of products. The latter requires co-operationoriented business management and strategic partnerships with other local key players. In line with the broader vision of the approach, this calls for the deployment of co-ordination strategies that allow agreements between different players at different levels of the productive chain and the institutions involved. Proximity and spatial identity facilitate the implementation of these strategies or the co-ordination of the actors involved in the productive chain and in different territories.
As shown in Figure 4, Michael Porter's "diamond of competitiveness" (1991) outlines a number of determining factors of competitiveness (firm strategy, structure and rivalry, factor conditions, demand conditions, and related and supporting industries), to which he adds government (public administrations) and chance2.
Figure 4
(See Annex IV, English translation) Alongside these explanatory factors, the territorial development approach also incorporates territorial political and institutional systems, mobilisation and participation of regional players, training system for territorial human resources, territorial innovation system, the environment and sustainability. These are all substantive factors affecting production efficiency and the level of competitiveness of a given territory. This leads to the concept of "systemic competitiveness" developed by the German Development Institute, which provides a more comprehensive definition for the term "competitiveness", its scope and objectives (Esser et al, 1996). Figure 5 provides a systemic view of competitiveness and economic and social development. The main purpose of Figure 5 is to illustrate that increased competitiveness is the result of the interaction of four basic levels: meta, micro, meso and macro. The META level addresses the capacity of a society for
In the Figure, I have used Public Administrations in lieu of "Government", and Foresight instead of "Chance", as the lack thereof would often explain the existence of "chance" phenomena. 10
mobilisation and co-operation between local actors, and its ability to formulate a common territorial strategy. This requires increased associativism and effective citizen participation in the territory, further modernisation of local governments and innovative public management, and development of local creative and entrepreneurial culture, among other substantive factors. Figure 5
(See Annex V, English translation) The MICRO level refers to efforts to ensure the incorporation of technological, organisational and management innovations into productive activities and the local business fabric. These activities include business management, innovation management, creation of business and technological co-operation networks, establishment of a territorial system for human resources development, and bringing together business productive systems, public institutional systems and the knowledge-based sector to create a territorial innovation system. The MESO-level concerns the need for intermediation to create a territorial environment conducive to innovation. This involves integration of sectoral policies in line with relevant spatial strategies. Meso level activities include encouraging public-private partnership, efficient institutional co-ordination between different levels of government and between different departments thereof, promoting business co-operation networks, and creating common institutions for management and governance of spatial strategies (local economic development agencies, employment agencies, territorial pacts and agreements for development, employment and the local environment, etc.).
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Lastly, the MACRO level concerns the general conditions necessary for economic stability and a regulatory environment and framework conducive to the development of different national territories. In the latter case, it refers to public policies, including monetary, fiscal, budgetary, trade and competition, labour, and environmental policies, as well as access to credit (regional and territorial development banks), or gender equality policy, amongst others. As reflected above, the systemic competitiveness approach only makes sense within a social transformation strategy. To that end, the national development policy should make territorial development policy a priority. This involves major inter-institutional co-ordination efforts between different government levels (vertical and horizontal), and co-operation between public and private players in each territory. 3. The interactive approach to innovation Improved institutional co-ordination between the different territorial levels of government is a prerequisite, though not sufficient, to move forward with the territorial development approach. There is a need to mobilise territorial actors to implement innovative development initiatives and strategies in the territory. The traditional development approach depends on the availability of financial resources. However, this in itself is not enough. Sometimes these resources are allocated to unproductive or speculative uses. The allocation of financial resources to productive investment and employment is driven by other basic factors, most notably the ability to deliver productive innovations to the business fabric in each territory. Productive innovations not only concern technological innovation of products or processes, but also include environmental innovations, management and organisational innovations, as well as social, industrial and institutional innovations. Similarly, there is a need to break away from a certain tradition of analysis in which urban phenomena are not always addressed in connection with rural phenomena and circumstances. Undoubtedly, there are particular circumstances that are specific to rural and urban populations, respectively. It should be emphasised, however, that when thinking about territorial development strategies, it is not possible to discuss the functioning of cities or conurbations without taking account of the contributions (inputs, resources, services, etc.) made by the surrounding rural environment. Similarly, it is pointless to discuss rural development unless due consideration is given to the important role played by nearby cities, from which it draws inputs, machinery, and services, among other factors. Moreover, INNOVATION is not a linear process in which new products and processes are generated by R&D institutions in isolation from the market. On the contrary, innovation is a cumulative and INTERACTIVE social and territorial process, in which users and producers of knowledge interact. Thus, both players (users and producers of knowledge) LEARN from each other through interaction.
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Innovation is more than radical changes or breakthroughs. It typically involves continuous day-to-day improvements in existing products and processes, shaped by path-dependent production process. Given the social nature of learning and innovation, these processes work best when the players involved are located close enough to each other to allow frequent interaction and exchange of information easily and effectively. In other words, INNOVATION is essentially TERRITORIAL, never generic. Likewise, the companies and institutions contained by spatial clustering often share a common culture and SPATIAL IDENTITY which facilitates the process of social learning. Much of the knowledge transmitted between these local players is tacit rather than codified, which confers advantages on firms that participate in such SPATIAL NETWORKS. This interaction-facilitating common language or code of communication is further supported by the creation of regional institutions, which produce and reinforce the rules and conventions governing the behaviour of local firms and inter-firm interaction. The constellation of such institutions at the territorial level that contribute to the innovation process are identified as TERRITORIAL INNOVATION SYSTEM. This set of institutions, both public and private, produces systemic effects that encourage enterprises within the region to adopt common norms, expectations, values, attitudes and practices, in short, a CULTURE OF INNOVATION that is reinforced by the learning processes mentioned above. In this regard, reference should be made to the institutions involved in territorial innovation systems, including R&D infrastructure-related institutions (universities, technical schools, laboratories, etc.), technology transfer and market analysis centres that provide services to businesses, territorial institutions for human resource training, business associations and chambers of commerce. A TERRITORIAL INNOVATION SYSTEM is thus an interactive network composed of different-sized firms in a "cluster" or isectoral clusters of firms, inter-firm relationships within the "cluster", higher education and research institutions linked to the productive sector, research and development laboratories (public, private or both), and technology transfer centres or agencies, chambers of commerce and business associations, human resources training centres, and government departments and agencies (Lundvall, 1995). This TERRITORIAL INNOVATION SYSTEM approach emphasises, therefore, the relevance of institutional, social, political and cultural factors in economic activities and employment. While the GLOBALISATION process presents new challenges to the various territories, regions and municipalities, it simultaneously creates a scenario for new opportunities, which require an endogenous capacity for learning and innovation. The SOCIAL CONSTRUCTION OF THE TERRITORY is therefore a critical task for local development. On the other hand, it is also necessary to insist that the territory, not the firm or industry, is the locus of LOCAL ECONOMIC DEVELOPMENT. This spatial approach is necessary to address relevant development issues such as:
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strengthening the local productive fabric, and incorporation of technological, organisational, institutional and environmental issues in the business fabric and in the social, institutional, cultural and political context of the territory; valuing of the natural environment and local cultural heritage as key elements of differentiation and spatial identity; aligning training and the needs of different spatial strategies (provincial or municipal) agreed by the different actors; underlining the importance of the Participatory Action Research approach based on specific problems faced by local actors and territories; and streamlining the existing energy model to promote renewable energies and efficient use of energy, water, resources and materials from different territories. Thus, the incorporation of productive innovations does not depend solely on the outcome of research and development (R&D) in large firms, or on developments in Science and Technology (S&T). It is important to establish linkages between the codified "knowledge sector" and the territorial productive sector (and suppliers of basic goods and services) with tacit knowledge to ensure the incorporation of innovations. Hence the importance of intermediation in establishing links between the "knowledge industry" and territorial productive actors. Territorial development cannot therefore be achieved top down, or by an external authority. Territorial development essentially depends on joint interinstitutional efforts and co-ordination, and co-operation between different territorial and institutional actors, who share an integrated approach to development when devising strategies that seek to strengthen and diversify production and employment in different territories. This involves social, cultural and institutional actions at the local (municipal, provincial, regional or state) and national (federal) level.
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4. The significance of active employment policies, decent work and green jobs Reducing economic development to merely an economic growth process would predicate on the assumption that the latter automatically creates jobs and, thus, reduces poverty and improves the quality of life of people. There is no empirical evidence of this. Unlimited quantitative economic growth has been called into question since the 1970s. It is simply unsustainable from an environmental perspective, given the finite resources of the planet. As a result of this historical development, in which economic growth is based largely on intensive use of machinery and technology with less workers and elimination of certain types of jobs, net destruction of jobs usually coexists with economic growth processes. However, generic employment policies often resort to the assumption mentioned above, thus becoming passive or dependent on economic growth policies. In order for employment policies to be effective, they need to be territorial, i.e. take account of the particular needs of each territory in terms of supply and demand for labour. The labour market is territorial, not generic; hence, the need to implement ACTIVE EMPLOYMENT POLICIES. Indeed, the promotion of new productive opportunities must be flanked by appropriate training of human resources to seize and capitalise those opportunities. Local Development Agencies should therefore be strengthened (or join forces, where applicable) with Territorial Employment Agencies or Offices. Building a territorial system of employment-driven skill training is a necessary element in Local Economic Development strategies. The different territories must create spaces for public-private partnership to deliver training that meets territorial needs. It must not be forgotten that the quality of human resources is a key player in the knowledge society. Similarly, the need for environmental restructuring of the productive chain calls for training in "green jobs", as a substantive part of active employment policies. Moreover, better social protection, social dialogue and recognition of the fundamental rights at work further ensure the involvement of workers, and positive interaction with the quality of employment and income generation. Thus, "decent work", as underscored by the International Labour Organisation (ILO), is an important component of increased productivity and business and territorial competitiveness. On the other hand, the Green Jobs Initiative is a partnership established in 2007 between the United Nations Environment Programme (UNEP), the International Labour Organisation, the International Trade Union Confederation and the International Organisation of Employers. It seeks to mobilise governments, employers and workers to promote dialogue on the opportunities available in policies and programmes leading to a green economy with green jobs and decent work. These organisations define green jobs as activities that reduce the environmental impact of firms and economic sectors to environmentally
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sustainable levels. These jobs help to: (i) reduce consumption of energy, raw materials and water through efficient strategies; (ii) reduce greenhouse gas emissions; (iii) reduce or prevent waste and pollution; and (iv) protect and restore ecosystems and biodiversity.
5. Decentralisation and local economic development Moreover, the steady advance of DEMOCRATISATION and DECENTRALISATION processes, with a greater role for public territorial governments, has forced policy makers and technicians to seek appropriate paths and approaches to address the growing problems and demands of the population in their respective territories. This has been made necessary not only by the need to provide concrete and effective responses to the whole population, but also, by the failures or limitations of centralised and sectoral policies, and outdated redistributive approaches of regional development policies. This is how LOCAL DEVELOPMENT STRATEGIES have been emerging as a strongly pragmatic approach, a "bottom-up" concept, and a more comprehensive view of the different facets or aspects of development, with a horizontal approach, which requires linking different territorial development policies. The analysis of the linkages between the DECENTRALISATION processes and the emergence of LOCAL ECONOMIC DEVELOPMENT initiatives shows that the latter has emerged from the tension between the necessary adjustment to the demands of the crisis and international economic restructuring. In any case, it is clear that the advance of decentralisation opens spaces for local development and employment initiatives. Similarly, reflection on and implementation of local development strategies is an innovative contribution that invites a broader and more comprehensive discussion on development policies. Furthermore, the increased participation of LOCAL AUTHORITIES in economic development and search for employment sources entails a redistribution of economic powers and functions between the different territorial levels of government. The momentum of PUBLIC-PRIVATE PARTNERSHIP and strategic cooperation amongst territorial socio-economic actors in designing local development strategies, (also) provides for shared management (GOVERNANCE) of economic development, not based solely on guidelines issued by the public sector or simply driven by the free market. Thus, local search for INTERMEDIATE spaces between the market and the hierarchy, i.e. the meso level, has served to define a new approach to policy-making on economic development of the territory. This opens up the possibility of linking different processes in a virtuous circle of interaction between the advancement of a more participatory DEMOCRACY and the decentralisation of powers to sub-national levels, enabling territorial institutions and actors to assume competences, capacities and resources in defining local economic development strategies.
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Local economic development initiatives are therefore driven by two types of "bottom-up" tensions. On the one hand, the tension caused by democratic development proper and direct election of leaders at different territorial levels of government, which requires addressing CITIZEN'S DEMANDS on basic territorial issues related to productive development and employment. On the other hand, the tension caused by overall ECONOMIC RESTRUCTURING, which has driven players in the private sector to modernise and adapt the processes to meet new production requirements and greater market competitiveness. Added to these two "bottom-up" tensions are two "top-down" processes: the advancement of decentralisation and STATE REFORM. These processes do not always have a complementary relationship with the "bottomup" processes, although quite clearly the advancement of decentralisation should help build scenarios conducive to LOCAL ECONOMIC DEVELOPMENT initiatives. Thus, although decentralisation processes do not always seek to promote local economic development, the broader spaces opened by State re-engineering processes, in its transition towards a co-ordinated set of territorial governments, make it possible to address economic restructuring and employment more effectively. This enhances their effectiveness by identifying development policy areas (such as promotion of micro-enterprises and SMEs, or active labour market policies) that are not exclusive to the central level of State Administration.
6. Reflections on local economic development policy The level of preparedness and strengthening of the strategic competences of local administrations and the ability to recognise the economic, social and cultural reality of their territories, the capacity for dialogue with the community, the ability to plan incentive measures, the capacity for co-ordinating and articulating development activities with other economic, social and political actors, and the ability to propose and negotiate with other levels of government are key elements of SPATIAL LEARNING CAPACITY. These are all essential to identify the appropriate type of development for solving critical problems such as lack of employment, and modernisation and diversification of the production base and local business fabric based on environmental sustainability requirements. The basic elements, or cornerstones, that may be used to identify local economic development initiatives include, firstly, the importance of mobilisation and PARTICIPATION of local actors. This involves the building of TERRITORIAL SOCIAL CAPITAL, which, in turn, requires increased entrepreneurial culture, i.e. moving beyond the aid-dependent rationale. At the same time, a local economic development initiative requires a proactive attitude from local and provincial authorities with regard to productive development and
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creation of jobs. This involves new roles for LOCAL GOVERNANCE that go beyond the traditional role of social service providers. LOCAL ENTREPRENEURIAL CULTURE is conducive to the building of spaces for public-private partnership in development plans and projects. It should be stressed that spatial identity and social capital should not be understood as preexisting or non-existent territorial assets, but rather as intangible assets that may be built at the territorial level by creating spaces of co-operation to reach agreements and build trust networks amongst actors to address common challenges. To that end, the participation of different social stakeholders in the debate on local issues would assist in this process of building a shared spatial identity - in short, SOCIAL CONSTRUCTION OF THE TERRITORY (Boisier, 1989). This requires moving beyond the aid-dependent rationale and finding solutions other than hand-outs. Each territory should promote local economic development projects and initiatives to create new productive opportunities and employment. This paper therefore stresses the importance of the role of municipal governments in fostering, articulating and catalysing actions implemented by territorial actors, in particular, those related to production and business activities. However, in a knowledge-based society this is insufficient. Active involvement is required of both the knowledge sector and civil society. As the best practices of territorial development have shown, a "quadruple helix" motor is required, i.e. active participation of the local public sector, the private business sector, the knowledge sector and civil society. The key strategic objective for developing a spatial strategy for local economic development, selected by consensus by major TERRITORIAL ACTORS, is to ensure better use of endogenous resources and diversification of the local productive base, through the integration of quality-based INNOVATIONS and differentiation of products and production processes, as well as management of innovations and specific social, institutional and environmental adjustments to achieve this. Central to these initiatives are the promotion of micro-, small- and medium-sized enterprises in LOCAL PRODUCTION SYSTEMS, and the training of HUMAN RESOURCES to meet the innovation needs of the territory, or the actions to be included in local economic development strategies. It is therefore important to build continuous CAPACITY FOR OBSERVATION AND FORESIGHT of the real and potential needs of the local business fabric and the characteristics of the local labour market. Access to BUSINESS DEVELOPMENT SERVICES should be ensured as part of the range of production support services available at the territorial level, including strategic information on markets, technologies, products and production processes, technical and business management training, inter-firm outsourcing and co-operation, design and quality control, promotion of clean production, energy efficiency policies and use of renewable energy, waste management, efficient use of water resources, marketing of local produce and export support, financial advice for investment projects and business, financial and environmental feasibility studies, and setting up business "nurseries" or
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incubators. Micro-, small-and medium-sized enterprises in different territories have difficulties accessing this type of services. Therefore, the provision of such production support services at the territorial level, in line with the needs of each local productive system, is key to building INNOVATIVE TERRITORIAL ENVIRONMENTS. As part of the ENTREPRENEURSHIP POLICY, emphasis must also be placed on the importance of specific programmes for building WOMEN's business skills. They represent a valuable potential in the micro- and small-sized enterprise sector. Through these programmes, women (and other vulnerable groups such as youth and ethnic minorities) may receive technical, artistic and business guidance, as well as information related to legal aspects of production, product knowledge, ease of access to existing funding lines, incentives and guidance for starting a business and marketing their products. Moreover, local economic development initiatives must be institutionalised through political and social AGREEMENTS in the areas concerned. The quest for non-partisan SPATIAL AGREEMENTS, with the widest possible participation of actors, seeks to provide the highest possible level of certainty to these initiatives in terms of possible political changes. The presence of the private business sector and universities in the institutional framework for local economic development also prevents uncertainty from political and institutional changes. On the other hand, the presence of public officials and the knowledge sector in territorial institutions for local development seeks to provide a mediumand long-term territorial perspective to the process. This cannot be achieved by pursuing short-term goals of corporate profit. LOCAL ECONOMIC DEVELOPMENT calls for decisive action from local public authorities. This means that this dimension must be incorporated into LOCAL GOVERNMENT capacity-building programmes. These tasks are essential. The MODERNISATION of Local Governments must incorporate capacity-building into their new role as facilitators and promoters of local economic development and employment. In an effort to promote local economic development, local administrations should also incorporate efficient operating practices employed by organisations in order to modernise their management. To that end, they should implement administrative modernisation programmes and train their staff to strengthen innovative municipal management (Ekonomiaz2012). The strategic dimension and comprehensive concept of municipal planning may help visualise the context in which cities and conurbations usually function, thus, enabling an integrated view of the various problems and the visualisation of rural and urban interdependence. Like many traditional forms of knowledge transfer, the traditional role of UNIVERSITIES has been outgrown. There is a need for holistic lessons. This calls into question the contents of the syllabus, not to mention the excessive attachment of certain parts of this syllabus to outdated visions, incapable of adapting to changes in current realities. However, we must overcome the mismatch between the training provided in universities and training centres and the innovation needs of different LOCAL PRODUCTION SYSTEMS. To that
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end, active participation of educational institutions, universities, and scientific and technological research institutions in local economic development initiatives is crucial. LOCAL DEVELOPMENT policies are not limited solely to MUNICIPAL development. Similarly, while this may seem an obvious point, municipal development refers not only to the urban centre of the municipality, but the entire population scattered throughout its territory. This is a key issue when it comes to meeting the demands of the population, in particular, the scattered population, often ignored or marginalised from development processes. Sometimes, the sphere of activity spans various municipalities with similar economic, labour and environmental characteristics. The boundaries of LOCAL PRODUCTION SYSTEMS need not align with the municipal boundaries. It is therefore important to identify the delimited area of intervention. This requires the use of TERRITORIAL INFORMATION SYSTEMS for local economic development, a task that the different initiatives should start sooner rather than later. Geographic Information Systems (GIS) are an invaluable tool for analysis and decision making. The study of production linkages and territorial location of businesses and activities, and the identification of local labour markets provide key information for smart economic development and local employment actions. The main objective is, on the one hand, to identify and understand the production and marketing structure of meaningful activities for the LOCAL ECONOMY. This is the sum of economic relations between producers, traders and customers, along with the supporting infrastructure, universities, technological training and research centres, business development services and all other elements of the environment in which the different activities and firms concerned are located in the various territories. On the other hand, it seeks to identify LOCAL LABOUR MARKETS to facilitate the development of human resource training systems to provide the skills demanded in the labour market in the territories concerned. It is also important to note that local economic development is not solely about the best use of endogenous resources, but also about capitalisation of the existing dynamism of the external sector. What is relevant is how to ENDOGENISE the positive impacts of external opportunities through a development strategy defined by local actors. This prevents local economic development initiatives from being perceived as closed local market processes that only harness local resources. Various local economic development initiatives attempt to find areas of mutual interest for major firms and local enterprise systems to promote outsourcing schemes based on quality and business co-operation. This shows the importance of negotiations to strengthen the economic relations of micro-sized enterprises and SMEs with major companies in order to move beyond dependent outsourcing. It must be understood that many production units do not meet the eligibility requirements of banks because of lack of collateral, small turnover or because it is in the informal sector. Therefore, the importance of creating local development funds for micro-, small- and medium-sized enterprises to
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overcome their difficulties in accessing FINANCING lines in the medium and long term has to be highlighted in this respect. To that end, the possibility of raising capital or seed capital, and/or establishing mutual guarantee companies to overcome the lack of cash collateral hindering micro- and small-sized enterprises should be explored. Central to the consolidation and expansion of projects funded for small producers are training and technical assistance and availability of CREDIT lines. Moreover, the development analysis should include the whole economy, i.e. not only segments of the formal economy, but also the INFORMAL ECONOMY. Therefore, there may be a need to use SOCIAL ECONOMY tools to explore a broader horizon of markets and actors who are involved in local economic development strategies. Many difficulties undermine full engagement of PRIVATE FIRMS in local economic development initiatives, including the diversity of interests, the small size of the bulk of the business fabric, and uneven representation of the different businesses. Similarly, their participation in public-private partnership projects in the territories is limited by the diversity of activities, the SECTORSPECIFIC APPROACH and the traditional distrust of government officials. Therefore, to ensure appropriate involvement of the business sector in local economic development initiatives, it is necessary to strengthen institutionally the chambers of commerce and business associations, and support the transformation of these bodies in at least two areas: first, moving beyond the sectoral approach to a broader perspective in terms of production linkages and systemic territorial competitiveness, and, second, shifting from traditional lobbying to support and promotion of local production systems. For its part, trade unions remain largely anchored in the concept of the factory as the organiser of production. A vision that is far removed from the reality of today's complex world, making it necessary to review the role of new unionism as an advocate of initiatives for organising production in the different territories. The provision of BASIC INFRASTRUCTURES to meet the needs of local economic development is essential. Sometimes, the development of existing infrastructures is functional almost exclusively to the logic of the activities carried out by major firms, without the necessary linkage to local production systems. This results in productive areas at odds with each other and with the main distribution and marketing centres. The design and implementation of local economic development policies also requires changes to the LEGAL AND REGULATORY FRAMEWORK concerned. Occasionally, local economic development initiatives encounter numerous challenges in these areas. This is only a reflection of the mismatch between these initiatives and the priority concerns of central governments that do not seem to attach much importance to these areas. "Production support" sometimes refers to the building of sanitation infrastructure, urban planning, roads, railways, irrigation works, and health and education, without taking account -in general- of the development of factor markets and strategic services for the development of micro-, small- and
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medium-sized enterprises under different local production systems. It should be stressed that this type of INTANGIBLE INVESTMENTS are today as important as investments in roads or telecommunications. They collectively enable territorial environments conducive to the incorporation of innovations in production. It should also be noted that all local economic development initiatives must have their own permanent EVALUATION MECHANISMS. However, the success indicators of these initiatives are not just quantitative. There should also be indicators of progress in building the social and institutional capital needed for these local development initiatives. This brings better understanding of the technical, social, institutional, environmental, and cultural and policy dimensions of LOCAL ECONOMIC DEVELOPMENT. The introduction of such indicators sometimes appears to raise issues for researchers, given its qualitative nature. However, it is perfectly possible to measure these QUALITATIVE phenomena. For instance, through the number of consolidated local co-operation agencies, the level of participation of local actors in different initiatives, resource inputs to these agencies by local actors, amongst others. The level of private-public involvement in local economic development initiatives, both in the formulation of projects and their implementation, is, also, a good indicator of their success. Similarly, the institutionalisation of public-private agreements through entities such as LOCAL DEVELOPMENT AGENCIES is another important indicator for local economic development experiences. The promotion of local economic development calls for concerted will, dialogue, public and institutional agendas, spatial networks and shared responsibilities. Thus, local economic development depends not only on the attainment of economic efficiency indicators. It also requires investment in social and institutional capital to ensure these processes. Many local economic development initiatives have difficulty in achieving efficient and effective co-ordination between the different territorial levels of public administrative institutions and between different sectoral departments. Efficient INSTITUTIONAL CO-ORDINATION between different public administrative sectoral departments and between different territorial levels thereof is a key issue. There is also a need to overcome the logic of one-off actions by nongovernmental organisations working in international development co-operation, mainly driven by welfare perspective. Local economic development is not SOCIAL DEVELOPMENT or solidarity-based development. It seeks to encourage the introduction of technological, managerial, social and institutional innovations into local production systems to provide the necessary conditions for viable jobs and steady income and, thus, contribute to social development. In order to achieve more consistent results than the sum of laudable, albeit far too isolated, efforts, priority attention to micro-, small- and medium-sized enterprises and strengthening of local governments to promote local economic development should be integrated into the development strategies of the different territories.
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Finally, it should be stressed again that Social Policies cannot be dissociated from ECONOMIC DEVELOPMENT POLICIES. Overall, decentralised entities have developed a strong "know-how" in management of social development tools, but less so in productive development. Nonetheless, the latter is gaining momentum due to its intrinsic importance and the need to combine it with the former. In this regard, it is important to stress that the local economic development approach is an alternative to welfare policies for OVERCOMING POVERTY. It focuses on generating jobs and income resulting from an improvement in different local production systems. This involves shifting from welfare approach to an economic development approach, and from a sectoral perspective to an integrated, horizontal perspective, in keeping with the characteristics and actors of each territory. 7. Conclusion
As regards the main features of the LED approach, the following must be highlighted: it incorporates a territorial approach, not only sectoral or cumulative; it requires the participation of local actors to develop Spatial Development strategies; it emphasises the use of endogenous resources and potentiality; it incorporates production, management, social, institutional and environmental innovations into production and business; it considers micro-sized enterprises, SMEs, cooperatives and small rural production units, as well as the whole territorial economy, both formal and informal, are key; it leverages intangible infrastructures to facilitate the dissemination of knowledge; it is based on the analysis of local production systems (or local agri-food systems) and local labour markets; it encourages the social construction of the territory: networks, institutions and social capital; it builds on a strategic vision for changing production and consumption models (Green economy and Green jobs). This involves the deployment of proactive strategies to build environments conducive to territorial development in order to: promote accumulation and dissemination of technological knowledge suitable for each area's productive profile; strengthen ties between the local business fabric and the territorial supply of knowledge and technical assistance; develop the education system and vocational training according to local needs and the territorial profile; promote creativity in schools; encourage networking and co-operation between public and private actors (firms and institutions);
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build effective institutions for promoting productive development, innovation and quality employment; and promote culture, participation and spatial identity. Thus, the LED approach shifts away from the aggregate and abstract level of conventional macroeconomics. It is based on: overcoming passive attitudes, dependent on aid or subsidies; mobilisation and participation of territorial actors; and commitment to one's own efforts and decisions to reach territorial agreements on development strategies. This requires territorial intermediation tools such as Local Economic Development Agencies or other governance mechanisms, and cooperation with Territorial Employment Offices or Agencies.
BIBLIOGRAPHY Alburquerque, Francisco y Marco Dini (2008): Gua de Aprendizaje sobre integracin productiva y desarrollo territorial, FOMIN, Banco Interamericano de Desarrollo, Washington, D.C. Boisier, Sergio (1989): La construccin social de las regiones, en Cuadernos del CLAEH, 51, Montevideo. Esser, K.; Hillebrand, W.; Messner, D. y Meyer-Stamer, J: Competitividad sistmica: nuevos desafos para las empresas y la poltica, Revista de la CEPAL, Santiago de Chile, Agosto 1996. EKONOMIAZ: De la nueva gestin pblica a la gestin pblica innovadora, Gobierno Vasco, Vitoria Gasteiz, 2012. Lundvall, B (ed.) (1995): National systems of innovation: towards a theory of innovation and interactive learning. London. Marshall, Alfred (1890): Principios de Economa Poltica. Aguilar, Madrid, 1963. Pigem, Jordi (2009): Buena crisis. Hacia un mundo postmaterialista. Piore, M y Ch. Sabel (1990): La segunda ruptura industrial, Madrid. Porter, Michael (1991): La ventaja competitiva de las naciones. Rifkin, Jeremy (2011): La Tercera Revolucin Industrial. Sforzi, F (1999): La teora marshalliana para explicar el desarrollo local, en Rodrguez, F. (ed.): Manual de desarrollo local. Gijn (Asturias). Vzquez Barquero, Antonio (1993): Poltica econmica local, Madrid.
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DESARROLLOSOCIALYHUMANO Accesoymejoradelaeducacin,formacin, nutricinysalud Mejoradeladistribucindelingresoparala inclusinsocialyelfortalecimientodelmercado interno Calidaddelasrelacionesdetrabajo Fortalecimientodelpapeldelamujerenla sociedad DesarrollodeformasdeEconomasocialy solidaria DIMENSIONESDELDESARROLLO DESARROLLOSUSTENTABLE Valorizacindelpatrimonionaturalycultural comoactivosdedesarrollo Fomentodeenergasrenovables Usoeficientederecursos,agua,energay materiales Fomentodelaproduccinecolgicaydela produccinecoeficiente Fomentodelaproduccinlocalydelasformasde consumosostenible DESARROLLOINSTITUCIONALYCULTURAL Mobilizacinyparticipacinciudadana Fortalecimientodelosgobiernoslocales Coordinacininstitucionespblicas Cooperacinpblicoprivada Articulacinsocial,creacinderedesycapital socialterritorial Fomentodeculturacreativaysolidaria DESARROLLOECONMICO Fomentodeladiversificacinylacalidad productivaenelterritorio InfraestructurasbsicasparaelDT ServiciosdeapoyoalaproduccinparaMiPymes ycooperativaslocales Sectorfinancieroespecializadoterritorialmente Sistemafiscalymarcojurdicoyregulatorio apropiadoparaelfomentodeldesarrollo territorial Fomentodesistemasterritorialesdeinnovacin
Ingls
SOCIALANDHUMANDEVELOPMENT Accesstoandimprovementofeducation, training,nutritionandhealth Betterincomedistributiontoenhancesocial inclusionandstrengthentheinternalmarket Qualityoflabourrelations Strengtheningtheroleofwomeninsociety Developmentofsocialandsolidaritybased Economy DEVELOPMENTDIMENSIONS SUSTAINABLEDEVELOPMENT Optimisingtheuseofnaturalandculturalheritage asdevelopmentassets Promotingrenewableenergy Efficientuseofresources,water,energyand materials Promotingorganicfarmingandecoefficient production Promotinglocalproductionandsustainable consumptionpatterns INSTITUTIONALANDCULTURALDEVELOPMENT Mobilisationandcitizenparticipation Strengtheninglocalgovernments Coordinatingpublicinstitutions Publicprivatepartnership Socialarticulation,networkingandterritorial socialcapital Fosteringcreativeandsolidaritybasedculture ECONOMICDEVELOPMENT Fosteringproductivediversificationandqualityin theterritory BasicinfrastructureforTD ProductionsupportservicesforMSMEsand cooperatives Territoriallyspecialisedfinancialsector Taxsystemandappropriatelegalandregulatory frameworkconducivetoterritorialdevelopment Fosteringterritorialinnovationsystems
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Contextosocioinstitucional Organizacindelaproduccin Recursoshumanos Recursostecnolgicos Recursosfinancieros Recursosnaturales Marcojurdicoyregulatorio Proveedoresdeinsumos Maquinariayequipos Actividaddetransformacinproductiva Productos Distribucin Consumo Servicosdeapoyo Servicioscomplementarios Reciclajeresiduos Medioambientelocal
Ingls
Socialandinstitutionalcontext Organisationoftheproduction Humanresources Technologicalresources Financialresources Naturalresources Legal&regulatoryframework Inputsuppliers Machinery&equipment Productprocessingactivity Products Distribution Consumption Supportservices Ancillaryservices Wasterecycling Localenvironment
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ANEXO3 FIGURA3 Pgina8 Espaol

ENTORNOTERRITORIAL Formacinderecursoshumanos Infraestructurasbsicas Sistemafinanciero Aspectossocioinstitucionales Marcojurdicoyregulatorio Investigacinydesarrolloparalainnovacin EMPRESAS Objetivosyvalores Recursosycapacidades Estructuraysistemadedireccin CADENAPRODUCTIVA Proveedores Competidores Clientes ENTORNOSECTORIALDELAEMPRESA Medioambientelocal
Ingls
TERRITORIALENVIRONMENT Humanresourcestraining Basicinfrastructure Financialsystem Socioinstitutionalaspects Legalandregulatoryframework Researchanddevelopmentforinnovation FIRMS Objectivesandvalues Resourcesandskills Managementstructureandsystem PRODUCTIVECHAIN Accountspayable Competitors Customers BUSINESSSECTORALENVIRONMENT Localenvironment
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Eldesarrolloterritorialesmsqueelanlisisde clstersycadenasproductivas PROYECTOPOLTICO ActoresPARTICIPACINCapitalSocial AdministracionesPblicasTerritoriales SistemadeFormacinTerritorialparaelEMPLEO MEDIOAMBIENTESOSTENIBILIDAD SistemadeInnovacinTerritorial Estratega,estructurayrivalidaddelasempresas Condicionesdelademanda Sectoresconexosydeapoyo Condicionesdelosfactores
Ingls
Territorialdevelopmentismorethantheanalysis ofclustersandproductivechains POLITICALPROJECT ActorsPARTICIPATIONSocialCapital TerritorialPublicAdministrations TerritorialTrainingSystemforEMPLOYMENT ENVIRONMENTSUSTAINABILITY TerritorialInnovationSystem Firmstrategy,structureandrivalry Demandconditions Relatedandsupportingsectors Factorconditions
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UnavisinsistmicadelaCompetitividadyel Desarrollo NIVELMETA IMPULSARLACAPACIDADDEANIMACIN SOCIALYLACONCERTACINDEACTORES LOCALESEINCORPORARUNAVISIN ESTRATGICADEFORMACONSENSUADA Impulsarelasociativismoylaparticipacindela ciudadana. ModernizacindelaAdministracionesPblica Locales Promoverlaculturacreativayemprendedora local NIVELMACRO ASEGURARCONDICIONESGENERALESDE ESTABILIDADYPROMOVERLAADECUACINDE NORMASYMARCOSREGULATORIOGENERAL Polticamonetaria PolticaFiscalyPresupuestaria PolticadeCompetencia PolticaComercial Marcoregulatorioyjurdico AccesoalcrditoparamicroempresasyPYMES BancadeDesarrollo,BancaRegionalyMunicipal Polticamedioambiental PolticadeTrabajoDecente Polticadeigualdaddegnero NIVELMESO CREACINDEUNENTORNOINNOVADOR PARAELDESARROLLOEMPRESARIAL, INTEGRANDOLASPOLTICASSECTORIALES Cooperacinpblicoprivada Coordinacindelaadministracionespblicas Desarrolloinstitucionalenlosterritorios Redesdecooperacinproductivayempresarial Intermediacinparaintegrarlaspolticas sectorialesenunalgicaterritorialdedesarrollo Polticaterritorialdeempleo NIVELMICRO GARANTIZARLAINNOVACINTECNOLGICAY DEGESTINENLASACTIVIDADESPRODUCTIVASY TEJIDOEMPRESARIALLOCAL Gestinempresarial Gestindelainnovacin(I+D+i) Redesdecooperacinempresarialytecnolgica SistemaTerritorialdeInformacinEmpresarial SistemaTerritorialdecapacitacinderecursos humanos Fuente:ApartirdeEsser,Hillebrand,Messnery MeyerStamer.RevistaCEPALn59(1996)
Ingls
AsystemicviewofCompetitivenessand Development METALEVEL BOOSTLOCALACTORS'CAPACITYFORSOCIAL MOBILISATIONANDAGREEMENTAND INCORPORATEANAGREEDSTRATEGICVISION Encourageassociativismandcitizenparticipation. ModernisationofLocalPublicAdministrations Promotecreativeandentrepreneurialcultureat thelocallevel MACROLEVEL ENSUREOVERALLCONDITIONSFORSTABILITY ANDPROMOTECHANGESTOREGULATORY NORMSANDFRAMEWORKS Monetarypolicy TaxandBudgetpolicy Competitivenesspolicy Tradepolicy Regulatoryandlegalframework AccesstocreditforMSMEs DevelopmentBank,RegionalandMunicipalBank Environmentalpolicy DecentWorkpolicy Genderequalitypolicy MESOLEVEL CREATINGAN"INNOVATIVEENVIRONMENT" FORBUSINESSDEVELOPMENT,BUILDINGIN SECTORALPOLICIES Publicprivatepartnership Coordinationofpublicadministrations Institutionaldevelopmentintheterritories Productiveandbusinesscooperationnetworks Intermediationtobuildsectoralpoliciesintothe territorialdevelopmentlogic Territorialemploymentpolicy MICROLEVEL ENSUREINNOVATIONINTECHNOLOGYAND MANAGEMENTOFPRODUCTIVEACTIVITIESAND LOCALBUSINESSFABRIC Businessmanagement Innovationmanagement(RDI) Businessandtechnologycooperationnetworks TerritorialBusinessInformationSystem TerritorialHumanResourceTrainingSystem Source:FromEsser,Hillebrand,Messnerand MeyerStamer.ECLACJournalNo.59(1996)
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WORKING GROUP LOCAL ECONOMIC DEVELOPMENT , UCLG . New Proposal Work Plan ( Linked to Strategic Priorities and UCLG
work plan to be approved in the new World Council -Rabat) Introduction: This Working Group aims to contribute to the overall objectives of UCLG, and those in the Commission on Social Inclusion , Participatory Democracy and Human Rights ( CISDPDH ) strengthening cooperation between local governments of the various regions of the world and actively participate in the achievement the full recognition of the role of local governments in the global debate on the new models of development and the role of local economic development . Local authorities are experts in all areas of urban development and local levels as well as the provision of basic services to the population. And so it is important to highlight the significant role (quantitative and qualitative) of local government in economic development. UCLG local governments, their associations and networks have a decisive challenge to inform, mobilize and sensitize the public on a local basis, directly involving citizens , contributing to the promotion of the values of an economy at the service of people and territories based on solidarity and development assistance between peoples. In this sense, it aims to contribute to the development of proposals and initiatives of collaboration and cooperation between local governments and their associations to enrich the debate within UCLG and participate in the development of UCLG policies and their implementation in the field defined by the Executive Bureau under the Roadmap to 2016 This working group was preceded by the "First World Forum of Local Development Agencies , Planning, Economy and Local Governance : new perspectives for changing times " , organized by FAMSI , UNDP ART Initiative and the Government of Andalusia , which had place in Seville on 5, 6 and 7 October 2011 , with the participation of more than 1300 representatives from 47 countries , being represented local, regional and national , local economic development agencies , multilateral organizations, universities , institutions international cooperation , as well as multiple networks , social organizations and experts linked to territorial development dynamics in the framework of the respective national processes. Following this process the Second Global Forum on Local Economic Development will take place in Brazil , Foz do Iguacu from October 29 to November 1, 2013 . On this occasion the organizing institutions supported by Itaipu , SEBRAE , UNDP ART , FAMSI and UCLG
The look that focuses the actions of this working group go through a local economic development as part of public policy within the agendas of local and national governments . This view of development implies a territorial approach, since the
endogenous resources and environmental sustainability criteria. In turn this view of local development must be built through citizen participation, to strengthen decentralization and involving a holistic view of territory, through participatory territorial planning, . No doubt these new look the challenge of social inclusion and gender equity. 1. Themes and main activities of the Working Group on Local Economic Development are established as follows: Progress in the construction of new looks, through networking and strategies tailored to the global context, pointing to local economic development, human , supportive , inclusive and sustainable definition of local economic development from the local authorities . (Document in preparation and discussion among the members of UCLG ) Share experiences, tools and strategies of territorial approach to Local Economic Development, (Questionnaire Distributed among the members of UCLG ) Reflect on the need to articulate, from different territories and local realities, responses adapted to the global context. Discuss financing mechanisms DEL Recognize and share weaknesses, share obstacles and develop strategies that allow us not only to transfer good experiences but learn together from the mistakes and successes in order to agree on common action frames of benchmarks around Local economic Development. Debating the fundamental components and the major challenges of future development strategies , especially to the processes of the new development agenda , Agenda Post- 2015 Development and Sustainable Development Goals , and the preparatory process of the preparation of Habitat III Summit . ( Debates to develop during the II WORLD DEL FORUM - Foz do Iguaz , October 29 to November 1, 2013 )
Main activities: KNOWLEDGE MANAGEMENT AND PRODUCTION : It allows to have a living body of knowledge and products into concrete informative , communicative , educational and training tools , banks of practical experiences , ideas laboratory , etc. project generation . It is to value the lessons learned , and to rescue existing knowledge to share . TRADE AND TECHNICAL ASSISTANCE : Support a joint framework of exchanges and technical assistance between countries, networks and actors in the context of local economic development . ADVOCACY : To accompany the construction of agendas and meetings for political influence in the territories, public and private institutions , states and international organizations in a context of multilevel coordination . COMMUNICATION : Develop a communication strategy , and through networks and stakeholders. STRENGTHENING OF NETWORKS : To support and strengthen the process of articulating different networks and local economic development actors .
2 . Organization and structure : The organization and composition of the working group , open to all members of UCLG, is as follows pending a ratification: Chair: Fondo Andaluz de Municipios para la Solidaridad Internacional, FAMSI Vice / Antennas Territorial (Thematic areas : Equality , Sustainable Development , Innovation , (others to be incorporated )
Europe : Plaine Commune , France Latin America: Mercociudades North America , FCM , Canada Africa : Dakar , Senegal Souht Africa (pending ratification ) Rabat (pending ratification ) Asia - Pacific (pending ratification )
The Technical Secretariat of the Working Group will be located and managed by FAMSI , in coordination with the Technical Secretariat of the CISDPDH and UCLG World Secretariat .
3. Agenda and Work Plan : a) Activities 2013 (From Dakar UCLG World Congress in Rabat and II World Forum of Local Economic Development ) Knowledge Management: Developing a database of successful experiences. Articulate the existing databases of regional and thematic networks. Communication: Webpage Development working group, newsletter Advocacy : preparation and publication of a Base Document / political reflection towards the next World Congress of UCLG (from Document prepared by Francisco Alburquerque )
Strengthen networks . Links and relationships will be established with : Committee on Decentralization Digital City Commission, Coordination with UNACLA Coordination with FMDV ORU FOGAR Other thematic networks OF
Other regional and thematic networks of local and regional governments
Follow multilateral frameworks by the UCLG World Secretariat UNDP ART (to the II World Forum of Local Economic Development, Foz do Iguaz , 29Oct - 1Nov 2013 ) ILO / ILO UN HABITAT
b ) Agenda scheduled : II Global Forum on Local Economic Development to be held from 29Oct 1Nov 2013 in Foz do Iguaz , Brazil World Urban Forum , Medellin April 2014 Meetings of the World Council of UCLG, CISDPDH Executive Bureau . Meetings
Monitoring and Contributions to Agenda Post2015 Follow the preparatory process towards HABITAT III
Wednesday 2nd October

08:00-19:00 09:00-10:30 09:00-10:30 09:00-10:30 09:00-10:30 10:30-11:00 11:00-13:00 13:00-14:30 14:30-15:30 Participant Registration UCLG Committee on Statutory Affairs (by invitation only) Caucus Eurasia UCLG Committee on the Mediterranean Political Council UCLG Committee on Social Inclusion, Participative Democracy and Human Rights Break EXECUTIVE BUREAU (Members only) Lunch OPENING CEREMONY
VENUE/Room
Htel Sofitel Htel Sofitel Alba-Maxima Htel Sofitel Salle Confrence Presse Htel Sofitel Jardin 2 Htel Sofitel Salle dbat Htel Sofitel Royale
15:30-16:00 16:00-16:30
16:30-18:30
Htel Sofitel Pavillon du Centenaire His Majesty the King of Morocco Mohamed VI, or representative Joan Clos, United Nations Under Secretary General, Executive Director of UN-Habitat, Founding President of UCLG, former Mayor of Barcelona Kadir Topbas, Mayor of Istanbul, Turkey, President of UCLG, member of the UN High Level Panel on the Post-2015 Development Agenda Fathallah Oualalou, Mayor of Rabat, Morocco, Host of the 4th UCLG World Congress, Vice President UCLG North Africa, President of the UCLG Committee on Local Finances Rabat hosts the 4th UCLG World Congress Centenary celebration Kadir Topbas, Mayor of Istanbul, Turkey, President of UCLG, member of the UN High Level Panel on the Post-2015 Development Agenda Mercedes Bresso, First Vice-President of the Committee of the Regions, Former Founding President of UCLG Joan Clos, Under Secretary General of United Nations, Executive Director of UN Habitat, Founding President of UCLG, former Mayor of Barcelona Bertrand Delano, Mayor of Paris, France, UCLG Founding President of Honor Daby Diagne, Founding Member of UCLG, former President of United Towns Organisation, former President of Louga Region, Adviser to the President UCLG Africa Alan Lloyd, Former Mayor of Swansea, Former Founding President of UCLG INTRODUCTORY PLENARY Hotel Sofitel Pabelln del centenario IMAGINE SOCIETY, BUILD DEMOCRACY: Tackling the major challenges of our era from our cities and regions
The introductory plenary will analyse major current and future challenges faced by local and regional governments throughout the world. This session will provide insight on the impact of important global shifts that are currently taking place throughout the world, in particular on the effects of political, economic, social and environmental crisis on towns, cities and territories. Are we facing irreversible rifts or simply periodical readjustments? In 2030, over 60% of the worlds population will live in cities. How can we face the challenges of increased urbanisation in all regions of the world? To what extent are cities, metropolitan areas and regions at the centre of todays problems while also being at the heart of their solutions as we address the big questions of our era over energy, the environment, policy, society and culture? The session will reflect on the impact of local democracy and retrace the contribution of the international municipal movement in the construction of local democracy throughout the 20th century and the reinforcement of decentralisation. It will also reflect on local democracy issues for the 21st century taking into account the impact of the Arab Springs and the recentralisation attempts in various regions.
What dimension should governance and democracy take in the Agenda of Cities and Regions for the 21st century? Important high-level figures will share their vision on all these issues. Keynote speaker: Roger Myerson, Nobel Prize for Economics winner, Professor at the University of Chicago Speakers: Omar Azziman, Councillor to the King of Morocco, President of the Consultative Committee on Regionalisation, Morocco Andris Piebalgs, EU Commissioner for Development, European Commission Lakshmi Puri, Deputy Executive Director, UN Women Khalida Sall, Mayor of Dakar, Senegal, President of UCLG Africa Xavier Trias, Mayor of Barcelona, Spain Moderator : Farida Moha Gala Dinner
20:00-22:00
Wednesday, October 2, 2013 Time 7:30 9:00 9:30 10:00 10:30 11:00 11:30 12:00 12:30 13:00 13:30 14:00 15:00 15:30 16:00 16:30 17:00 17:30 18:00 18:30 19:00 19:30 20:00 20:30 21:00 21:30 22:00
Description and Location FCM Delegate Breakfast UCLG committee on Statutory Affairs Hotel Sofitel, Alba-Maxima UCLG Committee on Social Inclusion, Participative Democracy and Human Rights Hotel Sofitel, Salle dbat BREAK EXECUTIVE BUREAU Hotel Sofitel, Royale Metro Vancouver will attend as observers
(by invitation only)
LUNCH OPENING CEREMONY Hotel Sofitel, Pavillon du Centenaire BREAK INTRODUCTORY PLENARY IMAGINE SOCIETY, BUILD DEMOCRACY Tracking Global Changes Hotel Sofitel, Pavillon du Centenaire FOSTERING WELLBEING PREPARATORY MEETING (18:40 or following the Plenary) Hotel Sofitel, Salle des Speakers (see map at the end of this document)
REGISTRATION
14:30
GALA DINNER
DRAFT FOR CONSULTATION @ 12 September UNITED CITIES AND LOCAL GOVERNMENTS FINAL DECLARATION OF THE IV UCLG WORLD CONGRESS Imagine Society, Build Democracy Rabat 4 October 2013 1. We, mayors and representatives of towns, cities, local and regional governments the world over, from small, medium-sized and large towns and cities, from metropolitan areas and regions, at the service of rural and urban communities, come together from the 1st to the 4th October 2013 in Rabat, the Kingdom of Morocco, on the occasion of the 4th World Congress of United Cities and Local Governments. Celebrating the centennial of the creation of the Union Internationale des Villes, its contribution to local democracy and the strengthening of local authorities on the global scene, in particular through its decisive role along with the United Towns Organisation and Metropolis in the foundation of UCLG in 2004. Confirming that the founding values of peace, dialogue, and understanding among peoples and cooperation between local authorities are as relevant today as ever. Concerned by the crises and armed conflict affecting numerous regions throughout the world and by the pressures on the planet resulting from the effects of climate change, food insecurity, lack of housing, poverty and social exclusion that compromises our ability to imagine the future and build democracy. Witnessing the manner in which the global crisis continues to impact on our societies in an unequal manner and in which, although not at the origin of this crisis, local authorities in many regions, in particular in Europe, are directly facing the consequences of budget restrictions that have a direct effect on the access of the poorest to basic services and employment and lead them into a spiral of exclusion and poverty. Recognising the need to unite efforts with all partners, in particular with the United Nations, to promote peace in the world and to define an international agenda that will help overcome the current situation in which half of humanity cannot benefit from the adequate living conditions.
2.
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Call for a world at peace 7. Affirming the unquestionable political role of local authorities, as effective promoters of peace and dialogue among peoples.
Call for inclusive, participatory and just societies 8. Assessing with satisfaction that the democratic revolutions highlighted during the Declaration of the Jeju Congress in 2007 continue to extend in all regions of the world, mindful that the local sphere is where these democracies are built and aware that forms of citizen participation are multiplying and becoming more diverse, in particular in decision making.
9.
Conscious that the major upheaval that the world has undergone since the last Congress in Mexico City in 2010 has brought not only instability but also hope to certain regions of the world. Taking note of the quest led by young people in many regions in pursuit of their rightful place in democratic societies. Convinced that democracy is built at local level and that in the future the centralised models that we have previously known must be transformed. The local level can best renew the social contract between citizens and public authorities as they are best placed to understand the needs of communities. States are far removed from the daily needs of citizens and increasingly limited by the constantly changing global economic and financial environments. Encouraged by the experience of the MDGs in which it was proven that important progress is made where local and regional authorities are involved in the implementation. It has been broadly demonstrated that results are not as satisfactory in cases where the principle of subsidiarity is not applied. Convinced, as shown in the Third Global Report on Decentralisation and Local Democracy, GOLD III, that investing in basic services should be a priority as it reduces inequalities and contributes to development.
10. 11.
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Call for a life of dignity for all 14. Committed to playing our role in overcoming the current crisis, to innovating and revitalising the economy and creating employment in order to meet the increasing demands of essential services for all. Recognising this doubly historic moment for UCLG and its members, namely: the assessment of progress of the Millennium Development Goals, and the rapidly approaching Third United Nations Conference on Housing and Sustainable Urban Development Habitat III that will take place in 2016 marking a new phase in Development in which towns, cities and regions must play a decisive role. Highlighting the commitments made during the previous World Congresses, through which towns, cities and regions have affirmed themselves as essential actors in reaching the Millennium Development Goals, and welcoming the increasing recognition of our World Organization before the United Nations, demonstrated by the participation of the President of UCLG in the High-Level Panel on Post 2015. Concerned that despite substantial advances, certain Millennium Development Goals (MDG) will not be achieved, such as sanitation, and in certain regions, like Sub-Saharan Africa and South Asia, these goals are accumulating worrying delays as we see inequalities deepen and become more urbanized around the world. Conscious that over the next 20-30 years, demographic growth will largely take place in cities, where one and a half billion new citizens will need to be accommodated.
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Call for a true global partnership
19.
Noting the important progress made through the recognition of the role of local authorities in international policies such as the results of the Conference of the Parties in Cancun, the Rio +20 Declaration, the work on the High Level Panel for the Secretary General of United Nations, or the Communiqu of the European Commission on local authorities that requests, the allocation of increased selfgovernance to local authorities in partner countries. Despite this undeniable progress, the reform of the international institutions, which should provide local and regional authorities the place that will allow them to contribute to the agenda, is not sufficiently advanced. our associations, and we, local and regional
Through this Declaration authorities, commit to: I. 20.
Continue our mobilization by maintaining the values that unite us. In the international context of crises and conflict and at a time of democratic development, we wish to place peace and development at the centre of our action, to contribute to renewing democracy from the local level up and to engage with the youth to associate them in the development of their towns, cities and territories. Take determined steps toward the formulation of the Agenda of Towns, Cities and Regions of the XXI century. In December 2012, during the VI Africities Summit, held in Dakar, and in the framework of the UCLG World Council, cities and regions recognized the need to create the Agenda of Towns, Cities and Regions of the XXI century in order to reflect the shared values that unite UCLG members and partners in the lead up to Habitat III. They also recognized the need to develop the international strategy of local and regional authorities in the implementation of the Development Agenda and ensure the promotion of concrete local solutions that are adapted to the challenges of our era.
II. 21.
III. Become a recognized partner and of the United Nations system. 22. We request full participation of local governments in all significant processes of international decision making and call for a more inclusive global governance structure that involves non-state actors in decision making. We request that the international bodies consider local and regional authorities as a sphere of government and a full partner. We ask that the United Nations accord our Organization observer status within the General Assembly to increase our contribution to all policies of the United Nations system. We encourage ECOSOC to follow its inclusive reform process that allows Major Groups and sub-national governments to play a full role. We suggest that the Third United Nations Conference on Housing and Sustainable Urban Development Habitat III in 2016 be an inclusive process engaging all stakeholders and building on the recommendation of the II World Assembly of Cities and Local Authorities. We commit to actively contributing to the preparation of the UN Conference by ensuring the consultation of constituencies led by local and regional authority
23.
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organizations through the Global Task Force of Local and Regional Authorities for Post 2015 and towards Habitat III. IV. 26. Build one single Global Agenda for Sustainable Development Post-2015. We call for one single Global Agenda for Sustainable Development Post 2015, bringing together the objectives of eliminating extreme poverty and contributing to prosperity and sustainable development. We consider the reduction of inequalities, facilitating of cohesion between territories and the promotion of governance and local democracy are key elements of this agenda. Inclusion, equality and access to essential services, to decent work, to culture mindful of the environment should be essential elements in the sustainable future for all. The new agenda should furthermore include specific goals for Sustainable Urban Development. We assert that in order to increase the possibility of success, the Post 2015 Development Agenda should further advance in the localisation of its goals, targets and indicators, and define the necessary means to ensure their implementation. We, local and regional authorities the world over, undersign this declaration with renewed ambitions for the work that our movement must promote for the next 100 years and starting now in the streets of our villages, cities and towns.
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EXECUTIVE BUREAU
2013
2 October 2013 Rabat, Morocco
RABAT 2 OCTOBER 2013 11:00-13:00 SALLE ROYALE-HOTEL SOFITEL
EXECUTIVE BUREAU
DRAFT AGENDA
1. 2. 3. 4. 5. 6. 7. 8. Adoption of the Agenda Report of Lyon Executive Bureau Policy Focus and Proposals Proposed Focus of the GOLD IV Report Draft Summit Declaration Amendment Process UCLG Committee of Honour and UCLG Distinctions Report of the Financial Management Committee Membership Requests
RABAT, 2 OCTOBER 2013

11:00-13:00
EXECUTIVE BUREAU Item 2

For decision
REPORT OF LYON EXECUTIVE BUREAU

Summary and recommendations
The UCLG Executive Bureau took place in Lyon (France) and was organized jointly by the City of Lyon and the Rhne-Alpes Region. The meetings gathered around 270 participants from 37 countries. The meetings included the second edition of the Forum of Regions, a meeting of the Resource Mobilization Group and a briefing on the Global Taskforce of Local and Regional Governments for Post2015. The meeting of the UCLG Executive Bureau was opened by the President of the Rhne-Alpes Region, Mr. Jean-Jack Queyranne, the Deputy Mayor of Lyon, Mr. Jean-Michel Daclin, and the Mayor of Rabat, Mr. Fathallah Oualalou. The statutory session was chaired by Mr. Ted Ellis, Mayor of Bluffton and Treasurer of UCLG, and by Dr. Wolfgang Schuster, President of CEMR and Vice-President of UCLG. The statutory session of the Executive Bureau was preceded by a policy debate dedicated to Local and Regional Governments in the Global Agenda and was moderated by journalist Alex Taylor. The Executive Bureau is invited to: 1. Adopt the detailed report of the meeting
DETAILED REPORT OF THE UCLG EXECUTIVE BUREAU 7 JUNE 2013, LYON

INTRODUCTION 1. The statutory session of the Executive Bureau was preceded by a policy debate dedicated to Local and Regional Governments in the Global Agenda and was moderated by journalist Alex Taylor. It was opened by Mr. Jean-Jack Queyranne, President of the Rhne-Alpes Region, Mr. Jean-Michel Daclin, Deputy Mayor of Lyon and Mr. Fathallah Oualalou, Mayor of Rabat. 2. The statutory session was chaired by Mr. Ted Ellis, Mayor of Bluffton and Treasurer of UCLG, and by Dr. Wolfgang Schuster, President of CEMR and Vice-President of UCLG. 3. The President of UCLG had previously presented his regrets as he was recovering from back surgery and was be unable to travel until July. The Chairperson wished him a speedy recovery on behalf of the Executive Bureau. Other members of the Presidency presented their regrets due to agenda issues. 4. The Executive Bureau observed a minute of silence and paid homage to Pierre Mauroy, former French Prime Minister, former Mayor of Lille and founding father of UCLG, who passed away at the age of 84. Numerous members of the Executive Bureau recalled his instrumental contribution to the international agenda of local authorities and to the creation of UCLG in particular. ITEM 1: AGENDA 5. The agenda of the meeting was adopted without comments. ITEM 2: REPORT OF THE DAKAR EXECUTIVE BUREAU 6. The report of the Executive Bureau, held on December 2012 in Dakar was adopted without comments. ITEM 3: RABAT SUMMIT: STATE OF PREPARATIONS 7. The UCLG World Congress and Second World Summit of Local and Regional Leaders will take place in Rabat, Morocco, from Tuesday 1 to Friday 4 October 2013. Special efforts are being made to make the Congress inclusive and extend it beyond UCLG and its membership. The Summit should include the private sector, civil society representatives and development partners. 8. Mr. Oualalou, Mayor of Rabat, took the floor to give an overview of the state of preparations for the UCLG Summit in Rabat. He recalled that the association Rabat 2013, especially created to deal with the Summit preparations, is fully operative and deals with three main dimensions: communication, including the creation of a special Website for the Congress; the research of new partners of the City of Rabat to support the Summit; and logistical preparations. Mr. Oualalou calls on the Regional Sections to provide specific efforts to mobilize their members and networks in order to guarantee the greatest possible participation in the Congress. 9. Members were called to register in a timely fashion to benefit from lower registration fees and superior hotel accommodation.
ITEM 4: CULTURE IN THE UCLG AGENDA 10. Ms. Cullen, Deputy Mayor of Lille Metropole and Chair of the Culture Committee, presented the important role of UCLG in promoting culture in the global development agenda, building on the work of the Culture Committee. In 2004, UCLG adopted the Agenda 21 for Culture, the first worldwide document establishing principles and commitments by cities and local governments for cultural development. It further adopted, during the third World Congress in Mexico in 2010, the Policy Statement Culture: the Fourth Pillar of Sustainable Development. This Statement advocates for the dimension of culture to be added to policies aimed at sustainable development, in addition to economic growth, social inclusion and environmental balance. 11. Nevertheless, despite the important achievements in the UN Conference on Sustainable Development Rio+20, recognizing local and sub-national authorities as key partners in sustainable development, the role of culture as pillar for development was insufficiently reflected. The next step for the Culture Committee will be the revision of the Agenda 21 in order to make it more relevant to the current realities and more crosscutting. Culture has to be envisaged as driver and enabler of development. 12. Ms. Cullen also recalled that work would be conducted to include culture in the post-2015 agenda as a specific objective. 13. Mr. Zapata, representing the City of Mexico, Co-chair of the Culture Committee, took the floor to inform that the newly elected Mayor of Mexico confirmed his will to maintain the citys position as Co-chair of the Committee. Mexico City will thus promote an Award for Culture that will be defined in the coming months and officially launched in the World Congress in Rabat. ITEM 5: SOLIDARITY WITH SYRIAN LOCAL AUTHORITIES 14. Faced with the dramatic situation in Syria and in response to requests from local governments coping with the influx of refugees, the Middle-East Working Group decided to undertake a solidarity initiative. Mr. Gallet, Director General of United Cities France (CUF), presented the report of the assessment mission that took place in March, aiming at visiting local and regional authorities that welcome Syrian refugees in Lebanon, Jordan and Turkey. Under the auspices of the President of UCLG, elected representatives from French, Turkish and Dutch local and regional authorities participated in the field visits, along with local practitioners from national associations. 15. Mr. Gallet suggested a UCLG mechanism to be created, possibly to develop an advocacy programme to approach international stakeholders and donors that do not necessarily know the local governments. UCLG could thus be the intermediary and have a coordination role, along with other multilateral organisms. 16. The Syrian situation is not the first crisis situation that UCLG members have addressed, as several members recalled. Mr. Elong-Mbassi also celebrated the initiative of the Middle-East Working Group, stressing that the response of UCLG in light of such events should be systematic. He also recalled the importance of maintaining the memory of what had been done previously, highlighting that the idea of creating a Resource Centre of Local Governments Capacities had already been raised by the President. 17. Several participants reminded of situations like the war in Kosovo, the Tsunami in Asia and the earthquake in Haiti, which also mobilised the membership of the World Organization. Mr. Vrbanovic stressed that the situation of Haiti, when members mobilized as a coordination role under UCLGs umbrella, could be the basis to build an emergency protocol. Mr. Schapira added that, in view of these disasters, the role of UCLG had to focus on rebuilding the social fabric via the support to local governments, refraining from direct humanitarian support that can be better undertaken through NGOs or international organizations with that specific mandate. The
idea that local governments have a role to play in the reconstruction after disasters met general approval among the audience. 18. Mr. Rehwinkel proposed to investigate further the concept of a Centre of Disaster Preparedness, based on the experience of local governments and relating to other existing initiatives in order to be able to react jointly and efficiently in times of emergencies. The know-how of UCLGs network must be put to good use. 19. Mr. Julien-Laferrire recalled that citizens first turn to their local elected officials in case of crisis. UCLG cannot take part in the international debates and be a counterpart for the international community without answering the local needs of the citizens we serve. 20. Bureau Members further stressed that any activities undertaken should be done in close consultation with the World Organization, taking into account its financial and human capacities. Decision:
Driven by the interest in these events and the conviction that, regardless of the conflict or crisis, recovery starts by re-establishing local governments, the Executive Bureau agreed to mandate the Mayor of Groningen to act as rapporteur on this topic and explore possibilities of establishing feasible mechanisms, such as response protocols or facilities.
Due to the Istanbul representatives schedule constraints, members of the Executive Bureau agreed to change the order of the Items and proceed with Item 10 directly. ITEM 10: REPORT OF THE COMMITTEE ON STATUTORY AFFAIRS 21. Councillor Tansel Kaya, representing President Topba, reported on the work carried out by the Committee on Statutory Affairs and brought its recommendations before the Executive Bureau. 22. The Committee received the report of Vice-President Bernard Soulage, Rapporteur of the UCLG Working Group on Regional Authorities, concerning the collaboration with ORU-FOGAR and strengthening the role of regional authorities in UCLG. It was recommended to continue with the Roadmap agreed by the UCLG-FOGAR Presidents in the summer of 2012. Important progress was made in terms of international visibility and joint organization of meetings. The Committee on Statutory Affairs encouraged a decisive step to be undertaken in the establishment of a UCLG Section for Regional Authorities. Decisions: The Bureau decided to follow the roadmap agreed between the Presidents of FOGAR and UCLG. In this context, members agreed to make an amendment to the UCLG Constitution to enable the creation of a Section of Regional Authorities. Transitional arrangements are to be defined to ensure contribution of FOGAR to UCLG over 2014 and transitional political representation for the 2013-2016 period. Sections are encouraged to ensure appointment of regional authorities to the governing bodies.
23. The Committee on Statutory Affairs examined proposals for the improvement of the organizational effectiveness of UCLG and the ownership of UCLG activities and decisions by the members and leadership. The Committee concurred with some of the concrete proposals made, such as: (a) assigning concrete tasks and mandates to members of the Presidency, (b) defining strategic Committees and Working Groups whose activities would be in line with the Strategic Priorities of the Organization, while continuing to promote Communities of Practice, and (c)
creating an Advisory Group of Development Partners. 24. The Committee was favourable to ensuring an open process and applauded the idea of starting an interactive process that will take into account an evaluation of the current state of affairs of UCLG and the changing environment of international networks comparable to the World Organization. 25. Several representatives of the Bureau shared their concerns related to the limited number of elected representatives at the meetings in Lyon. The Mayor of Nouakchott underlined the worrying lack of interest of local elected officials for UCLGs functioning and stressed that the World Organization must be a clear tool for cities and provide its members with a concrete expertise. Mr. Gallet suggested reviewing the frequency of the meetings and the overall effectiveness. Decisions: The Executive Bureau agreed to start an inclusive process to examine the organizational effectiveness and ownership of UCLG through an interactive workshop with key members by the end of the year. The Executive Bureau agreed to mandate the Secretariat to start exploring possibilities for implementation of the recommendations of the Committee on Statutory Affairs, presented above.
26. As per the decision of the Dakar World Council, the Committee had been exploring possibilities to award a Peace Prize that would stimulate local governments to develop peace initiatives in their own communities and promote a culture of peace. The Peace Prize would be received by local governments or local government leaders who have helped local governments in conflict areas in the quest for peace and justice or who have worked to prevent or overcome conflicts within their own community. It would be awarded in 2014, organized in cooperation with MasterPeace, an innovative, bottom-up initiative whose goal is to actively involve people in peace-building. They are experienced campaigners and have a strong track record in organizing successful festivals and other activities. Decision: - The World Secretariat and the Committee on Development Cooperation and City Diplomacy are mandated by the Executive Bureau to further define the modalities and sustainability of the Award, in view of a decision to be taken in Rabat. 27. The Florence World Council in 2011 agreed to create a Group on Resource Mobilization to evaluate the financial stability of the Organization and identify the potential bottlenecks in fund raising. The Group was further requested to make an assessment of the current state of membership collection and mandated to make recommendations addressing challenges such as unbalanced collections and potential loss of membership fees. 28. The Committee on Statutory Affairs received the report from the Group and recommended: signing Agreements with each Section, following the shared proposal, in order to define in a more transparent way the general division of tasks and mutual responsibilities between the World Secretariat and the Sections; Safeguarding the membership base of the Organization by continuing the existing membership arrangements with those Sections that present stable collection of fees and proposing to find as soon as possible alternative specific membership models in those Sections where more challenges are encountered, namely: NORAM, Eurasia, FLACMA and MEWA; Developing joint membership campaigns among Sections and calls for solidarity among the different parts of the Organization; Continuing the work of the Corporate Partnership Program.
Decisions: The Executive Bureau adopted the following recommendations made by the Committee on Statutory Affairs: - To sign Agreements with each Section; - To safeguard the membership base of the Organization by continuing the existing membership arrangements with those Sections that present stable collection of fees and finding alternative membership models in those Sections where more challenges are encountered, namely: NORAM, Eurasia, FLACMA and MEWA; - To develop joint membership campaigns among Sections calling for solidarity among the different parts of the Organization; - To continue the work of the Corporate Partnership Program. 29. The Presidency, Treasurer and Governing Bodies of UCLG will be elected on the occasion of the UCLG World Congress in October in Rabat. The Committee was informed on the state of candidatures for the leading posts of the Organization. Some members called for a reduction in the bureaucratic requirements of presenting nominations while others stressed the need to ensure that nominees were not only acquainted with but also willing to fulfill their duties as member of the UCLG Governing bodies and to invest time and resources in international activities. 30. Furthermore, the lack of women candidates highlighted the necessity to strictly apply the 20% rule in the composition of the World Council and implement the recommendation to include the Chairperson of the Standing Committee on Gender Equality in the Presidential Team as exofficio member. 31. Mr. Vrbanovic took the floor to share a motion proposal that was unanimously agreed upon during the meeting of the Gender Equality Standing Committee the day before, consisting of having the Chair of the Gender Equality Committee become, not only an ex-officio member but a full member of the Presidential Team. 32. Mr. Woods then shared the second motion that was formulated during the same meeting, aiming at accelerating the presence and enhancing the visibility of women in the UCLG decision making bodies. Commissions and Working Groups of the World Organization should include two Co-Chairs one female and one male representative and chairing of meetings should be equally divided among female and male representatives. This proposal should be effective as from the new mandate of the World Organization. 33. A debate followed, a majority of members agreeing with the first motion and stressing the importance of increasing womens participation in the life of the Organization. Ms. Cullen reminded that the Committee she chairs has one female President, one female Co-president and two male Co-presidents, giving thus an example of true gender balance. 34. Mr. Vallier recalled that the European Section has a rule of a 40% minimum representation of each gender that could be implemented at the international level. 35. Mr. Schapira underlined that, in the aftermath of the International Conference of Local Elected Women in Paris, there also was an agenda still to implement. 36. Mr. Braouezec suggested conducting an investigation to identify Women Mayors throughout the world, in particular in small-size cities or peripheral cities. Decisions: - The Executive Bureau approved the first motion and decided that for the period 20132016, and regardless of the presence of another female candidate for the Presidency, the Chair of the Standing Committee should be able to exercise full functions in the UCLG Presidency.
Upon general agreement, it was acknowledged that there was not enough time to implement the second motion for Rabat and it was proposed to bring this recommendation to Rabat and encourage its implementation.
37. The necessity to guarantee a balance between the different types of local government members was also highlighted. The nomination of direct members should be actively encouraged. Inclusion of regional authorities was also highly recommended. Finally it was recommended that the visibility of International Organization members, such as ATO and AIMF, as members of the World Council should be highlighted. 38. National Associations and Regional Sections expressed their difficulties in complying with the existing deadline of 22 June as it conflicts with their own electoral processes. A general call for prolongation of the submission period was made, on condition of full compliance with documentation related to nominations. Decisions: - As per recommendation of the Committee on Statutory Affairs, the Executive Bureau agreed to postpone the deadline for submission of nominations to the Governing Bodies to 31 July. - The Bureau agreed to maintain the current deadline for the presentation of candidatures to the Presidency and Treasurer of 20 June. Letters should reach the Secretariat by 20 June. Supporting documentation can be completed at a later date but before 15 August to enable evaluation of candidatures at the Extraordinary Meeting of the Committee on Statutory Affairs. - The Secretariat was mandated to explore possibilities allowing International Organization Members, such as ATO and AIMF, to play their full role in the Organization. ITEM 6: ACTIVITIES UPDATES 39. The activities report, summarizing the work done by the World Organization in the past six months (since the UCLG World Council in Dakar) received no specific comments. ITEM 7: 3RD GOLD REPORT: ACCESS TO BASIC SERVICES: UPDATE ON PROGRESS 40. Mr. Elong Mbassi presented the update on the Third GOLD Report, starting by informing that the draft regional reports had been finalized in the first half of 2013 and submitted to the GOLD III Steering Committee. A round of consultations further took place by way of 10 Workshops involving local leaders from over 80 countries. The consultations took place in close collaboration with UCLG Sections in Africa, Latin America, Asia-Pacific, Eurasia and Europe. Revised versions of the reports will be presented to the GOLD III Steering Committee in Barcelona on 4-5 July 2013. 41. The Report is due to be presented at the Congress in Rabat and published in 2014, coinciding with the international assessment of the achievement of the Millennium Development Goals. GOLD III should serve as basis to define the local and regional government agenda in view of the Post 2015 and Habitat III debates. It aims at illustrating the fundamental role that local governments play in eradicating poverty, addressing inequality and providing wellbeing for populations. It should further help us define the key transformative elements that should integrate the new development agenda. 42. Mr. Elong Mbassi also reminded that the role of the regions remains unequal and called all Regional Sections to participate more actively in the Global Report.
Decision: Members are called to contribute to the dissemination and promotion of GOLD III and encouraged to use it as an advocacy tool during debates on the Post MDGs Habitat III Agendas. ITEM 8: UPDATES ON THE INTERNATIONAL POLICY PROCESSES: POST RIO, POST 2015, HABITAT III 43. Mr. Hubert Julien-Laferrire took the floor to give an overview of the main international policy processes UCLG has been focusing on. Currently, the international community is dealing with four main international debates that will structure the global development agenda for the coming decades: the UN Development Agenda Post-2015 proceeding of the Millennium Developments Goals review, the Sustainable Development Goals (SDGs) issued from the Rio+20 outcomes and the shaping of the new urban agenda of the United Nations to be agreed at the Habitat III Conference. The climate change negotiations are also running in parallel with a new agreement to be adopted in 2015. Lastly a topic that will need to gain momentum and will be of key importance for local authorities is the Follow up of the Monterrey Consensus on Financing for Development. 44. As those new agendas are very closely related to the work and daily responsibilities of local and regional authorities, UCLG is closely following the discussions and trying to influence the policy debates by facilitating the amalgamation of all the different voices of local and regional governments in the Global Taskforce of Local and Regional Governments for Post 2015 and towards Habitat III. 45. Four major achievements were acknowledged and will mark the UCLG agenda for the coming mandate: 1. The acknowledgment in the Rio+20 Policy Documents as specific stakeholders. 2. The inclusion of decentralized cooperation in the agenda of the United Nations Development Cooperation Forum and the recognition in the Communiqu of the EU as development actors. 3. The inclusion of local authorities in the Advisory Board of the UN Economic and Social Council. 4. The results obtained by President Topba in the High Level Panel Post 2015 and recognition of the Global Taskforce as interlocutor for local and regional governments. Decisions: The Executive Bureau called on members to get involved and ensure political representation in facing the increasing demands that the above achievements would entail. - The Bureau further called for the definition of our own agenda that will guide our inputs for the international agenda. UCLG should be proactive and not only reactive. - Political representation should be organised before the UN General Assembly in New York in September (24) and before the Open Working Group in December (16). A full calendar of events will be shared with members as soon as it is available.
ITEM 9: REPORT OF THE FINANCIAL MANAGEMENT COMMITTEE 46. Mr. Ellis, Treasurer of UCLG, reported before the Executive Bureau. The Financial Management Committee, which met the day before, noted the state of accounts and anticipated a break-even outcome at year end. The Committee noted that the Secretariat carefully monitored the implementation of the 2013 budget and celebrated the increase in the Corporate Partner Program that would be utilized to offset the loss of the grant from the Catalan Government due to general public cuts. 47. The UCLG Treasurer underlined the concern of members due to the declining trend in fee collection. A set of recommendations to address this situation is referred to under the reporting of the Resource Mobilization Group. 48. The Bureau was informed that the Auditors certified the accounts without reservation.
Decisions: - The Bureau approved the annual accounts at 31 December 2012 and agreed to allocate 20% of the financial-year surplus (31.21 ) to voluntary reserves and to carrying over the remaining balance (1,240.85 ). - The Bureau gave final discharge to the Presidency, Treasurer and Secretary General for the year 2012. ITEM 11: MEMBERSHIP REQUESTS 49. The Bureau was presented the new requests for membership. No particular comment was made. Decision: The Executive Bureau approved the list of membership requests. ITEM 12: SELECTION OF VENUE FOR 2014 UCLG EXECUTIVE BUREAU 50. The Executive Bureau welcomed the candidature of Liverpool to host the 2014 Executive Bureau and welcomed the opportunity to participate in the International Festival for Business that the City will be celebrating during that period. 51. The Executive Bureau confirmed the decision to hold the 2014 World Council in Haikou. Decisions: - The initial dates proposed for the 2014 Executive Bureau in Liverpool are 17 to 19 June. - The World Council will take place in November 2014 (dates to be defined). - Porto Alegre was confirmed as host for the Executive Bureau in 2015. 52. The membership was called to attend the General Assembly and World Congress in 1-4 October 2013 in Rabat.
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11:00-13:00

For decision
POLICY FOCUS AND PROPOSALS

Summary and Recommendations
The focus areas of UCLGs work are usually defined in consultation with the members. They emanate from the direct proposals of the leadership and from priorities identified in the international agenda. As exposed in the work plan to be adopted by the World Council, the 2013-2016 mandate will continue to be marked by the financial crisis and a rapidly changing environment that will ask our membership to reinvent themselves, to find new solutions to provide to the citizens they serve. Equally UCLG will also need to innovate while deepening some of the work that has already been started. This item will provide the opportunity to members to report on work done in the following areas: 1. 2. 3. 4. 5. 6. 7. 8. Intermediary Cities presented by the Committee on Strategic Planning Local Government Disaster Facility presented by the Mayor of Groningen ISO policies presented by the German delegation Walking Audits presented by the Committee on Mobility Peace Prize presented by the Committee on Development Cooperation Culture Award presented by the City of Mxico Urban Innovation presented by the City of Guangzhou 2014, Year of the Twinning presented by the Eurasia Section
The Executive Bureau is invited to: 1. 2. Take note of the proposals; Adopt recommended ways forward.
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11:00-13:00
EXECUTIVE BUREAU Item 3.1

For information
INTERMEDIARY CITIES: URBAN STRATEGIC PLANNING AGENDA 2013

More than 50% of the urban population lives in cities with less than 1 million inhabitants. Many of them create unique relationship between rural and urban areas. Playing the role of urban-rural mediators, they are increasingly being recognized as intermediary cities. The intermediary cities were for a long time separated from experience-based knowledge exchange in planning. As their local governments need to prepare for rapid urban growth or change, they will face, they need more attention. Governments, particularly local and regional governments, need to join forces to address the gaps and needs of urban planning through a greater understanding of the challenge and perspective of local governments. The Committee on Urban Strategic Planning, its cities, associations and regions, with the support of Cities Alliance, the government of Norway and European Commission and other UCLG Committees has been consulting local leaders through city to city cooperation and workshops on the role and challenges of intermediary cities. Documentation is available for members. Moreover, a Frame Document has been developed with inputs from over than 40 researchers and practitioners. The Frame Document is to be discussed within UCLG and will conclude with policy recommendations for planning and financing sustainable development of intermediary cities. The Executive Bureau is invited to: 1. 2. Take note of the progress and encourage members to get engaged in this file. Provide feedback to the frame document before the next Executive Bureau
Background 1. International institutions, including the UN Habitat, the International Labour Organization OECD the World Bank, and Cities Alliance, increasingly recognize the importance of medium sized and small cities in the process of urbanization and in the regional sustainable development. In many regions, the Intermediary cities lack on research, data, recognition and resources inadequate to the population they serve, often living in rural territories.
2.
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3. 4.
Intermediary cities have opportunities for new forms of rural urban partnerships, new patterns of growth and land use and new modalities of transport and new economic relations. Intermediary cities local and regional governments are closely connected and the development of the territories is highly dependent on good coordination, joint planning and solidarity. While some continents have built their development on these bases, there is still to be done in many parts of the world.
Summary of the first policy finding and recommendations Building new and innovative forms of urban-rural partnerships, governance and leadership should be a priority theme for the i-Cities planning and further agenda. Strategic and spatial planning and financing instruments should be used to guide sustainable development that better suits cities particular conditions. New indicators are required to define planning and financing priorities. National planning and financing for urban development is focused on indicators such as the size and the economic performance. The review should take into account the differences in national urban system by involving other indicators. Enhancing the role of Local social and Economic development through planning adapted to the reality of the territory. In particular the implementation of the concept of the economy of proximity is beneficial to i-Cities socio-economic conditions.
Knowledge, that is currently accessible to i-Cities, can be strengthened. Therefore we encourage international community, networks and partners to facilitate solution and evidence-based knowledge exchange between global i-Cities. Outlook 5. The immediate outcome of the work developed will related to planning in Intermediary cities. It is however proposed that the future agenda will also cover other aspects which are key to the development of intermediary cities and that other parts of the network of UCLG, such as FMDV, will pay attention to this topic. Addressing the needs of intermediary cities is proposed to become a strategic area of work within the global organization in close collaboration with Local Government Associations and regional authorities.
6.
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11:00-13:00

For decision
LOCAL GOVERNMENT DISASTER PREPAREDNESS AND RESPONSE FACILITY

Disasters are a concern for all countries and are growing in terms of people affected and economic losses. The number, scale and cost of disasters are increasing mainly as a consequence of growing populations, environmental degradation, unplanned settlements, expanding and ageing infrastructure, growing assets at risk, and more complex societies. By 2050 it is expected that the number of megacities in the world, many of which are located in exposed coastal zones or river plains, will have increased by a third. A changing climate will increase the risks for many regions. The Syrian refugees crises, the war in Kosovo, the Tsunami in Asia and the earthquake in Haiti to mention a few, have mobilised the membership of the World Organization. Driven by the conviction that, regardless of the conflict or crisis, recovery starts by re-establishing local governments, the Executive Bureau agreed to mandate the Mayor of Groningen to act as rapporteur on this topic and explore possibilities of establishing feasible mechanisms, such as response protocols or facilities. The Mayor of Groningen will report back to the Bureau as mandated, presenting the main findings of his mission. This document presents the key issues to be considered by the Executive Bureau in order define a way forward on this topic. The Executive Bureau is invited to: 1. Take note of the report presented; 2. Confirm the importance of subject and the interest in developing UCLG capacity; 3. Call UCLG interested members to support the initiative; 4. To appoint a special representative to further work on the modalities of the mechanism, its financing, mandate and requirements for implementation. 1. Over the decade 2000 2010, 400 recorded disasters accounted for 98.000 deaths and affected more than 226 million people on average each year. In total, 1.077.000 people lost their lives while 2.4 billion people were affected by disasters during the decade. Moreover, disasters cause major economic impact. The economic losses from disasters over the past 30 years are
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estimated at 3.5 trillion US dollar. Over the past ten years, the average material damage as a result of natural disasters was 66 billion Euro per year. 2. The relevance of this topic is therefore unquestionable and the direct relation with the mission of UCLG is also clear. 3. The scope and implications of such an initiative will need to be carefully considered and building on the report brought forward by the Mayor of Groningen and VNG International. The Bureau is requested to consider the following questions: 4. Is there enough demonstrable support from UCLG membership? Working at the local government level is about prioritizing. As a consequence the same goes for agenda setting within UCLG. In order for the Facility to be successful, it has to be demonstrated that it caters a distinct need. It should be supported from members in different regions answering a global need and implying important dedication both at political and technical level. 5. What exactly will be the scope of the mechanisms The Bureau has expressed concern about the potential areas of work. Clarity will need to be sought about the type support mechanisms that can be offered. The Executive Bureau has emphasized in the past that it would not be the role of UCLG to act directly on humanitarian support. We will need to explore the relations with initiatives such as ICLEIs resilience cities initiatives. We will further need to establish the focus of the facility offering technical support, training, advocacy 6. What are the technically considerations to establish such a mechanism Several scenarios are possible and should be considered. Furthermore the financial feasibility of the facility will need to be defined as well as the legal implication. 7. The report of the Mayor of Groningen which is available to the members in a separate annex, provides initial answers to the above questions and also his conclusions and ideas on the matter. Given the important implications, both political and technical, of the proposal members will be requested to provide feedback and participate actively in the discussions.
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11:00-13:00

For decision
ISO NORMS AND IMPACT IN LOCAL AUTHORITIES

The German Association has requested including an item in the Executive Bureau related to the work of the ISO-Technical Committee 268 "Sustainable development in communities".
The standardization touches urban infrastructure, worldwide quality of life indicators that benchmark cities and new forms of management system standards for municipalities.
Enclosed you will find a letter related to this topic form the German Association making reference to the impact that the work of this Committee will have in the work of local authorities. The Executive Bureau is invited to: 1. 2. Take note of the presentation made by the German representative; Decide on the way forward.
1. The German delegation proposes the Executive Bureau to pronounce itself on this matter. 2. The following draft statement has been proposed. In view of the ongoing standardization procedures led by the ISO-Technical Committee 268 "Sustainable development in communities" the UCLG executive committee states that standardization should solely be effected on a technical and natural science basis. However, when it comes to quality standards and societal values, we strictly refuse any approach in that direction. Hence, we reject the plans to standardize the content, procedures and/or process of urban development planning and respect the diversity of local priorities.
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Subject: ISO-Technical Committee 268 Sustainable development in communities
Dear Sir or Madam, This letter is signed by representatives of the German associations of counties, cities and communities, the GdW German Federation for housing and real estate enterprises and the Federal Chamber of engineers, architects and urban planers in Germany. Overall we represent the German population in 11.000 cities and communities. Also represented are 3.000 real estate companies, 43.000 engineers, 125.000 architects and 5.000 urban planers. Our general point of view is that standardization should solely be effected on a technical and natural science basis. This means that standardization should solely comprise minimum standards which are necessary to prevent people from dangers to life and health. However, when it comes to quality standards and societal values, we strictly refuse any approach in that direction. Therefore, we reject any plans at international, European and national level to standardize the content, procedures and/or process of urban developing planning. We see these activities clearly as driven by lobbies which are not democratically mandated to set objectives and indicators for a sustainable urban development. In regard to contents we concur with the Federal Ministry of Transport, Building and Urban Development. The intention of the application with regards to Global City Indicators is that municipalities are to be evaluated and compared via an internet platform. Hitherto, 245 cities have registered worldwide, but in total just a few European cities. This set of indicators is politically and socially not balanced.
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-2A reference framework for European sustainable cities (RFSC) has already been developed with a broad participation from European governments, cities and experts. We would like to suggest to present the RFSC at the next TC Meeting at Bornholm in July by Mr. Andr Mller (Federal Institute for Research on Building, Urban Affairs and Spatial Development), who represents the national support group in Germany. Because there is already an existing reference framework for European sustainable cities (RFSC) we cannot support the application for the Global City Indicators. We also see methodical deficiencies as the application on Global City Indicators will hardly be able to reach the self declared aim to survey the quality of living of the cities. Just to give you a simple example. Measuring the quantity of beds in hospitals, of firemen and policemen at work will not lead to a statement of quality. To survey the quality it is more important to raise the service which is offered. The application on Sustainable Development in Communities aims at developing and introducing management system standards for municipalities. So far, however, none of the participants actually knows exactly what is meant by management system standards. The applicants want to reach an agreement which will ultimately lead to an introduction of such systems before actually having developed them. This is neither in line with the UNHABITAT World Charter nor with the European Charter of Local Self-Government. Both promoted in the mid 1990s and are meanwhile widely accepted and adopted principles of self governance and decentralisation. Apart from several problems in defining the term Communities in a way which applies globally we strongly consider the application as a nondemocratically legitimized attempt in determining administrative settings and procedures at the local level. This attempt cannot be supported. The intention of the TR of Smart Urban Infrastructure Metrics is to develop and compile quantitatively measurable data for the evaluation of ecological efficiency and further achievements. Its objective is to evaluate the so called smartness of urban infrastructure. The standards of model projects such as E-Mobility Berlin, T-City or Masdar City shall be compared with the standards of existing cities. Hereafter, some analysis has to be done in order to be able to identify the necessary steps which would enable cities lagging behind to catch up with model cities. That involves outlining desirable features for future development with regards to smart infrastructure. However, even in Germany we can hardly maintain the existing technical infrastructure. Therefore, it is unrealistic to replicate these smart infrastructures and to level them up to the standards of such model projects at a large scale. Above all, such an approach would go hand in hand with enormous investment requirements for the public infrastructure which need to be subject of priority setting and democratic decision making processes. The application is obviously solely directed towards the dissemination of smart technologies and the setting of minimum standards in order to furnish cities with a set level of these technologies without considering priority settings, decision making processes and financing procedures.
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-3In summary: The ongoing activities of the International Standardization Organisation (ISO) regarding the application on Sustainable development in communities (ISO / TC 268) have raised our sincere concerns. As mentioned above please note that Reference Framework for European Sustainable Cities RFSC already exists. Hence we strongly recommend to support the RFSC for the further procedure and to abandon the three represented applications. Sincerely yours
Helmut Dedy Deutscher Stdtetag
Dr. Gerd Landsberg Deutscher Stdte- und Gemeindebund
Ingeborg Esser GdW Bundesverband deutscher Wohnungs- und Immobilienunternehmen
Dr. Tillman Prinz Bundesarchitektenkammer
Thomas Noebel Bundesingenieurkammer
Dr. Thomas Welter Bund Deutscher Architekten
Rainer Bohne Vereinigung fr Stadt-, Regional- und Landesplanung
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11:00-13:00

For information
WALKING AUDIT: INTERNATIONAL WALKING CHARTER

At the initiative of the Committee on Urban Mobility the World Council in Dakar proposed to promote the International Walking Charter among UCLG members. The vision: Creating healthy, efficient and sustainable communities where people choose to walk The full Charter can be found and signed in the Walk 21 NGO website: .walk21.com/charter, it identifies the needs of people on foot and provides a common framework to help authorities refocus their existing policies, activities and relationships. Under each strategic principle, the actions listed provide a practical list of improvements that can be made in most communities. The Executive Bureau is invited to: 1. 2. Take note of the outcomes of the side even in the Congress on of October Encourage members to sign the charter and show support of the World Organization to the Charter.
Background 1. Walking is a fundamental and universal right whatever our ability or motivation and continues to be a major part of our lives, yet in many countries people have been walking less and less. Why walk when you can ride? Walking has stopped being a necessity in many parts of the world and has become a luxury. We are living in some of the most favoured environments for man, as a species, has ever known, yet we respond by taking the ability to walk for granted. As a direct result of our inactivity we are suffering from record levels of obesity, depression, heart disease, road rage, anxiety, and social isolation. The International Charter for Walking aims to create a world where people choose and are able to walk as a way to travel, to be healthy and to relax, a world where authorities, organisations and individuals have: recognised the value of walking; made a commitment to healthy, efficient and sustainable communities; and worked together to overcome the physical, social and institutional barriers which often limit peoples choice to walk.
2.
3.
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4. 5.
The strategic principles are: Increased inclusive mobility Well designed and managed spaces and places for people Improved integration of networks Supportive land-use and spatial planning Reduced road danger Less crime and fear of crime More supportive authorities A culture of walking UCLG members that have signed the charter: Mexico, Munich, Vancouver, The Hague, Barcelona, San Sebastian, Copenhagen, Zurich Only in Canada, recently 50 cities have signed the charter The Walking Audit in Rabat on 1 October There will be a report to the Executive Bureau on the activity developed in Rabat with the involvement of the UCLG Committee of Urban Strategic Planning chaired by the city Durban and Porto Alegre, the UCLG Committee of Digital and Knowledge based cities chaired by the city of Bilbao and with the collaboration of Walk 21.
21

11:00-13:00

For decision
THE UCLG PEACE PRIZE

Building on the The Hague Agenda on City Diplomacy and on the work developed by the Committee on Development Cooperation and City Diplomacy (DCCD), the World Council agreed to explore possibilities on setting up a UCLG Peace Prize. The enclosed paper, produced by the Association of Netherlands Municipalities (VNG), as co-president of the DCCD Committee, sets out proposals for the organisation, including criteria and procedures, of a Peace Prize to be awarded, probably every three years, under the auspices of United Cities and Local Governments (UCLG). The Executive Bureau is invited to: 1. 2. 3. Take note of the proposal; Consider the criteria proposed; Mandate the Committee on Development Cooperation and City Diplomacy to further concretise the implementation of the Prize.
1. Given the sensitive and potentially political implications of awarding such a prize, careful consideration should be give to the selection criteria, the choice of the jury and the institutional links with UCLG. 2. As proposed in the Hague Agenda, it is recommended that the Prize be open for award to local governments who either (a) themselves work for peace and conflict resolution in their own area, or (b) provide positive assistance to local governments in conflict areas (which include pre-and post-conflict situations, see below). 3. In order to enhance the specificity and impact of the Prize, and to encourage cities and local governments more widely, the Peace Prize is to be awarded not to one or more individuals (e.g. the mayor or members of staff) but to the local government (as corporate entity) whose initiatives or activities merit such recognition. Very often, local governments will be working in partnership with others from civil society, private sector, or other public organizations. In such cases, it will be right that the other partners are duly mentioned and recognized for their contribution. Key individuals can also be singled out for mention.
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4. It is proposed that the first edition of the Prize be carried out in partnership with MasterPeace, who are experienced campaigners for peace, and who have a strong track record in organizing festivals and other activities and generally engage activists. There will be a MasterPeace concert in 2014 preceded by a 2-day conference on Peace and Civil Society. 5. It is proposed that this be the occasion for the first edition of the award of the Global Peace Prize for local governments, sponsored by UCLG. This would ensure an excellent public visibility, though not necessarily with the UCLG community. Future award ceremonies will in principle be tied in with the UCLG Congress cycle, i.e. the second one will be in 2016, then in 2019. 6. Operating at a relatively modest level, the costs of organizing the Prize are likely to exceed 100.000. VNG International and MasterPeace are currently exploring possible funding opportunities. This will be an important aspect to consider in the deliberations. 7. Tentative Calendar October 2013: Peace Prize launched, nominations invited End of April 2014: Closing date for nominations End May: nominations translated, sent to Evaluation Committee Mid-June: Meeting of Evaluation Committee and agreement on long list and shortlist End June: shortlist sent to Jury, and decision made on whether to add to it. Final shortlist decided. Early July: shortlisted local governments contacted and invited to attend to make presentation to the Jury and to attend the Award Ceremony. September, Istanbul: Jury meets, oral presentations by the shortlisted local governments. This in order to coincide with the international event organised by MasterPeace
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Item 3.5 - Annex 1

The Global Peace Prize for Local Governments Proposals for process and criteria
September 2013
Purpose of this paper

The aim of this paper is to set out proposals for the organisation, including criteria and procedures, of a Peace Prize to be awarded, probably every three years, under the auspices of United Cities and Local Governments (UCLG), the worldwide association for the sector.
Background
1. In 2008, the First World Conference on City Diplomacy took place in the City of The Hague. It was organised by the then UCLG Committee on City Diplomacy, which was presided by the Association of Netherlands Municipalities (VNG). 2. The conference adopted the Hague Agenda on City Diplomacy, and among the Agendas recommendations was the proposal to launch a local government peace prize, to be awarded to local governments who (a) either work to prevent or overcome conflicts in their own community, or (b) who have helped local governments in conflict areas in their striving for peace or justice. 3. The current Committee on Development Cooperation and City Diplomacy has continued to discuss peace issues and initiatives, and seeks to take forward the concept of a UCLG Peace Prize with a view to implementation. 4. It is the intention to present the proposal for the Peace Prize for adoption by UCLGs General Assembly, which is due to meet in the course of the UCLG Congress in Rabat, Morocco, in October 2013.
Aim of the Prize

5. In general terms, the Prize is intended to encourage, publicize and celebrate innovative peace-building initiatives and activities, undertaken by local governments on their own or in partnership with others - that are proven to have had a significant positive impact.
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6. The objective is therefore to draw international public attention to the achievements of local governments for peace, conflict resolution and post-conflict reconstruction, and to stimulate other cities and local governments to take such action. In so doing, the broader aim is to promote a culture of peace.
Name of the Prize

7. It is proposed to call the award The Global Peace Prize for Local Governments, which is both simple and clear for a worldwide audience, who may not know about UCLG. So rather than include UCLG in the title itself, the Prize will be awarded under the auspices of United Cities and Local Governments (UCLG), and this close link to UCLG will be given due prominence in all material concerning the Prize. The Prize would normally be awarded every 3 years on the occasion of UCLGs Congress, but the intention is for the first award to be made at a peace conference in Istanbul in September 2014 (see paragraph 41 below).
The Prize
8. There will be a specially designed physical object, as with the Oscars, to hand over in the Award Ceremony to each winner of the Prize. It is proposed that there should also be a modest financial prize for the winner this should not be seen as a significant motivator but simply as a token of the public recognition for fine work. It is proposed therefore that the Prize be limited to a maximum of 10,000.
The potential recipients: A Peace Prize for local governments

9. As proposed in the Hague Agenda above, it is recommended that the Prize be open for award to local governments who either (a) themselves work for peace and conflict resolution in their own area, or (b) provide positive assistance to local governments in conflict areas (which include pre-and post-conflict situations, see below). 10. In order to enhance the specificity and impact of the Prize, and to encourage cities and local governments more widely, the Peace Prize is to be awarded not to one or more individuals (e.g. the mayor or members of staff) but to the local government (as corporate entity) whose initiatives or activities merit such recognition. Very often, local governments will be working in partnership with others from civil society, private sector, or other public organisations. In such cases, it will be right that the other partners are duly mentioned and recognized for their contribution. Key individuals can also be singled out for mention. 11. There may well be cases where local governments work together on a peace initiative, and in such cases the Prize could be awarded to them jointly. This may for example include cooperation between a conflict-hit local government and its external partner city.
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12. The Peace Prize will be open to any subnational government that falls within UCLGs own interpretation of the term local government. Broadly speaking, this means that a local government is a subnational government defined as such by its own countrys Constitution or legislation. Difficult cases could conceivably arise, e.g. if a local government set up in a liberated area during a civil war or war of liberation were to be nominated for the Prize. Any such issue should be decided by the Jury and Evaluation Committee (see below).
The criteria for defining and assessing conflict situations

13. The general scope for the Prize relates to activities and initiatives that support conflict prevention, peace-building, post-conflict reconstruction and reconciliation. 14. The Prize is intended to relate to situations of actual or likely armed conflict, is not intended to cover activities aimed at social inclusion alone. These situations may be in international conflicts or civil wars, but there will also be relevant situations where the armed conflict is (or was) of significant scale but where no formal state of war has been declared to exist. 15. It is proposed that no detailed definition of armed conflict be laid down in advance, especially during the early life of the Prize. However, the Prize will be focused on activities where: (a) There is an armed conflict in or close to the area of the initiative, whether or not formally recognized as a war situation, which is more severe than short-term civil disorder or state of insecurity due (e.g.) to criminality, and involves the actuality or threat of major loss of life or destruction of property (whether public or private), and/or the deliberate hostile targeting of places or items of cultural or religious heritage, and/or leads to (or may lead to) significant population movements or disruption in consequence; (b) There is imminent and real danger of an armed conflict situation arising, as defined above; or (c) An armed conflict has taken place in the recent past where there is a need for postconflict reconstruction and/or for steps towards practical reconciliation between peoples affected. 16. It is recognized that on occasions, violence due to (or in the course of) widespread criminality or banditry (for example) may be taking place on such a scale and over such a period as to justify being seen as de facto constituting an armed conflict, even if it is not yet one in legal terms. The Jury and Evaluation Committee will be responsible for assessing such cases, in the event of a local government being nominated, and deciding whether the situation in question truly amounted to a conflict situation.
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Award selection criteria

17. In order to avoid consideration of initiatives that are too dated, and having regard to the likely time between awards (2 or 3 years), any nominated activity/initiative should have taken place within the 3 years prior to nomination. 18. Of course, local governments may have taken part in a programme partnership or set of activities in relation to a conflict situation, which dates back much longer than 3 years. This would not affect their eligibility for the Peace Prize, provided the activities for which it is now nominated relate to the most recent 3 years. 19. It must be also be made explicit that the initiatives to be considered for the award of the Peace Prize must be free of any political partisanship, i.e. they must in no way directly promote the cause of any specific political party or political view. 20. Within these parameters, the following criteria are proposed for the nomination and selection of potential prize-winners: 1. The impact and effectiveness of the initiative in favour of peace how did it help to prevent conflict in the locality. For example, how did it help to minimise the impact of a current conflict, how did it help to bring about effective practical reconciliation between divided peoples, or how far did it contribute to post-conflict reconstruction (physical, economic, social etc.). 2. The degree of difficulty, complexity or danger of the situation faced on the ground by those involved in the initiative, having regard to the nature and consequences of the conflict (or post-conflict environment), or the degree of severity of risk in a pre-conflict situation. 3. The broad replicability or learning potential of the initiative for other local governments in other conflict situations (including pre- and post-conflict as relevant) 4. The degree of demonstrated innovation or creativity shown in planning and implementing the initiative. 5. The sustainability for the future of the initiative this differs from impact in assessing the longer-term potential rather than the more immediate impact. 6. The organisational commitment of the nominated local government to its work for peace 21. Given the likely diversity of situations and initiatives, at this stage a more precise definition of the above criteria is not desirable.They are very much matters of judgment, and therefore require to be assessed by juries and evaluation committees which include strong experience and expertise in range of fields. 22. In evaluating how far each nominated local government meets the above criteria, and in particular the first (impact and effectiveness), the Jury and Evaluation Committee will have
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the responsibility of assessing the nature and extent of the initiatives contribution to peace (and to a culture of peace), for example: the contribution to an ethic of, and practical steps for, human security the promotion of the values of democracy, human rights and peace helping re-build the rule of law locally the building of an inclusive society instead of the fractures caused or aggravated by conflict, including the re-integration of internally displaced persons or excombatants into the local community giving local people access to basic services such as roads, water, schools and health care creating the basis for the relaunch of peaceful economic activities and for future economic development rebuilding trust in local government
Further reflections on contributing to peace are set out, for example, in UNESCOs valuable report on its 2011 Leaders Forum How does UNESCO contribute to building a culture of peace and to sustainable development? 1 23. Each of the above 6 criteria have equal weighting (with a maximum of 10 points per criterion, making a maximum of 60 points for evaluation). 24. it will be seen that the criteria set out above draw no in-principle distinction between (a) local governments themselves which directly experience the conflict, and (b) other local governments, e.g. from other parts of the world, providing support. The Jury and Evaluation Committee will be invited to bear this distinction in mind at all stages. There may also be joint nominations of a conflict-hit local government and its external partner city, to which the Prize could be awarded jointly.
The selection and award process

Short-listing, Jury, final selection 25. The decision on the award of the Global Peace Prize for Local Governments will be made by an experienced and eminent Jury of representatives from the worlds of local government and international conflict prevention/peace-building at local levels. It must be large enough to be representative but not so large as to dilute effectiveness. It should therefore consist of 8 or 9 persons covering different geographical regions, and with a mix of practical, academic, local government and international political experience/understanding that includes peace-
At http://unesdoc.unesco.org/images/0021/002161/216130e.pdf
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building. The Jury must be - and be seen to be - wholly independent, and therefore no current office-holder of UCLG will be a member of the Jury. 26. For practical reasons, it is proposed that the short-listing to be carried out by a small (3 or 4 persons) experienced Evaluation Committee, which will meet together once. It will have the task of selecting a recommended short-list of up to 6 nominees for consideration by the Jury. 27. A standard Nomination Form template is to be provided. This will provide for: a one page maximum summary of the initiative, plus A maximum limit of 3000 words (around 6 pages) providing a more detailed descriptive account of the nominated initiative, and a section to complete in relation to each criterion - the form will emphasize that we are looking for firm evidence in support of each key point.
There will also be the possibility to add some further illustrative material, including photos or short video, while making clear that it is not guaranteed that lengthy additional material will be taken into account. 28. Nomination forms will be required to be completed in one of the three official languages of UCLG English, French and Spanish. The Evaluation Committee and Jury will need to be able to understand each nomination, so time and resources for translation need to be taken into account. The additional documentation (or videos etc.) can be in any language and will not be translated. 29. All short-listed nominations will be translated (but not the attachments) for the Jury. 30. The Evaluation Committee has the task of selecting first a draft longlist, and then a draft shortlist, as set out above. This will be done by evaluating all nominations against the criteria The Jury will be sent not only the short-listed nominations, but the whole set of nominations. The Jury has the right to add one or two additional nominees to the shortlist this will be done by consensus decision without physical meeting. 31. If practicable, prior to the Award Ceremony, there will also be a presentation stage, to assist the Jury in its decision-making. This means that the Jury receives a presentation, with short video or PowerPoint if desired, from each short-listed local government, lasting for a maximum of 20-30 minutes followed by questions from the Jury. This will if possible be done in public session, to enable all of the shortlisted candidates to have their public moment to explain their initiative. The Jury will take into account what it has heard or seen, including via its questions, in assessing each nominee according to the criteria. 32. The Jury will need to make its decision, after oral presentations, at least one full day before the award ceremony, to enable practical arrangements for winners and the Award Ceremony to be made.
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33. If oral in-person presentations to the Jury are not possible, each shortlisted local government will be invited to provide a video of up to 10 minutes for the Jury to see and take account of in its assessment. Nominations 34. Anyone may to nominate a local government for the Global Peace Prize for Local Governments, and this includes the possibility of self-nomination by a local government. The nominated local government must affirm that it approves the nomination. The nomination can be for a joint nomination of more than one local government, if they have cooperated in an initiative. The nomination may also name individuals or organisations who could be publicly mentioned for their contribution if the Prize is awarded to the local government in question. Timescales for the process 35. There must be sufficient time to get the word out to the world at large in a fully transparent way, and to stimulate nominations. This nomination period should last for several months. 36. Once received, the nominations need to be translated into the 3 working languages. These are then sent to the Evaluation Committee members. 37. The Evaluation Committee will then require 2 weeks to read the nominations, prior to its physical meeting. This meeting might take up to 2 full days if there is a significant number of nominations. 38. The Jury then will need to be given 2 weeks to consider the draft shortlist, and to propose additions if there is a broad consensus to add one or two more. This process will be facilitated by the administrative office for the Prize. 39. Once the shortlist is finalised, invitations need to be sent to the nominated local governments giving enough time for them to make the arrangements to attend the ceremony, prepare oral presentations etc. This should be at least one month. 40. From this, a (purely indicative) timing is as follows: October 2013: Peace Prize launched, nominations invited End of April 2014: Closing date for nominations End May: nominations translated, sent to Evaluation Committee Mid-June: Meeting of Evaluation Committee and agreement on longlist and shortlist End June: shortlist sent to Jury, and decision made on whether to add to it. Final shortlist decided. Early July: shortlisted local governments contacted and invited to attend to make presentation to the Jury and to attend the Award Ceremony. September, Istanbul: Jury meets, oral presentations by the shortlisted local governments
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World Peace Day: Award Ceremony takes place, winner announced!
A public web-based dimension

41. VNG International proposes that the first edition of the Prize be carried out in partnership with MasterPeace, who are experienced campaigners for peace, and who have a strong track record in organising festivals and other activities and generally engage activists. There will be a MasterPeace concert in 2014 preceded by a 2-day conference on Peace and Civil Society. 42. It is proposed that this be the occasion for the first edition of the award of the Global Peace Prize for local governments, sponsored by UCLG. This would ensure an excellent public visibility, though not necessarily with the UCLG community. Future award ceremonies will in principle be tied in with the UCLG Congress cycle, i.e. the second one will be in 2016, then in 2019. 43. MasterPeace propose a public engagement in voting for a local government peace prize winner. The nominations (up to 12) longlisted by the Evaluation Committee will be placed on a public website, with the ability of individuals to vote for the initiative of their choice. The local government receiving the highest online vote from the public will receive a special mention and also be awarded a Peace Prize sculpture or special mention. This is an excellent means of reaching out to and engaging a much wider audience beyond the local government community. However, it is important that this award is clearly distinguished from the award of the main Prize (unless the winner is the same!), so as not to undermine the value of the Prize itself, nor the work of the Jury which has to evaluate all shortlisted nominations in a deeper and more rigorous way.
Branding
44. In todays world, the attractive branding of an initiative of this kind is essential if it is to work well and achieve results. It is proposed that a design template is drawn up including name, logo, colours, fonts etc. for all communications concerning the Prize and award, to be used for web and physical design and communication purposes.
Administration, Budget and Resources

45. VNG International have undertaken initial work including administrative support to date, and in principle is willing to provide this support for the first edition of the Peace Prize. Even operating at a relatively modest level, the costs of organising the Prize are likely to exceed 100.000 by a significant margin. MasterPeace and VNG International are currently exploring possible funding opportunities.
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11:00-13:00

For approval
UCLG AWARD ON CULTURE

The Agenda 21 for culture is the first and only international document that recognises and encourages culture as a driver and as an enabler of local sustainable development. Building on this work the Committee of Culture proposed to the Executive Bureau in Lyon to organise an Award that would raise the profile of the work of UCLG in this area while recognising efforts made by local governments. The objective of the International Award UCLG MEXICO CITY Culture 21 is to recognise leading cities and people that have championed the promotion of culture as a pillar of sustainable development. The Document attached provides information on the implementation of the Award The Executive Bureau is invited to: 1. 2. 3. Take note of the presentation made by the representative of the City of Mexico; Approve the process of implementation of the Award; Encourage members to participate. 1. The Award will be organised by the Culture Committee in close collaboration with the City of Mexico and the city of Mexico will finance its implementation. 2. Tentative Calendar October 2013 Official launch at the UCLG World Congress in Rabat, Morocco 2013 Opening of the call Start of 2014 Receipt of candidacies June 2014 Selection of winners End of 2014 Awards ceremony in Mexico City
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Item 3.6 - Annex 1

International Award UCLG
MEXICO City Culture 21

1. CONTEXT: AGENDA 21 FOR CULTURE Agenda 21 for culture, promoted all over the world by mayors, cities and local governments, is the first and only international document that recognises and encourages culture as a driver and as an enabler of sustainable development. By October 2013 more than 500 cities and organisations were associated to it. United Cities and Local Governments (UCLG), the most important and largest international organisation of mayors and local governments, is the institutional promoter of Agenda 21 for culture through its Committee on Culture. UCLG Committee on Culture is chaired by LilleMtropole, co-chaired by Mexico City, Montreal and Buenos Aires, and vice-chaired by Barcelona, Angers and Milan. The international agreements (Agenda Post-2015 of United Nations, Habitat III, Rio+20) are developed in the cities, addressing the great challenges of sustainable development: environmental balance, cultural vitality, social justice, economic progress, and inclusive governance. 2. GENERAL OBJECTIVE The objective of the International Award UCLG MEXICO City Culture 21 is to recognise leading cities and people that have distinguished themselves through their contribution to culture as a pillar of sustainable development. 3. SPECIFIC OBJECTIVES Ensure that the visibility of the relationship between city, culture and sustainable development is enhanced at an international level, in keeping with the strategy documents of UCLG. Encourage cities of the world to adopt the principles of Agenda 21 for culture, thereby bringing together and exchanging good practices in projects on cities, culture and sustainable development. Strengthen the presence within UCLG of an innovative topic, giving continuity to the leadership launched by Mexico City in 2010 with the UCLG declaration Culture: Fourth Pillar of Sustainable Development. 4. TWO CATEGORIES City / local or regional government award
This is the main category that will recognise a city or local government whose cultural policy has significantly contributed to linking the values of culture (heritage, diversity, creativity and transmission of knowledge) with democratic governance, citizen participation and sustainable development. The award is given to the successful candidate in a call open to UCLG members. The award will recognise an original policy, programme or project that explicitly includes the principles of Agenda 21 for culture.
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The awarded action must have been in operation for at least two years and have documentary proof of the impact and success achieved. The mayor or head of government receiving the award will personally attend the presentation ceremony in Mexico City. Individual award
This category will recognise an internationally renowned person who has made a fundamental contribution to the relationship between culture and development. The individual award will be designated by the jury, without a competitive process or presentation of candidacies. The winner agrees to personally attend the awards ceremony in Mexico City and to write and read, where appropriate, a text on culture and sustainable development. The winner will become Cultural Ambassador of Mexico City for a period and under the conditions to be specified.
5. JURY The final selection will be made by a Technical Evaluation Committee, comprising five international experts proposed by Mexico City, UCLG and UNESCO. The members of the jury will be highly eminent figures with a proven track record in the cultural world, thereby guaranteeing the prominence and prestige of the award.
6. AWARD City / local or regional government award
The winning city will receive a trophy created by an artist from Mexico City, accompanied by a declaration of recognition signed by the Mayor of the Mexico City Council and the President of UCLG. The programme submitted by the winning city will receive the amount of 50,000 euros, which will be used to promote it internationally (publication of a book, participation in forums, international visibility) and to reinforce the local implementation of Agenda 21 for culture. Individual award
The winner will receive a trophy created by an artist from Mexico City, accompanied by a declaration of recognition signed by the Mayor of the Mexico City Council and the President of UCLG. The winner will receive an amount of 25,000 euros.
7. SCHEDULE October 2013 Official launch at the UCLG World Congress in Rabat, Morocco 2013 Opening of the call Start of 2014 Receipt of candidacies
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June 2014 Selection of winners End of 2014 Awards ceremony in Mexico City
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11:00-13:00

For adoption
GOLD IV REPORT PROPOSED APPROACH

The task of the UCLG Global Observatory on Local Democracy and Decentralization, GOLD, is to facilitate information on the state of decentralization and local democracy across the world. One of its main outputs is the Global Report on Decentralization and Local Democracy, published every three years. GOLD III, presented at the UCLG World Congress in Rabat analyses local basic services across the regions of the world (in particular: water, sanitation, waste management and transport). The report highlights the crucial role of local governments in improving the provision and quality of these services, as well as the challenges they face. Over the 2013-2016 mandate, UCLG and its members will aim at significantly contributing to designing a Global Development Agenda for local and regional governments to contribute to Habitat III and the Post-2015 Agenda. The Global Taskforce of Local and Regional Governments convened at the initiative of the UCLG President will be the main instrument for consultation among networks and partners process. As a contribution to this process, GOLD IV will focus on providing sound analysis on priorities of local and regional governments for Habitat III. It will support the work of the Global Taskforce by providing analysis and examples of local and regional governments innovation. The process should facilitate exchanges between elected officials, local and regional governments practitioners and academics aiming at delivering sound objective inputs to bring to the international policy making processes. This document provides a brief overview of the process and main features of the launched in 2016, during the Congress of UCLG. The Executive Bureau is invited to: 1. Mandate the UCLG World Secretariat to initiate work on the proposed subject of GOLD IV: Priorities of the local and regional government agenda for Habitat III; 2. Contribute to the development of GOLD IV, participating in the work that will be undertaken in each UCLG section and through UCLG Committees and Working Groups. Report to be
1.
The GOLD report is an important element in achieving one of the strategic objectives of UCLG: to become the world reference for information and knowledge on the situation of local and regional governments, local democracy and decentralization. The first three publications on decentralization, financing, and basic services have become important documents of reference for international institutions, academics, and local government practitioners. Their value has been
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acknowledged by UN Agencies, the World Bank, the European Union and international institutions, even a Nobel Prize laureate has made reference to its findings. GOLD IV an international lobby tool for local and regional governments 2. The increasingly consultative methodology used to produce the reports has made them unique tool of dialogue and knowledge exchange between the political, academic and professional spheres. Furthermore, the reports serve, not only as an information resource, but also as an international lobbying tool for local and regional governments. It is UCLGs intention to continue to develop the potential of the report as international lobby tool for local and regional governments.
Subject of GOLD IV: priorities of the local and regional governments for Habitat III 3. 4. The subject proposed for GOLD IV is Priorities of local and regional governments for Habitat III. In contrast to previous GOLD reports, GOLD IV will be organized by cross-cutting subjects, rather than by world region. Each chapter will explore an aspect of the urban agenda and its relationship with the international development agenda. The report will address the urban agenda in its broadest sense, including the relationship of urban areas with their surrounding rural areas to ensure a more cohesive and integrated territorial development. It should cover the unique characteristics of metropolitan cities, and the growing role of intermediate cities.. Possible subjects for the chapters of GOLD IV could be 1) Urban and territorial governance; that is, how national policies, inter-governmental coordination, multi-level governance, accountability and citizen participation play a role in the development of cities and their hinterlands; 2) Urban financing; how to mobilize financing to face the enormous challenges of urbanization and promote urban and territorial development (more than 1.4 billion new urbandwellers in the coming 20-30 years); 3) Strategic urban planning and land management; a spatial perspective encompassing urban and territorial planning, to improve management of urban sprawl and build more sustainable cities and territories; 4) Inclusive cities and territories; dealing with the social and cultural aspects of development, including poverty and inequalities, slum upgrading, food security, gender, accessibility and migration; 5) Cities as engines of economic development; covering growth, decent job creation, supporting the informal sector, the green economy, transport, innovation and new technologies. GOLD IV will be produced in parallel to the international debates and discussions on the Post2015 development agenda, sustainable development goals, and the new urban agenda for Habitat III. Its case studies, conclusions and recommendations will inform the debates of the Global Taskforce of Local Regional Governments for Post 2015 and Habitat III, and act as evidence to support their construction of the political Global Agenda of Local and Regional Governments.
5.
6.
Mobilizing UCLG members and partners 7. To meet its objectives, GOLD needs the commitment and collaboration of all members and sections of UCLG, actively participating in: Mobilization of the expertise of their members Identification of innovative experiences and case studies in the issues tackled in the report; Help organize and participate in regional seminars lead by UCLG sections to develop the Global Agenda and, at these seminars, contribute to the contents and conclusions of GOLD IV, as well as propose policy recommendations to support local and regional governments in their preparations for Habitat III.
8.
GOLD IV process and findings should harness the participation of local and regional authorities in the national, regional and global debates for Habitat III and the Post-2015 Agenda;
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9.
It should highlight the challenges of implementing global goals and targets at local level, showcase success stories, good practices and innovations by local and regional government, and make clear how decentralization and the strengthening of local and regional governments plays a vital role in achieving international development goals and targets.
Management and political responsibility for GOLD IV 10. Following the model of past World Reports, the GOLD IV Steering Committee will be made up of: The UCLG Presidency; Representatives of the UCLG Sections (Africa, Asia-Pacific, Eurasia, Europe, Latin America, Middle East and Western Asia, North America and Metropolis); A representative from relevant committees of UCLG The Secretary General of UCLG; The scientific coordinator(s) of the report; As observers: representatives of the projects partner institutions. A team of experts will be identified for each of the five thematic areas to author the chapters. UCLG sections and committees should propose experts to assist them in researching the topic and the role of local and regional governments in each region.
11.
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11:00-13:00

For adoption
DRAFT SUMMIT DECLARATION

AMENDMENT PROCESS

Under the title Imagine Society, Build Democracy UCLG and its members are trying to appeal to the imagination and foster inspiration on the great achievements that peoples from around the world have managed, working together building communities and nations. The Declaration builds on the outcome documents of the Mexico Congress which envisaged the ideal local and regional authority for 2030. It reiterates priorities and commitment from local governments to successfully contribute to the peaceful development of societies more inclusive and just for all. The Declaration pays special attention to the values that have united the movement through a century and pays special attention to the aspirations for the upcoming Habitat III Conference where a different status for local and regional authorities before the United Nations Habitat Agenda is expected to be achieved. In order to ensure broad ownership, the Declaration has been distributed among members before the Congress. The text attached hereto already includes the initial reactions of the membership. During the full duration of the Congress members and partners will be offered the opportunity to further provide comments building on the discussions held in the different Congress session. This document presents an amendment process that aims at being as inclusive as possible while trying to guarantee a broad base for the topics proposed. The Executive Bureau is invited to: 1. 2. 3. Take note of the Declaration; Adopt the amendment process; Appoint the drafting Committee.
Background on the drafting process before Rabat 1. Members and Partners have been invited to participate in the On-line Forums that are opened in the Congress website or to send ideas to the World Secretariat.
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2. 3.
The Draft Declaration has been sent to members of the World Council for inputs before 23 September. Key partners of UCLG were consulted on specific parts of the Declaration before the Congress.
Amendment process during the Congress 4. 5. 6. 7. 8. 9. 10. The Declaration will be shared with all participants to the Summit both on line and in hard copies during their stay in Rabat. Delegations are invited to submit amendments on writing by taking the following steps: Amendments should be submitted by leaving a message at the UCLG World Secretariat at the Sofitel Hotel (room to be announced) or sending an e-mail to UCLGExBu@uclg.org Amendments should be submitted in writing (in one of the three working languages of UCLG: English, French or Spanish) Proposals should provide concrete wording to be added or deleted from the existing draft. Amendments should have the support of at least 4 members from 3 different regions in order to ensure regional and thematic balances. Amendments should reach the Secretariat by 16:00 3 October.
Drafting Process 11. 12. The Secretariat will amend the existing text and present a new proposal to the Drafting Committee. The drafting Committee will revise inputs and work in the afternoon and evening of October 3.
Composition of the Drafting Committee 13. The Drafting Committee to be confirmed at the Executive Bureau on 2 October is composed of representatives of the UCLG Sections, 6 representatives of the Secretariats of Committees or Working Groups to be determined among the Committees and representatives of the Presidency.
The Declaration will be read at the Closing Ceremony.
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DRAFT FOR CONSULTATION @ 12 September UNITED CITIES AND LOCAL GOVERNMENTS FINAL DECLARATION OF THE IV UCLG WORLD CONGRESS Imagine Society, Build Democracy Rabat 4 October 2013 1. We, mayors and representatives of towns, cities, local and regional governments the world over, from small, medium-sized and large towns and cities, from metropolitan areas and regions, at the service of rural and urban communities, come together from the to the October 2013 in Rabat, the Kingdom of Morocco, on the occasion of the World Congress of United Cities and Local Governments. Celebrating the centennial of the creation of the Union Internationale des Villes, its contribution to local democracy and the strengthening of local authorities on the global scene, in particular through its decisive role along with the United Towns Organisation and Metropolis in the foundation of UCLG in 2004. Confirming that the founding values of peace, dialogue, and understanding among peoples and cooperation between local authorities are as relevant today as ever. Concerned by the crises and armed conflict affecting numerous regions throughout the world and by the pressures on the planet resulting from the effects of climate change, food insecurity, lack of housing, poverty and social exclusion that compromises our ability to imagine the future and build democracy. Witnessing the manner in which the global crisis continues to impact on our societies in an unequal manner and in which, although not at the origin of this crisis, local authorities in many regions, in particular in Europe, are directly facing the consequences of budget restrictions that have a direct effect on the access of the poorest to basic services and employment and lead them into a spiral of exclusion and poverty. Recognising the need to unite efforts with all partners, in particular with the United Nations, to promote peace in the world and to define an international agenda that will help overcome the current situation in which half of humanity cannot benefit from the adequate living conditions.
2.
3.
4.
5.
6.
Call for a world at peace 7. Affirming the unquestionable political role of local authorities, as effective promoters of peace and dialogue among peoples.
Call for inclusive, participatory and just societies 8. Assessing with satisfaction that the democratic revolutions highlighted during the Declaration of the Jeju Congress in 2007 continue to extend in all regions of the world, mindful that the local sphere is where these democracies are built and aware that forms of citizen participation are multiplying and becoming more diverse, in particular in decision making.
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9.
Conscious that the major upheaval that the world has undergone since the last Congress in Mexico City in 2010 has brought not only instability but also hope to certain regions of the world. Taking note of the quest led by young people in many regions in pursuit of their rightful place in democratic societies. Convinced that democracy is built at local level and that in the future the centralised models that we have previously known must be transformed. The local level can best renew the social contract between citizens and public authorities as they are best placed to understand the needs of communities. States are far removed from the daily needs of citizens and increasingly limited by the constantly changing global economic and financial environments. Encouraged by the experience of the MDGs in which it was proven that important progress is made where local and regional authorities are involved in the implementation. It has been broadly demonstrated that results are not as satisfactory in cases where the principle of subsidiarity is not applied. Convinced, as shown in the Third Global Report on Decentralisation and Local Democracy, GOLD III, that investing in basic services should be a priority as it reduces inequalities and contributes to development.
10. 11.
12.
13.
Call for a life of dignity for all 14. Committed to playing our role in overcoming the current crisis, to innovating and revitalising the economy and creating employment in order to meet the increasing demands of essential services for all. Recognising this doubly historic moment for UCLG and its members, namely: the assessment of progress of the Millennium Development Goals, and the rapidly approaching Third United Nations Conference on Housing and Sustainable Urban Development Habitat III that will take place in 2016 marking a new phase in Development in which towns, cities and regions must play a decisive role. Highlighting the commitments made during the previous World Congresses, through which towns, cities and regions have affirmed themselves as essential actors in reaching the Millennium Development Goals, and welcoming the increasing recognition of our World Organization before the United Nations, demonstrated by the participation of the President of UCLG in the High-Level Panel on Post 2015. Concerned that despite substantial advances, certain Millennium Development Goals (MDG) will not be achieved, such as sanitation, and in certain regions, like Sub-Saharan Africa and South Asia, these goals are accumulating worrying delays as we see inequalities deepen and become more urbanized around the world. Conscious that over the next 20-30 years, demographic growth will largely take place in cities, where one and a half billion new citizens will need to be accommodated.
15.
16.
17.
18.
Call for a true global partnership
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19.
Noting the important progress made through the recognition of the role of local authorities in international policies such as the results of the Conference of the Parties in Cancun, the Rio +20 Declaration, the work on the High Level Panel for the Secretary General of United Nations, or the Communiqu of the European Commission on local authorities that requests, the allocation of increased selfgovernance to local authorities in partner countries. Despite this undeniable progress, the reform of the international institutions, which should provide local and regional authorities the place that will allow them to contribute to the agenda, is not sufficiently advanced. our associations, and we, local and regional
Through this Declaration authorities, commit to: I. 20.
Continue our mobilization by maintaining the values that unite us. In the international context of crises and conflict and at a time of democratic development, we wish to place peace and development at the centre of our action, to contribute to renewing democracy from the local level up and to engage with the youth to associate them in the development of their towns, cities and territories. Take determined steps toward the formulation of the Agenda of Towns, Cities and Regions of the XXI century. In December 2012, during the VI Africities Summit, held in Dakar, and in the framework of the UCLG World Council, cities and regions recognized the need to create the Agenda of Towns, Cities and Regions of the XXI century in order to reflect the shared values that unite UCLG members and partners in the lead up to Habitat III. They also recognized the need to develop the international strategy of local and regional authorities in the implementation of the Development Agenda and ensure the promotion of concrete local solutions that are adapted to the challenges of our era.
II. 21.
III. Become a recognized partner and of the United Nations system. 22. We request full participation of local governments in all significant processes of international decision making and call for a more inclusive global governance structure that involves non-state actors in decision making. We request that the international bodies consider local and regional authorities as a sphere of government and a full partner. We ask that the United Nations accord our Organization observer status within the General Assembly to increase our contribution to all policies of the United Nations system. We encourage ECOSOC to follow its inclusive reform process that allows Major Groups and sub-national governments to play a full role. We suggest that the Third United Nations Conference on Housing and Sustainable Urban Development Habitat III in 2016 be an inclusive process engaging all stakeholders and building on the recommendation of the II World Assembly of Cities and Local Authorities. We commit to actively contributing to the preparation of the UN Conference by ensuring the consultation of constituencies led by local and regional authority
23.
24.
25.
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organizations through the Global Task Force of Local and Regional Authorities for Post 2015 and towards Habitat III. IV. 26. Build one single Global Agenda for Sustainable Development Post-2015. We call for one single Global Agenda for Sustainable Development Post 2015, bringing together the objectives of eliminating extreme poverty and contributing to prosperity and sustainable development. We consider the reduction of inequalities, facilitating of cohesion between territories and the promotion of governance and local democracy are key elements of this agenda. Inclusion, equality and access to essential services, to decent work, to culture mindful of the environment should be essential elements in the sustainable future for all. The new agenda should furthermore include specific goals for Sustainable Urban Development. We assert that in order to increase the possibility of success, the Post 2015 Development Agenda should further advance in the localisation of its goals, targets and indicators, and define the necessary means to ensure their implementation. We, local and regional authorities the world over, undersign this declaration with renewed ambitions for the work that our movement must promote for the next 100 years and starting now in the streets of our villages, cities and towns.
27.
28.
29.
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11:00-13:00
UCLG COMMITTEE OF HONOUR AND UCLG DISTINCTIONS

For adoption
The IV UCLG Congress in Rabat portraits the results of the work of 9 years of existence of the World Organization of United Cities and Local Governments but also marks the celebration of the 100 anniversary of the International Municipal and Regional Movement. The numbers of personalities that have been important and devoted a big part of their professional and personal life to ensure international collective action of local and regional authorities are too many to mention. Tribute to all of them will be paid through special session Centenary Expo and publication. There are however key figures in our recent history that were instrumental to shape UCLG as it is today, that were in charge of bringing to a good end years of negotiations for the unification of different organizations and the UCLG Presidency proposes to acknowledge them in particular during the 100 year celebration. Building on the decision of the Executive Bureau of Mexico and the creation of the UCLG distinctions, the Committee on Statutory Affairs proposes to award Honorary Membership to: Mrs. Mercedes Bresso Former President of UTO Mr. Alan Lloyd Former President of IULA The Committee further recommends paying special tribute to Mr Rudi Hauter, late Secretary General of UCLG ASPAC, and to the members of the Presidency and Vice Presidency for the term 2010-2013 that will not renew their mandate. The Committee on Statutory Affairs is invited to: 1. Award the distinctions at the Opening Ceremony of the Congress.
Honorary Membership 1. 2. The Executive Bureau at the proposal of the Presidency will grant this UCLG Award. The UCLG awardees will receive Honorary Membership (as per article 11 of the Constitution) acknowledging their dedication and support to the work of the Organization.
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3.
The Honorary Members will be appointed without financial remuneration.
List of Awardees in Rabat HONORARY MEMBERSHIP AND COMMITTEE OF HONOUR MEMBERSHIP 2010-2013 UCLG Presidency Johnny Araya, Mayor of San Jos, Costa Rica Antonio Costa, Mayor of Lisbon, Portugal Muchadeyi Masunda, Mayor of Harare, Zimbabwe Wan Qinqliang, Vice President of China Association of Mayors Ted Ellis, Mayor of Bluffton, USA
2010-2013 UCLG Vice-Presidency Khalifa Sall, Mayor of Dakar, Senegal, President of UCLG Africa Fauzi Bowo, Former Governor of Jakarta, Indonesia, Former President of UCLG-ASPAC Wolfgang Schuster, Regional Councillor of Stuttgart, Germany, President of CEMR Maged Abu Ramadan, Former President of Association of Palestinian Local Authorities (APLA), Former Co-President of UCLG-MEWA Julio Csar Pereyra, President of Federation of Municipalities of Argentina (FAM), Co-President of FLACMA Grald Tremblay, Former Mayor of Montral, Canada, Former President of UCLG-North America
HONORARY MEMBERSHIP Rudi Hauter, Former Secretary General of ASPAC List of Awardees of UCLG since 2010 HONORARY FOUNDING PRESIDENT Granted by the Executive Bureau in Mexico, November 2010 Bertrand Delano, Mayor of Paris, France HONORARY CO-PRESIDENTS Granted by the Executive Bureau in Mexico, November 2010 Paco Moncayo, Former Mayor of Quito, Ecuador Zhang Guangning, Former Mayor of Guangzhou, China HONORARY MEMBERSHIP AND COMMITTEE OF HONOUR MEMBERSHIP Granted by the Executive Bureau in Rabat, June 2011 Joan Clos, Executive Director of UN-Habitat and Founder President of UCLG Daby Diagne, Founder of UCLG, Special Advisor of UCLG Africa Elisabeth Gateau, First Secretary General of UCLG
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HONORARY MEMBERSHIP Granted by the Executive Bureau in Rabat, June 2011 Jeremy Smith, Former Secretary General of CEMR Peter Woods, Former Secretary General of UCLG-ASPAC Selahattin Yildirim, Former Secretary General of UCLG-MEWA Granted by the Executive Bureau in Dakar, December 2012 Donald Borut, Former Secretary General of UCLG-NORAM
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11:00-13:00

For decision
REPORT OF THE FINANCIAL MANAGEMENT COMMITTEE

The Treasurer will orally present the report of the Financial Management Committee The Executive Bureau is invited to: 1. Take note of the Treasurers report and the recommendations of the Financial Management Committee.
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11:00-13:00

For adoption
MEMBERSHIP REQUESTS
According to the Terms of Reference of the Committee on Statutory Affairs, membership requests and related information will be presented to the Committee for recommendation to the Executive Bureau. The list of requests below is presented to the Executive Bureau after being discussed by the Committee on Statutory Affairs. It also brings an update on the requests to cease membership. The Executive Bureau is invited to: 1. 2. Consider the membership requests listed under point 1 and 2; Take note of the expressions of interest received by the World Secretariat under item 3.
FORMAL MEMBERSHIP REQUESTS 1. The World Secretariat has received directly the following formal membership requests:
For Local Government membership: AFRICA Chefchaouen, Morocco City of Cape Town, South Africa Paynesville City Corporation, Liberia LATIN AMERICA Frente Nacional de Prefeitos, Brazil
2.
The World Secretariat has also received the following membership requests from its Sections:
For Local Government Membership: ASPAC EAST & NORTH EAST ASIA City of Tongyeong
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METROPOLIS-UCLG-ASPAC - Ahmedabad, India METROPOLIS-UCLG - Vitria, Brazil LATIN AMERICA Asociacin de Municipalidades de Bolivia, Bolivia Liga Municipal Dominicana, Dominican Republic Municipality of Cayey, Puerto Rico EXPRESSIONS OF INTEREST 3. The World Secretariat directly received the following expressions of interest:
For Local Government membership: LATIN AMERICA Municipality of Barranquilla, Colombia Asociacin Regional de Municipios de Caribe Colombiano (AREMCA), Colombia City of Toluca de Lerda, Mexico Municipality of Toluca de Lerda, Mexico REQUEST BY METROPOLIS TO CEASE MEMBERSHIP METROPOLIS-UCLG - Almaty, Kazakhstan - Kinshasa, Rpublique Dmocratique du Congo
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11:00-13:00
EXECUTIVE BUREAU Item 3 - Annexes
POLICY FOCUS AND PROPOSALS

Enclosed the following annexes:
1. Intermediary Cities: Frame Document 2. Local Government Disaster Facility: Mission Report
Frame document
(draft version)
Planning for sustainable urban development of i-Cities
Joint publication*
Document prepared in collaboration with:
Contents
Executive summary 1. 2. 3. Introduction Background and objectives Definition Intermediate and intermediary cities Quantitative and qualitative criteria for the definition 4. 5. 6. 7. Questions on i-Cities General findings on the opportunities and challenges for Planning and Urban Policies for i-Cities Recommendations for i-Cities urban development actors Bibliography
Illustration: View of Lleida, Spain, Source: Ajuntament de Lleida
Executive summary
The increasing importance of cities with intermediary profiles in the global urbanization process contrasts with the lack of adequate planning strategies that take into account their particular challenges and opportunities. Intermediary cities have opportunities to develop new forms of rural-urban partnerships, new patterns of growth and land use, new modalities of transport and new economic relations. Networks such as the CIMES network and the Union of Architects, as well as the International institutions have joined this effort; most notably UN Habitat, ILO and Cities Alliance and the Norwegian ministry of Foreign affairs have all joined UCLG. The member cities of the planning committee and initiatives, such as FMDV, also contribute on the path to gathering information, understanding city leaders, and developing recommendations. The initial European and Latin American view of these academic networks was compared with African realities and situations. Global examples were analysed and the document was further developed and debated in a global Forum in Lleida, Spain. The document raises question and gathers findings on opportunities and challenges for i-cities while also discussing recommendations. It expands on relevant topics for successful planning and development strategies, such as: Definitions Spatial planning and environment Institutional aspects Economic Social and cultural strategies Financing urban development
Summary of the first policy findings and recommendations Building new and innovative forms of urban-rural partnerships, governance and leadership should be a priority theme for i-Cities planning and future agendas. Strategic and spatial planning and financing instruments should be used to guide sustainable development that better suits cities particular conditions. New indicators, that take into account these differences, are required in order to define planning and financing priorities. National planning and financing for urban development is focused on indicators such as size and economic performance. The role of local social and economic development must be enhanced through planning adapted to the reality of the territory; in particular the implementation of the concept of economies of proximity is beneficial to the socio-economic conditions of i-Cities. Knowledge, that is currently accessible to i-Cities, can be strengthened. Therefore we encourage the international community, networks and partners to facilitate solutions and evidence-based knowledge exchanges between i-Cities.
UCLG and partners

Frame document on Intermediary Cities
1. Introduction
Rapid urbanization is currently taking place and largely in developing countries. By 2020, more than half the population of the world is projected to be urban (United Nations, 2011). Moreover, cities of less than one million inhabitants will constitute more than half of urban population by 2025 (Fig 1). This means that the cities and towns (medium-sized, second-tier and small) will require more services and investment to cope with the changes. Furthermore, serving as mediators between the rural and the urban services, functions and flows, these cities, referred to as intermediate or intermediary cities (hereinafter called iCities), will require increased capacities to sustain their position as regional economic drivers. New policies, funding and planning instruments to address their specific position in the urban system are necessary.
Source: esa.un.org Fig 1. UN World Urbanization Prospects 2011
I-Cities, placed between settlements, small cities and towns, and big cities of more than one million, enable the rural population to access basic facilities (like schools, hospitals, administration, markets) and services (like jobs, electricity, IT services, transportation). Having this intermediate position, they also constitute,
for the majority of citizens, transition points to exit rural poverty (The World Bank, Urbanization and Poverty Reduction, 2013). Therefore, the efforts to shape the development of a more just, sustainable and united society must be recognized so that the dynamics of these cities can be promoted. All cities need examples of effective management and leadership, and greater attention has been given to big cities and metropolitan areas but i-Cities cannot follow the same approach. Although representing very diverse groups, there are numerous similarities in the global dimension of i-Cities in terms of challenges and opportunities and relating to urban and territorial systems that distinguish them. Therefore, in order to learn and plan for sustainable urban development which meets the demands of the urban as well as rural population of their regions, i-Cities should have their own voice in the discussion on urbanization. Aware of this, local government associations are ready to provide opportunities to share international and national experiences, and lessons by stimulating cooperation among North-South and South-South i-Cities. They want more attention to be given to i-Cities in order to build their confidence and widen their ambitions. United Cities and Local Governments (UCLG) represents and defends the interests of local and regional governments and their associations on the world stage through cooperation between local governments, and within the wider international community, regardless of the size of the communities they serve. UCLG is keen to enable and encourage sharing and learning projects, particularly to promote planning instruments and methods, as well as inter-municipal cooperation on local, regional, national and international levels. While there is a growing gap between the increasing importance of cities with intermediary profile in the global cities networks and a lack of adequate planning strategies, urging researchers and practitioners to respond, UCLG seeks to explore what policy support is required by networks, local associations, and national governments. Therefore, the UCLG committee on Urban Strategic planning has been tasked, in 2013, to focus on intermediary cities. The UCLG World Secretariat, through its programmes, particularly though the Joint Work Programme with Cities Alliance and the Government of Norway, is supporting intermediary cities (mainly in the global South) and associations to coordinate their city to city cooperation on the topic of Urban Strategic Planning and Policies for i-Cities. UCLG believes in the importance of i-Cities for the consolidation and enlargement of its political base.
2. Background and objectives

UCLG and its partners at the United Nations, particularly UN Habitat and ILO, in addition to UCLG initiatives such as the FMDV and UCLG committees, are keen to respond to the challenges that local governments around the world face and lobby members to provide expertise and professional support to increase capacities. In the present context, the international urban community shares the importance of a better understanding of i-Cities, planning for their needs and creating policies to counter challenges, find solutions and innovate. Internationally, intermediary cities are facing a number of challenges. Although these challenges are shared by many other cities and metropolitan areas in the world, they have particular scope and impact in i-Cities. Their challenges include: poor and insufficient planning political and financial dependency higher cost for service provision with less income from taxes and fees lack of financial resources for addressing backlogs and growing the infrastructure base to absorb urbanisation pressures limited capacity and administrative challenges employment profiles dependent on few sectors (eg. mining, tourism, agriculture) unstable and conflict-ridden political structures, particularly in Africa. impact of climate change and the need for improving the management of urban growth and development insufficient promotion (city marketing building the external identity)
In a global context, apart from in Europe, we can see that there is little research and literature available in the form of publications, guides or proposals for iCities compared to bigger cities. In view of this, a task force of active members and partners was gathered among UCLG. So far, UCLG has been collaborating with the Chair of UNESCO and the UICA-CIMES network dedicated to the subject of intermediary cities, to develop a learning platform. A learning exchange, held in KwaDukuza, South Africa in March 2013, was a chance to gain better understanding of African intermediary cities.
Illustration 1: Learning exchange on intermediary cities, Kwadukuza, March 2013. From left: Silvio Barros - Mayor of Maringa, Richard Mthembu - Mayor of Kwadukuza, Nomusa Dube - Chairperson of KwaZulu Natal Province, Nomvuzo Shabalala Deputy Mayor of eThekwini, Sara Hoeflich Project Manager at UCLG, Welcome Mdabe Mayor of Iiembe and Chairperson of SALGA.
Around 120 participants from cities and regions of 6 countries came together to review the needs for an agenda on i-Cities and to reflect on the concept of iCities applied to an African context. Key lessons from that learning workshop were extracted and have been included in this frame document, including characteristics and recommendations for planning. At the Lleida International Forum on Intermediary cities, policies and planning that took place in June 2013, this document was placed for discussion. Mayors and practitioners, mainly from the global South, together with experts, development partners and network representatives had an opportunity to sit together and give their inputs on policy and planning recommendations.
Illustration 2: Mayors roundtable, Lleida, June 2013. From left, Mayors of: Narayanganj (Bangladesh), San Vincente (Ecuador), Agadir (Morocco), Kwadukuza (South Africa), Butuan (Philippines), Chefchouan (Morocco), Ferrara (Italy), Nampula (Mozabique)
Understanding the importance of planning in such cities and the necessity to train students and practitioners to optimise their opportunities and address their unique challenges, many universities have started to focus their research on iCities. Various international networks such as the Municipal Institute of Learning Durban (MILE), UNESCO Chair, the University in Lleida "Intermediate Cities Urbanization and Development", UIA-CIMES - working Programme of International Union of Architects (UIA), the European Urban Research Association (EURA), MECINE (European Network of Medium Sized Cities), the Ibero American network (AERYC), the FMDV (Fund for the Development of Cities) and others, are interested in this agenda and have started to offer support and collaboration on the work that has begun on the subject. Investments and new policies for economic development on i-Cities will directly encourage and create employment opportunities, which is one of their main aims. Furthermore, in developing countries, intermediary cities are emerging actors for urban growth, food security, job creation, education and basic service delivery.
Strategic Objectives of the Frame Document

This document is the attempt to gather together the discussions of UCLG members, regions, partners and associations on i-Cities. Based on this, regional governments, national associations and organizations should develop a more
accurate profile of the policy proposals. With regards to this, it is necessary to propose two major approaches: Firstly, to lobby within the network for the promotion of reviewing and improving new territorial and development policies and that the profile of i-Cities is included Secondly, encouraging the constitution of networks or learning groups at local, national or regional scale, complementary with the above objective, to dedicate themselves to the large and diverse set of these types of cities, to improve capacities, maturity of local teams and policies to be implemented
This document, discussed by politicians, practitioners and networks in the City of Lleida, June 2013, will subsequently be presented at the Rabat UCLG Congress in October 2013. An agenda for i-Cities with further steps will be decided on this occasion.
3. Definition
3.1.
Intermediate and intermediary cities
Considering that cities function in broad spatial context as well as spaces of flows of information, goods and people (Castells, M., 2000), various city classifications include: capitals and secondary-cities or second-tier cities (ESPON Applied Research, 2013) relating to the international and national urban hierarchies; Regiopoles (Aring, Reuter, 2008) and Netcities (Biaccini, Oswald, 2003) referring to agglomeration in a regional scale; edge cities, Zwishenstadt (Sieverts, T., 2000), intermediate landscape in relation to their urban form and bedroom, satellite cities, industrial cities, airport cities in relation to function in metropolitan scale. However, urban agglomerations continue to be defined primarily by spatial and demographic criteria as mega, metropolitan, large, medium-sizedand small cities, which signal their position within the domestic and international urban networks. The classification criteria lacked indicators for both the potential inherent in mediumsized cities and the risks they were prone to. In view of this, the term intermediate or intermediary was introduced. Intermediate city, whose use was first registered in academic circles in the mid-1980s, expands on the meaning of the term that it has now all but replaced: medium-sized city (Gault, M., 1989; Bolay, J.C., et al. 2004, Bellet, C., 2010). I-Cities, which include intermediate and intermediary cities, must refer to specific well-defined territorial context and be associated with hierarchies and networks, taking into consideration not only urban but also rural networks and natural environment systems. They are not only defined in terms of demographic size and specific dimensions (that are coherent with the demographic context), but on the basis of the functions that they perform: their role in the mediation of flows (of goods, information, innovations, and administration, etc.) between the rural and the urban territories within their respective areas of influence and with respect to other centres or areas, that may be more or less distant from them (Llop, J.M.; Bellet, C., 2010). 3.2. Quantitative and qualitative criteria for the definition:
The characteristics of i-Cities vary across and between continents and countries, with each having different thresholds for what would hold such a classification. Their position is determined by the countrys political, social and economic specificities.
The size of i-Cities may also vary considerably and so do their budget and administrative competences, which all constitute quantitative indicators, difficult to shape and influence by the city itself. In terms of population size as an example of quantitative criteria, the European Union defines i-Cities as settlements that contain between 20,000 and 500,000 inhabitants, while the World Bank raises the upper limit to one million. In the North American context, the range is usually between 200,000 and 500,000; in Pakistan 25,000 and 100,000 and in Argentina between 50,000 and one million. Moreover, what would constitute a medium-sized, or intermediate city in Europe, may correspond to a small, or even very small city in the context of China or India in which there are many cities with far more than a million inhabitants (Llop, J.M., 2004). Furthermore, many national governments classify the cities in groups based on income, population or size. This has implications on their legal and fiscal competences, leading towards upward aspirations such as districts wanting to become cities (Indonesia), towns to become cities (Namibia) or tertiary cities to become secondary cities (South Africa) or metros.
Similarly, qualitative criteria like quality of life in the city, connectivity, cooperation with the hinterland, etc. are equally important in defining i-Cities. Urban networks often apply measuring indicators to the network of flows, role, and function that the city has within its territory; in addition to these we can add the relationship it maintains and creates, which can be influenced by the cities themselves.
To illustrate this, the following are the identified quantitative indicators of i-Cities Population size o In this study, we consider cities with populations between 50,000 and one million inhabitants as iCities, occupying intermediate positions in their settlement hierarchy. However, there might be a few exceptions. Some i-Cities need two population indicators: the difference between day and night population is easily 2:1 (ex. Blantyre in Malawi has a day time population of approximately one million while at night time, it is a little over 600,000. At least 350,000 people commute to the city on a daily basis; in Krakow (Poland) approx. 250,000 students are not considered in the official statistical figures).
Administrative competences and budget o Institutionally (and financially) the city is dependent on other spheres of government, given less power than the big cities in national networks to shape their development. In international and national development priorities, they are often invisible or fit under the umbrella of the region. Staff capacity in administration is smaller than in big cities, with less number of specialized employees and lower salaries. Budget per inhabitant is considerably lower in i-Cities than in the metros or big cities, when compared in respective national context (i.e. the difference in budget for public transport in Spain is ten times bigger on average in big cities than in medium-sized). They house government administration bodies (local or regional) through which the demands and needs of large sectors of population are channelled as well as national development programs implemented.
The identified qualitative indicators for i-Cities: External connectivity (networks, territorial links) o o By serving as important node in the structure flow, iCities provide access to other levels of network. Functionally i-Cities serve as supply centres for more or less specialised goods and services for their own population and for those (urban and rural settlements) which lie within its hinterland or area of influence. I-Cities are the economic heart of large rural areas (Hardoy, J.; Satterhwaite, D., 1996), centres of social, economic and cultural interaction. They serve education (higher education facilities), health (hospital, specialized medical care), cultural, religious and transportation facilities for broader population. They create added value to the territory as a whole by facilitating mediation between rural and urban areas (i.e. institutions like ACTEL in Lleida (Spain) improve the performance of agricultural production in the area by organizing the flow of goods).
I-Cities are points of transition, a first stop for populations looking for jobs, specialised services and a better quality of life. For example, research in Tanzania showed that one in two individuals/households who exited poverty did so by transitioning from agriculture into the rural non-farm economy or secondary towns. Only one in seven exited poverty by migrating to a large city (World Bank, 2013).
Internal connectivity (form, scale, facilities) o Comparative research on almost 100 i-Cities around the world show that cities up to 650,000 inhabitants are more compact than bigger ones, with a 70% of population living within the circle of 3.9 Km radius walking distances (Llop, J.M; Bellet, C., 2003) Proximity of services and facilities makes i-Cities more humane and comprehensive for citizens to identify themselves with space and create strong local identity (ex. Ferrara in Italy). Scale offers more balanced and close relations with natural environment and surrounding rural areas. However, they can be also more vulnerable to unsustainable investment (for example, i-City of Cajamarca (Peru) faces risk of mining company threatening fragile ecosystem of mountaintop wetlands). They are often with primary and secondary resources (mine, agriculture) which depend much on external factors. I-Cities usually have free land available for urban extension and are able, at least in principle, to maintain harmonic and balanced relation with their respective territories. Quality of life is considered superior owing to the proximity to services which is appreciated by certain income groups, especially knowledge workers such as university employees.
What?
4.
Questions on i-Cites
The questions for the debate and further study that have been raised by members and partners are classified under the following categories: definition, spatial and environmental aspects, social and cultural aspects, institutional aspects, economic aspects, financing development and services. 4.1. Definition
What is the understanding of an intermediate and intermediary city in different countries? What terms are used by national and regional governments when referring to this group? What are their distinctive features, strengths, weaknesses and opportunities compared with capital cities and metros? What should be the roles and functions of these cities in broader urban network? Are the i-Cities competitive? If yes, how and with whom do they compete? Are i-Cities placed in the middle of urban system of cities? Who are the stakeholders in i-Cities? Are they different than in big cities? Do they create different relations with each other? Should i-Cities join networks of cities that have an identity by themselves or a brand? Which networks suit them? What is the demographic range of i-Cities? 4.2. Spatial and Environmental aspects
What are the new trends of urban growth and their priorities and how are iCities affected by them? What is the role of i-Cites in national and regional urban systems? Were they exposed to new planning methods like the metropolitan areas have been? What are i-Cities planning methodologies and tools? Is land consumption viewed as a problem or an opportunity? Do they have concepts of protection and heritage? Are there any initiatives to adapt to climate change? What is their level of resilience? Is there a tendency towards green, sustainable development? What are the existing legal instruments to plan for sustainable development? Is the environmental potential important enough to create a strategy around it? How can it be measured? What is the range of their physical size and population density? Are i-Cities dense? Are they scattered or compact? Do they have mixed land use patterns? What are the levels of urban amenities and basic infrastructure services?
What is their relationship to their hinterlands? 4.3. Institutional Aspects
What is the level of decentralization of i-Cities in their respective countries or regions? What are the ways in which the different tiers of government cooperate? What is the institutional capacity of the local governments to manage iCities? Is there good horizontal and vertical multi-level urban governance? What are the ways adopted by i-Cities to advocate their cause and represent their interests? How can local government associations benefit from cooperation with international networks such as UCLG, CA, etc.? Do they provide more effective platform to promote i-Cities? What are the management tools employed by i-Cities? What mechanisms do they use to deliver social and economic services? How can the local government facilitate innovative management of i-Cities and their potentials? What tools must be given to the local government to lobby with both national government and international institutions? What can i-Cities do to improve their governance (performance, strategies, etc.)? Is intermediation considered a main task for local political leadership? 4.4. Economic aspects
What is the economic potential of i-Cities? What is the GDP and economic profile of i-Cities compared to big cities in urban system? What is the economic situation of i-Cities? What is the prosperity level of its people (income)? What are their main sectors of economic activity? What levels of economic growth are being experienced? What levels and types of investments do they attract? What is the job creation rate and what type of jobs? How is unemployment structured? What is the nature of skills of its people? Is there a migration to metropolitan areas and why? Is there migration from rural areas to the city? What is the role of the private sector? How has the financial crisis affected i-Cities and how are they coping? Are the constraints of i-Cities different to Metropolitan areas? Who is responsible for their economic development, poverty alleviation and employment creation? Are economies in i-Cities more linked to urban or rural economies?
Is there a focus on endogenous economy? How can we stimulate the investments? Are there resources to fund sustainable growth and development? What is the role of planning in economic development? Social and cultural aspects
4.5.
What are the characteristics of i-Cities population? Is it more diverse or homogeneous than in big cities? Are i-Cities multi-cultural compared to big cities? Is there interaction between diverse communities? Is there a difference between i-Cities in immigration societies and nonimmigration societies? Are there problems related to migration, segregation, inequality and inclusion? How do i-Cities deal with it? Are there issues of poverty? How do i-Cities deal with it? What are the social consequences of unemployment? How do i-Cities deal with it? Are there problems with ageing population? How do i-Cities deal with it? What are the cultural challenges in i-Cities? Do i-Cities have their own cultural identity? Is it regional or national identity? How do i-Cities preserve local identity for the future population? Is the cultural and social potential important enough to create a strategy around it? What is the role of social dialogue in i-Cities? 4.1.6. Financing Development and Services What are the existing financial instruments to support i-Cities? What are i-Cities specificities in terms of financing development? What are its main strengths and weaknesses? How do i-Cities finance their development and services? How to provide and finance sustainable and effective public services with local resources? Are financing tools innovative (PPP, effective strategies of tax recovery, land value management)? What are the financial resources available to i-Cities besides their tax revenue? How do i-Cities mix different sources of revenue (hybridization)? What kind of financial support do they receive from their national governments? What specific challenges do they face internally in generating revenue? What are their challenges in access to finance and how do they overcome? How to plan to ensure a sustainable, integrated and resilient economic development of territories (attract private investment, valorise local resources, management of land value and spatial growth, etc.)?
How?
5. General findings on the opportunities and challenges for Planning and Urban Policies for i- Cities.
This chapter contains answers and first examples to the above listed questions regarding planning, urban policies and financing i-Cities. They are based on findings discussed among members of the UCLG Committee on Urban Strategic Planning in 2012 and 2013, following the adhesion of the CIMES as associate partner. The objective of developing this collection was to gather the vast knowledge on planning of i-Cities in order to share with local leaders, international organizations, universities and other actors involved in the process of balancing urbanization. Grouped into six thematic sections and related to the above questions, the answers create a set of examples and proposals for i-cities sustainable urban development. Following this, more detailed recommendations feature for specific actors involved in the urban development process.
Illustration 3: Thematic round-table workshop on intermediary cities, Lleida, June 2013.
5.1. Definition of the concept

The characteristics of i-Cities vary across and between continents and countries. Their position is determined by political and economic specificities. Moreover, the diversity of intermediary and intermediate cities is in direct response to the diverse results of the urbanisation process in each and every territorial context. The forms of urbanisation have a duel cultural and material component that responds to, among other things, the historical, social, cultural and geographical characters. The indicators defining i-Cities (mentioned in the previous chapter) vary according to the region, particularly in size. An European city is understood as medium if it has more than 50,000 inhabitants, while the same definition cannot be applied in Asia. Generally i-cities range between 50,000 and 1 million. Reasons for the establishment of these cities also vary significantly. Some have strong historical roots (Blantyre in Malawi, Speyer in Germany) or have emerged from the extraction of raw material (Newcastle in South Africa), while some others border a major Metropolitan city (KwaDukuza, bordering eThekwini in South Africa). Some have been established as new towns for specific purposes, like setting up of particular industries, (Maringa, Brazil) affordable housing (Arakkonam, India) or as administrative hubs and perform the function of an intermediate city. Moreover, in large parts of the world, i-cities depend on the economy of their dependent domains, where local opportunities constitute the basis of its development. These extend from rural forms of economy to informal economies. Concept The intermediary cities concept is based on the idea that the potential and importance of the city does not depend so much on its demographic size as on the way in which it interacts with the other elements within its system: its capacity to create relationships and create a network and also the characteristics of this network. The intermediary city concept adds value and introduces more dynamic and strategic aspects that offer new possibilities for self-affirmation, reinforcing the city-region or city systems and paving the way for/consolidating relationships at other levels such as inter-municipal, regional, national and even international level. The intermediary cities concept implies replacing the static and notably hierarchical conceptualisations of the urban system identified in the most classical theories with a new and more open, dynamic and interactive concept (Dematteis, G., 1991).
Finally, the intermediary cities concept does not see urban and rural dimension as separate dynamics. The global food crises and the industrialization of agriculture have been impacting cities: unemployment, migration, alteration of food chains, to name a few. Only an intermediary attitude that includes the rural territory will encourage innovative opportunities. Therefore there is big potential in strengthening the role of i-cities to enable active facilitation of urban-rural relationships.
5.2. Spatial and Environmental aspects

The spatial evolution of cities has always been marked by economic pressure of private sector or informal growth. Cities struggle to avoid an altered relation between planning, and actual spatial evolution. While investors and citizens receive plans as obstacles to development, plans are permanently changed, lose credibility or do not meet the pace of growth or shrinking. The prevailing trends of urban growth are space and resource consuming; the outputs are inefficient in a longer timeframe. Particularly in i-Cities, urban land is growing much faster than urban population. Some of the most common spatial growth patterns and challenges include:
growth of urban corridors urban sprawl segregation of functions loss of green or agricultural land
While planning to achieve territorial balance, it is important to consider the diversity of patterns of urbanisation and the functioning of different urban systems, and the different potentials and roles in each particular territorial context. In this process i-Cities play an important role in balancing the urban concentration. This is also because of their foreseen growth that will largely take place in the developing world (UN World Urbanization Prospects 2011). The phenomenon of i-Cities helps to limit the excessive congestion of the large urban agglomerations (mega-cities and megalopolises). They are complementary to the process of urban migration, suburbanization, and growth of informal settlements that cause pressure, and not only on large cities. Cities try to anticipate the above mentioned trends by addressing in their plans:
o o o o o o
defined boundaries of: city limit and surrounding land as well as consolidated and open space inside the city density compactness mixed-use proximity clear urban tissue (street network)
5.2.1. I-Cities have an important role in creating sustainable urban systems I-Cities can create a new spatial economic format, even a new paradigm. Not antithetic or opposed to metropolitan (global) centres, but as an integrated and coordinated wholes, mutually beneficial. This idea is the bases for the Leipzig Charter (2007), which encourages specifically the strengthening of city clusters. This builds on the tradition of European countries, with the state or provincial policies supporting weaker municipalities to provide services and overcome the lack of competitiveness. Intermediary cities therefore play a key role as switch between big and small scale, urban and rural municipalities often operating in peri-urban area as an in-between or so called mediators (Tsveta Velinova, 2010). 5.2.2. Physical urban planning is coherent at the intermediary city scale I-Cities have a spatial and human scale that is appropriate for understanding and defining them. With respect to larger cities, those of this scale tend to have sizes and urban dimensions that are more conducive for efficient urban planning. They usually have opportunities for expansion and growth. Nevertheless, it should be remembered that this is a generalisation and needs to be validated with respect to different types of cities and their respective urban plans. Their particular structures, zoning, spatial distributions and/or design and the specific relations with, rural areas, megacities or/and other cities in urban system should serve as the definitive points of reference. 5.2.3. Planning for proximity Proximity, which is a distinctive character of i-Cities, allows for high quality, sustainable urban space. Many i-cities include central areas with the key services being accessible within walking distance. By reducing distances between spaces and people, it provides better accessibility for users and effective service management. The potential of proximity, unique to the i-City, promotes a more just planning process as the scope and scale is more easily encompassed than in the big city. The most basic right of access to common space and opportunities, as well as urban services - the right to know, understand and review the plan and/or city programme - is more achievable in i-Cities scales. Innovation and development are fundamental for these diverse cities. Smart growth, efficient resource management and information circulation should be a central point for development strategies. Compactness and proximity are spatial factors that have an impact on those aspects of development.
5.2.4. Policy and strategic plans illustrate solutions to the basic problems faced by each city and its population Spatial and strategic plans are ideally linked and integrated into a single plan. They must be tailored to the needs of each specific place and society in order to avoid the negative consequences of the homogenisation of cities as a result of badly applied globalisation processes. To achieve this, it is necessary to base urban plans and spatial proposals on locally significant elements and considerations. The assets that can change the development dynamics must be valued (including land and natural assets). Natural assets must be preserved on long term basis for different uses: here, it is very important to make informed choices. Law and regulations need to support this vision at national level. The right mechanisms for protecting public space are increasingly created and encouraged by civic and political leaders, who raise awareness to consider the value of green land, public space and public facilities. These mechanisms include careful study of the local, socio-spatial relations to build on the existing potentials and values. 5.2.5. The physical or urban spatial plans establish balances between consolidated and open spaces to the benefit of natural environments It is broadly agreed that it is not possible to develop a form of urbanism that ignores criteria for sustainability and respect for the environment. For this reason, physical and urban plans and their subsequent administrations achieve the following general objectives, which can serve as a working hypothesis. The physical plan establishes a system of open spaces as guideline for planning the urban occupation (Tardin, 2013). It means that the plan is based on a system of open spaces and occupied spaces (existing or forthcoming) and its rules of occupation. This approach aims to promote and apply the ecological advantages of cities, as well as ensure the protection of their visual features, such as the skyline, landscape and urban composition etc. Those plans guide the construction of the built elements in the urban context, such as infrastructure and buildings. In this sense, urban plans and particularly infrastructure plans, impact on the environment and the whole landscape in their models for territorial organisation and development. In the larger scale, the territory, officially recognised in the form of the specific landscape of each urban area and its own particular diversity, constitutes the fundamental element of urban planning. I-Cities have more opportunities to establish systems of open spaces, promoting/protecting geographic and environmental elements (rivers, hills, wetlands), as well as ensuring open space protection between consolidated areas as land markets and urbanization are still
open. The result of this approach means a more integrated urban development in which the most significant physical-spatial attributes of open spaces (biophysical, visual perception and related to the integration of urban context) are preserved/reinforced as guidelines to the construction of the urban occupation of cities. 5.2.6. The urban spatial plan provides measures, definitions and indicators The physical plan gives concrete definition of the relationship between factors such as total surface area and zone density, maximum distances and general urban form, land use planning and means of transport. This has an impact on the rates of the individual and essential movements of people between their places of work, residence and service. Many solutions involve adopting denser models in the case of horizontal cities (as found, for example, in the cities of North America, northern Europe, and the English-speaking world) and controlling densities in areas that already have high densities (e.g. the Mediterranean region or Asia). 5.2.7. The urban spatial plan promotes density, compactness and mixed use to become reality The goal is an optimization of densities, urban compactness and mixed use, avoiding sprawl and the creation of dormitory cities, without segregation between different urban zones. City limits or boundaries as instruments of growth regulation should be central to the plan, as showcased in the case of Agadir in Morocco, that learned not to repeat urban areas without public facilities. In the case of i-Cities, those ideas become more feasible. Due to their smaller scale, the impact of plans is greater and they are much faster to implement. Moreover, organisations such as UN-Habitat have produced materials to support cities in their planning processes, such as the Planning for City . UN-Habitat discussion on urban expansion is in process. The meeting of experts in Barcelona (Planning City Expansions: Public and private space for expanding cities, September 2013) focused on creating planning guidelines for urban growth, particularly for cities in developing countries.
5.3. Institutional Aspects

5.3.1. Intergovernmental coordination of different administration levels involved in planning and implementation processes This is particularly relevant as decentralization frameworks often do not detail strategic alignment, for example in citizens participation, negotiation with
private investment or local economic and social development opportunities. A systemic vision helps to enhance coordination between different administration levels to make a good prioritization of interventions. 5.3.2. The city development strategy includes medium and long term strategic planning in various spatial scales Regarding their functional character, strategic spatial planning in i-Cities cannot be discussed without taking into account the wider city region, including intermunicipal cooperation and coordination. Therefore there are two scales of policy making and spatial planning:
Local and/or regional including strategic relations with surrounding municipalities within a general framework that includes parameters for urban policies and makes clear the relations with the nearest megacity or other cities in the urban system. It also provides the frame for a city project agreed upon by consensus amongst the public and private sectors. Wider Urban systems, including region or country, is where i-Cities position themselves (i.e. offering attractive living and working conditions, affordable housing). Therefore i-Cities need the support of national spatial development policies oriented at the polycentric urban system.
A key factor of the planning methodology is a clear communication of short and long term goals and responsibilities. The creation and subsequent administration of appropriate city plan-projects make it possible for all the citys stakeholders to become involved including organized civil society. This, in turn, allows greater public participation and the creation of a synergy and common goals. It is especially important in cities where lack of continuity in long term planning related to changes in government affects the development. 5.3.3. New Policies intermediation and relations are necessary for effective
I-Cities have the position of active mediators in urban governance. Therefore new policies and mediating relationships are vital. To achieve this, i-Cities create new policies that promote: The creation of partnerships between municipalities, but also between municipalities and private agents, improving local administrations capacities in order to integrate and improve urban and rural public services to be accessible and competitive for the population.
Promote multi-level governance, taking into account a more relational and strategic management of cities and regional governments, committing to the same objectives. Encourage participation built on mutual trust and understanding between communities and authorities regarding their rights and duties. Adopt formulas for partnerships, associations and service based intermunicipal cooperation. Create new public management formulas, private or mixed, including users and the entities and/or companies, exploring new actors and emerging markets and initiatives. Build relationships of cooperation and solidarity with common projects between cities and regions.
5.3.4. Sound strategic urban plans and policies I-Cities often face problems implementing their strategic plans. In in order to gain better outcomes, strategic i-City plans need to be coordinated with higher levels of governance and sustained by citizens legitimation, inter-institutional and inter-governmental agreements. Different government levels, involved in planning and implementation, should cooperate to make comprehensive strategies however the tasks associated to them, should be delegated clearly. As showcased by the Haagland region in the Netherlands, the overseeing function can be from local to regional level or vice versa. Moreover, due to their scale, I-Cities have the opportunity to pursue closer relations with citizens. Thus transparency in planning and policies should be promoted to allow for more effective citizen control and participation. Consequently legitimisation of regional planning through participatory process requires official local government agreement and it should be organized in more subsidiary principle. 5.3.5. Large scale physical or financial interventions not constrained by municipal boundaries Legitimation of large scale interventions because of their inter-municipal scope and dimension, need to be incorporated in the urban planning. Very often local government interventions are restricted by jurisdiction and are, following their own criteria, often incoherent in terms of management. To achieve sound results, more horizontal and vertical cooperation is needed between sectors and levels of governments respectively. Better horizontal cooperation can be achieved through intermediary urban governance, which is a result of city to city cooperation that
includes different planning sectors (transport infrastructure, mobility, housing, environmental corridors, services etc.) in one holistic vision. Improving vertical cooperation should be done by implementing multilevel urban governance in finding solutions to spatial problems that cross the borders of cities and regions.
5.4. Economic Aspects

5.4.1. Local Economic and Social Development aspects LESD and decent work strategies are increasingly being implemented in cities around the world; however, LESD does not only mean economic growth. I-Cities need to promote the creation of employment and several other aspects such as social dialogue, social protection, rights at work, etc. By putting emphasis and developing these aspects, i-Cities are able to advance, and furthermore, achieve - the Decent Work Agenda - a key component of LESD strategies. Local authorities must have fiscal autonomy and sufficient minimum capital to promote sustainable development. This depends on national laws on decentralization of resources, and it must be complemented with citizens oversight to prevent corruption. 5.4.2. I-Cities have their own, competitive agenda I-Cities share many similarities, one of which is that due to their scale and functions they cannot simply adapt metropolitan cities agendas. Therefore, based on the assessment of their individual strengths and opportunities, they should develop their own agendas. In order to respond to the dynamics of local economic and social development, it is helpful to build complementary and supportive networks and not to get into the logic of competition. Those networks should be built at: Regional level between intermediary cities and rural communities. National level between intermediary towns and cities; International level between intermediary cities.
These networks can be established inside the region, or through a South-South and Triangular cooperation frameworks, as it is based on the central idea of solidarity engaging partners involved in a mutually-beneficial relationship that promotes self-reliance and self-help. In this sense, the roles of national governments, regional entities and UN agencies is in supporting and implementing South-South and Triangular cooperation that has been highlighted
in the outcome document from the High-level UN Conference on South-South Cooperation held in 2009 in Nairobi. 1 Each i-City has its own specific potential. This potential is being enhanced through the balance of the five criteria of sustainability (adopted on the basis of the Leipzig charter by the Africa Union of Architects). The proportion and relevance of the potential can help in building an identity for the city (old or new), and in integrating it into international networks following the same affinity. This can add to the citys uniqueness and be relevant in facing constant challenges. The unique aspect is that i-Cities are more flexible in adapting to new challenges and coming up with innovative solutions that are closer to their citizens. This allows them to address their problems more accurately and rapidly than metropolitan and prime cities. Moreover, i-Cities have a greater direct impact on the surrounding areas and the rural-urban linkage is stronger. For example, cities like Lleida in Spain Chefchouen in Morocco or Nampula in Mozambique encourage new forms of commerce and food distribution, by proving farmers and consumers direct access to each other. In providing this linkage, they also strengthen themselves because owing to the coalitions they form. 5.4.3. I-Cities see the potential of the local economy While most of global investment focuses on large cities, i-Cities economic strategies need to be built mostly upon local resources oriented on the local market. Strategies should be preceded by a diagnosis of the territory and the economic actors, along with their economic development potential (strengths and weaknesses). It should include strategic economic planning in physical planning. Job creation and economic growth provide the basis to expand decent work. As a result a higher and a more sustainable growth can be ensured. The parallel relation of these aspects covers the recognition and respect of the rights at work, the extension of social protection and the promotion of social dialogue. Transparent formal planning and clear policies of cooperation with public sector, for example by supplementing public transport, guide the private sector to make investment plans. This helps to lay the ground for responsible investment. For example, investment in mining industry creates jobs along with providing houses and other services thereby creating city extensions in many cases. However, when the mine is shut down, the working population remain without secure income. This unsustainable practice requires, later on, big public investment to overcome its consequences. Therefore clear laws for socially and
1
http://southsouthconference.org/
environmentally responsible investment are crucial, especially in the case if intermediary cities. In developing countries, small and medium sized enterprises (SMEs) are one of the main driving forces of economies. They provide a wide range of services, products and are well known for being significant job creators. Therefore they should be taken care of by the local government policies and regulations. 5.4.4. Urban planning is a tool for economic development Sound urban planning can mitigate unsustainable urban growth and be a crucial tool for city management. One of the main assets of i-Cities is that they have strong relationships with surrounding agricultural land from which city and region mutually benefit. However, too many i-Cities sprawl into agricultural land (mini-funds). As property structures are diverse in these areas, formal and informal housing occurs, using basic agricultural services, particularly water. If the city is not providing alternatives through active land management, people will settle informally, and often using the best agricultural land. Therefore i-Cities need to play a more active role in deciding their development patterns. Clear land use strategies and land valorisation that help to protect agricultural assets are vital. Holistic visions, in which development is tuned with transport systems and economic targets, are only effective if they are communicated and promoted. This directs the investment and allows for other actors to join the vision. 5.4.5. Economy of proximity is beneficial for i-Cities The economy of proximity provides better internal relations for short-cycle production and consumption. Proximity of basic services and facilities is more socially just and inclusive. Municipalities can facilitate cooperation between various sectors and cluster development programmes, research, university, agribusiness, consumption circles based on proximity.
5.5. Social and cultural Aspects

Social dialogue plays a critical role in achieving solutions for development and in building social cohesion and the rule of law. It promotes negotiation, consultations and exchanges of information on issues of common interest between or among the different members of the civil society and the government. Furthermore, social dialogue is an efficient mechanism to advance opportunities for the cities to attract investments and strengthen their capacity to provide its population with the necessary services.
5.5.1. The populations of i-Cities increasingly participate in city planning and management Inhabitants and space users participate in the design and management of the places where they live and work. The more familiar they are with the space, the more they matter. The city can only be a space for individual freedom, social cohesion and socio-economic progress if it meets certain minimal conditions for civic participation. As Aristotle said, the city is a political construction. There are good number of cities from different countries that have demonstrated the importance of active community participation in the preparation and implementation of their long term strategic growth and development plans. For example, in Brazil the city of Maringa made outstanding progress involving the local entrepreneurs into the city development strategy. In Divinopolis, the city approached participatory budgeting involving communities through city hall meetings. A similar experience is reported by Dondo, Mozambique, that is applying participatory budgeting in a context where municipalities have little funds of their own. In those cases, participation is reflected in a number of forms. Firstly, communities contribute to the decision making processes in relation to the selection and prioritisation of projects and programmes. Secondly, they become signatories to the plan, acknowledging their participation in its formulation thereby reflecting their commitment to its implementation. Finally, as a result of the commitment by the communities, the cities have a mechanism to ensure that the performance, in relation to project implementation, is measurable and as such can be monitored by communities. As there are multiple examples of cities that have demonstrated that extensive public participation even in the budgeting process, this concept should be encouraged in all Intermediary cities. In principle participation should occur during the planning, reviewing and implementation cycles within the budgeting or/and spatial planning. 5.5.2. Social inclusion is increasingly incorporated in local planning Countries like South Africa count on legal bases (Integrated development plan) thatforesee consultation processes. However, not all cities display this potential. In order to acknowledge the role of women, children and youth as key actors in social integration processes there needs to be a clear strategy aimed at including them in planning process. This can be achieved by establishing social dialogue to take into account their voices as individuals within society. They should have a stake in the debate that later defines their opportunities for better integration in society.
5.5.3. Housing problems in i-Cities can be addressed efficiently Considering that the fundamental problems of modern-day and future urbanisation continue to be those related to the most basic needs of housing, this can be addressed more efficiently in i-Cities. Cities like Santander, Spain report lower housing prices to be crucial factor for competitiveness. Along with addressing housing and services, organising shared open spaces and public spaces is a key issue. By forming efficient cooperation in the peri-urban space, intermediary cities play a crucial role in this field and in housing issues by providing an attractive quality of life. Issues related to informality need to be addressed, such as ownership and tenancy of dwellings. This helps to deal with the provision of better quality and affordable housing in a flexible market. In i-Cities, the floating population is often related to the efficiency and limited differentiation of services in villages. This situation can be the strength of i-Cities in becoming service and economic centres for rural population rather than being just a place to live. 5.5.4. Protect historical and architectural heritage and use them as a source of inspiration in i-Cities Protect, rehabilitate and find new uses for the elements that comprise the historical and architectural cultural heritage. The consciousness of a representative architecture and of historical landscapes, which are closely bound to specific sets of geographical, historical, cultural, conditions, should be the source of inspiration for the architecture and urban development of i-Cities. This should be taken into consideration not only at the level of individual or isolated projects, but also when considering larger development plans and urban interventions and composing images, places or visual representations of these cities. 5.5.5. The global objective in i-Cities should be to offer their population a good quality of life The way in which this objective is defined depends on each specific contexts and starting point. Meeting the quality of life objective firstly implies covering the basic needs of each settlement: dignified housing, basic services: running water, drains and sewers, education and health services, etc. Once these basic needs and services have been covered, it is necessary to establish a series of more qualitative objectives.
5.6. Financing Development and Services

Knowing that cities are the real engine of growth for countries and considering that cities dynamism depends on the degree of development of each country,
the percentage of public spending of i-Cities is very unequal in absolute and relative terms, some countries channel less than 3% through local governments. (GOLD II) 5.6.1. Financial Management Clear financial management is a critical step in promoting and maintaining the communitys trust in its government. Transparency in tendering processes would remove any suspicion of fraud and corruption, thereby improving the credibility and transparency of the city and, more importantly, creating a relationship of trust to be formed between the city and its citizens. Generally the economic scale of Intermediary cities differs to large cities and capitals. Salaries and public incomes through taxes and fees are lower, but infrastructure and other service provision might be similar or sometimes higher. In order to overcome the extensive backlogs coupled with inadequate financial resources that many intermediary cities face, it is imperative that cities: have strategic budgeting processes in which funds are clearly committed to projects and programmes have a mechanism to ensure that financial systems are in place and are legally compliant have regular financial monitoring and reporting have strategies for improving their revenue generation and collection have regular financial audits
5.6.2. Land management is an important financial tool Financing urban development can be done through effective land management by using planning instruments and urban policies. Planning instruments, such as urban plans, are essential tools to stimulate city economy. Increase in land value can be reached through direct investment in land, such as for example infrastructure and services, or through urban planning. In the case of the second, the plan, a legal instrument reflecting local governments vision, is a guide for potential investment. For example change of land use, plans for urban extension, road network plans, all affect the land value and stimulate growth. The revenue from investment in land should be gained by local authorities through, for example, the land tax and reinvested in, for example, buying other land and increasing its value.
Who?
6. Recommendations for i-Cities urban development actors
The recommendations for i-Cities urban development actors, advocated by the UCLG and its partners, are built on conclusions from the first interregional meeting in South Africa (March 2013), that were discussed in the global meeting in Lleida, Spain (June 2013) and will be further debated at the World Congress in Rabat (October 2013). Their objective is to serve as a basic reference for various actors in the urbanization processes concerning iCities. The following six sections correspond to the logic of the above chapters. 6.1. Spatial and Environmental aspects Land is a central issue for i-Cities. It is one of their biggest assets. Most local authorities have competences in land management and thus can drive and stimulate growth. Land is also a limited resource, and requires protection and urbanization is one of the least sustainable uses. Growth patterns should foresee compact urbanization, clear zoning and connection between urbanized areas through public transport and basic and environmental services. Intermediary cities fulfil an essential role in forming effective partnerships between urban and rural parts/ land of a certain region. These partnerships will be of crucial importance for improving the quality of life. It is therefore important to plan urban expansion as a reduction of agricultural land, preserving green areas around the cities, tackling environmental and climate change problems, energy and water supply, and provision of services as a whole. It should be done according to basic principles for the planning of the system of open spaces, for example: the maintenance of natural elements and processes; the maintenance of the most singular physical characteristics, its elements and processes of perception, which gives identity to a specific landscape; the promotion of integration among the elements and processes of urban occupation through open spaces, regardless of their biophysical or visual attributes; the promotion of synergic urban design strategies between open and occupied spaces. Planning cannot be considered separately to implementation processes. It is very important to have precise indicators allowing for monitoring and evaluation of urban development. This allows evaluation of the usefulness and feasibility of the planning tools , strategic decisions, and financial sustainability of urban development. Urban sprawl must be minimized by regulation and alternatives, the physical plan must give priority to a concrete definition of the relationship between
factors such as total surface area and zone density, maximum distances and general urban form, land use planning and means of transport. Compact forms are generally more sustainable and need to be encouraged by legal instruments. It is necessary, however, to respect certain proportionality between free (public or community) space and land reserved for construction. The dense urban model has a proportional limit between free space and the built environment. Plans fulfil the criteria for sustainability. They must foster integration between informal (family) and formal (business) economies, promote sustainable cycles of production and the recycling of waste, encourage the use of local, nonpolluting or recyclable materials and conserve natural resources (water and land). Recycling of land, unused areas, building materials should be a priority, as well as the use of degradable building materials. Local government should make sure that the plan is done according to basic principles for the planning of the system of open spaces, such as for example: the maintenance of natural elements and processes; the maintenance of the most singular physical characteristics, its elements and processes of perception, which gives identity to a specific landscape; the promotion of the integration among the elements and processes of urban occupation through open spaces, regardless their biophysical or visual attributes; the promotion of synergic urban design strategies between open and occupied spaces. Proximity is a governance principle that has a spatial dimension. On city and neighbourhood level, planning possibilities include: Concentrating the working and living environment in walkable distance, maintaining or even improving the ecological quality. Production of consumption recycling services close to each other. Transport is the service in which intermediary cities have been innovative in the last decade: joining systems and fees, encouraging multi nodal systems, including cycling and walking facilities. To allow more urbanization along the existing public transport lines. Besides contributing to competitiveness, an investment in modern transport, attracting people to live in small centres that form a system and encouraging them to reduce the use of cars.
The management of cities and the provision of public services such as water, sanitation, shelter and roads require an integrated approach addressing all aspects of development. Local governments of i-Cities should make use of specific opportunities owing to the smaller size of their city and consequently of their administration. A more integrated or mixed city allows for a better,
easier and more comfortable development of human functions and activities in the space in question and reduce (forced mobility) population movements. Citizens have a right to a plan and to make this happen, they need to understand their territory. This implies that planning tools and outcomes needs to be better shared and communicated. Technical mapping of infrastructure for example can become more didactical in order to be used by public and local decision makers, independent of their education. The best City systems are those that are able to cooperate and are spatial. It is important, when planning land use or spatial planning, to agree on basic principles for enhancing or controlling development (land use, sprawl, and growth) and to foresee coherent specialization, i.e. university cities in relation to industrial city.) Cities that have successfully implemented their projects are crucial in disseminating and supporting the application of successful strategies. Associations, networks and UCLG should encourage networking capacities among municipalities, within and between regions and countries, developing knowledge banks where best practices can be shared. Moreover, it is very important to have precise data on the evolution of cities and indicators for research and evaluation (they have to include some benchmarks, for instance the percentage devoted to public spaces). 6.2. Institutional Aspects Given the degree of urban concentration on a global scale, there is a fundamental need for i-Cities to be more active in urbanization processes at the national and regional level and international networks, so they can obtain visibility and recognition. For local leaders, public administration is less complex and makes integrated planning easier. Local leaders can set a personal example in the way they exercise their responsibilities. Local governments should take a more active role as intermediary cities as they are more manageable than big ones. They should invest in urban spatial plans and urban policies as tools for economic development improvement. To do that, they need to develop networks and create partnerships with other municipalities and the private sector. South-south cooperation is an efficient and cost effective framework to partner for knowledge sharing and institutional capacity improvement. I-Cities can make use of this framework to share experiences and best practices. By documenting
exchanges, the south-south cooperation approach can be systematized and further applied to other partnerships. National governments should be transparent in their planning processes and implementation. They should take into account the requirements of the stakeholders and the needs of their citizens. They should also acknowledge the challenge of urbanization and commit to following integrated local planning processes in order to enable local investment, once its coherency is ensured. There should be instruments available, such as inter-municipal secretariats, to coordinate the work of various municipalities. Distinctions between levels of responsibility must be clear to provide clarity for citizens and investors and also to helps avoid confusion between local and national tiers of government. Regional governments should thrive towards avoiding territorial imbalance. When the real estate market is left alone to lead urban development, it tends to give preference to big transportation systems. Many iCities perform like market places - growing and shrinking during the day. These nodes should attract investment and provide services both to their urban population and to its rural surrounding. One of the objectives is to ensure territorial balance between the urban and the rural parts of their territories. The associations should advocate on behalf of i-Cities and promote their participation as key actors in urban development along with major cities. They should lobby national ministries to facilitate the implementation of local strategies. All of this would consequently lead the way towards a better structured cooperation and well documented success stories, providing the basis to develop the necessary tools for knowledge sharing. In this sense, by promoting the experience of an i-City in a certain field, there is great potential in developing also South-South Cooperation networks. UCLG together with partners and networks should promote i-Cities agenda in the global calendar of urbanization through international urban policy which involves these urban scales. UCLG would play in this context, a key role mainly in identifying i-Cities and highlighting their great development potential. They will also have a major role in identifying and disseminating good practices as well as in partnering with other organizations to obtain the technical or economical resources to implement the cooperation programs between i-Cities. Development partners and UCLG should have bigger presence in Asia -raise awareness of new urban world dimension, the value of i-Cities in that scale through information gathering and communication. Development partners and international agencies should give i-Cities international attention by facilitating exchanges of good practices and information. In this context, South-South and Triangular Cooperation can serve
as an effective framework to promote initiatives and take further follow up actions. A South-south and Triangular Cooperation Strategy for i-Cities would enable them to create and promote new mechanisms devoted to exchanging information and experiences. It would also provide the basis to develop networks of key actors for development. Development partners and international agencies, such as ILO, strongly support this initiative, drawing from previous experiences emanated from its own strategy. Development partners and superregional governments should focus on rural development strategies as one agenda and not develop back to back policies
6.3. Economic Aspects Local authorities and regional governments Local economic and social development of intermediary cities should be supervised by a schedule, which is adapted to the reality of the territory. The schedule should include: diagnosis of the territory, economic actors, their economic development potential short, medium and long term goals local and regional focus (to strengthen ties between the city and nearby rural communities), and make the different levels of planning consistent The strategic economic planning should be part of physical planning
To strengthen the local economy intermediate cities, local and regional authorities should: Support the creation of quality jobs that guarantee a decent work. Encourage the creation of companies, cooperatives, supporting small and medium enterprises, attracting investment. Encourage a decentralization of services, especially education and health. Encourage the formation of systems, avoiding overlapping and competing between neighbouring cities for the same function or investments Manage the informal economy Being effective in regards to the delivery of good quality services, particularly housing, health, education and public transport, ensuring that these public services will positively and directly impact the population, including local youth and elderly. Hereby contributing to fighting social inclusion while expanding social protection and becoming the engine of local economic and social development.
Take into account private and public sectors, trade union members, and civil society groups who could work together to promote investment in quality public services. Encourage innovation (important role of universities). Develop "green economy" and green jobs. Finding a balance between endogenous and exogenous development, empower indigenous resources in an open economy. Have a comprehensive view of the local economy, finding a balance between rural economy and urban economy. Identify the elements that make the city more dynamic and balanced. Each city must have an identity (specialization is an option but not necessarily adapted to all territories) and gain visibility.
National governments should ensure that the municipalities of the i-Cities and their territories make progress. In particular they should encourage them to build on their assets. Support may be required for some of these and can be provided by increasing management capacity. In planning processes, all aspects of local economic and social development should be taken into account. In Brazil, for instance, when Decent Work Municipal Programmes (DWMPs) are established, ministries of Labour had a key role to support local authorities by transferring knowledge. Some agencies, such as ILO, give special attention to multi-stakeholder approaches in the field of Local Economic and Social Development. Conversely, agencies such as UN-Habitat should continue playing a key role in promoting LESD through strategic planning. 6.4. Social and cultural Aspects Local governments should establish a mechanism to receive the contributions and ideas of their citizens. This can be achieved by creating comprehensive urban plans, which are understandable and by allocating resources to this particular task. Inputs and recommendations from citizens should be shared to higher levels of government so as to be transformed into concrete project proposals. It is also the responsibility of municipal leaders to allow for effective monitoring by stakeholders. Local governments should include social inclusion in their strategy that must acknowledge the role of women children and youth as key actors in integration processes. Participation implies a more active concept of citizenship both by the citizens and the local government. Civil Society Organizations should actively participate
in the planning processes, from identifying and verifying problems and priorities to monitoring actions. Moreover this should include social inclusion, which acknowledges the role of women, children and youth and other groups previously excluded from power. Local authorities should promote social dialogue and include all economic actors articulating the relations of formal and informal way: Strengthen citizen control at various levels; Integrate the private sector; Recognize the role of local associations (e.g. Workers and companies) and that of women children and youth as key actors in social integration processes; Work closely with the universities.
The local management should work towards identifying their individual strengths based on multiple reference points (e.g. historical monuments or natural heritage, surrounding villages can act as tourism potential and boost its economy). By entering into partnerships with other similar cities (in a network) or serving as a mediator between a bigger urban centre and a number of surrounding smaller peri-urban or rural areas, intermediary cities play a vital role in organising transport, schooling, health care, housing, spatial planning, economic development, cooperation with other stakeholders (companies, universities, NGOs) economies. If legal frameworks and competences do not mandate local governments to create jobs, citizens expect their leaders to care for sustainable jobs and fair access to services. To fully guarantee rights at work it is necessary to develop labour standards. The expansion of social protection and social dialogue can also address specific needs. In order to successfully achieve the Decent Work Agenda, it is necessary to align in a coherent manner all the economic and social objectives to ensure they support each other. National government should pay better attention and support rural areas; diversify economic development strategies to encourage young people to stay (tourism, agribusiness, crafts, etc.) Encourage of decentralisation of services especially education and health. Every city has its own unique characteristics and identity. Cultural heritage and traditions are more relevant in i-City than in other cities. Such assets cannot necessarily be measured or transcribed into tangible value. In fact, in order to promote the local development of an i-City it is necessary to make optimal use of its potentials. The distinctiveness of a place heritage, creativity, customs,
environmental or social structure should be valued and promoted by all governments. 6.5. Financing Development and Services Local governments need to obtain funding opportunities. One way to access these opportunities is through international cooperation. However, national government funds must not be forgotten, as illustrated by San Vicente in Ecuador. Furthermore, the option of financing urban development through land management instruments and urbanization policies can be adapted to different scales. National governments should acknowledge the importance of intermediate cities, engines of country-balanced economic growth, by decentralizing power and resources. Therefore the budget to manage these cities should never be less than 10% of the country's public spending. This percentage could be considered as the minimum necessary to address the urban challenges of any city outside of their level of development Investors in urban development The private sector should consider the scale and absorption capacity of i-Cities when foreseeing large investment such as real estate or PPPs. Local capital should be involved as much as possible. There are important lessons to learn from the risks and subsequent failures while encouraging the model of real estate packages, as can be seen from Spain. In this sense, public private partnerships constitute an important factor that could be dealed under the South-South Cooperation framework. The concept of Smart cities is gaining popularity and acceptance, and can work efficiently in iCities, where it is easily implementable. There should be cooperation between the private sector investors with national, regional and local level visions and policies. The private sector investors must be more open and flexible to cooperate with the different levels of governments. There are also examples and models on how people can participate in lowering costs through different financing models (cooperatives). In addition to a positive balance, this model ibuilds a broad ownership, making it sustainable.
7. Team and Bibliography

*
This Frame document is a result of a joint effort of a team
Under the supervision of I-Cities Project team leaders: Josep Maria Llop Torne - Director UNESCO CHAIR of UdL, UIA-CIMES Work Program Sara Hoeflich de Duque - United Cities and Local Governments Project Assistants: Ewa Szymczyk - Project assistant UCLG and Ajuntament de Lleida Venkat Aekbote - Project assistant UCLG Alessa Bennaton - Project assistant UCLG Marta Ros Carrera .Project coordinator Ajuntament de Lleida Nacho Compans - Project coordinator Ajuntament de Lleida Project team: Anat Chervinsky (Jerusalem University) Dr. Ajiv Maharaj Avirama Golan (Center for Mediterranean Culture and Urbanism in Bat-Yam) Bruno Reinheimer (Director Provincial de Planificacin Territorial, Secretaria de Planeamiento, Ministerio de Obras Publicas, de Santa Fe- Argentina) Prof. Dr. Ezequiel Uson Guardiola (Departamento de Proyectos Arquitectnicos at UPC, Barcelona) Firdaous Oussidhoum (FEELL ARCHITECTURE Group) Horacio Schwartz (Haifa) Jean-Francois Habeau (FMDV) Prof.Dr.Karsten Zimmermann (Faculty of Spatial Planning at the Technical University of Dortmund) Leticia Mara Leonhardt (Directora Provincial de Planificacin Estratgica Territorial, Secretaria de Regiones, Municipios y Comunas del Ministerio de Reforma del Estado de Santa Fe Argentina) Monica Quintana (Habitat Programme Manager UN-HABITAT Ecuador)
Maria Encarnao Beltro Sposito (Rede de Pesquisadores Sobre CidadesMdias ReCiMe) Maria Herrero (Diputacio de Barcelona) Mara Paz Gutierrez (Subsecretaria de Planificacin y Descentralizacin, Secretaria de Regiones, Municipios y Comunas del Ministerio de Reforma del Estado de Santa Fe Argentina) Dr. Rene Peter Hohmann (Cities Alliance Secretariat) Raquel Tardin (Faculty of Architecture and Urbanism at the Federal University of Rio de Janeiro) Silvio Magalhaes Barros (FNP Frente Nacional de Prefeitos in Brazil) Dr. Thorsten Heitkamp (TU Dortmund University, Faculty of Spatial Planning) Tsveta Velinova (Green Policy and European cooperation, Spatial Planning Department, Haaglanden Region) Pierre Martinot-Lagarde (ILO) Laura Petrella (UN-HABITAT in Nairobi)
Bibliographie
Bellet, C. & J. M. Llop, (2003), Intermediate cities. Profiles and agenda: Second phase of the UIA-CIMES programme Intermediate cities and world urbanisation, Ajuntament de Lleida-UIA-Most/UNESCO, Lleida. United Cities and Local Governments (2010), Policy paper of urban strategic planning: Local leaders preparing for the future of our cities, Cities Alliance, Norwegian Ministry of Foreign Affairs, Barcelona. ESPON & European Institute for Urban Affairs, (2012), Second Tier Cities in Europe: In an age of austerity why invest beyond the Capitals? , Liverpool John Moores University publication, Liverpool. Lynelle John (2012), Secondary cities in South Africa: The start of a conversation the background report, South African Cities Network, Braamfontein. Bolay et al, (2004), Intermediate cities in Latin America risk and opportunities of coherent urban development, Cities, Vol. 21, No. 5 Tardin, Raquel, (2013) System of Open Spaces: Concrete Project Strategies for Urban Territories. New York: Springer Kotkin, J., (2012), Small Cities Are Becoming a New Engine of Economic Growth, Forbes, accessed 05/08/2012source:<http://www.joelkotkin.com/content/00565-small-citiesare-becoming-new-engine-economic-growth>
(2010), Brookings, New Geography of Urban America,source: http://www.urbanophile.com/2010/05/16/brookings-new-geography-of-urbanamerica/>
<
Renn, Aaron, M., (2012), The great reordering of the urban hierarchy, Urbanophil, source:<http://www.newgeography.com/content/002745-the-great-reordering-urbanhierarchy> Joel Kotkin, (2012), The real winners of the global economy: The Material Boys, New Geography, source:<http://www.newgeography.com/content/003545-the-real-winnersof-the-global-economy-the-material-boys?utm> Bruce Katz, (2013), Small town America is Metropolitan America, Brookings on The Money magazine, source:<http://www.brookings.edu/blogs/theavenue/posts/2011/08/25-metros-katz-washburn> Schn, Karl, Peter;Szydarowski, Wiktor, (2013), Cities and Urban Agglomerations: their functionality and development opportunities for European competitiveness and cohesion, ESPON Applied Research 2013/1/1, source: <http://www.espon.eu/main/Menu_Projects/Menu_AppliedResearch/foci.html > Dijkstra, L.; Poelman H., (2012), The new OECD-EU definition, Regional and Urban Policy, RF 01/2012, source: <http://ec.europa.eu/regional_policy/sources/docgener/focus/2012_01_city.pdf> OECD, Redefining Urban: a new way to measure metropolitan areas, source: < http://www.oecd.org/regional/redefiningurbananewwaytomeasuremetropolitanareas.htm Parkinson, Michael, (2013), Second Tier Cities and Territorial Development in Europe: Performance, Policies and Prospects, ESPON Applied Research 2013/1/11, source:<http://www.espon.eu/main/Menu_Projects/Menu_AppliedResearch/SGPTD.html > Council of European Municipalities and Regions, (2013), Urban-rural partnership CEMR survey on integrated territorial development
Useful links: UCLG www.uclg.org UN-HABITATwww.onuhabtat.org CITIES ALLIANCE www.citiesalliance.org ILO www.ilo.org CIMES www.ceut.udl.cat/en/ciutats-mitjanes-i-intermedies/la-red-de-cimes/ Lleida University http://www.ceut.udl.cat/en/ciutats-mitjanes-iintermedies/publicacions/
THE FEASIBILITY OF THE ESTABLISHMENT OF INTERNATIONAL LOCAL GOVERNMENT DISASTER MANAGEMENT MECHANISMS
Report
September 2013
Table of contents
02
Table of contents
1 Introduction ______________________________________ 4 2 Background and mandate __________________________ 6 3 Subjects of investigation: central question and sub questions ________________________________________ 7 4 Design and process of the investigation ______________ 8
4.1 4.2 4.3 4.4 The reporting team _____________________________________________ Reporting period _______________________________________________ Method _______________________________________________________ Process_______________________________________________________ 8 8 8 9
5 Observations ____________________________________ 11
5.1 General observations __________________________________________ 11 5.2 What exactly will be the scope of the mechanisms _________________ 12 5.3 Is there enough demonstrable support from UCLG membership? _____ 14 5.4 Is there enough demonstrable recognition for (a) possible mechanism(s) from (significant) actors in field of DRR? __________________________ 15 5.5 Is / are the mechanism(s) technically feasible? ___________________ 16 5.6 Is there a sufficient level of financial contributions to establish mechanism(s) for an initial period of three years? _________________ 17
6 Conclusions ____________________________________ 19
6.1 Partial conclusions ____________________________________________ 19 6.2 Overall conclusion ____________________________________________ 20
September 2013 Click here to enter text.
The feasibility of the establishment of international local government disaster management mechanisms Click here to enter text.
Table of contents
03
ANNEXES
Annex I.
Description of The Local Disaster Preparedness and Response Facility
Annex II.
Letter of Support by UCLG President Kadir Topbas (to whom it may concern letter)
Annex III. Annex IV. Annex V. Annex VI. Annex VII. Annex VIII. Annex IX.
ULCG Position Paper on Disaster Risk Reduction (2008) Letter(s) of support UNOCHA Letter of support UNISDR Letter of support UNDP Letter of support IFRC Letter of support GFDRR / World Bank Letter of support by Oxfam International
Introduction
04
Introduction
Disasters are a concern for all countries and are growing in terms of people affected and economic losses. The number, scale and cost of disasters are increasing mainly as a consequence of growing populations, environmental degradation, unplanned settlements, expanding and ageing infrastructure, growing assets at risk, and more complex societies. By 2050 it is expected that the number of megacities in the world, many of which are located in exposed coastal zones or river plains, will have increased by a third. A changing climate will increase the risks for many regions. Over the decade 2000 2010, 400 recorded disasters accounted for 98.000 deaths and affected more than 226 million people on average each year. In total, 1.077.000 people lost their lives while 2.4 billion
1 people were affected by disasters during the decade . Moreover, disasters cause major economic
impact. The economic losses from disasters over the past 30 years are estimated at 3.5 trillion US
2 dollar . Over the past ten years, the average material damage as a result of natural disasters was 66 3 billion Euro per year .
Natural hazards strike hardest on the poor. Since 1980, low income countries have accounted for only 9% of the disaster events but 48% of the fatalities4. Disasters affect the poor and vulnerable disproportionately, especially women, children, the elderly and those recovering from the impact of conflicts. Living in fragile environments, on the fringes of settlements, greatly increases exposure to natural hazards. By threatening vulnerable groups the most, disasters exacerbate existing social and economic inequity, which can in turn further marginalize people and create conditions for civil unrest and conflict. Deaths and damage resulting from disasters expose the cumulative implications of human decisions. Prevention is possible and often less costly than disaster relief and response. In disasters, local governments are the first line of response, sometimes with wide ranging responsibilities but insufficient capacities to deal with them. Local governments are equally on the front line when it comes to anticipating, managing and reducing disaster risk, setting up or acting on early warning systems and establish specific disaster / crisis management structures. Traditionally, the local government community from around the world becomes active in support of disaster affected cities or regions. Solidarity is expressed, material and financial support is provided and in some cases, coordinated multi-year local government response and recovery programs are carried out. Increasingly, municipalities and local government associations from various parts of the world (and a host of UN organizations and NGOs) work together in coordinated efforts to provide the best possible support to the affected region. However, delivery of this support can still be much improved. coordination and efficiency and speed of
1 2
The EU Civil Protection Mechanism, 10 years of cooperation in disaster management, page7 (2011) The Sendai Report, GFDRR, page 4 (2012) 3 Source: Munich Re (2013) 4 The Sendai Report, GFDRR, page 4 (2012)
September 2013 Click here to enter text. The feasibility of the establishment of international local government disaster management mechanisms Click here to enter text.
Introduction
05
In recent years, there has been a noticeable increase in the number of cases in which local governments and their associations have cooperated in initiatives supporting local government affected by disaster. In the aftermath of the Tsunami, the Haitian earthquake in Haiti and presently in the regions bordering Syria for example, local government partners have coordinated their support initiatives to the best of their abilities. Due to the Tsunami in South East Asia in 2004 ideas similar to those described in this feasibility study (how to strengthen the capacity of the World Organization in the field of disaster management) were put forward in the governing bodies of UCLG by the mayor of Paris. While these ideas did not result in what we now refer to as a Facility, it is important to note that the principles underlying such Facility were underwritten. In Lyon, in June of this year, the Executive Bureau of discussed the report Municipalities in the Frontline. This report was drawn up immediately after the mission to municipalities in countries bordering Syria that was carried out by local government officials and technical staff from France, Turkey, Canada and The Netherlands. The delegation concluded that a more structural approach to disaster preparedness and response is called for. The Executive Bureau agreed and mandated the mayor of Groningen, Dr. J.P. Rehwinkel to act as rapporteur on this topic and explore possibilities of establishing feasible mechanisms, such as response protocols or facilities. An investigation among UCLG members, important disaster management organizations and potential donors took place during the months of June, July and August. The investigation resulted in this report and a series of annexes. Annex I describes the objective, the expected output, the activities and the structure of the Facility. It is closely linked to this report, which describes the feasibility of the establishment of such Facility. Feasibility is set out in terms of organizational support and financial support. At the global level a Disaster Preparedness and Response Facility can improve information gathering and sharing among local governments, between local governments and relevant disaster management organizations, develop principles and protocols for intervention and help coordinate interventions, as well as improve resilience, preparedness and response strategies. Moreover, the Facility can help give local governments their rightful place on the international disaster management agenda. This report concludes that, under certain conditions, it is feasible to establish such a Facility in the UCLG network.
Background and mandate
06
Background and mandate

In the Executive Bureau meeting that took place in Lyon in the first week of June 2013, the members discussed the report Municipalities in the Frontline. This report was drawn up immediately after the mission to municipalities in countries bordering Syria that was carried out by local government officials and technical staff from France, Turkey, Canada and The Netherlands. On the one hand, specific recommendations were made with respect to the pressing situation in municipalities coping with the influx of Syrian refugees, particularly in Jordan and Lebanon. On the other hand, the delegation recommended that (post) disaster management within the UCLG membership ought to be improved more generally in a number of ways. On the basis of the following observations: Faced with the dramatic situation in Syria and in response to requests from local governments coping with the influx of refugees, the Middle-East Working Group decided to undertake a solidarity initiative. An assessment mission took place in March, aimed at visiting local and regional authorities welcoming Syrian refugees in Lebanon, Jordan and Turkey. Under the auspices of the President of UCLG, elected representatives from French, Turkish and Dutch local and regional authorities participated in the field visits, along with local practitioners from national associations. The Syrian situation is not the first crisis situation that UCLG members have addressed. The war in Kosovo, the Tsunami in Asia and the earthquake in Haiti also mobilized the membership of the World Organization. Driven by the interest in these events and the conviction that, regardless of the conflict or crisis, recovery starts by re-establishing local governments, it was proposed that UCLG establish a proper mechanism to both react to emergencies and to provide structural support gathering efforts of members.
The Executive Bureau: Underlined the need to focus on local government support and to refrain from direct humanitarian support that can be better undertaken through NGOs or international organizations with that specific mandate. Further stressed that any activities undertaken should be done in close consultation with the World Organization, taking into account its capacities. Mandated the mayor of Groningen to act as rapporteur on this topic and explore possibilities of establishing feasible mechanisms, such as response protocols or facilities.
Subjects of investigation: central question and sub questions
07
Subjects of investigation: central question and sub questions

According to the mandate phrased in the previous section the subject of the investigation has been the exploration of possibilities of establishing feasible mechanisms, such as response protocols or facilities. In order to reach substantive and thorough conclusion(s) with respect to the central question, the rapporteur decided to break down the investigation into 5 leading sub questions soon after the Lyon meeting. These sub questions were as follows: 1. What exactly will be the scope of the mechanisms
The field of disaster management abounds with definitions. Moreover, organizations tend to cover distinct part(s) of what is generally being referred to as the disaster management cycle. Roughly put, some organizations concentrate on Disaster Risk Reduction (how to avoid / prepare for disasters that may take place), while others concentrate on (post) disaster response (how to respond to disasters / how to optimize the conditions for recovery after they have taken place). 2. Is there enough demonstrable support from UCLG membership?
Working at the local government level is about prioritizing. As a consequence the same goes for agenda setting within UCLG. In order for the Facility to be successful, it has to be demonstrated that it caters a distinct need. Globally, and for the years to come. 3. Is there enough demonstrable recognition for (a) possible mechanism(s) from (significant) actors in field of disaster management? Do significant actors in the field of DRR believe that the Facility will offer particular value added in the disaster management chain? Do they believe that their representatives in the field and at other levels will actually cooperate with the Facility? 4. Is / are the mechanism(s) technically feasible?
Another way of putting this is how can we make it work? What does it take to become effective and deliver the desired results? Which conditions need to be fulfilled and how likely is it that this will happen? In this section the listed challenges mostly have an organizational character. 5. Is there a sufficient level of financial contributions to establish mechanism(s) for an initial period of three years? The working assumption is that the establishment of the Facility can go ahead as soon as 1.8 million Euro has been (fully) committed. The amount of 1.8 million is based on the estimation of the initial three years of running cost of the Facility. From the first day of operation of the Facility, fundraising for current and future operations will however be an important task.
Design and process of the investigation
08
4
4.1

The reporting team
In its Lyon meeting in June of this year, the Executive Bureau appointed Dr. J.P. Rehwinkel, mayor of the Netherlands municipality of Groningen and President of the Commission for European and International Affairs of VNG as rapporteur of the investigation into the feasibility of disaster preparedness and response mechanisms. In March, mayor Rehwinkel led the Turkish leg of the mission to local governments in countries bordering Syria. Throughout the entire reporting period, mayor Rehwinkel was supported by Mr. Jaap Breugem, Senior Project Manager with VNG International (The Hague, The Netherlands), who has a record of more than ten years of international local government disaster response experience.
4.2
Reporting period
Formally the reporting period started on 7 June and it will end on October 2, with mayor Rehwinkel presenting his finding to the members of the Executive Bureau assembled in Rabat. Effectively, the timeframe of the investigation was significantly shorter. While the team started working almost immediately after the Lyon meeting, the findings had to be submitted to the UCLG World Secretariat in the first week of September. In practice, therefore, the effective timeframe was less than three months, in a particularly challenging period. In many parts of the world our (potential) partners were enjoying (summer) breaks, while in the Middle East and parts of Africa, Ramadan slowed down the pace.
4.3
Method
From the start, the team worked with the idea that two separate but connected documents were to be produced by the end of August. First of all, the actual report on the feasibility of (a) local government disaster management mechanism(s), and secondly, a thorough description of (what later came to be
5 known as) the Facility .
As was mentioned in the previous section, the rapporteur more or less stress was put on any one of these questions.
broke down the central subject of
investigation in a number of sub questions. Depending on the type of organization the team talked to,
Refer to annex 1
09
4.4
Process
In order to present the best possible analysis, the team decided to talk to as many of the (potential) partners and donors as (physically) possible. Except for the Government of the Netherlands and Oxfam-Novib, all of these organizations have had ongoing disaster management related relations with UCLG. The World Secretariat was informed of and consulted about these meetings. A first draft of the contours of what we then called Centre was finalized on June 17 and distributed as of that date. This document was shared with all the parties that the team spoke with during the investigation. This way, even though in reality the draft evolved, a benchmark was created for reactions and suggestions. Soon after the Lyon meeting, mayor Rehwinkel managed to talk to Netherlands Foreign Minister Timmermans and Netherlands Minister for Foreign Trade and Development Cooperation, Ms. Ploumen. They both expressed their support to the concept presented to them. In a meeting that followed with the Director General for International Cooperation (Mr. Rob Swartbol) and the Director for Stabilization and Humanitarian Aid (Mr. Joost Andriessen), the interest of the Netherlands government was reconfirmed and very concretely, conditional material support was offered in addition to logistics and information support of the Ministry and its network of Embassies and Representations around the world. On July 6, the team met with UCLG President and Istanbul mayor dr. Topbas and UCLG MEWA
6 representatives. The support for the Centre that was expressed by Dr. Topbas was laid down in a
letter (refer to Annex II) which was sent to EU Commissioners Mr. Piebags (Development Cooperation) and Ms. Georgieva (International Cooperation, Humanitarian Aid and Crisis Response) and to Word Bank Executive Director Mr. Heemskerk. Furthermore, to whom it may concern versions of the letter were provided for further distribution by the team. On July 15, the team conducted meetings in Brussels, with EU Commissioner Piebalgs and with senior staff members of Commissioner Georgieva. The concept of a Local Government Disaster Preparedness and Response Facility was welcomed with interest and useful comments were provided. The EU is receptive for the initiative and is considering funding it since it will serve to strengthen government capacities at a level which is close to citizens. This fits well into the approach the EU is taking in this field and more generally. In Washington, on July 17, talks took place with urban specialists of the World Bank and the Global Facility for Disaster Reduction and Recovery (GFDRR). In teleconferences that have taken place since that meeting, GFDRR Manager Francis Ghesquiere has been involved as well. Holding that urban resilience and proper response to disasters are of the utmost importance, GFDRR believes that the Facility could be of particular use in helping local governments in channeling their Annex VIII). boutique knowledge on resilience and response to one another and to other actors in the process (refer to
As the talks evolved, the team dropped the word Centre and adopted the word Facility. It is this word which has been used to date.
September 2013 Click here to enter text. The feasibility of the establishment of international local government disaster management mechanisms Click here to enter text.
10
Preferably on the basis of a regional approach. We talked about the possibilities that GFDRR and World Banks Urban Development teams forthcoming initiative on resilient cities may offer in due course. Without giving any guarantees, Manager Francis Ghesquiere remarked that the Facility will be well suited to make use of the grant opportunities that will be on offer once the resilient cities initiative is launched. At USAID where the team continued its talks on July 17, Senior Program Operations Specialist Piyaka and his colleagues pointed out that USAID is currently reworking its disaster risk reduction strategy and that the background section of the draft on the Facility points out a clear gap. The position of local government in disaster deserves more attention, according to the USAID representatives. For this year, USAID has made its (financial) commitments, but for (the) next year(s) there is room to talk. With a view to obtaining clear expressions of support and cooperation from some of the most significant multilateral players in the field of DRR, the team then went to Geneva. On July 31, talks were held with representatives of UNOCHA, UNDP, the International Federation of the Red Cross and UNISDR. The general conclusion of these meetings was that the important and challenging position of local government in disaster management is clearly recognized. In fact, all organizations were happy to state that in their respective letters of support (refer to Annex IV, Annex V, Annex VI and Annex VII). In addition to the talks described above, meetings took place at the Spanish, the Japanese and the
7 Danish embassies in The Hague . Also, thanks to the support of Mr. Topbas, initial contacts took place
with the Arab Town Organization (ATO) and the Organization of Islamic Capitals and Cities (OICC). Through contacts at Oxfam-Novib in The Netherlands, Oxfam International was made aware of the developments with respect to the investigation of the feasibility of the Facility. Oxfam is an international confederation of 17 organizations networked together in more than 90 countries, as part of a global movement for change, to build a future free from the injustice of poverty. It works directly with communities seeks to influence the powerful to ensure that poor people can improve their lives and livelihoods and have a say in decisions that affect them. Oxfam works with others to end poverty and injustice, from campaigning to responding to emergencies. The team is happy to report that Oxfam too, one of the largest international confederations of development NGOs, has provided a letter of support (refer to Annex IV). Throughout the investigation, the team members stayed in contact with important stakeholders within UCLG. Various representatives of regional sections, members of the Committee on Development Cooperation and City Diplomacy, members of the Middle East Working Group and others, both at elected official and staff level were kept informed and consulted. By mail and by phone. It goes without saying that the General Secretary and other members of the World Secretariat were consulted on a regular basis as well.
Talks were also conducted with the Netherlands Postcode Loterij, Netherlands Centraal Bureau Fondsenwerving, Shell, Bank of Netherlands Municipalities, and the Adessium Foundation
Observations
11
5
5.1
Observations
General observations
Before going into the observations vis--vis the sub questions set out in section 2, a number of general observations will be shared. Despite the challenging time of the year in which the investigation was carried out, the team was received at (very) short notice and in a very welcoming manner by representatives of virtually all the organizations that were on the shortlist. Without exception, all the talks that took place as part of this investigation were informative and constructive, and therefore useful. The team is happy to note that the interviewees have made it known that this observation can be considered mutual. Around the world, and in various domains (central and local government, UN / World Bank and NGOs) there is a lot of interest for the growing orientation of local government on disaster management. Across the board, (potential) partners have expressed their desire to work towards better cooperation with local government. Perspectives on the role of local government vary widely, but it is widely recognized that when it comes to the management of disasters, local government is first in and last out. Or in fact, it is never out. The team was made aware that local governments (can) play a particularly important role in the transition from the humanitarian response phase to the recovery phase. Without exception, the discussion partners agree that is not productive and sometimes shameful that dozens and sometimes even more than a hundred official delegations visit particular disaster affected regions. The stress that this puts on local government is tremendous. The concept of a Local Government Disaster Preparedness and Response Facility which is there on behalf of local government, serving local government while keeping close ties with other relevant actors in the field of disaster management is novel and has wide appeal. In fact, in many of the conversations that took place, our discussion partners referred to the ideas put forward in terms of missing link and this will close a gap. The team was advised to distinguish between Disaster Risk Reduction, Preparedness and Response and to develop the goals and functions of the Facility along those lines. Several studies (e.g. a recent study of DFID in the Horn of Africa) have shown that better preparedness and early action save lives and decrease costs (in the response phase). It was remarked on several occasions that a Facility might contribute to (such) better preparedness and early action on the part of local governments.
Observations
12
All partners look forward to working with a Facility that helps deliver structural effects. Coordination, knowledge sharing, and the bridging function between local government and other parties concerned (including the private sector) are stressed. In sum, it is expected that efficiencies are (thereby) enhanced.
Both UCLG members and those outside UCLG stress the enormous (potential) value of the UCLG Network. The team was advised to make sure the regional sections are involved as much as possible in the work of the Facility.
Standing shoulder to shoulder. This concept took hold as the meetings of the team progressed. The idea, which receives wide support, is that local government colleagues can be brought in (quickly) when local governments are in need of support, be it before (DRR / preparedness) or after (response) a disaster. Again, a regional approach is desirable here.
Various stakeholders pointed out that (post-disaster) feelings and acts of solidarity on the part of society (which are important in themselves) are a driving force behind the international response activities of local governments and their associations.
On a final note, some of our discussion partners made reference to the High Level Panels report on the Post 2015 development agenda. In this report, DRR and proper disaster management more generally are described as an essential elements towards development. Or, as Robert B. Zoellick put it in 2012: Building disaster resilience in communities and nations is essential not only for reducing the risks and impact from natural hazards, but for fighting poverty and meeting the Millennium Development Goals
8
5.2
What exactly will be the scope of the mechanisms
5.2.1 Central concepts explained

5.2.1.1 Disaster risk reduction
Disaster Risk Reduction (DRR) is a systematic approach to identifying, assessing and reducing the risks of disaster. It aims to reduce socio-economic vulnerabilities to disaster as well as dealing with the environmental and other hazards that trigger them: Here it has been strongly influenced by the mass of research on vulnerability that has appeared in print since the mid-1970s. It is the responsibility of development and relief agencies alike. It should be an integral part of the way such organizations do their work, not an add-on or one-off action. DRR is very wide-ranging: Its scope is much broader and deeper than conventional emergency management. There is potential for DRR initiatives in just about every sector of development and humanitarian work. The most commonly cited definition of DRR is one used by UN agencies such as UNISDR and UNDP: "The conceptual framework of elements considered with the possibilities to minimize vulnerabilities and disaster risks throughout a society, to avoid (prevention) or to limit (mitigation and preparedness) the adverse impacts of hazards, within the broad context of sustainable development." (Wikipedia)
Robert B. Zoellick, 11 President of the World Bank Group, 2012

th
Observations
13
5.2.1.2
Disaster Preparedness
The team found that there is a wealth of definitions and concepts in the field of disaster management. As a result, it is hard to find singular descriptions of concepts. Disaster preparedness too is a concept that receives a lot of attention but that has many descriptions. For the purpose of this report, we would like to define disaster preparedness as (1) the process of ensuring that an organization (a local government) has complied with the preventive measures, (2) is in a state of readiness to contain the effects of a forecasted disastrous event to minimize loss of life, injury, and damage to property, (3) can provide rescue, relief, rehabilitation, and other services in the aftermath of the disaster, and (4) has the capability and resources to continue to sustain its essential functions without being overwhelmed by the demand placed on them. Preparedness for the first and immediate response is called emergency preparedness. 5.2.1.3
9
Disaster Response and Recovery
Disaster response is the aggregate of decisions and measures taken to (1) contain or mitigate the effects of a disastrous event to prevent any further loss of life and/or property, (2) restore order in its immediate aftermath, and (3) reestablish normality through reconstruction and rehabilitation shortly thereafter. The first and immediate response is called emergency response.
10
Recovery then, is the process of returning an organization, society, or system to a state of normality after the occurrence of a disastrous event.
11
5.2.2 Observing the Hyogo Framework for Action

Through its resolution A/RES/58/214, the United Nations General Assembly convened a World Conference on Disaster Reduction, held in Kobe, Hyogo, Japan, from 18 to 22 January 2005. The Conference was to take stock of progress in disaster risk reduction accomplished since the Yokohama Conference of 1994 and to make plans for the next ten years. The GA requested the ISDR secretariat to serve as the secretariat of the Conference. The Hyogo Declaration and the Hyogo Framework of Action were part of the main outcome of the World Conference on Disaster Reduction. They represent a strong commitment of the international community to address disaster reduction and to engage in a determined, results-oriented plan of action for the next decade. The Hyogo Framework for Action (HFA) is the first plan to explain, describe and detail the work that is required from all different sectors and actors to reduce disaster losses. It was developed and agreed on with the many partners needed to reduce disaster risk - governments, international agencies, disaster experts and many others - bringing them into a common system of coordination. The HFA outlines five priorities for action, and offers guiding principles and practical means for achieving disaster resilience. Its goal is to substantially reduce disaster losses by 2015 by building the resilience of nations and communities to disasters. This means reducing loss of lives and social, economic, and environmental assets when hazards strike. (UN ISDR website)
www.businessdictionary.com/definition/disaster-preparedness www.businessdictionary.com/definition/disaster-response 11 www.businessdictionary.com/definition/disaster-recovery

10
Observations
14
The priorities for action are: 1. Ensure that disaster risk reduction is a national and a local priority with a strong basis for implementation. 2. 3. Identify, assess and monitor disaster risks and enhance early warning. Use knowledge, innovation and education to build a culture of safety and resilience at all levels. 4. 5. Reduce the underlying risk factors. Strengthen disaster preparedness for effective response at all levels. institutional
The team was advised to report that the Facility is to observe the principles of the Hyogo Declaration and to become a good partner in what is referred to as the common system of coordination.
5.2.3 Covering the full cycle

The team was advised to report that the Facility should cover all main aspects of the disaster management cycle. To be more specific, the Facility should concentrate on Disaster Risk Reduction, on Disaster Preparedness and Disaster Response and Recovery. Most actors cover only parts of the cycle. Sometimes their mandates partly overlap. Local government however, being the subject of hazard and disaster necessarily needs to concentrate on all aspects of the cycle, and therefore, the Facility will do the same.
5.3
Is there enough demonstrable support from UCLG membership?
5.3.1 UCLG policy on disaster management

Disaster management policy is not new to UCLG. Due to the Tsunami in South East Asia in 2004 ideas similar to those described in this feasibility study were put forward in the governing bodies of UCLG by the mayor of Paris. While these ideas did not result in what we now refer to as a Facility, it is important to note that the functions (of such Facility) were underwritten. In April 2008, the Local Action for Disaster Risk Reduction program was launched by UCLG in partnership with ICLEI, Metropolis and CITYNET and with the technical support of the Earthquakes and Megacities Initiative (EMI). This initiative was created with the approval of the United Nations Secretariat for the implementation of the International Strategy for Disaster Reduction (UN-ISDR) and with the financial aid of ProVention Consortium. The objective of the program, which has been running since, is to promote the adoption by local and regional governments of risk reduction policies and to promote their participation in the United Nations Global Platform for Disaster Risk Reduction, which was launched in 2007. UCLG and their partners prepared a declaration in favor of the adoption of a common position of local and regional governments on the theme of Disaster Risk Reduction. Moreover, to Annex III). on the 30
th
of
November in Istanbul, the World Council adopted the Position Paper on Disaster Risk Reduction (refer
Observations
15
5.3.2 The positioning of a Facility vis--vis UCLG

5.3.2.1 Specific remarks
A number of specific remarks were made about the position of a possible Facility under the umbrella of UCLG: It is important that the Facility is granted level of operating flexibility. However, the relationship with UCLG needs to be clearly laid down. The following elements for a constitutive letter have been mentioned: o o o (The work of) the Facility should be part of the portfolio of a vice-president Progress reports should be put on the agenda of the Executive Bureau The progress of the work of the Facility should be a permanent fixture on the agenda of the Decentralized Cooperation and City Diplomacy Committee o An Ad-Hoc Working Group on local government disaster management affairs can be set up
under the DCCD. This working group can provide guidance in the phase towards the establishment of the Facility and continue to provide support once the Facility is active. In his supporting letter, President Topbas refers to the special feature of this initiative. In his view, this is the direct involvement of local government practitioners and experts. The Presidents view is shared unanimously amongst all those the team talked to. Once again, members of UCLG and others stressed that a Facility can only be fruitful if it manages to involve and support the regional sections. Several discussion partners suggested to create a broader Advisory Board, made up of UN, NGO and private sector experts, aside from local government experts and UCLG members concerned.
5.4
Is there enough demonstrable recognition for (a) possible mechanism(s) from (significant) actors in field of DRR?
As stated under 4.4, with a view to obtaining clear expressions of support and cooperation from some of the most significant multilateral players in the field of DRR, the team conducted talks with senior representatives of UNOCHA, UNDP, the International Federation of the Red Cross and UNISDR. The general conclusion of these meetings was that the important and challenging position of local government in disaster management is clearly and fully recognized. (refer to Annex IV, Annex V, Annex VI and Annex VII). The representatives of the multilaterals all made the case that if local government is better prepared to handle disaster and receives specific local government oriented support (administration, databasing, civil registration, cadastral information, but even media support) in the aftermath of disaster, their own organizations will be able to operate more effectively. In other words, the match between the affected local government (and its citizens!) and the aid organizations may improve. It is in this area that much work needs to be done. The multilateral organizations requested the team to report that there is a strong case for the Facility to work with (the principles of) the Hyogo Framework.
Observations
16
5.5
Is / are the mechanism(s) technically feasible?

As was mentioned at the outset of this report, another way of putting this question is how can we make it (a Facility) work? What does it take to become effective and deliver the desired results? Which conditions need to be fulfilled and how likely is it that this will happen? Here again, the team received a lot of useful advice. All discussion partners agree that the Facility should not be or turn into another bureaucracy. The key words are: lean and mean and cost effective and proximity to the membership. Be as specific as possible about expected outcome and activities. Be as specific as possible about the number, the types and the descriptions of the positions in the Facility. Disaster management is challenging: dont be too ambitious and stay close to your niche. Our starting point is and will always be how local government can better cope with hazards and disaster. The Facility should not start with all tasks at once; choose a logical build up. As far as the advice on that particular matter is concerned, the general tendency is to focus on response protocols for the intervention in areas affected by disaster first, followed by DRR / Preparedness. In fact, this point was explicitly made by a number of members of the Executive Bureau in Lyon in June. As to the location of the Facility, proximity to the World Secretariat, to an international airport, to important organizations in the field of disaster management and the availability of affordable / turnkey office space are key criteria. The team has been made aware that UN Habitat has confirmed that it will move its City Resilience Profiling Campaign staff to the former Hospital de la
12 Santa Creu i Sant Pau building in Barcelona . It is likely that the UNISDR Resilient Cities
Campaign staff will make a similar move. Apparently, these moves are taking place on the invitation of the Region of Catalunya. The work of UN Habitat, UNISDR and the Facility is complementary. Synergy effects may be expected from what could well be the start of a hub for local government disaster management. In fact, from the point of view of donor coordination, which is desired by all parties concerned, this would be a very positive and logical move. The city of Barcelona therefore, and in particular the (former) St. Pau Hospital would seem to be the most fitting location for the establishment of the Facility.
12
The Board of the Hospital de la Santa Creu i Sant Pau Private Foundation is driving the creation of a knowledge and innovation centre with an international, national and local scope. Different organizations working in the fields of education, sustainability and health will be present in this project. Thus, Sant Pau is offering a new and unique space to the city, a place where the interaction between economic, academic and social agents will be possible. (http://www.bcn.cat/visitsantpau/en/about-hospital-de-sant-pau/)
Observations
17
5.6
Is there a sufficient level of financial contributions to establish mechanism(s) for an initial period of three years?
5.6.1 How much is funding is needed?

An amount of 1.8 million Euro is needed to finance the operations of a Facility (refer to Annex I) for a period of three years.
5.6.2
Volume of funding commitments to date

Considering the limited time the team has had to test the feasibility of the Facility, significant progress has been made with securing startup finances. The state of affairs at the moment of submission of this report to the World Secretariat for distribution to the members of the World Council is as follows: 1. In principle, Oxfam-Novib is prepared to fund the Facility with an amount of 100.000 Euro for the
years 2014 and 2015. 2. The Netherlands Government has offered support on the following terms: funding will (only) be made available when the sum total of funding to the Facility is enough to guarantee the proper functioning of the Facility for the first three years. other entities will have to join the Netherlands government. leading organizations in the field of disaster management recognize the function of the Facility and express their willingness to work with it. 3. The European Union (DEVCO) is considering funding the Facility
The EU is receptive for the initiative and is considering funding it since it will serve to strengthen government capacities at a level which is close to citizens. This fits well into the approach the EU is taking in this field and more generally. 4. Possible conditional funding by GFDRR / The World Bank: talks still in progress
The team is in the process of talks with other potential donors; governments and their agencies, foundations and the private sector. In essence, there is a chain of commitments. If (and when) a significant fourth donor comes through, and at the moment there is certainty about the contribution of the European Union, the terms of the Netherlands government will be fulfilled. At that moment, the funding commitments can be operationalized. It may well be that the state of affairs with respect to startup funding for the Facility has progressed by the time the members of UCLG meet in Rabat.
5.6.3 When will there be enough financial guarantees to start?

Liquidity is needed to start the actual work of the Facility. From the above, it follows that, despite the firm commitment of Oxfam-Novib and other conditional commitment, determined.
at this moment, there is no
liquidity yet. As far as this is concerned, a possible starting date of the Facility can therefore not yet be
Observations
18
However, the team does have good reasons to believe that within the next six months, there will be a sufficient level of funding to start operations. In order to make sure that this will happen, it is proposed that a Special Representative on Local Government Disaster Management is appointed to supervise this fundraising process throughout this period.
5.6.4 Additional fundraising on continual basis

Fundraising capacity needs to be built in to the Facility from day one. In order to guarantee the sustainability of the Facility, a strong focus on the acquisition of institutional funding and programmatic funding is needed. In addition, development of service based funding can be considered (but this is for a later stage). Facility staff should have a track record in the acquisition of funds.
Conclusions
19
6
6.1
Conclusions
Partial conclusions
6.1.1 On the scope of the activities of the Facility

Local government, being the subject of hazard and disaster necessarily needs to concentrate on all aspects of the disaster management cycle. Therefore, it is concluded, the Facility should do the same and concentrate on the three important areas of disaster management: (1) Disaster Risk Reduction, (2) Preparedness and (3) Response and Recovery. In all of this, the principles of the Hyogo Declaration ought to be observed and the Facility should strive to become a good partner in what is referred to as the common system of coordination.
6.1.2 On support from UCLG membership

The team did not have the time, nor the resources to poll the entire membership of UCLG. However, taking into account the policies that UCLG adopted in recent years, the important preparedness and response work that was carried out by many of its members
13
and taking into consideration the many
positive and constructive remarks that were made throughout the investigation, the team concludes that there is a strong level of support among members of UCLG for the establishment of a Local Government Disaster Preparedness and Response Facility.
6.1.3 On recognition of Facility by significant DRR actors

Among the leading UN organizations in the field of disaster management and the IFCR, there is outspoken recognition of the challenging position of local government in disaster management. Moreover, these organizations believe that is in the interest of all actors who ultimately meet in the field under testing circumstances that the position of local government gets full and specific attention. Furthermore, the representatives of the multilaterals all made the case that if local government is better prepared to handle disaster and receives specific local government oriented support in the aftermath of disaster, their own organizations too will be able to operate more effectively. This in turn will benefit more people who are in need. To put it in economic terms, there will be more value for money.
6.1.4 On technical feasibility

Provided clear focus is kept at all times, our conclusion is that a Local Government Disaster Preparedness and Response Facility can actually provide useful assistance to local governments. The Facility should stay close to its niche which is making local government perform better in coping with hazards in disaster.
13
VNG International, FCM, and CUF collaborated (in different constellations) in post-disaster response in municipalities and regions I Sri Lanka and Aceh (Tsunami), Haiti (earthquake), and countries neighbouring Syria (the effects of the refugee crisis on local government)
Conclusions
20
Therefore, the Facility should continuously stay close to UCLG members and bodies and to important partners. Physically, there is a strong case for locating the Facility in Barcelona, in the vicinity of the World Secretariat and other urban oriented disaster management organizations. The Facility should operate lean and mean. It should be run by people who have demonstrated their abilities in international local government disaster management.
6.1.5 On financial feasibility

Important progress has been made with securing startup finances for the Facility. A firm funding commitment has been provided by Oxfam-Novib and conditional commitments have been given by the government of The Netherlands and by the European Union. There are good expectations about the talks that are taking place with GFDRR / The World Bank and various other potential donors will deliver results in due course. More time is needed to find further donors and to materialize the conditional commitments given so far. Within the next six months, there should be a sufficient level of funding to start operations. In order to make sure that this is the case, it is proposed that a Special Representative on Local Government Disaster Management is appointed to supervise this fundraising process throughout this period.
6.2
Overall conclusion
At the Lyon meeting of the Executive Board, the mayor of Groningen was mandated to explore the possibilities of establishing feasible mechanisms, such as response protocols or facilities in the area of local government disaster management. While the provision of the mandate was particularly driven by the ambition to improve disaster response initiatives, it was readily apparent that UCLG members and disaster management organizations believe that feasible mechanisms should encompass the entire disaster management cycle. In turn, a Local Government Disaster Preparedness and Response Facility ought to provide services in the areas of Disaster Risk Reduction, Preparedness and Response and Recovery. Such Facility should always put the plight of local government at the heart of its operations, which should be carried out in the closest possible cooperation with UCLG members, particularly the regional sections and with important third parties (in Hyogo terms: the common system of coordination). Those involved in the operationalization of the Facility should always keep in mind that disaster management is complex and challenging. They should therefore avoid becoming too ambitious and choose a logical build up in the execution of tasks. In final conclusion, there is a convincing case for the establishment of a Local Government Disaster Preparedness and Response Facility. If the members of UCLG meeting in Rabat in October are of the same opinion, the Facility can become a reality as soon as sufficient funds have been made available.
ANNEX I : DESCRIPTION OF THE LOCAL DISASTER PREPAREDNESS AND RESPONSE FACILITY
0BANNEXI
01
ANNEX I
DESCRIPTION OF THE LOCAL GOVERNMENT DISASTER PREPAREDNESS AND RESPONSE FACILITY (11 September 2013)
PUTTING LOCAL GOVERNMENT FIRST IN DISASTER RISK REDUCTION, DISASTER PREPAREDNESS AND RESPONSE AND RECOVERY
1BExecutiveSummary
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Executive Summary
In disasters, local governments are the first line of response, often with wide ranging responsibilities but insufficient capacities to deal with them. Local governments are equally on the front line when it comes to anticipating, managing and reducing disaster risk, setting up or acting on early warning systems and establish specific disaster / crisis management structures. At the global level a Disaster Preparedness and Response Facility will improve information gathering and sharing among local governments, between local governments and relevant disaster management organizations, develop principles and protocols for intervention and help coordinate interventions, as well as improve resilience, preparedness and response strategies. In short, the Platform will function as a Plaform, a Technical Assistant and a Broker. For local governments, by local governments. The Facility will provide practical support in the field of Disaster Risk Reduction, disaster preparedness and disaster response and recovery. It will do so with a small team, which will be based in Barcelona. The Facility will always put the challenges of local government at the heart of its operations, which will be carried out in the closest possible cooperation with UCLG members, particularly through the regional sections and with important actors in the field of disaster management.
2BIntroduction
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2
2.1
Introduction
All disasters are local. They happen in cities and towns of all sizes where citizens look at their local government managers and elected officials to lead the immediate response, guide the longer-term recovery and reassure them that life will be normal again someday 1
Local government in the face of hazard and disaster

Floods, droughts, earthquakes, forest fires, hurricanes, pests and droughts have been and will be of all time. Hazards dont discriminate; they threaten small towns and big towns in all continents of the world. However, hazards do not necessarily lead to disasters. With coordinated action and planning, disasters can be prevented, mitigated and, when a hazard turns into a disaster effectively managed. In the aftermath of (sudden) disaster, the local government apparatus is often stunned and on its back. Like the general public, representatives of local government and their families are affected. They may have lost their properties, they may be injured or even be deceased. The situation is chaotic. In principle and in practice, disaster response is normally led by national governments, often in close cooperation with UN Agencies (led by UN OCHA) and NGOs. Despite the good intentions on the part of these actors, the practical interplay with (affected) local government is often suboptimal2. This has a negative effect on the immediate response and ensuing recovery phase. From the point of view of local governments, there generally is room for improvement in the way in which local government is approached by disaster management organizations. Specifically, the point is made that UN and NGO local government disaster preparedness (and response) manuals and guidelines can be enhanced. At the same time, there is room for improvement of local governments own contingency plans and response manuals. In fact, in many situations local government dont have (up to date) contingency plans or response manuals. Traditionally, the local government community from around the world becomes active in support of disaster affected cities or regions. Solidarity is expressed, material and financial support is provided and in some cases, coordinated multi-year local government response and recovery programs are carried out. Increasingly, municipalities and local government associations from various parts of the world work together in concerted efforts to provide the best possible support to the affected region3. However, coordination and efficiency and speed of delivery of this support can still be much improved.
1 Christine Becker in Disaster Recovery: a local government responsibility, ICMA Publications, March 2009 2 The interplay takes place at different levels within a state: provincial/state level, district level and city/ward/council levels (and sometimes even below this level). The roles and responsibilities of local government in DRR, disaster preparedness, and response differ from country to country. 3An example is the cooperation between FMC, CUF and VNG International and collaborating municipalities in the earthquake disaster torn region of Les Palmes in Haiti.
2BIntroduction
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2.2
Loss of oversight and control upon disaster

Explicit or not, there is an expectation on the part of (central) governments, multilateral organizations and many NGOs that local governments affected by disaster solve many of their own problems. In some occasions, they are able to do so. However, very often, municipalities are ill prepared to deal with the consequences of disaster. And when the shit has hit the fan, UN / NGO machinery rolls in, often literally4. Municipalities loose oversight, overwhelmed as they often are by impact and scale, and relinquish control. Local leaders in the affected municipalities frequently feel that these entities march in and decide entirely for themselves. The disaster after the disaster kicks in, delaying or putting off local recovery altogether5. UN organizations and NGOs, again, with good intentions, need local level information, decision making and support to further their own work. Local government goes into a response mode. That attitude is understandable given the circumstances, but it is usually not (perceived to be) in the interest of local government. And by the way, local government is often unable to provide quality responses. All in all, this has a negative impact on the capacity of the local government and administrators to keep managing their local government properly. The consequences: wastage of money and human capital, degradation of trust, frustration on all parts. Not a very conducive climate (for high) quality response and recovery. Too often disaster response agencies take operational decisions that may be favorable in the short run, but that will hamper local government recovery in the longer run. Moreover, specific municipal problems are often not being addressed properly. Local government specific issues such as (the recovery of) civil records, land registry, communication, waste management, water management, sanitation and planning need targeted, specific answers. Answers that can often be provided by professionals from the wider (national / regional / global) community of local government, working together with each other, and of course, with all the stakeholders in the affected municipality / region. So if the key is in local government understanding and dealing with hazard and the effects of disaster in a better way, a further look into those concepts is needed.
2.3
Understanding hazard and disaster

Disasters are often described as a result of the combination of: exposure to a hazard; the conditions of vulnerability that are present; and insufficient capacity or measures to reduce or cope with the potential negative consequences. Or, (D=H + (V-C)) The UN definition of a disaster is: a serious disruption of the functioning of a community or a society causing widespread human, material, economic or environmental losses which exceed the ability of the affected community or society to cope using its own resources. Disasters can be divided into 2 basic groups: natural and man-made.
4 The mayor of Islahye Municipality in Turkey dryly stated that since the start of the Syrian refugee crisis two years ago, no less than 187 missions visited her municipality. 5 Interesting cases in point are analyzed in The Big Truck That Went By. How The World Came To Save Haiti And Left Behind A Disaster, by Jonathan Katz. Macmillan (2013)
2BIntroduction
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Among the natural disasters are earthquakes, volcanoes, hurricanes, floods, and fires However, many natural disasters are caused by or impacted by human action: many floods result from deforestation in mountainous areas and many houses are built in flood areas, many bush and forest fires are caused by humans and houses are not build in an Earth quake proof way (while the technology is available and well known). Among the man-made disasters are war, pollution, nuclear explosions, fires, hazardous materials exposures, explosions, and transportation accidents. The World Health Organization began using the term complex humanitarian disaster after the fall of the Soviet Union to refer to a specific type of man-made disaster: a combination of civil strife and conflict leading to a mass exodus of people and the events that follow, such as disease and destruction of property. Also possible are combined naturalman-made disasters, as would occur if an earthquake destroyed a nuclear power plant, which is what happened at Fukushima last year.
2.4
Putting local government first in DRR, preparedness and response

Taking into consideration all of the above, the need for a specific local government addition to the existing structures in the field of DRR, disaster preparedness and response and recovery stands out. This addition is given shape in this proposal, which describes the specific challenges of local government, as well as the objectives and projected activities of the Facility.
3BSpecificchallenges
06
3
3.1
Specific challenges
In section 2, a number of problematic issues with respect to disaster management at the local level were introduced. Below, these issues are described as challenges and put in logical order.
Challenges of vulnerable / disaster affected local government

What are the challenges of vulnerable / disaster affected local government? in terms of DRR: little awareness of hazard. And if so, what to do to reduce the chance that hazards will lead to disaster? in terms of disaster preparedness: How to improve the disaster preparedness of municipalities? in terms of immediate / longer term response: how to (re) gain control, resume the provision of essential services become a leading actor in response and recovery?
3.2
Challenges of the international (local government) community

What is / are the challenges the international (local government) community strengthen vulnerable or disaster affected local government? How to adjust the perspective of governments, multilateral organizations, NGOs and private enterprise in such a way that local government is taken seriously and appropriately in matters with respect to disaster management. How to optimize (in terms of quality of outcome, speed of response time / delivery etc.) the interventions in vulnerable / affected municipalities. How to improve cooperation between local governments / local government organizations from different countries (taking into account the different cultures of decentralized cooperation) How can the global municipal community avoid keeping to reinvent the wheel, how can it improve its reaction potential and act in a more coordinated manner? How to balance immediate (humanitarian?) response and responses aimed at longer term recovery? How to optimize the cooperation with other agencies (UN / NGOs, national govts) in their desire to
4BObjectivesoftheFacility
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4.1
Objectives of the Facility

Overall objective
The Local Government Disaster Preparedness and Response Facility strives to help local government to reduce the risk of disaster and to optimize the conditions for immediate response and post disaster recovery. Below, a breakdown of the overall objective in objectives is presented. These objectives (and the subsequent output and activities) are grouped under three functions, namely: platform, technical assistant and broker.
4.2
Objectives
4.2.1 Exchange of knowledge and awareness (platform)
1. 2. To raise awareness about hazard and risk response and management To provide a platform for the exchange of knowledge and experience
4.2.2 Programming (technical assistant)

3. 4. 5. To assist local governments, especially in disaster prone regions, to improve preparedness and response programming To make available expertise to disaster affected municipalities / regions To support and improve the joint international initiatives of local government and their associations in support of affected local governments.
4.2.3 Mediation and advocacy (broker)

6. 7. Advancing the local government disaster management agenda Strengthen the input from local government in the international effort of multilateral institutions, national governments, NGO's and other stakeholders to improve the resilience and disaster preparedness of (all relevant levels in) societies/countries
5BResults
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5
5.1
Results
Facility results after three years
Three years after its establishment, the Facility will have delivered the following results:
5.1.1 Platform
In close cooperation with regional sections and UNISDR, trainings on DRR and preparedness will have been offered to elected officials and key civil servants. More cities will have joined the Making Cities Resilient Campaign. Matters pertaining to DRR and preparedness are higher on the agendas of more local governments. As a result, more local governments have taken practical action on DRR and preparedness. Exchange of information between local governments has taken place, which has been enriched by the practical input of the Facility.
5.1.2 Technical Assistant

Local governments around the world have profited from preparedness and response programming support services offered by the Facility. Existing local government networks and expertise in the field of disaster management has been mapped, pooled and made available to affected municipalities / regions if the situation so dictated. Internationally active local governments and their associations have adopted a protocol laying down minimum standards of operation in relation to disaster response.
5.1.3 Broker
Mediation and advocacy on the part of the Facility have contributed to better mutual understanding between disaster management agencies and vulnerable and affected local government. This has led to more the beginning of more inclusive and more sensitive DRR, preparedness and response programming on both sides.
5.2
What if a fully operational Facility had existed on January 12, 2010

A different, more illustrative way of looking at results is by imagining how the Facility (and its partners) could have been of use in the period leading up to and after the earthquake of 12 January 2010 in Haiti struck. This of course is an impossible experiment, since no one can tell exactly what would have happened, but ideally, this is what could have happened.
5BResults
09
Before the disaster: FENAMH and / or FENACAH representatives or other local government representatives could have participated in a regional event / training on DRR, disaster preparedness in Santo Domingo, hosted by FLACMA, in coproduction with the Facility and UNISDR The sense of urgency on hazard and risk could have been brought back to Haiti This could have been a matter on local government agendas Practical steps on DRR and preparedness could have been taken (with the use of existing manuals) The government of Haiti (and governments more generally) could have been made aware, by the Facility and by the larger multilateral players in the field of disaster management, importance of (funding) local government disaster DRR and preparedness activities After the disaster: Soon after the disaster, the Facility could have sent a team of experts to the affected region, on behalf of (the president of) UCLG These team members could have been drawn on their post earthquake and or Haiti experience and on other specific (language) qualities, known to the Facility (database) Team members could have lent a first hand to local government in the immediate post disaster phase (organization, practical support, media advice, support in relation to dealing with certain disaster management agencies etc.) Team members could have drawn up analyses and needs assessments for affected local governments which could have been used in the relations between these local governments and the donor community, including the local government donor community Team members could have done all of this on the basis of a protocol (and manuals) which had been pre-produced and tested. of the
6BActivities
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6
6.1
Activities
Activities carried out by the Facility
So now the question is, which activities need to be carried out to make sure the results in the platform, technical assistant and broker domain are actually delivered? Below, activities are described per result area and for overall management of the Facility for the initial first three years of the Facility.
6.1.1 Exchange of knowledge and awareness (platform)

I. To raise awareness about hazard and risk response and management Activities: In line with UCLG policy, the Facility will seek to contribute to the goals of the Making Cities Resilient Campaign and will therefore cooperate with UNISDR (and other partners) The capacity training experts (or other relevant representatives) of Regional Sections of UCLG will be offered training (train the trainer) Regional training sessions for elected officials and key civil servants on DRR and preparedness will be offered, in close cooperation with the UCLG Regional Sections and UNISDR By means of visits, presentations, articles etc. the Facility will contribute to raising awareness on hazard and risk at the local level II. To provide a platform for the exchange of knowledge and experience Activities: With the support of UCLG, the Facility will make itself known as UCLGs government disaster management affairs. The Facility will actively gather relevant (practical) information and share it with the UCLG membership, mostly via the Regional Sections. The Facility will create an online platform for information dissemination / discussion and a resource database The Facility will have its section on the UCLG website (alternatively, its own site with link on the UCLG website platform for local
6.1.2 Programming (technical assistant)

III. To assist local governments, especially in disaster prone regions, to improve preparedness and response programming Activities: Develop standard training materials and training programs and make these available to the UCLG membership
6BActivities
11
The capacity training experts (or other relevant representatives) of Regional Sections will be offered training (train the trainer) Regional training sessions for elected officials and key civil servants on DRR and preparedness will be offered, in close cooperation with the Regional Sections and UNISDR
IV. To make available expertise to disaster affected municipalities / regions Activities: Develop models and templates with regard to risk assessments, disaster response protocols and damage quick scans (inc. standard questionnaires) Using and sharing the existing networks of local government disaster preparedness and response and recovery experts (who will working on the basis of shared principles and ethics Setting up / improving a network of local government associations and local governments willing to provide support (before and) in the aftermath of disasters. This register of potential support can be shaped by using the digital tool that has been developed by the PACA region in France Set-up readily available rapid response teams and mobilize them to disaster affected regions after disasters have taken place. Provision of immediate support by the rapid response teams to city management and drafting of situation analyses / needs assessments on which further (international municipal) action can be based V. To support and improve the joint international initiatives of local government and their associations in support of affected local governments. Activities: Development (and acceptance at UCLG level) of a local government post disaster response protocol. The cooperation between CUF, FCM, VNG in Haiti, and more recently, the cooperation between these organizations and MEWA and the Union of Municipalities of Turkey and the municipality of Istanbul has shown the need for such a protocol and practical tools which can be drafted from it. Mobilize and support and / or coordinate follow-up actions of municipalities and their associations after an initial mission to the affected region.
6.1.3 Mediation and advocacy (broker)

VI. Advancing the local government disaster management agenda Activities: (On behalf of UCLG) the Facility will further the case for the particular needs that local governments have and the particular contributions that local governments make in the domain of disaster management. This involves taking part in meetings and paying visits to key players. Tools that will be developed include publications, factsheets, speeches, presentations etc. Widening and deepening the relationships with disaster management agencies and develop strategic partnerships with these organizations (notably, UNOCHA, UNISDR, UNDP, IFRC, Oxfam, GFDRR / World Bank and NGOs)
6BActivities
12
The development of principles, ideally laid down in an MoU with leading disaster management agencies on a more integrated approach of local government oriented disaster related work
VII. Strengthen the input from local government in the international effort of multilateral institutions, national governments, NGO's and other stakeholders to improve the resilience and disaster preparedness of (all relevant levels in) societies/countries Activities: In order to develop a thorough and up to date analysis of the challenges and requirements of local governments vis-a-vis DRR, disaster preparedness and response and recovery, from the point of view of local government, an annual assessment will be carried out. The results can be used to provide input in the international effort of multilateral institutions, national governments, NGOs and other stakeholders to improve the resilience and disaster preparedness. Production of strong practical input on how local government DRR awareness can be improved and on how local governments can better be supported in this field. In particular, policy and position papers will be developed and publications for lobby purposes Seek active engagement in UN/NGO disaster management programs on the local government level Provide services (e.g. training and information) to UN organizations, NGOs and private enterprise on how local government operates / how to work with local government To attract media attention for the position of local government in the aftermath of disaster (to support affected local governments in doing this). Contribute to (international) debates on disaster response and management Contribute to the 2015 Sendai Conference (on local government and DRR), and other relevant international conferences on disaster management
6.1.4 Facility & program management

To enable all of the visible (primary) activities listed above and to ensure the flexibility which is primordial for this Facility, proper program management and support are needed. Therefore, as a fourth pillar, the following activities will enable the facility to deliver these visible products and services: Planning Logistical support and secretarial services Management and monitoring (incl. reporting) Financial management and budgeting (incl. contracting) Knowledge management and development Fundraising (development of project proposals and funding applications, strictly related to the Facilitys mission)
ANNEX II : LETTER OF SUPPORT BY UCLG PRESIDENT KADIR TOPBAS (TO WHOM IT MAY CONCERN LETTER)
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Barcelona, 10 July 2013
The President
Subject: Local Governments' solidarity and capacity building role in Disaster Preparedness and Recovery
To whom it may concern,
The Worldwide Organization of local and regional authorities with membership in over 140 countries around the world has a century old history in promoting solidarity and partnership among local authorities.
Concerned with the impact that the crisis in Syria was having in cities members of our World Organization and in view of the influx of refugees, I personally called members lJnited Cities and Local Governmenfs for solidarity actions in July 2Ot2. Following this first call an assessment and solidarity mission was put in place by the the Middle East. The delegation included a number of local government associations from different countries, namely: Cit6s Unies France (CUF), the Federation of Canadian Municipalities (FCM), Union of Municipalities of Turkey (UMT) and VNG International (the Netherlands). The mission visited cities in Turkey, Jordan and Lebanon which house now important numbers of refugees. Following this initial mission concrete support mechanisms are being considered.
UCLG Working Group on
The Syrian situation is not the first crisis that has mobilised UCLG members. The war in Kosovo, the Tsunami in Asia and the earthquake in Haiti also mobilised the membership of the World Organization. Driven by the relevance of these events and the conviction that, regardless of the conflict or crisis, recovery starts by re-establishing local governments, it was proposed that UCLG develops a proper mechanism to react to emergencies with an impact on local government and to provide structural support to relief efforts put in place by members. Dr. J.P. Rehwinkel, Mayor of Groningen (the Netherlands), who was involved in the Syrian mission described above, has been mandated by UCLG Executive Bureau to explore possibilities for establishing such mechanisms. Mayor Rehwinkel is due to present a progress report at the UCLG Executive Bureau to be held in Rabat on October 2.
On behalf of the UCLG Presidency, I would like to request your support in receiving Mayor Rehwinkel and considering the kind of support and mechanism that could best serve our purposes for Local Governments' relief. 7/2
Ideally, we would hope to set up, what could be described as a Local Government Disaster Preparedness and Response Centre. This Centre would be charged with developing principles, guidelines and rapid response mechanisms for rehabilitating essential local government services, The special feature of this initiative would be the direct involvement of local government practitioners and experts.
We think this proposal would not necessarily entail a big investment but has the potential to produce major gains in disaster preparedness and response, answering directly to local needs and aiming at building continuity in service provision. The government of The Netherlands has offered financial support to such a Centre for an initial period of three years, provided that other donors offer complementary support and that institutional coherence and coordination are assured with relevant
agencies.
I am personally very committed to this initiative and actively support Mayor

Rehwinkel in his efforts to mobilise the necessary resources and partnerships.
I hope your organization will also share this interest and will be able to commit
supporting this initiative, which we would hope to make operation in 2OL4.
to
We are convinced that contributions to better preparedness and more effective response at the local level benefit directly the most vulnerable. We very much look forward to working together towards this objective.
Allow me to take this opportunity to present to you, on behalf of the global community of local and regional governments, the expressions of my sincere
appreciation and respect.
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Mayor trslanhr"rl Presiden nf [JC{,G
Annex: Proposal for a Local Government Disaster Preparedness and Response Centre 2/2
ANNEX III : ULCG POSITION PAPER ON DISASTER RISK REDUCTION (2008)
UCLG World Council
30 November 2008 Istanbul, Turkey
Item 5.4
For adoption
POSITION PAPER ON DISASTER RISK REDUCTION

The Local Action for Disaster Risk Reduction programme was launched in April 2008 by UCLG in partnership with ICLEI, Metropolis and CITYNET and with the technical support of the Earthquakes and Megacities Initiative (EMI). This initiative was created with the approval of the United Nations Secretariat for the implementation of the International Strategy for Disaster Reduction (UN-ISDR) and with the financial aid of ProVention Consortium. The objective of the programme is to promote the adoption by local and regional governments of risk reduction policies and to promote their participation in the United Nations Global Platform for Disaster Risk Reduction, which was launched in 2007. UCLG and their partners prepared a declaration in favour of the adoption of a common position of local and regional governments on the theme of Disaster Risk Reduction. The World Council is invited to: 1. 2. Note the activities carried out as part of the programme ; Adopt the local and regional government position on Disaster Risk Reduction.
Local collectivity actions for improving risk prevention. 1. The programme Local Action for Disaster Risk Reduction, launched in May 2008 by UCLG, ICLEI, Metropolis and CITYNET, with the support of EMI (Earthquakes Megacities Initiative) is financed by Provention Consortium. Its objectives are threefold : a. To raise awareness of risk reduction among local governments through the support of national associations and regional sections of UCLG, particularly in Africa, Asia Pacific and Latin America. To improve the understanding and skills of local decision makers in the area of prevention and management of risks and encouraging sharing of technical knowhow between local actors. To develop, in partnership with the United Nations, a global platform which brings together local and regional governments and their partners in order to promote the development of a sustainable strategy for disaster risk management.
b.
c.
Activities to date 2. The adoption of a position on risk prevention by local authorities : This document was presented for the attention of the UCLG Executive Bureau in July 2008. The Executive Bureau decided to distribute the document among its entire membership with the aim of collecting their proposals for amendments. The amended version will be presented for adoption at the UCLG World Council in Istanbul. The partners of UCLG (Metropolis, ICLEI, CITYNET and EMI) have also distributed the document among their own membership. The final version will be presented at the Conference of the United Nations Global Platform on Disaster Risk Prevention in Geneva, in June 2009. Awareness-raising and training activities: At the UCLG ASPAC Congress (Pattaya, Thailand, July 2008): the presentation of the Local Action for Disaster Risk Reduction programme during one session and at the meeting of the Executive Bureau of UCLG ASPAC. At the Congress of the Latin American section of UCLG - FLACMA (Mexico, August 2008): the organization of a workshop on "Reduction of disaster risks : How to transform challenges into opportunities, over which presided the Mayor of Ibarra (Ecuador) in the presence of 50 city officials and representatives of local government associations. At the Metropolis World Congress (Sydney, Australia, 21-22 October 2008): a training session for technicians, elected officials and local decision makers was held with the participation of 25 local officials and local technicians, primarily from countries in the Asia Pacific region (Bangladesh, India, Indonesia, Philippines, Nepal and Sri Lanka). Distribution of a brochure on the programme: this document was distributed at Quito, Ecuador (Meeting of the UCLG Executive Bureau, July 2008), at Pattaya, Thailand (UCLG ASPAC Congress, July 2008) and in Mexico (FLACMA Congress, August 2008). Launching of an enquiry into local governments and Disaster Risk Reduction: A circular was distributed on 15 September among UCLG members, accompanied by a questionnaire which they were requested to fill out and return. Unfortunately, there have been few responses to date. The results compiled should allow the World Secretariat and their partners in the project to better comprehend the targets of local governments in relation to the strategies of risk reduction in order to define a medium term cooperation plan on this subject. Constitution of Disaster Risk Prevention partnership between local governments and international organizations : On the basis of the above-mentioned inquiry, a document will be prepared which will define the position of local governments on risk reduction in the framework of the United Nations Hyogo Framework for Action. The document will be presented at the Conference of the United Nations Global Platform on Risk Prevention in June 2009 in Geneva. Its objective is to develop a partnership between financial institutions and local governments in this area.
3.
4.
5.
6.
7.
8.
Ongoing Activities 9. Organization of a session on risk management and climate change as part of the 14th Conference of the Parties to the Convention on Climate Change (UNFFCC) in Poznan, Poland from 1 to 12 December 2008.
10.
Definition and planning of new training and awareness-raising activities for African local governments, with the support of members and partners, to be launched during the first trimester of 2009. The distribution of the inquiry which was begun on 15 September and finalisation of the documents on the position of local governments concerning the United Nations Hyogo Framework for Action.
11.
ANNEX IV : LETTER(S) OF SUPPORT UNOCHA
ANNEX V : LETTER OF SUPPORT UNISDR
ANNEX VI : LETTER OF SUPPORT UNDP
2 August 2013 Dear Mayor Rehwinkel, It was a pleasure meeting you and your colleagues earlier this week. The proposal we discussed, for a Local Government Disaster Preparedness and Response Facility, focuses on a vital and emerging area of need. As the proposal notes, all disasters are local and local authorities are therefore the first line of preparedness and response. With increasing urbanization, risk is increasingly concentrated into urban areas. Strengthening local capacity to prevent, prepare for, and respond to disaster losses is therefore a critical area for increased support. UNDP has a mandate from the UN General Assembly to assist countries with preventing and preparing for disasters. Currently UNDP supports over 60 countries in this area with average programme expenditures exceeding USD 150 million annually. National and local governments are UNDPs principal partners. Over half of UNDPs disaster reduction and recovery expenditures go to support interventions and local and community level. UNDP signature recovery products include focuses on restoration of local authority functions and of community infrastructure, areas addressed by the proposal. Affiliation with the United Cities and Local Governments (UCLG) offers the potential for the Facility to access over 10,000 municipalities in over 140 countries. Should the UCLG council approve the proposal UNDP would stand to benefit from collaboration with the Facility to bring expertise and resources to high-risk municipalities through its programmes, including through south-south cooperation. I am sure that the proposal will receive the consideration it deserves and look forward to hearing of the next steps in the Facilitys development. Sincerely,
Disaster Partnerships Advisor Bureau for Crisis Prevention and Recovery
ANNEX VII : LETTER OF SUPPORT IFRC
International Federation of Red Cross and Red Crescent Societies Fdration internationale des Socits de la Croix-Rouge et du Croissant-Rouge Federacin Internacional de Sociedades de la Cruz Roja y de la Media Luna Roja
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Dr J. P. Rehwinkel Mayor of Groningen City Hall .Grate Markt 1 P.O. Box 20.001 9700 PB Groningen The Netherlands 6 August 2013
Dear Mayor Rehwinkel It was a pleasure to meet with you and your colleagues on Wednesday July in Geneva to discuss the UCLG proposal to establish a Local Government Disaster Preparedness and Response Facility. As we discussed, the IFRC recognises the critical role played by local actors in preparing for and responding to disasters and crisis. Red Cross and Red Crescent National Societies are auxiliaries to their public authorities and strive to work in complementary roles to bring assistance to vulnerable people. We recognise that local governments, like our own RCRC branches, are often the first institutional responders to any disaster and playa key role in saving lives and restoring livelihoods for disaster affected communities. Local governments are important counterparts for the many national and international humanitarian actors who seek information about, and access to, disaster affected people. We often tend to overlook the needs of local government institutions in the aftermath of a disaster - anticipating that regional or national level governments have the means to provide timely assistance to restore local services. However, our experience of major disaster response events is that local governments need their own timely technical and financial support in order to effectively participate in local and international humanitarian coordination mechanisms and to restore local services. Targeted technical assistance and peer support to local governments could ensure that they are better placed to engage in disaster relief and recovery planning efforts and thus ensure more appropriate handover and exit strategies for the international humanitarian actors who temporarily provide substitute services. This assistance to local governments and associations must be effectively coordinated so as to not place a further burden on the affected municipalities / region. Local governments would also benefit from greater investments in their own disaster preparedness efforts and in having greater capacity to participate in, or lead, contingency planning activities involving communities and other important local actors. The IFRC's work in support of International Disaster Response Law is also of relevance to the proposed functions of the facility and I would encourage you to review some of the information available through our website: http://www.ifrc.org/en/what-we-do/idrll The IFRC welcomes the proposal of the UCLG to establish, at the global level, Local Government Preparedness and Response Facility, and assures you of our on-going cooperation. Disaster
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Yours sincerely
Simon Eccleshall Head, Disaster and Crisis Management
Address
Chemin des Crts, 17 Petit-Saconnex Telephone: +41 (22) 730 42 22
Postal address
P,O, Box 303 CH -1211 Switzerland Geneva 19
Fax: +41 (22) 733 03 95

Email: secretariat@ifrc.org
www.ifrc.org Saving lives, changing minds.
Geneva, Switzerland
ANNEX VIII : LETTER OF SUPPORT GFDRR / WORLD BANK
August 22, 2013
Dr. J.P. Rehwinkel Mayor of Groningen City Hall Grote Markt 1 P.O.Box 20.001 9700 PB Groningen The Netherlands
Dear Mayor Rehwinkel, This is regarding your meeting with my team at Washington DC on July 17th and our ongoing dialogue on the UCLG proposal to establish a Local Government Disaster Preparedness and Response Center. As discussed, we fully recognize the vital role of local actors in preparing for and responding to natural disasters as well as in strengthening community resilience. Current demographic transformations towards urban areas are resulting in compounded risks and ever increasing exposure of people and assets to natural hazards. At GFDRR, we are committed to bring sharper focus on this priority area and stand ready to collaborate with UCLG. I wish this proposal receives favorable consideration from the UCLG Council, as well as from Development Partners working with the local governments. I hope that this initiative will help deepen our cooperation on local government resilience and crisis management. Sincerely,
Francis Ghesquiere Head of GFDRR Secretariat & Manager of The World Bank DRM Practice Group
Global Facility for Disaster Reduction and Recovery, The World Bank, 1818 H Street, NW, Washington DC 20433, MSN# U3-307, Tel: +1-202-4580640, Fax: +1-202-5223227
ANNEX IX : LETTER OF SUPPORT BY OXFAM INTERNATIONAL
29 August 2013
Winnie Byanyima Executive Director, Oxfam International Stichting Oxfam International Suite 22, 266 Banbury Road Oxford OX2 7DL, UK Email: Winnie.Byanyima@oxfaminternational.org Phone: +44 1865 339120
Dear Mayor Rehwinkel, Re: Local Government Disaster Preparedness and Response Facility Oxfam would like to acknowledge and commend the initiative of United Cities and Local Governments (UCLG) to create a Local Government Disaster Preparedness and Response Facility. The importance of strengthening local governments preparedness and response capacities is widely recognised, and your initiative is timely and support to the initiative is urgent since the number of people vulnerable to, and victims of, disasters is increasing. Oxfam and its partners fully recognise the important role government institutions play, and have to play, in disaster risk reduction and preparedness to respond to humanitarian crises. In its new strategic plan, The power of people against poverty (2013-2019), Oxfam has made commitments both to strengthen the institutional capacities of states to respond to crises, as well as to building the resilience of communities and supporting civil society organisations in emergency preparedness, risk reduction and response. Oxfam stands ready to support this initiative, in collaboration with our partner organisations, and we look forward to working with you to promote the centres activities, with financial support, technical advice and more importantly, with joint work in the field. We wish you every success in this endeavour and look forward to our future cooperation. Yours sincerely,
Winnie Byanyima Executive Director
OXFAM INTERNATIONAL SUITE 20, 266 BANBURY ROAD OXFORD OX2 7DL UNITED KINGDOM TEL + 44 (0) 1865 339 FAX +44 (0) 1865 339 101 www.oxfam.org
Stichting Oxfam International, registered at The Hague, The Netherlands, No 41159611. Registered office: PO Box 30919 The Hague, The Netherlands. Registered at Companies House, Cardiff. Company No FC019279. Registered office: Suite 20, 266 Banbury Road Oxford OX2 7DL, UK.
UCLG CENTENNARY CELEBRATION

This year, UCLG celebrates the 100th anniversary of the International Municipal Movement. The celebration will culminate at our World Summit of Local and Regional Leaders and 4th Congress in Rabat, Morocco. Our 4th Congress in Rabat will be of particular historical importance as it marks the centenary of the International Municipal Movement. As direct inheritors of this movement, UCLG will be tracing the timeline of the last one hundred years of municipal cooperation: highs and lows, challenges and achievements, historical impact and turning points, and presenting them in parallel with the major social, cultural and political events that have shaped the last century and whose influences have shaped our present-day societies. Key figures from the UCLG network, international institutions and international development organisations will share their vision on the past, present and future of this movement: its role in maintaining peace, promoting development and shaping the future. Further focus will be given to the future of the movement in collaboration with the UCLG committees and working groups who will share their vision on the current activities and future events foreseen in the framework of UCLG, its members and partners. Historically, the municipal movement has helped forge the road to peace following the two World Wars, supported change in former-Soviet countries, contributed to the fall of the Berlin wall and built global ties at local level that have become the fabric of international cooperation. Today the movement continues to play a major role in the fight against racism and social exclusion, the struggle for gender equality and the promotion of participatory democracy. As the international community comes together to establish its future agenda, the municipal movement will once again lead the way in this process by finding sustainable and adapted, local solutions to global challenges.

08:00-19:00 09:00-10:30 Participant Registration THEMATIC ROUND TABLE 1: Fostering Wellbeing
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VENUE/Room
The improvement of local public services sanitation, waste management, and transport has greatly contributed to the improvement of our quality of life. However, we are facing a number of new economic, social, environmental, cultural challenges, such as urbanization and climate change. To respond to these issues, local and regional authorities, along with their partners are innovating to combat insecurity and to evolve our ways of life and consumption patterns with the aim of reducing our impact on the environment and extending human rights and dignity for all. How can local policies contribute to fostering wellbeing? Debate: Jockin Arputham, President of Slum Dwellers International (SDI), and President of National Slum Dwellers Indian Federation Salvador Esteve i Figueras, President, Province of Barcelona, Spain, President of the UCLG Committee on Decentralisation and Self-Government Miguel Lifschitz, National Senator, Former Mayor of Rosario, Argentina Greg Moore, President of Metro Vancouver, Canada Jenaro Garcia Martin, CEO, Gowex Joaquim Oliveira Martins, Head of Regional Development Policy Division, Public Governance and Territorial Development, OECD Mohamed Sajid, Mayor of Casablanca, Morocco Margareta Wahlstrm, Special Representative of the Secretary General of United Nations for Disaster Risk Reduction 10:30-11:00 09:00-10:30 Moderator : Farida Moha
GOLD III report official launch

Strengthening solidarity among territories
Htel Sofitel Pavillon du Centenaire ISESCO Salle Solidarit
Recent decades have seen the transformation from a rural to an urban world, as well as increasing global interaction between territories. At the same time, inequalities between regions and within countries are growing. The implementation of national strategies involving all stakeholders is essential in order to ensure coherence between sub-national and national levels of government. Introduction: Billy Cobbett, member of the Congress Panel of Experts, Manager at Cities Alliance Debate: Zoubida Allaoua, Director, Department Finance, Economics and Urban, World Bank Belinda Calaguas, Head of advocacy and campaigns, ActionAid International Annemarie Jorritsma, Mayor of Almere, Netherlands, and President of the Association of Netherlands Municipalities (VNG), Co-President of CEMR, Co-Prsident of the UCLG Committee on Cooperationn Development and City Diplomacy Aisa Kacyira Kirabo, Deputy Executive Director of UN Habitat Joana Ortega i Alemany, Vice-President of the Government of Catalonia, Spain Vladimir Platonov, Chairman of Moscow City Duma, Russia Scott Smith, Prsident de la US Conference of Mayors, Etats Unis dAmrique Louis-Jacques Vaillant, Advisor, Department of Local Governments, Cities and Territories, French Development Agency (AFD) Moderator : Thami Ghorfi

10:30-11:00 11:00-12:30
Organizers: UCLG Committee on Local Finance and Suez Environnement
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Break Parallel Session 1.1 Financing and governance of local basic services
The session will focus on financing, which often involves reconsidering the nature of interactions between local authorities and other stakeholders from civil society and local, national and international organizations. The question of governance will also be dealt with as an issue central to the improvement of basic services. Speakers: Xavier Chauvot de Beauchene, Water and Sanitation Specialist, Sustainable Development Departement, Middle-East and North Africa, World Bank Thierry Mallet, Director of Innovation and Industrial Performance, Suez Environnement Claude de Miras, Director of Research, Institute of Research for Development (IRD) Nguyen Trong Hoa, Director of the Ho Chi Minh City Institute for Development Studies (HIDS), Vietnam Fathallah Oulalaou, Mayor of Rabat, Morocco, Vice-President UCLG North Africa, President of the UCLG Committee on Local Finances Nicphore Dieudonn Soglo, Mayor of Cotonou, Benin Martin Stucki, Planner, Transitec Ingnieurs-Conseil Jean-Marie Ttart, Mayor of Houdan, Vice-President of Yvelines General Council, France Brad Woodside, Mayor of Fredericton, Canada, First Vice-President of the Federation of Canadian Municipalities (FCM) Rapporteur : Nathalie Le Denmat, UCLG Committee on Local Finances for Development, UCLG
11:00-12:30
Parallel Session 1.2 Participation and local basic services- Presentation of GOLD III
Organizers: UCLG Committee on Decentralization and Local SelfGovernment, International Observatory on Participative Democracy (IOPD)
The session will address new methods of governance of basic services, in particular through citizen participation as a new form of basic service governance. The presentation of cases studies during this session will present participative democracy as a strategy to reduce the local impact of the global crisis. Speakers: Carles Agust, Commissioner for Citizens' Participation, Barcelona City Council, Spain, International Observatory on Participatory Democracy (IOPD) Joan Carles Garcia, Member of the Provincial Council of Barcelona, Spain, UCLG Committee on Decentralization and Self-Government Zineb Adaoui, President, Regional Court of Auditors, Morocco Pierre Bauby, Professor of Political Science, Paris 8 University, France Daniel Chisenga, Mayor of Lusaka, Zambia, President of Local Governments Association of Zambia (LGAZ) Jairo Jorge da Silva, Mayor of Canoas, Brazil Bachir Kanout, Executive Director of ENDA, Senegal, Coordinator of IOPD Africa Rapporteur: Paul Smoke, Professor, New York University, United States of America
11:00-12:30
Organizer: IBM
Parallel Session 1.3 Smarter cities
The session will address smart city projects that contribute to the prosperity of all citizens by optimizing the use of information, foreseeing problems, and finding pro-active solutions while effectively coordinating resources. This technology, already introduced in various sectors (energy, transport, water, public security, health), can contribute to reducing inequalities and to meeting the needs of citizens in a more balanced and effective way. Speakers: Laudemar Aguiar, International Relations coordinator, Rio de Janeiro, Brazil Michael Dixon, General Manager, IBM Smarter Cities Hassan Ali Joho, Governor, Mombasa County, Kenya Annemarie Jorritsma, Mayor of Almere, Netherlands, and President of the Association of Netherlands Municipalities (VNG), Co-President of CEMR, Co-President of the UCLG Committee on Cooperationn Development and City Diplomacy Josep Roig, Secretary General, UCLG igo de la Serna, Mayor of Santander, Spain, President of the Spanish Federation of Municipalities and Provinces (FEMP) Kadir Topba!, Mayor of Istanbul, Turkey, President of UCLG Rapporteur: Angela Warner, IBM Smarter Cities
12:30-14:00
Lunch
Htel Sofitel

10:30-11:00 11:00-12:30
Organizers: Global Fund for City Development (FMDV) and UCLG Committee on Strategic Urban Planning
VENUE/Room
ISESCO ISESCO Salle Hassan II
Break Parallel Session 2.1 Planning and financing intermediary cities
This session will concentrate on intermediary cities. These cities have an increasing important role at national and international level given that they make up the majority of global urban growth. These cities face particular difficulties in both access to and management of finance but, at the same time, they are the most appropriate level in implementing innovative solutions and hybrid-mechanisms for the sustainable financing of urban development and the building of resilient and inclusive regions. Speakers: Mustafa Bozbey, Mayor of Nilufer, Turkey Benedito Eduardo Guimino, Mayor of Inhambane, Mozambique Firdaous Oussidhoum, Expert in Urban Strategy and Development, CIMES-UNESCO Abdelaziz Rabbah, Mayor of Kenitra, Morocco, Minister of Transport and Equipment of Morocco Luciano Rezende, Mayor of Vitoria, Brazil Richard Salas, Director of projects, City of Heres, Venezuela Mohamed Sefiani, Mayor of Chefchaouen, Morocco Moderator: Alain Le Saux, Secretary General, Metropolis Rapporteur: Jacqueline Subban, Head of Geographic Information and Policy, eThekwini Municipality, South Africa
11:00-12:30
Organizers: Regions United (ORU-FOGAR), Food and Agriculture Organization of the United Nations (FAO)
Parallel Session 2.2 Food security in cities and regions
11:00-12:30
Organisers: UCLG Committee for Cooperation, Development and Diplomacy in the City, UCLG Working Group on Capacity and Institution Building (CIB), United Nations Department of Economic and Social Affairs (UN DESA), UNDP-ART
The session will address the creation and implementation of high-yield food systems in terms of sustainability, inclusiveness, resilience and efficiency, based on individual and collective responsibilities. The session will also highlight territorial food systems aiming to respond to these complex issues. Speakers: Marielle Dubbeling, Director of the RUAF Foundation (International network of Resource centres on Urban Agriculture and Food security), France, President of the Core Group "food security" of ORU-FOGAR Elise Lowy, Regional Councillor for decentralised cooperation, Basse-Normandie Region, France Francisco Olvera Ruiz, State Governor, Hidalgo, Mexico Andre Pasternak, Officer to the Delegate for the External Action of Local Authorities, Foreign Office, France Saliou Sarr, President, Food security and Rural development Committee, Region of Saint-Louis, Senegal Rachid Talbi Alami, Prsident de la Rgion Tanger-Ttouan, Maroc Gino Van Begin, Secretary General, ICLEI Moderator: Sabine Guichet-Lebailly, Head of International Cooperation and Mobility Service, Basse-Normandie Region, France Rapporteur: Graldine Tardivel, Resource Mobilization and Operations Support Service, FAO
Parallel Session 2.3 Development and decentralized cooperation
ISESCO Salle A. Saoud
This session will build on the results of the Development and Cooperation Forum created in 2012 and dedicated to the role of decentralised cooperation and development. It will analyse the way in which we can build on the comparative advantages of cooperation and decentralized cooperation and on the modes of engagement of local and regional actors in a more structured exchange and dialogue on the future of cooperation and development. Speakers: Boubacar Bah, Mayor of the District V of Bamako, Mali, President of Association of Municipalities of Mali (AMM) Philippe Cichowlaz, Deputy Director General, in charge of International Relations and European Affairs, Rgion Provence Alpes Cte dAzur, France Agust Frnandez de Losada, Director, Technical and Studies Assistance, Tornos Abogados Johannes Krassnitzer, Programme Specialist, UNDP ART Nomveliso Nyukwana, Mayor of Emalahleni, South Africa Hannah Ryder, Global Partnership for Effective Development Cooperation, Secretary of State for International Development, United Kingdom Abdelouahad Ourzik, Director of Legal Affairs and Cooperation, Ministry of the Interior of Morocco, Morocco Angelo Baglio, Head of Unit, Relations with Civil Society and Local Authorities, Direction Development and Cooperation, European Commission Eduardo Tadeu Pereira, President of the Brazilian Municipalities Association (ABM) Berry Vrbanovic, Councillor, Kitchener, Canada, Emeritus President of Canadian Federation of Municipalities (FCM) Moderator: Jantine Kriens, President of the Board of Directors of Association of Municipalities of the Netherlands (VNG), Netherlands Rapporteur: Isam Akel, Association of Palestinian Local Authorities (APLA)
12:30-14:00
Lunch
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ISESCO
Thursday 3 October
14:00-15:30
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Supporting New Local Governance
Throughout this period of political, economic and social transition, questions of local governance, decentralization and democratization have been at the heart of concerns. The Mediterranean region has witnessed and continues to witness large-scale changes at social and political level as a result of citizen action. The questioning of systems of governance in this region will have an impact in all regions of the world. With the aim of analysing the new governance and the dynamics of change that will be implemented in various regions of the world, special attention will be given to local and regional governance in the Mediterranean and on lessons that can be taken for the future of local democracy and decentralization in the world. Introduction: Abdallah Saaf, Professor at the Faculty of Legal, Social and Economic Science of Rabat-Agdal, Arab Reform Initiative Debate between: Vera Baboun, Mayor of Bethlehem, Palestinian Authority, Secretary General of Association of Palestinian Local Authorities (APLA) Patrick Braouezec, President of Plaine Commune, France, Vice-President of the UCLG Committee on Social Inclusion and Participative Democracy Jos Fortunati, Mayor of Porto Alegre, Brazil, President of the National Front of Mayors of Brazil Saifallah Lasram, Mayor of Tunis, Tunisia, President of National Federation of Tunisian Cities (FNVT) Ahmed Hamza, Mayor of Nouakchott, Mauritania, President of Association of Mayors of Mauritania (AMM), Vice-President of UCLG Africa Carolina Toh, Mayor of Santiago, Chile Antonio Vigilante, Resident Representative European Office in Brussels, United Nations Development Programme (UNDP) Moderator: Agns Levallois, Journalist, Political Specialist 14:00-15:30

Promoting Diversity
This session will try to identify the differing dimensions of diversity: the multi-dimensional concept of diversity will be examined along with the stakes that citizens face to manage it in a globalising world context characterised by increased mobility. Furthermore, the session will address, among others, questions of political diversity, social diversity, ethnic and cultural diversity, gender diversity, inter-generational diversity, diversity in terms of urban landscapes and diversity of urban territories. Introduction and moderation: Yves Cabannes, Member of the Congress Panel of Experts, Professor and Responsible of the Unit for Development Planning Bartlett (DPU), University College London Debate between: Ibone Bengoetxea, Deputy Mayor for Education and Culture, Bilbao, Spain Pat Horn, Director, International Streetnet Gilbert Houngo, Deputy Director General, International Labour Organization (ILO) Fatimetou Mint Abdel Malick, Mayor of Tevragh-Zeina, Mauritania, President of Network of Local Elected Women of Africa Mohamad Maliki Bin Osman, Mayor of Singapore (Southeast District), Minister of State, Ministry of National Development, Ministry of Defence, Singapore Aysen Nikolaev, Mayor of Yakutsk, Russia, President of UCLG-Eurasia Ratna Omidvar, President of Maytree Foundation Adilson Pires, Deputy Mayor of Rio de Janeiro, Brazil (TBC) Jrgen Roters, Mayor of Cologne, Germany

15:30-16:00 16:00-17:30
Organizer: LogoLink is a global network engaged in promoting citizen participation, Sao Paulo, Brazil
VENUE/Room
Break Parallel Session 3.1 Citizen participation and local governance
Debate on citizen participation in local governance as an essential right to deepen democracy. This session will be an opportunity to debate the current challenges for democracies around the globe and also build alliances to create a global platform on the right to citizen participation in local governance. The Global Charter on the right to citizen participation in local governance will serve as a background for the discussions and will be open for signature. Speakers: Majid Miled Al-Jazeeri, Mayor of Manama, Bahrain Ali Bouabid, General Delegate, Foundation Abderrahim Bouabid Silvio Caccia Bava, Founder of Polis Institute Jean-Claude Frcon, President of Chamber of Local and Regional Authorities, Congress of Local and Regional Powers of Europe, Council of Europe, Strasbourg, France Anders Knape, Councillor of Karlstad, Sweden, President of Swedish Association of Local and Regional Authorities (SALAR), Executive President of the Council of European Municipalities and Regions (CEMR) Jassy B. Kwesiga, Development Network of Indigenous Voluntary Associations-DENIVA, Ouganda Francisco Javier Len de la Riva, Mayor of Valladolid, Spain Lorena Zrate, President, Habitat International Coalition (HIC) Rapporteur: Lorena Zrate, President, Habitat International Coalition (HIC)
16:00-17:30
Organizers: Inter-regional Mediterranean Committee of UCLG, UCLG Working Group on the Middle East
Parallel Session 3.2 Dynamics of change in the Mediterranean
Htel Sofitel Chapiteau
The session will recall the political activity and the diversity of social demands that have come to light from one end of the Mediterranean to the other, hereby opening up unique opportunities for common dialogue and collaboration. The session will address the new cooperation initiatives that must meet the urgent needs of local and regional authorities following the revolutions and reforms in the Arab world. Speakers: Neila Akrimi, Director, Centre for Local Innovation, Tunisia Habib Ben Yahia, Secretary General, Union pour le Maghreb Arabe Mahmoud Borzisah, President of the Local Council, Benghazi, Libya Mohamed Boudra, President of the Taza-Al-Hoceima-Tanouate Region, Morocco Jean-Paul Chagnollaud, Director of the Institute of Research on Mediterranean and MiddleEast Studies (iReMMO) Rosario Crocetta, President of the Region of Sicilia, Italy Bertrand Gallet, General Director, United Cities France Nader Ghazal, Mayor of Tripoli, Lebanon Tajeddinne Houssaini, Professor, International Law, Arab and Mediterranean world specialist Peter Rehwinkel, Mayor of Groningen, Netherlands Ghassan Shakaa, Mayor of Nablus, Palestinian Authority, President of Association of Palestinian Local Authorities (APLA) Moderator: Hubert Julien-Lafferrire, Vice-President of Greater Lyon, Co-President of the Development Cooperation and City Diplomacy Committee (UCLG), France
16:00-17:30
Organizer: DeLoG, Decentralisation and Local Government, Bonn, Germany
Parallel Session 3.3 Local democracy and the development agenda
The session will address local democracy as a key aspect in the new development agenda for Post 2015. The session will also integrate issues of inequality and local governance. Speakers: Franois Albert Amichia, Mayor of Treichville, Ivory Coast, President of the Union of Cities and Communities of Ivory Coast (UVICOCI) Joel Bonick, Founder, Community Organisation Resource Centre South Africa, Manager, Shack/Slum Dwellers International (SDI) Paula Ravanelli Losada, Special Advisor, Secretariat for Institutional Relations, Presidency of the Republic, Brazil Akwasi Opongfosu, Minister of Decentralisation, Ghana Josep Roig, Secretary General, UCLG Marc Trouyet, Deputy Director, Democratic Governance, DG Globalisation, Development and Partnerships, French Foreign Office, France Antonio Vigilante, Resident Representative European Office, UNDP Brussels Rapporteur: Michelle Soeller, Secretariat for the Development Partners Working Group on Decentralisation and Local Governance (DeLoG)

15:30-16:00 16:00-17:30 Break Parallel Session 4.1 Culture in sustainable development
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ISESCO ISESCO Salle Solidarit
Organizer: UCLG Culture Committee
The session will develop the cultural component of diversity. We will analyse the interrelation between the four dimensions of sustainability at a local level: culture, social, economic and the environment. Speakers: Catherine Cullen, Deputy Mayor of Lille, Culture Delegation, President of the Culture Committee (UCLG), France Phinit Chanthalangsy, Social and Human Sciences Programme, UNESCO Rabat Chien Joanna Lei, Member of the International Affairs Advisory Council, Taipei Christine Merkel, Head, Division for Culture, Memory of the World, German Commission for UNESCO Hugues Ngoulondl, Mayor of Brazzaville, President of Association of Mayors of Congo, Republic of Congo Marianne Prodhomme, Adjointe au Maire, Angers, France, Vice-President of the UCLG Committee on Culture Ngon Thioune, Deputy Mayor in charge of culture, Saint-Louis du Sngal, Senegal Charles Vallerand, Director General, International Federation of Coalitions for Cultural Diversity (FICDC) Rapporteur: Jordi Pascual, Coordinator, UCLG Committee on Culture
16:00-17:30
Organizers: International Labour Organization (ILO), Andalous Fund of Municipalities for International Solidarity (FAMSI), UCLG Working Group on Migrations and Co-Development
Parallel Session 4.2 Promoting local economic development
ISESCO Salle Hassan II
This session aims to present local development solutions and their impact on social integration and the eradication of poverty. Particular attention will be given to the positive results of South-South cooperation involving local authorities, representatives of social partners and other development actors. Speakers: Driss Guerraoui, Secretary General of the Economic, Social and Environmental Council, Morocco James Nxumalo, Mayor of Durban, South Africa Simao Mucavele, Councillor for Education, City of Maputo, Mozambique Rosa Pavanelli, Secretary General of Public Services International (PSI) Mina Rouchati, Regional Councillor, Tangier-Ttouan, Morocco Wolfgang Schster, Regional Councillor of Stuttgart, Germany, President of the Council of European Municipalities and Regions (CEMR) Pierre Martinot-Lagarde, Director of Partnerships, International Labour Organization (ILO) Franoit Tirot, Responsible, Local Authorities and Urban Development Division, French Agency for Development (AFD) Rapporteur : Antonio Zurita, Director General, FAMSI
16:00-17:30
Organizers: Committee on Social Inclusion, Participative Democracy and Human Rights, Habitat International Coalition (HIC), UCLG Committee on Peripheral Cities, Council of European Municipalities and Regions (CEMR)
Parallel Session 4.3 Right to the city and fight against urban inequalities
ISESCO Salle A.Saoud
This session will address the implementation of policies on the right to the city and the reduction of urban inequalities implemented by local governments. The debate will tackle the different dimensions of the right to the city that are linked to the global concept of diversity discussed within the thematic round table: diversity in its political, social, cultural, economic and environmental dimensions. Speakers: Giovanni Allegretti, Architect, Urban Planner and Investigator at the Center of Social Studies, University of Coimbra, Portugal Nadia Campeao, Vice-Mayor of Sao Paulo, Brazil Maite Fandos, Deputy Mayor of Barcelona, Spain Patrick Jarry, Mayor of Nanterre, France, President of the UCLG Committee on Peripheral Cities Thabo Manyoni, Mayor of Mangaung, South Africa, President of South African Local Government Association (SALGA) Halima Tijani, Mayor of Raoued, Tunisia Frdric Vallier, Secretary General of Council of European Municipalities and Regions (CEMR) Rapporteur : Nelson Saule Jr., General Coordinator, Instituto Plis, Brazil
18:00-20:00 20:00-22:00
UCLG GENERAL ASSEMBLY (Members only) Cultural Programme
Thursday, October 3, 2013 Time 7:30 9:00 9:30 10:00 10:30 11:00 11:30 12:00 Description and Location FCM Delegate Breakfast THEMATIC ROUND TABLE 1 (MV) Fostering Wellbeing (Chair Moore) Hotel Sofitel, Pavillon du Centenaire Launch of Gold III Report (MV) Hotel Sofitel, Pavillon du Centenaire Parallel 1.1 Financing and Governance of Local Basic Services Hotel Sofitel, Salle Royale 2 Parallel 1.2 Participation and local basic services Presentation of GOLD III (MV) Hotel Sofitel, Pavillon du Centenaire 12:30 13:00 13:30 14:30 15:00 15:30 16:00 16:30 17:00 RABAT EXPO 14:00 THEMATIC ROUND TABLE 3 Supporting New Governance Location: Centenary Hotel Sofitel, Pavillon du Centenaire BREAK Parallel 3.1 Citizen Participation and Local Governance Hotel Sofitel, Salle Royale 2 Parallel 3.3 Local Democracy and the Development Agenda Hotel Sofitel, Royale 2 Parallel 4.1 Culture in sustainable development ISESCO Salle Solidarit Parallel 4.2 Promoting Local Economic Development ISESCO, Salle Hassan II THEMATIC ROUND TABLE 4 Promoting Diversity ISESCO, Salle Solidarit LUNCH THEMATIC ROUND TABLE 2 Strengthening Solidarity among Territories ISESCO, Salle Solidarit BREAK Parallel 2.2 Development and Decentralized Cooperation ISESCO, Salle Solidarit
17:30 18:00 18:30 19:00 19:30 20:00 20:30 21:00 21:30 22:00
UCLG GENERAL ASSEMBLY Hotel Sofitel, Pavillon du Centenaire
CULTURAL PROGRAM
METHOD AND DYNAMICS OF THE THEMATIC ROUND-TABLES

The Congress will be opened with an introductory plenary session entitled, How to face the major changes of our era, followed by four Thematic Round-Tables and two strategic plenaries: Fostering Wellbeing Supporting New Local Governance and the Change in the Mediterranean Strengthening solidarity among territories Promoting Diversity MDGs Post 2015 Towards Habitat III Duration: The Thematic Round-Table will each last 1 hour 30 minutes. Participants in the Thematic Round-Table: moderator, speakers The plenary sessions will include: A moderator/animator will be responsible for moderating the debates between speakers under the form of a question-answer session. The moderator should oversee the interactions between participants, stimulating exchanges with and between speaker. The moderator should notify each speaker if he/she runs close to or over the allocated time (2-3 minutes per question/answer and 7-9 minutes in total). 7 to 8 keynote speakers will take part in the debate. Each speaker will briefly answer questions (2-3 minutes) posed by the moderator/animator. The speakers will have elements at their disposal beforehand in order to prepare for the session. The total intervention from each speaker should not surpass 7-9 minutes.
The panel will ensure a continental balances, gender equality and participating from diverse organisations are respected. Format of the Thematic Round-Table: interactive and question-answer The Thematic Round-Tables will take place in the format of a debate between speakers and then opened to the floor.
1st Thematic Round table Fostering Wellbeing

Context, challenges and opportunities
1. The 2nd edition of the World Summit of Local and Regional Leaders will take place from 1st 4th October this year. The City of Rabat, Morocco will host this event, organised by United Cities and Local Governments - global organisation of local and regional authorities. Summits bringing together head of states or national governments are commonplace, however in the world today and in the world of tomorrow, decision making cannot exclusively be limited to a single level of government: decisions taken at local level or other sub-national levels are equally as important. Furthermore, it is not uncommon for leaders of towns, cities or local authorities to be at the forefront in taking important steps in fostering wellbeing and inciting citizens to react. As the United Nations and the international community are preparing to analysis the Millennium Development Goals and define the new development programme for the coming twenty-thirty years, local and regional authorities must once again unite to define the Agenda of Cities and Regions for the 21st Century. This IV Congress will be a key moment in the reflection process and will be centred on the topic: Imagine Society, Build Democracy. Following the Manifestation for the City of 2030 approved at the Mexico City Congress, and in the framework of the celebration of the one hundredth anniversary of the global municipal movement, UCLG is proposing that the next global meeting of local and regional authorities address the topic the foundations of governance: how to construct our future together. The future of our planet concerns us all; regardless of where we live. In view of this, local and regional governments must articulate their vision in the discussions aimed at defining of the world we want. Ensuring access to basic services, constructing plural societies that are open to innovation, promote tolerance, solidarity and exchange, is at the core of the international movement called for by UCLG. Gender equality at political, economic and social level and the reinforcement of the role of culture in our society should lead the action of local and regional authorities. Imagine Society, Build Democracy, the central theme of the congress, entails an extended and standing dialogue between local and regional authorities with all partners international organisations, experts and practitioners and with organisations of civil society in order to analyse and evaluate which objectives have been reached and define new priorities jointly. The principal topics are: 1. Fostering wellbeing 2. Innovating to manage diversity 3. Supporting new local governance and the dynamics of change 4. Strengthening solidarity among territories
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1ST THEMATIC ROUND TABLE: Fostering wellbeing Thursday 3 October, 09:00-10:30

Innovate to improve the quality of life. The improvement of basic public services water, sanitation, waste management, transport, and security has contributed to fostering wellbeing. However our societies are faced with economic, social, environmental, and cultural change. To respond to these evolutions, local and regional authorities and their partners are increasingly innovative in order to tackle insecurity (violence, exclusion), to respond to the changes in society (urbanisation, aging populations), to ensure that our lifestyles and consummation habits evolve in a way that is environment and to extend the right of all to a dignified life. Can these local policies contribute to the combat against global uncertainty? Some institutions are actually developing new tools to measure key indicators on the quality of life (e.g. Better Life Index of the OECD). The governance of basic services: presentation of UCLGs 3rd Global Report on Decentralisation and Local Democracy. During the session the conclusions of this report will be presented analysing the links between quality of life and essential services. Access to services has undoubtedly progressed, however inequalities persist and, in some instances, are more prominent. If access to basic services is central to the debate on inequality, should the governance of basic services be at the core of the democratic debate? On the eve of the date determined by the international community to achieve the Millennium Development Goals and as the debate on the definition of the future Post 2015 Agenda begins, this plenary session will address the contribution of local policies to the evolution of lifestyles. How can these policies contribute to ensuring dignity for all and an extension of in human rights? These debates will also allow for local and regional authorities to see their role evolve in the creation of strategies and local partnerships to meet the global challenges that our societies are facing.
Organization of the session / leads for speakers Thursday 3 October, 09:00-10:30

Speakers Mnica Fein, Mayor of Rosario (Argentina), on social policies in cities Ilsur Metshin, Mayor of Kazan (Russia), Co-President of UCLG Greg Moore, Chair of Metro Vancouver, Canada, on environment management Mohamed Sajid, Mayor of Casablanca, Morocco
For the launch of GOLD III Salvador Esteve i Figueras, President, Province of Barcelona (Spain) International organization representatives Joaquim Oliveira Martins, Territorial Development Policies, OECD, on the Better Life Index
Margareta Wahlstrm, Special Representative of the UN Secretary-General for Disaster Risk Reduction
Representative from civil society, on the right to housing and against eviction Jockin Arputham, President of SDI and President of the National Slum Dwellers Federation in India
WORKING DOCUMENT DO NOT CIRCULATE

Fostering Wellbeing
NOTES FOR SPEAKERS Aims of the session Present the vision of local governments, international agencies and civil society on the relationship between basic services and quality of life. Basic services are understood broadly, including disaster prevention in high-risk areas and the reduction of insecurity and violence in cities. What role can local governments play, as the main providers of basic services, in fostering wellbeing in their communities across the world? Context Progress in local democracy must be measured in terms of improvements to quality of life. After all, local governments are ultimately judged on their ability to meet the needs of their citizens. Basic services are fundamental to improving living standards and, in general, local governments have the responsibility for their provision. Even when local government institutions are not officially assigned responsibility for basic service provision, they often deal with the health, economic, social and environmental consequences of unmet basic needs. Improving the delivery of basic services has been a key component of the Millennium Development Goals (MDGs), which aim to eradicate extreme poverty worldwide. Basic services include access to water and sanitation, safe and reliable transport, decent housing, security against violence and protection against environmental disasters, all of which are vital to improving health and education, reducing social inequality, and ensuring a sustainable environment. The issue of basic services will also be central to the Post-2015 Development Agenda. At the close of this session, the Third Global Report on Local Democracy and Decentralization (GOLD III) on Basic Services in an Urbanizing World will be launched. As demonstrated in this report, In Africa, the greatest challenge is still the provision of basic services to both the rural and urban poor, particularly the regions 225 million slum dwellers (almost 40% of the urban population). In Asia Pacific, service access and quality varies widely both between high, middle and low-income countries, and between large, well-resourced cities and their smaller counterparts. Access to basic services for the more than 550 million slum dwellers is also a critical problem. In Eurasia, almost every country has halted the deterioration in services after the breakup of the Soviet Union, but renovating infrastructure remains a challenge. In Europe, access and quality is good but service budgets are under pressure after the global financial and economic crisis. Latin America has seen progress in both decentralization and basic service provision over the last two decades, with an innovative role often played by local governments in partnership with civil society. In the Middle East and West Asia, service provision is generally centralized at national government level, except in Turkey. Water stress is a particular challenge across the region. In North America, the greatest issue is the backlog of underinvestment in infrastructure, a problem, both for improving services and maintaining current levels of provision. In both Africa and the Middle East, many countries face additional challenges of conflict and insecurity that affect basic service infrastructure and provision. The provision and quality of basic services also has an impact on the resilience of cities and communities. The measures taken to adapt to the threat of disasters and climate change depend, in part, on local governments, as do those of risk reduction. Local governments that invest in improving infrastructure and services or supporting upgrading of informal settlements can integrate disaster risk reduction and resilience to the impacts of climate change into their plans. Many local governments in Latin America
have demonstrated a remarkable capacity to reduce disaster risks often supported by national agencies and new legislation. The use of economic indicators (income or GDP per capita) as a primary indicator of poverty reduction has been questioned in international debates on the Millennium Development Goals (MDGs) and, particularly, on the Post-2015 Development Agenda. It is being suggested that it is necessary to broaden the debate to other indicators that better reflect well-being and quality of life, including environmental factors, employment, and basic services (water, sanitation, transport, etc.). This could be extremely useful to local governments, many of whom have been pioneers in the development of innovative social and environmental policies. According to GOLD III, the access to and quality of basic services, as well as the quality of life of communities, has most improved where local governments have the authority, resources and capacity necessary to carry out their responsibilities in service provision. Preparatory questions for speakers 1. What progress has there been in your city in responding to the demand for basic services? What are the main challenges? Are local governments responsible for the management and financing of basic services in your country/region? Has the current economic and financial crisis had an impact on service provision? 2. What initiatives have been undertaken in your city to reduce the environmental impact of basic services, for example in the management of solid waste, and wastewater treatment? 3. What policies does your city have to guarantee universal access to basic services, especially to the poorest and most vulnerable? Are there groups in your city who lack such access? Are your basic service policies gender-sensitive, taking into account the particular issues faced by women? How do you deal with access to services in slums? 4. Some countries, such as Morocco and Rosario in Argentina, have developed successful slum-improvement policies, improving access to housing and basic services. What role have local governments played in the implementation of these policies? What can we learn from the Indian experience? 5. Have you implemented initiatives to promote citizen participation in decision-making processes regarding the management of basic services? 6. What partnerships are there between civil society and local governments to improve access to basic services? 7. Urban planning, along with the appropriate management of infrastructure and basic services, are essential to contribute to the prevention of natural disasters and promote adaptation to climate change, particularly for the most poor and vulnerable. What is the United Nations doing in this area and what examples are there in your cities of disaster risk management and the improvement of city resilience? 8. The advent of well-being and quality of life indicators is changing the debate about development indicators. These indicators include the environment, education, health, security, and housing, all of which are related to basic services. What is the relationship between well-being indicators and basic services? Supporting documents GOLD III Executive Summary, Basic Services for All in an Urbanizing World (see attached document). OECD, Measuring Well-being and Progress, http://www.oecd.org/std/Measuring%20WellBeing%20and%20Progress%20Brochure.pdf; http://www.oecdbetterlifeindex.org/ UNISDR, Making Cities Resilient Report 2012,
http://www.unisdr.org/files/28240_rcreport.pdf
UCLG SUMMIT PREPARATION DOCUMENT FOR SPEAKERS

Information on the session Date & time of the session Title of the session Your contact details Key topic of your intervention during the session 3 October, 09:00 10:30 Fostering Wellbeing National and international action to reduce the generation of waste and improve quality of life.
Language in which you will address the floor
English
Summary Please provide us with a brief summary to your approach to the topic being presented.
Metro Vancouver, in collaboration with the Federation of Canadian Municipalities, will launch October 2013 the National Zero Waste Council a cross-sectoral leadership initiative bringing together governments, businesses, and non-government organizations to advance a national waste prevention and reduction agenda in Canada. With a focus on influencing behaviour and improving product design and packaging, the National Zero Waste Council aims to unite efforts in waste prevention and drive a fundamental shift in our relationship with waste.
Key Points Please include three of four key reflections or issues that you would like to raise
2. De-linking rising prosperity from ever-growing resource consumption and waste production requires greater collaboration among key stakeholders governments, business and NGOs to reduce waste by not producing it in the first place.
1. The quality of life in communities across the globe from environmental problems to high waste management costs is threatened by an economic system that generates too much waste. But waste generation is influenced by practices beyond local jurisdiction, such as the way materials are designed and packaged. 3. The National Zero Waste Council works collaboratively to move toward a cradle-to-cradle approach to manufacturing, where products can be more easily re-used, repaired and recycled, and less material and energy is consumed and discarded.
4. Effective waste prevention requires national and international action, and the National Zero Waste Council is calling for potential partners to form a network of cities who can work together toward this goal.
Do you wish to provide us with a quotation on the issue for use in our publications? If so, write a brief statement here:
Greg Moore: We can address an array of environmental and quality of life issues if cities across the globe work together so that the regulatory and economic environment encourages cradle-to-cradle design.
FOSTERING WELLBEING ROUNDTABLE OTHER SPEAKERS/MODERATORS BIOS

David Satterthwaite, Senior Fellow at the International Institute for Environment and Development (IIED) David Satterthwaite is a Senior Fellow at the International Institute for Environment and Development (IIED) and editor of the international journal Environment and Urbanization. A development planner by training with a doctorate from the London School of Economics, he has also been working with the Inter-Governmental Panel on Climate Change (IPCC) since 1998. He is a Visiting Professor at the Development Planning Unit, University College London and was awarded the Volvo Environment Prize in 2004. He has advised many international agencies he has written and edited various books on urban issues, including Squatter Citizen (with Jorge E. Hardoy), The Earthscan Reader on Sustainable Cities, Environmental Problems in an Urbanizing World (with Jorge E. Hardoy and Diana Mitlin) and Empowering Squatter Citizen (with Diana Mitlin), which are published by Earthscan, London. He is also editor of Adapting Cities to Climate Change (with Jane Bicknell and David Dodman) published by Earthscan in 2009 and co-author (with Diana Mitlin) of Urban Poverty in the Global South: Scale and Nature published by Routledge in 2012. Joaquim Oliveira Martins, Head of Regional Development Policy Division, Public Governance and Territorial Development, OECD Mr Joaquim Oliveira Martins is Head of the OECD Regional Development Policy Division. Current projects cover the determinants and distribution of regional growth, regional innovation, urban development and green growth and multi-level governance. He was the former Head of the Structural Economic Statistics Division, focusing on Trade & Globalisation indicators, Productivity measurement and Business statistics. Previously, he was Senior Economist at the Economics Department heading projects on the Economics of Education, Ageing and Growth, and Health Systems. He was also Head of Desk for emerging markets, where he was in charge of the first Economic Surveys of Brazil, Chile and several transition countries Jockin Arputham, President of Slum Dwellers International (SDI), and President of National Slum Dwellers Indian Federation Jockin Arputham, from Mumbai, India, is the director of Shack/Slum Dwellers International (SDI), a movement to mobilize and empower squatters that spans 23 countries around the world. He is also a founding member of SPARC, the Society for the Promotion of Area Resource Centres, an NGO that works in 21 cities in India. Key to his work are communal savings associations that pool the contributions of the participants, allowing the urban poor to effect the development of their communities. In three years' time, 95,000 families will have been housed in Mumbai alone.
A slum dweller himself, Jockin has met with government ministers around the world to talk about what they can do for the more than 1 billion urban squatters in the world today. In 2000 he was joint winner of the Ramon Magsaysay award, which honors courageous service to people and communities around the world Margareta Wahlstrm, Special Representative of the Secretary-General for Disaster Risk Reduction Margareta Wahlstrm has over 30 years of extensive national and international experience in humanitarian relief operations in disaster and conflict areas, and in institution-building to strengthen national capacity for disaster preparedness, response and for risk reduction. In November 2008, the United Nations Secretary-General Ban Ki-moon announced her appointment as the first Special Representative of the Secretary-General for Disaster Risk Reduction. Ms. Wahlstrm is based in Geneva and heads UNISDR, the United Nations Office for Disaster Risk Reduction. Ms. Wahlstrm has an academic background in economic history, political science, social anthropology, archaeology and philosophy of science. She speaks English, Swedish, French and Spanish. She is from Sweden. Miguel Lifschitz, National Senator, Former Mayor of Rosario Roberto Miguel Lifschitz (born September 13, 1955 in Rosario), is the former mayor of the city of Rosario, province of Santa Fe, Argentina. He obtained his degree at the Engineering Faculty of the National University of Rosario in 1979, and worked in the private sector until 1989, when he became Director-General of the Public Housing Service (Director General del Servicio Pblico de la Vivienda) of the city of Rosario, under the socialist administration of Hctor Cavallero. He continued working in various public offices, as Municipal Secretary-General, Public Services, Secretary and General Cabinet Coordinator for the Municipality of Rosario, between June and December 2003, under the administration of Hermes Binner. Mr. Lifschitz ran for Mayor of Rosario and was elected in the provincial elections of 7 September 2003 for the period 20032007. He won his reelection for the period 20072011. In 2011 he was succeeded by Mnica Fein. Mohamed Sajid, Mayor of Casablanca, Morocco The Honorable Mayor Sajid is a graduate of the Lille Graduate School of Management in 1971, and is a member of the Moroccan Parliament, serving since 1993 as deputy of Taroudant, a city in the Sous Valley in the southern part of the country. Mayor Sajid has also served as the president of the City Council of Casablanca. In 1973, Mayor Sajid helped found the American School of Casablanca, established as a small K-8 grade school that has now expanded to accommodate students through grade 12. Mr. Mohamed Sajid is married and father of 3 children. Salvador Esteve I Figueras, Barcelona Diputaci president / President of the Decentralisation and Local Self-Government Committee of UCLG
Salvador Esteve i Figueras was born in Martorell, Spain on 29th April 1945 where he still resides. He is married with five children and 12 grandchildren. Following studies in Commerce and Accounting and a professional training in the field of saving, he was Mayor of Martorell for the periods 1987-2003 and from 2007 to present. He was also deputy in the Catalan Parliament during the IV, V and VI terms (1992 2003) and President of the Catalan Association of Municipalities and Provinces up to 2011 when he was selected as President of the Diputaci of Barcelona, position he still holds today. He also currently occupies the Presidency of the Democratic Foundation of Local Governments, the secretariat of the Arco Latino and the Presidency of the Decentralisation and Local Self-Government Committee of United Cities and Local Governments.
Fostering Wellbeing Thematic Round Table Responses to Questions

Introductory Message There may be an opportunity for some introductory words: The Gold III Report makes the point that waste management issues vary greatly among different counties. For high income countries such as Canada, our implementation of the 3Rs is improving, but our challenge is the enormous volume of waste that we generate in the first place. For lower income regions there is a far lower generation of waste, but the problem is in collection and safe management of the garbage. As countries become more wealthy, we can see that the waste collection and management problem could be compounded if waste generation rises, as it has in the high-income countries. At Metro Vancouver, and with the support of the Federation of Canadian Municipalities, we are working to try and reduce the generation of waste in the first place. While that may be seen as a problem to be solved only for the benefit of the highincome countries, what we hope is that if we truly do address this, it could help developing countries leapfrog the waste generation problem that we created. If more products and materials are designed with cradle-to-cradle principles, so they are more easily reused, taken apart and repaired, and ultimately recycled into new products, there is a potential benefit for all of us. 1. What progress has there been in your city in responding to the demand for basic services? What are the main challenges? Are local governments responsible for the management and financing of basic services in your country/region? Has the current economic and financial crisis had an impact on service provision? Most basic services meet demand effectively. Exception is transit. o Political changes centralized governance away from regional authority o Funding inadequate (property tax and declining gas tax); local interest in road pricing solution blocked by provincial government, which is concerned about any perceived cost increase for citizens. o Provincial government promises and 2014 referendum on new revenue sources; mayors concerned that this will hinder effective funding. 2. What initiatives have been undertaken in your city to reduce the environmental impact of basic services, for example in the management of solid waste, and wastewater treatment? This Q appears to have been designed for Metro Vancouver... Solid waste management plan focus on waste reduction and recycling, aggressive targets, creating National Zero Waste Council and focus on cradle-to-cradle o We all know our societies generate too much waste
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o For instance, studies show about a third of all food grown is thrown away o MV has 57% recycling rate, close to world leaders, but unfortunately we generate more waste than most other countries o MV citizens are insisting on doing better, so aggressive reduction and recycling targets are reflected in our management plan o But reduction beyond the scope of local governments o Therefore creation and launch of National Zero Waste Council, with industry, governments, NGOs o Influence the design of products and packaging toward cradle-to-cradle concept, so that less waste is created in the first place o Calling for potential partners to form a network of cities who can work together toward this goal. North Shore secondary treatment plant o Meeting new federal regulations for secondary treatment, but no senior government funding commitment so far. o As in other international examples, downloading of responsibility but without the accompanying resources. o The project will be an example of integrated resource recovery, that is: designed to capture valuable materials that can be repurposed for fuel, water, fertilizer and heat, assisting Metro Vancouver in reducing its energy costs, carbon footprint, effluent discharge and overall environmental impact.
3. What policies does your city have to guarantee universal access to basic services, especially to the poorest and most vulnerable? Are there groups in your city who lack such access? Are your basic service policies gender-sensitive, taking into account the particular issues faced by women? How do you deal with access to services in slums? Affordable housing though not included in Gold III services is a significant challenge for the poorest and most vulnerable, as well as lower income employed. Metro Vancouver Housing Corporation owns and operates 50 affordable rental housing sites (3,500 units) across the region, providing housing for more than 10,000 people, including those with disabilities. Rents vary from competitive market rates to assisted rents for those with lower incomes. However, this is insufficient to meet regional needs. Unfortunately, federal and provincial governments have largely withdrawn funding Metro Vancouver and others have formed the Canadian Rental Housing Coalition to work collaboratively with all levels of government and the private and non-profit sectors to increase the supply of rental housing in Canada. Its goals include: o Reinstating federal tax incentives to stimulate private market rental housing, o Increasing the viability of non-profit and co-op housing construction through investment and low cost financing, o Increasing the supply of federal, provincial and municipal land for affordable rental housing,
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o Reviewing all taxes to ensure they dont impede delivery of rental housing. o Encouraging municipalities to adopt policies that support rental housing construction, such as increasing density, and streamlining approvals. o Gaining a long-term commitment from industry the non-profit sector to support innovation in the design, financing and construction of affordable rental housing. 4. Some countries, such as Morocco and Rosario in Argentina, have developed successful slum-improvement policies, improving access to housing and basic services. What role have local governments played in the implementation of these policies? What can we learn from the Indian experience? This question will likely go to the mayors of Rosario and Casablanca and Jockin Arputham, President of the National Slum Dwellers Federation in India Rosario is the third largest city in Argentina with a population of 1.1 million. Its urban planning reform offers an interesting example for South Asian and African cities. It undertook a participatory planning process to support local economic development, expanded public spaces and emphasized social policies. The city government worked with private landowners to restore the riverbank area and create many new parks and other public spaces. Social policies included the modernization and expansion of health care, the introduction of a city police force, and support for participatory budgeting and decentralization, including concentrating many public services and community programs in municipal district centers. See 2009 interview with former mayor Miguel Lifschitz: http://www.gpia.info/files/u496/Development__Interview_with_Miguel_Lifschitz.pdf 5. Have you implemented initiatives to promote citizen participation in decision-making processes regarding the management of basic services? Describe Port Coquitlam approach of moving meetings from city hall, where few attend, to local community facilities Metro Vancouver recently completed a series of management plans for all of its basic services. Part of the process for that work is extensive public consultation. For example, for the new solid waste management plan, extensive discussions with the public led to Board agreement on and provincial government acceptance of aggressive waste reduction and recycling targets. For the solid waste management plan, consultation spanned five years, with thousands of participants in hundreds of meetings across the full regional district and neighbouring regions. Participants included First Nations, business groups, ENGOs and members of the general public. Topics included the desired recycling rate that the region should aim for, and whether or not waste-to-energy should replace landfills for the management of residual garbage after all efforts to reduce, reuse and recycle. For the new regional plan, consultation also spanned years, and included a wide array or participants from across the region. It helped forge an agreement among 22 local municipalities on a collective regional growth strategy. It covers land use policies to guide the future development of the region, and support the efficient provision of transportation, regional infrastructure and community services.
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For all of these new management plans, we won a United Nations award for public participation and engagement.
6. What partnerships are there between civil society and local governments to improve access to basic services? Suggest the housing example is probably best. Below is largely repeated from Q3, but with MV Housing taken out. Affordable housing though not included in Gold III services is a significant challenge for the poorest and most vulnerable, as well as lower income employed. Unfortunately, federal and provincial governments have largely withdrawn funding Metro Vancouver and others have formed the Canadian Rental Housing Coalition to work collaboratively with all levels of government and the private and non-profit sectors to increase the supply of rental housing in Canada. Its goals include: o Reinstating federal tax incentives to stimulate private market rental housing, o Increasing the viability of non-profit and co-op housing construction through investment and low cost financing, o Increasing the supply of federal, provincial and municipal land for affordable rental housing, o Reviewing all taxes to ensure they dont impede delivery of rental housing. o Encouraging municipalities to adopt policies that support rental housing construction, such as increasing density, and streamlining approvals. o Gaining a long-term commitment from industry the non-profit sector to support innovation in the design, financing and construction of affordable rental housing. On infrastructure projects and implementation of regional plans or initiatives, Metro Vancouver engages with the 11 area First Nations as well as other First Nations whose Aboriginal interests include the Metro Vancouver region. Metro Vancouver is also the voice of local government on treaty negotiations between the Federal and Provincial governments and First Nations in the BC Treaty Process. In 2009, as part of Tsawwassen First Nation concluding its treaty, the First Nation became a member of Metro Vancouver. The First Nation now receives a range of regional services that municipalities are also receiving, including air quality and 9-1-1 service. Part of becoming a treaty First Nation member of the regional district also involved the First Nation negotiating for water services from the regional district in order for the First Nation to grow and prosper within its treaty settlement lands. 7. Urban planning, along with the appropriate management of infrastructure and basic services, are essential to contribute to the prevention of natural disasters and promote adaptation to climate change, particularly for the most poor and vulnerable. What is the United Nations doing in this area and what examples are there in your cities of disaster risk management and the improvement of city resilience? This question is designed for Margareta Wahlstrm. She is a reviewer and an author of the forward for the UNs Making Cities Resilient report that is cited in the references. http://www.unisdr.org/files/28240_rcreport.pdf
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David Satterthwaite is one of the reports authors. North Vancouver is one of the cities profiled in the report, and is a Campaign Role Model City under the theme, Participatory and Proactive Disaster Risk Reduction. Its cited risks are landslides, floods and wildfire. The main points of the report are: By 2025, roughly two-thirds of the worlds inhabitants and the vast majority of wealth will be concentrated in urban centres, and vulnerability to disaster risk will become a defining theme. There are two diverging trends relevant to strengthening urban resilience. The first is one in which competent, sufficiently resourced city and municipal governments work with citizens, businesses and other stakeholders to reduce disaster risk, including to climate change, both through specific risk reduction policies and investments, and by improving infrastructure and the provision of services. There are notable successes in cities located in low- and middle-income nations. The second trend points to many cases in which national and local governments are failing to help build resilience. There are many cities and smaller urban centers where even the best-oriented disaster risk reduction policies have limited impact due to large deficits in critical social infrastructure and local investment capacity. Consequently, one of the key issues for building urban resilience learning from the innovators and leveraging significant changes in city-level resilience, even where there are limited resources. In this context the United Nations Office for Disaster Risk Reduction (UNISDR) commissioned the International Institute for Environment and Development (IIED) to report on the disaster risk reduction activities being undertaken at city and municipal levels in selected urban areas. The cities reviewed for this report all are signatories to the global campaign on Making Cities ResilientMy City is Getting Ready! In the summary of activities from featured cities (p98-104), North Van is cited for local volunteer task forces identifying risk tolerance criteria to prioritize disaster resilience activities.
8. The advent of well-being and quality of life indicators is changing the debate about development indicators. These indicators include the environment, education, health, security, and housing, all of which are related to basic services. What is the relationship between well-being indicators and basic services? This question is designed for Joaquim Oliveira Martins, who is connected with the OECDs Better Life Index http://www.oecdbetterlifeindex.org/ The index measures material conditions and quality of life in eleven dimensions: income and wealth, jobs and earnings, housing conditions, health status, work and life balance, education and skills, social connections, civic engagement and governance, environmental quality, personal security and subjective well-being. The report finds that overall, well-being has increased. However, there are large differences across countries and within them.
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Canada scores exceptionally high in well being, above the OECD average in most criteria. It is below the OECD average in some elements of civic participation (volunteering, voter turnout). http://www.oecdbetterlifeindex.org/countries/canada/ OECDs environmental performance review identifies priority issues for Canada as climate change, health protection, nature protection, air and water quality, waste water collection and waste disposal. Metro Vancouver works with other local governments in Canada to assess well being by participating in the Federation of Canadian Municipalities Quality of Life Reporting System (QOLRS). This system measures, monitors and reports on social, economic and environmental trends in Canada's largest cities and communities. By providing evidence of important trends taking place across the municipal sector, it helps to ensure that municipal government is a strong partner in formulating public policy in Canada. Analysis of trends is based upon the understanding that well being is influenced by a variety of factors, including the development of a vibrant local economy, the availability of affordable, appropriate housing, dependable community infrastructure, and reliable access to clean air and drinking water.
Speakers (more bio notes under the October 3 tab of the e-binder)
Mnica Fein, Mayor of Rosario (Argentina), on social policies in cities
Fein was appointed Secretary of Public Health for Rosario in 1997, and her management was recognized by the World Health Organization. She was elected to the Argentine Chamber of Deputies in 2007 and Fein was elected caucus president. She was named Secretary of the Commission for Social Action and Public Health, and also served in the Committees on Rules, Taxes, Constitutional Affairs, General Legislation, Population and Human Development, and the Elderly. She was elected mayor of the city of Rosario in 2011 becoming the first Socialist woman elected mayor in Argentine history.
Ilsur Metshin, Mayor of Kazan (Russia), Co-President of UCLG
See his website at http://www.metshin.ru/en March17, 2006 Mayor of Kazan. April 2006 member of UN Advisory Board on local government. October 2006 vice-president of United Cities and Local Governments and president of the Eurasian regional section. Vice-president of the organization of World Heritage cities
Mohamed Sajid, Mayor of Casablanca, Morocco
He received media coverage for his promotion of the first elevated Skytrain in the region, with construction starting in 2014. The plan took shape last year, when Casablanca Mayor Mohamed Sajid and other officials visited South America to see a suspended metro first-hand. Launch of Gold III
Salvador Esteve i Figueras, President, Province of Barcelona (Spain)
Mayor of Martorelli from 1987-2003 and 2007 to present. He was also deputy in the Catalan Parliament (1992-2003) and President of the Catalan Association of Municipalities and Provinces up to 2011 when he was selected as President of the Diputacio of Barcelona, the position he still holds today. He also the Presidency of the Democratic Foundation of Local Governments, the secretariat of the Arco Latino and the Presidency of the Decentralisation and Local Self-Government Committee of the UCLG.
International organization representatives
Joaquim Oliveira Martins, Territorial Development Policies, OECD, on the Better Life Index
The Head of the Regional Competitiveness and Governance Division at the OECD, and former Head of the Structural Economic Statistics Division, focusing on Trade & Globalization indicators, Productivity measurement and Business statistics. Previously, he was Senior Economist at the Economics Department heading projects on the Economics of Education, Ageing and Growth, and Health Systems. He was also Head of Desk for emerging markets, where he was in charge of the first Economic Surveys of Brazil, Chile and several transition countries. Other OECD projects include monographs on Competition, Regulation and Performance and Policy Response to the Threat of Global Warming. He is lecturer at University of Paris-Dauphine and Sciences Po, Paris. He holds a PhD in Economics from University of Paris-I, Panthon-Sorbonne.
Margareta Wahlstrm, Special Representative of the UN Secretary-General for Disaster Risk Reduction
Margareta Wahlstrm has over 30 years of extensive national and international experience in humanitarian relief operations in disaster and conflict areas, and in institution-building to strengthen national capacity for disaster preparedness, response and for risk reduction. In November 2008, the United Nations Secretary-General Ban Ki-moon announced her appointment as the first Special Representative of the Secretary-General for Disaster Risk Reduction. Ms. Wahlstrm is based in Geneva and heads UNISDR, the United Nations Office for Disaster Risk Reduction. Ms. Wahlstrm has an academic background in economic history, political science, social anthropology, archaeology and philosophy of science. She speaks English, Swedish, French and Spanish. She is from Sweden.
Representative from civil society, on the right to housing and against eviction Jockin Arputham, President of SDI and President of the National Slum Dwellers Federation in India
Jockin Arputham has worked for more than 40 years in slums and shanty towns, building representative organizations into powerful partners with governments and international agencies for the betterment of urban living. Arputham is the president of the National Slum Dwellers Federation which he founded in the 70s and of Slum Dwellers International which networks slum and shack dweller organizations and federations from over twenty countries across the world. He was the winner of the 2000 Ramon Magsaysay Award for Peace and International Understanding. In 2011, the Government of India bestowed on him its fourth highest civilian honor, the Padma Shri award. He is well known for his charisma and excellent public speaking.
GOLD III - METRO VANCOUVER'S INPUT
The National Zero Waste Council

The National Zero Waste Council is a joint initiative of the Federation of Canadian Municipalities and Metro Vancouver. The Federation of Canadian Municipalities has been the national voice of municipal government in Canada since 1901. Close to 2000 members include Canada's largest cities, small urban and rural communities, and 21 provincial and territorial municipal associations. Working together, local governments partner constructively with the federal government and influence policy and programs. Metro Vancouver is a federation of 22 municipalities, one unincorporated Electoral Area and one Treaty First Nation located on British Columbias southwest coast. With over 2.3 million residents, it is Canadas third largest metropolitan area. Metro Vancouver is responsible for managing the regions utilities, including solid waste, and its solid waste management plan gives a top priority to reducing the generation of waste and increasing recycling rates.
Reframing the Solid Waste Discussion

Every year local governments in Canada spend approximately $2.6 billion to manage waste a consequence of Canadians producing 34 million tonnes of waste materials, and disposing over three quarters of that in landfills or incinerators. Unfortunately the waste volumes are growing, along with the costs of managing them, and the environmental impacts from such a high level of waste. However, the factors driving waste generation, such as lifestyle expectations, product design and packaging, are substantially beyond the control of local governments. Given this situation, Metro Vancouver and the Federation of Canadian Municipalities have collaborated to establish a National Zero Waste Council (NZWC) that will act as a unified, national voice for local governments and other stakeholders to advance a waste prevention and reduction agenda in Canada. The Council aims to better align and harmonize waste prevention and reduction initiatives across Canada and establish links with leading work across the globe. Tackling this kind of agenda requires a new frame of reference one that involves greater collaboration among key stakeholders. All orders of government, businesses, NGOs, and community groups will need to work together to implement actions that will reduce the amount of waste that needs to be handled by not producing it in the first place. The Council will develop two streams of work: 1. Advocating for the development and enhancement of government policy and regulation and other approaches that encourage manufacturers and retailers to redesign products and packaging to reduce material intensity and allow them to be more easily be reused, repaired and recycled. 2. Developing and broadly utilizing social marketing programs to influence consumer behaviour and reduce the amount of waste entering the waste stream.
The Cornerstones of Waste Prevention and Reduction
Conventional solid waste management is focused on how best to recycle and dispose of products at the end of their life a linear, cradle-to-grave approach. Ambitious recycling and material recovery programs have been successful in increasing the amount of waste diverted from final disposal, but not in reducing the aggregate amount of waste being handled. Moreover, the cost and challenges of handling solid waste are effectively disconnected from the decisions made in the early stages of a products life cycle (i.e., during the design, manufacturing and packaging stages). Waste prevention and reduction is necessary to reduce the amount of resources, materials and energy used the production and distribution of goods that eventually end up in the waste stream. The objective is to continue to provide a high quality of life, environmental sustainability and economic prosperity while consuming fewer resources and less energy. Taking early action will ensure that Canadian businesses are well placed to effectively compete in a resource constrained world. The elements of the Councils approach to waste prevention and reduction are: Behaviour change on the part of consumers as well as within the private and public sector. Education and marketing campaigns can sway consumer decisions toward more durable and recyclable products. In addition, governments need to look at new approaches, such as regulatory and procurement policies, and businesses need to follow new practices. Design for the environment refers to changes in products and packaging that take into account the total product lifecycle at the design phase. Designing for the environment, or a cradle-tocradle approach, will result in less material and energy being used, and eventually discarded. It will also reduce or eliminate the use of toxic chemicals, and will lead to the manufacture of products that can more easily be disassembled into reusable and recyclable components. Design change is normally initiated by businesses that recognize opportunities to reduce costs or to create new markets for their products, but governments will need to ensure the regulatory and economic environment supports cradle-to-cradle design. Regulation and incentives will continue to be tools that governments use to manage natural resources and waste in a manner consistent with public health and environmental objectives. However, in order to reduce the generation of waste, Extended Producer Responsibility polices and similar programs will need to be strengthened and harmonized in order to send appropriate signals to global markets about new waste objectives. As well, financial programs can be designed to stimulate the desired behaviours among businesses and consumers. Changes in the market refer to new approaches by businesses that support lower consumption of material products, such as businesses retaining ownership of their products while ensuring customers gain the services they need. For example, some printing companies have transformed their operations from selling printers to servicing printers for their customers. In this way, there are strong incentives to design durable, re-usable, recyclable products. Similarly, business and community organizations have been effective at creating sharing arrangements for products such as tools and cars so that they are more efficiently and effectively used.
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Transparent collaboration among all stakeholders industry and business representatives, governments and non-government organizations to address issues and identify initiatives that that could promote the adoption of zero waste practices in all business sectors.
Developing each of these approaches effectively may involve initiatives and efforts of multiple stakeholders. Together they can create the conditions for waste prevention and reduction.
Next Steps for the National Zero Waste Council

On September 15, 2012 as an adjunct to its second annual Zero Waste Conference Metro Vancouver collaborated with the Federation of Canadian Municipalities to bring together national stakeholders in a roundtable discussion to assess interest in and support for the concept of a National Zero Waste Council. The roundtable attracted 46 representatives from local and provincial governments, businesses and business associations, and non-governmental organizations from across the country. Another 90 people participated by live stream. The roundtable participants were unanimous in supporting the establishment of a National Zero Waste Council to better collaborate on waste prevention and reduction. Following the Roundtable, Metro Vancouver was asked to prepare a briefing on the Council for the B.C. Minister of the Environment, Terry Lake, who presented the idea and discussed it at a meeting of the Canadian Council of Ministers of the Environment. A follow-up meeting of National Zero Waste Council in November began work on detailed terms of reference and initial shared advocacy and communications initiatives. An Interim Steering Committee is being formed, with representation from local and senior levels of government, businesses and nongovernment organizations. The Steering Committee will appoint working groups to develop the two streams of activity: advocacy with senior levels of government, and broad social marketing campaigns with the public. The National Zero Waste Council will be formally launched in 2013.
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INTRODUCTION
excerpts from: http://www.unisdr.org/ files/28240_rcreport.pdf
Making Cities Resilient Report 2012

My city is getting ready! A global snapshot of how local governments reduce disaster risk
www.unisdr.org/campaign
Photo cover: Alessandro Zanchini, Comune di Venezia.

The City of Venice joined the Campaign as a Role Model for cultural heritage protection and climate change adaptation. Venice has developed a plan with both structural and bio-geomorphological management components, including coastal reinforcement, wetland reconstruction, reclamation of polluted sites, a system of mobile sea barriers, city pavement elevation, urban maintenance, ood monitoring, early warning and public awareness. Saint Marks Basilica: living with oods and tourists...
Making Cities Resilient Report 2012

My city is getting ready! A global snapshot of how local governments reduce disaster risk
INTRODUCTION
Acknowledgements
UNISDR would like to acknowledge and thank everyone who has participated in the development of this report. An extensive number of city representatives, partners, and experts made this report possible, responding to interviews, questionnaires and requests for information. In particular, we would like to thank the International Institute for Environment and Development (IIED), which ISDR commissioned to carry out the research and analysis that form the content of this report. The sources and methodology they used can be found in Annex 1. See Annex 2 for a full list of all cities cited in this Report. Project coordinator: Helena Molin Valds, UNISDR Authors: Sophie Blackburn (IIED), Cassidy Johnson (University College London) Co-authors: David Dodman, David Satterthwaite, (IIED), Tricia Holly Davis, Helena Molin Valds (UNISDR) Editor: Patricia Bittner Production: Ana Maria Castillo , Tricia Holly Davis Design: Ramon Valle Reviewers: Violeta Seva (Makati City, Philippines); Mohamed Boussraoui (UCLG); Dan Lewis, Ansa Masaud , Ko Takeuchi and Raf Tuts (UN-Habitat); Glenn Dolcemascolo, Margareta Wahlstrm (UNISDR); Daniel Kull, Dan Hoornweg (World Bank) Contributors from UNISDR: Luna Abu-Swaireh; Berta Acero; Youcef Ait-Chellouche; Paola Albrito; Sandra Amlang; Ana Maria Castillo, Oscar Ebalu; Kiki Lawal; Yuki Matsuoka; Mariana Osihn; Ragy Saro; Dizery Salim; Abhilash Panda; Melissa Permezel; Hang Thi Thanh. This report was developed through funding by the Global Facility for Disaster Reduction and Recovery (GFDRR) and the European Commissions department of Humanitarian Aid and Civil Protection (ECHO). Additional resources were provided by the donors to the ISDR Trust Fund that has enabled UNISDR to support the Making Cities Resilient Campaign. Read more about the key partners in the Making Cities Resilient Campaign on page 82.
UCLG is trying to bring the topic of disaster risk reduction on the top of the agenda of local and regional authorities by mobilizing its members around the world and organizing with partners such UNISDR regional workshops to raise awareness among local governments. There is no time to lose. The loss of more lives and property are at stake. As Istanbuls experience shows, urban settlements must be transformed, but this process must happen with input from community members. Disaster risk reduction is not just top-down; its also bottom-up.
Kadir Topbas, Mayor of Istanbul and President of UCLG
Making Cities Resilient Report 2012 |
Foreword
Today, a major development challenge is facing cities worldwide: How disaster resilient will their growth be?
The question of resilience in the context of urban growth recognises that disaster risk reduction is not limited to preparedness and response, but is a key determinant for sustainable development. How cities grow the strategic planning and design of spatial elements and their impact on the natural and built environments, the inclusion of the most vulnerable in urban planning all dictate a citys capacity to absorb and recover from disasters, including those driven by an extreme climate. More than half of humanity lives in urban centres today a gure projected to rise to twothirds in little over a generation. The increasing concentration of people, economic activities and assets in urban areas usually brings much increased disaster risks and also increasing climate change risks. Cities generate most of the worlds wealth and innovation - but also waste, greenhouse gas pollution and many other causes of climate change and hazards. Many of the worlds major metropolises are coastal cities prone to ooding and erosion. Many others are located in drought-prone areas and are already suffering from water scarcity. Building resilience to disasters requires the political will and intervention of active, competent local governments. They must be supported at the national level through strong policies and sustained, sufficient nancial commitments. All who make a city function, from municipal service providers to urban planners to the private sector and residents themselves, must be committed to building safer cities to secure resilience. All urban governments must ensure delivery continuity for essential services during and following crises, including access to clean, piped water, sanitation and waste management, transport and energy, and safe and affordable accommodation. In those cities where capacity to do this is limited, resources must be sought and applied to ensure these systems are resilient to whatever crises may emerge. This includes the essential elements of strengthened capacity for early warning, risk assessment, and information systems on disaster risk reduction
| Making Cities Resilient Report 2012
Local and national governments in the developed world must ex their economic muscle to build incentives that encourage people and business to make wiser investment choices that reduce risk over time. These nancial mechanisms must be long-term, applicable at scale and lead to a resilience strategy for all cities. Building resilience is a forward looking, target driven approach to urban development that uses a wide range of measures addressing all elements of urban systems. Ensuring these targets are met demands all levels of communities and governments work together to ensure the safety of all people and protect the economic, social, environmental, and cultural assets and attributes which dene the unique character of each city. As global leaders we must integrate disaster risk reduction criteria as a measure of progress for sustainable development plans and strategies. We must also strengthen local level capacity by reecting the needs of local governments in international frameworks and promoting standards of resilience that can guide urban development and planning along a sustainable path. Our two organizations UNISDR and UN-Habitatare committed to this, as are those cities, organisations, and agencies that have contributed to this report and supported the aims of the Making Cities Resilient Campaign.
Margareta Wahlstrm Special Representative of the SecretaryGeneral for Disaster Risk Reduction, United Nations UNISDR
Dr. Joan Clos Under Secretary-General and Executive Director, UN-Habitat
Table of Contents
Acknowledgments........................................................................................ 3 Foreword ..................................................................................................... 4 Introduction................................................................................................. 8
Background and rationale....................................................................................................... 8 Aim and structure of the report............................................................................................... 9 About the Making Cities Resilient Campaign........................................................................... 9 What do we mean by a resilient city? ..................................................................................... 11 Characteristics of the cities showcased in this report............................................................12
Chapter 1: Enabling conditions for building resilience ..................................16

Leadership and political will.................................................................................................. 17 Sustainability at local level....................................................................................................18 Engage in high impact activities early on ............................................................................. 20 City-to-city learning and international support..................................................................... 20 Integrating disaster risk reduction as a cross-scale and multi-sector issue.......................... 22 Addressing existing infrastructure deficits............................................................................ 22
Chapter 2: How the campaign is enabling cities to boost disaster risk reduction................................................................................ 26 Chapter 3: Key trends In resilience building in cities..................................... 32
Early versus advanced resilience-building activities............................................................. 33 Level of socioeconomic development................................................................................... 34 City size and economic base................................................................................................. 37
Chapter 4: How are local governments building resilience?.......................... 38

Essential 1: Institutional and administrative framework......................................................... 39 Essential 2: Financing and resources.................................................................................... 47 Essential 3: Multi-hazard risk assessment- know your risk.................................................... 49 Essential 4: Infrastructure protection, upgrading and resilience.............................................51 Essential 5: Protect vital facilities: education and health...................................................... 53
INTRODUCTION
Essential 6: Building regulations and land use planning........................................................ 53 Essential 7: Training, education and public awareness.......................................................... 55 Essential 8: Environmental protection and strengthening of ecosystems.............................. 59 Essential 9: Effective preparedness, early warning and response...........................................61 Essential 10: Recovery and rebuilding communities.............................................................. 63
Chapter 5: Looking forward: What are some possible approaches to measuring resilience in cities?................................................................ 66
What do local governments see as the key indicators for building resilience in their city?............................................................................................ 67 How to measure resilience accumulated through the process of urbanization and city bulding ................................................................................................................... 72 Measuring resilience through urban planning and its implementation.................................. 73 Measuring financing of disaster risk reduction and budgets for DRR.......................................74 Next steps............................................................................................................................ 75
Chapter 6: Conclusions of the report ........................................................... 76 Campaign partners .................................................................................... 80 Acronyms. ................................................................................................ 82 Annexes . ................................................................................................ 83
Annex 1 Annex 2 Annex 3 Annex 4 Annex 5 a. List of references....................................................................................................... 84 b. Methodology of the study .......................................................................................... 89 c. Interview questionnaire for Mayors and city officials................................................... 89 Terminology....................................................................................................................91 HFA Local Government Self-Assessment Tool................................................................. 93 Summary of activities from cities featured..................................................................... 98 Timeline of Making Cities Resilient Campaign activities ................................................106
Chapter 6: Conclusions of the report

This report set out to review trends in urban resilience and identify factors that contribute to or enable progress in reducing risk at the local level. Through analysis of case material provided by cities and Partners participating in the Making Cities Resilient Campaign, several broad conclusions are evident: Innovation abounds despite variable baseline urban conditions. The Making Cities Resilient Campaign has triggered new momentum. Commitments to date can be strengthened and extended. 1. Innovation abounds in very diverse settings
The city cases reviewed in this report are very diverse with varying levels of socio-economic development, size and economic bases. Cities as apparently different as Pune in India, Kampala in Uganda and San Francisco in California have demonstrated a common ability to further strengthen their capacities, commitment and, ultimately, reduce losses regardless of their baseline conditions. Moreover, cities reported here include some that had historically given little attention to issues of disaster risk and resilience and others that have already established a solid foundation for urban resilience. Some cities such as Siquirres, Beirut and Dubai have taken their rst steps through small but focused activities that initiated more sustained action. Cities with more mature mechanisms in place, such as North Vancouver, Mumbai, Makati and Albay Province, demonstrated more active leadership through revisiting the impact of their own efforts and sharing insights with others. In small urban centres, activities tend to focus on upgrading and repeated cleaning of drainage systems to cope with oods, or putting in place early warning systems to reduce vulnerability to storms. Here, local governments often rely on community participation, as well as input from NGOs and local universities. In large cities, disaster risk reduction is more complex. It requires an institutional process that encompasses strategic planning, assigned budgets, and a more sophisticated understanding of multi-hazard risk and vulnerability and how they are interconnected. In describing the broad range of activities that they have undertaken, cities have been able to identify enabling factors contribute to progress:
Governments at all levels must focus less on what is destroyed by natural hazards
and more on what can be improved. The challenge facing governments is not always about a lack of money, but about understanding how you spend the resources you do have. This is where the Campaign is playing a critical role now and will continue to do so in the future. Educating communities and governments at all levels about the vulnerabilities linked to rural-urban migration and the importance of investing in critical infrastructure, especially roads, ood defenses and protecting schools and hospitals, should be a strong focus for the campaign going forward. Hon. Byarugaba Alex Bakuuda, Member of Parliament, Uganda.
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CONCLUSIONS OF THE REPORT
Leadership and political will Sustainability at local level Engagement in high impact activities early on City-to-city learning and international support Integrating disaster risk reduction as a cross-scale and multi-sector issue Addressing existing infrastructure decits Yet, beyond these features, cities remain as centres of culture and innovation. The innovative spirit of the local governments participating in the Campaign is evident across the board. No city begins with all the political, technical or nancial resources it wants; and no (or few) local government count on perfect institutions, yet all the cities reviewed in this report were able to leverage the resources they did have. In some cases these resources came in the form of using existing nances more efficiently; in others, they were available thanks to the creativity of their citizens or leaders with vision. Often, it is the willingness to engage communities and partners that has stimulated progress despite limited resources. Where, for instance, citywide storm and surface drainage system are improved to cope with extreme rainfall, or building stock and other infrastructure are designed to withstand high winds, multiple benets for local development are being achieved. Innovation, whether home-grown or shared from afar, remains an essential instrument in overcoming the very real challenges to building and sustaining resilience in our cities.
2. The Making Cities Resilient Campaign has triggered new momentum

The report highlights how the Making Cities Resilient Campaign, which is led by UNISDR but is selfmotivating, partnership and city-driven, has raised the prole of resilience and disaster risk reduction among local governments and urban communities worldwide. In the 1,050 cities that are currently signed up, participation has served to legitimize on-going work and to inspire local governments to better understand the scope risk and to initiative new efforts that reduce disaster risk and build resilience.
Box 6.1: Key achievements of the Making Cities Resilient Campaign to date (2010-2012)
Strengthened local level leadership and political will for disaster risk reduction: In some instances, the Campaign has served as the inspiration for evaluating and improving existing disaster risk programmes; in other cases, it is has served as the conduit for new resilience planning. Increased encouragement for national authorities and parliamentarians to de-centralise mandates and mobilise resources: The Campaign has functioned as a vehicle through which cities and municipalities are raising their voice and that of their constituents at national and international levels on disaster risk reduction. This is evidenced in several mayoral/local government declarations, committing to city-level actions on resilience. At least nine signicant declarations or manifestos have been signed since May 2011, endorsed by Mayors, local government representatives and other partners globally (see Time line, Annex 2). Broadened access to reliable disaster risk information and tools: The Campaign is meeting strong demand from local governments for access to regular and reliable information on disaster risk reduction, the current debate on these issues and its links to sustainable development and climate change. In addition to the network of partners, who provide direct expert advice and information, the
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Campaign tools such as the Ten Essentials, Handbook for Local Government Leaders and HFA Local Government Self-Assessment Tool have been increasingly translated by local stakeholders and used as basis for local planning and decision making. The demand is strong for standardised approaches that can be used as basis for locally designed processes and solutions. Document what cities are doing: Learning by example has been a constant recommendation of local governments participating in the Campaign. Systematic documentation has been difficult but rewarding; this report and similar future editions aim to respond to this need. Supporting collaborative knowledge-sharing, city-to-city learning workshops, events, awards, and improvements to the Making Cities Resilient website (www.unisdr.org/campaign) remain essential elements to documenting and learning. Academia and research institutions are building on the networks and the formulated demand through the Campaign. Strengthened partnerships: The Campaign supports a participatory approach to resilience building that fosters dialogues between local governments, national authorities, legislators, civil society, private sector, professional associations and academia, who previously may have had limited interaction with each other. The Campaign currently counts on more than 40 global or regional organisation partners, which are supporting knowledge products, training or technical assistance to cities to build resilience. Many pilots, trainings and capacity building initiatives are associated with the Campaign and based on its tools. Donor agencies, including some of the European Commission Directorates, are making explicit use of the Campaign tools.
3. Commitments to date can be strengthened and extended

Despite the signicant efforts underway by the cities documented in this report, much remains to be done to make disaster risk reduction a priority for many local governments.
Increase the number of cities where commitments lead to action

Approximately one billion urban dwellers today live in informal settlements, most of which lack the services and good quality buildings that are a key part of resilience. Most of the anticipated increase in the worlds population between now and 2030 will be in urban centres in Africa and Asia and a large part of this will be in small and medium urban centres in these regions that lack basic infrastructure in general and services to cope with disasters. As the examples from Kenya and Tanzania show, many cities have signaled commitment but have yet to take action to address disaster risks. While competing priorities are often cited as constraining factors, increased support to establishing the enabling environment and promotion of innovation can unlock doors to progress. The factors outlined in this report provide guidance for increased support. Among these, showcasing local leadership in national and international forums can play an instrumental role in increasing the ow of political, technical and nancial support for local action.
Integrate disaster risk reduction into development planning processes and daily city operations
Many aspects of the Ten Essentials are inextricably linked to development processes and decisions. Multiple benets for both development and disaster resilience derive from investments in good governance and improvements in urban infrastructure, health and education, for instance.
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CONCLUSIONS OF THE REPORT
While the initiatives undertaken by many of cities reported here are signicant, very few have systematically leveraged the instruments of development. Introducing measures such as risk screening into the planning and design of urban infrastructure, for instance, can save lives and extend the longevity of critical infrastructure. Having infrastructure that is t for purpose and well maintained is part of disaster risk reduction and resilience, but it is also central to the smooth functioning of the city, its economy and peoples well being. Factoring risk into land use planning procedures can reduce exposure to natural hazards. Protecting schools and hospitals can hasten achievement of poverty reduction goals. Many of these tools are well known, yet implementation of integrated approaches remains limited. The potential value of resilient development, in both public and private sector, is unlikely to be realised without the full engagement of development planners and their instruments. Where national policies lag behind, local commitment to improved planning and targeted engagement with the private sector and other development partners can provide powerful stimulus. Moreover, disaster risk reduction can be integrated into a citys day-to-day operations. The Mayors Task Force on Urban Poverty and Climate Change Adaptation hosted by the World Bank, for instance, built a strong case for cities to focus on basic municipal operations, such as solid waste collection and clearing of drainage systems as a direct measure for reducing ood risk in cities such as Dar es Salaam and Jakarta.
Leverage the Campaign and other global and regional initiatives

The local governments analysed for this report all aspire to create safer places to live and work. Realising this aspiration requires strong political will and accountability in governance. It also requires urban planning and implementation mechanisms that reect the needs of people, including the most vulnerable. Cities must be able to count on nancial support and be able to sustain disaster risk policies, beyond frequently revolving political administrations. Looking towards 2015, the Campaign will continue to raise awareness of the principles for making cities more resilient. In addition to targeting a greater number of cities and councils, the Campaign will promote city-to city learning and capacity building, and will document demonstrable advances in reducing disaster risk. The core objectives over the next two years are to strengthen local leadership and ownership of the resilient cities agenda and to encourage standardised approaches to resilience that reect cities shared values and innovations. A number of associated, ongoing global initiatives provide inuential mechanisms for making cities resilient. ICLEIs annual Resilient Cities Conference in Bonn, the UN Framework Convention on Climate Change, UN-Habitats World Urban Campaign and Urban Resilience Indexing Programme, UCLGs agenda to promote decentralization and their 2030 Manifesto are just a few of the mechanisms where cities can advance this agenda and where the Making Cities Resilient Campaign will remain engaged. Finally, active participation and leadership of city and local government levels is vital for articulating the post-2015 global development agenda and the post-2015 Hyogo Framework for Action. Engagement in global processes can be instrumental in linking national and local partners in the common pursuit of resilience. These processes will remain a top priority for the Campaign partners and UNISDR.
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Partners in the Global Campaign Making Cities Resilient: My City is Getting Ready!
Many international, regional, national and private sector partners are supporting activities and local governments in the global campaign Making Cities Resilient, whose objectives are to improve capacities to deal with disaster risk at city level in each country. The most active partners include networks of cities such as United Cities and Local Governments (UCLG), ICLEI-Local Governments for Sustainability, CITYNET and the Earthquake Megacities Initiative (EMI); international organisations such as the European Commission (ECHO), the World Bank Global Facility for Disaster Reduction and Recovery; UN agencies and programmes, with UN-Habitat in the lead; NGOs and their networks (notably the Chinese-based World Cities Scientic Development AllianceWCSDA); the Global Network of Civil Society Organisations for Disaster Reduction; PLAN International; GROOTS International (with the Huairou Commission); academia and private sector companies, through the UNISDR Private Sector Advisory Group; national associations of local governments; and national authorities and National Platforms for Disaster Reduction.
risk reduction activities and leads a vibrant network that includes UN Member States, intergovernmental and nongovernmental organisations, nancial institutions, the private sector, scientic and technical bodies, and civil society. UNISDR is spearheading the current campaign to create global awareness of the benets of disaster risk reduction and empower people to reduce their vulnerability to hazards. The Campaign on Making Cities Resilient has mobilizedthrough the end of 2011more than 1,000 cities and local governments who have committed to making their cities safer and more resilient to disasters, in support of the Hyogo Framework for Action 2005-2015: Building the Resilience of Nations and Communities. UNISDR is the custodian of this Framework and the International Strategy for Disaster Reduction, which is applied by governments and other stakeholders. Advocating for including crosscutting issues such as climate change, education and gender into risk reduction initiatives, UNISDR prepares a biennial Global Assessment Report on disaster risk reduction and analysis of the natural hazards that affect humanity.
The Global Facility for Disaster Reduction and Recovery www.gfdrr.org

Established in 2006, the Global Facility for Disaster Reduction and Recovery (GFDRR) is a partnership of 41 countries and eight international organisations, hosted at the World Bank, committed to helping developing countries reduce their vulnerability to natural hazards and adapt to climate change through three tracks: Global and Regional Partnerships; Mainstreaming Disaster Risk Reduction into Development; and Standby Recovery Financing Facility for Accelerated Disaster Recovery. The partnerships mission is to mainstream disaster risk reduction and climate change adaptation into country development strategies by supporting a country-led and managed implementation of the Hyogo Framework for Action.
The principal partners that have supported the development of this Making Cities Resilient Report 2012 include:
UN International Office for Disaster Risk Reduction (UNISDR) www.unisdr.org
The United Nations Office for Disaster Risk Reduction (UNISDR) is the UN focal point for the coordination of disaster
ICLEI - Local Governments for Sustainability www.iclei.org

ICLEI is an international association of more than 1,200 cities and their associations worldwide as well as local, national and regional government organisations who have made a commitment to sustainable development. ICLEI drives positive change on a global scale through programmes and campaigns on local sustainability. It is also a resource center, offering information, tools, networking, training and consulting services. ICLEI serves as Secretariat of the World Mayors Council on Climate Change, which launched the Mayors Adaptation Forum as an annual platform
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for exchange and policy discussion on urban resilience. ICLEI, together with the WMCCC and the City of Bonn, has launched a series of annual world congresses on cities and adaptation to climate changeResilient Citiesand will convene the fourth global forum on urban resilience in 2013. In addition to low carbon and climate neutral cities and green infrastructure, the goals of ICLEIs 2010-15 strategic plan now include resilient communities.
academic institutions, and professional and local government organisations worldwide. By working collaboratively with its partners, EMI has developed competence in analytical approaches, strategic planning and problem-solving for disaster risk reduction, including the model Disaster Risk Management Master Plan, a tool to guide local authorities and partner institutions in mainstreaming disaster risk reduction into governance processes and functions through a participatory planning process.
United Cities and Local Governments (UCLG) www.cities-localgovernments.org

UCLG is the worlds largest organisation of local and regional governments, working in 140 countries to represent their interests, regardless of the size of the communities they serve, advocating for democratic local self-government, and promoting their values, objectives and interests, through cooperation among local governments and within the wider international community. In the eld of resilience and disaster risk reduction, UCLG is an active participant in awareness campaigns and information dissemination, helping its members to put disaster risk reduction on the local and regional political agenda. UCLG ensures that the national structures work with local governments on disaster risk reduction, risk reduction functions and resources and that local authorities have access to UN and international risk prevention funds.
United Nations Human Settlements Programme (UN-Habitat) www.unhabitat.org

The United Nations Human Settlements Programme (UNHabitat is the UN agency for sustainable urban development. It is mandated to promote socially and environmentally sustainable towns and cities with the goal of providing adequate shelter for all. UN-Habitats Disaster Management Programme is the agency focal point for provision of assistance to governments and local authorities in countries recovering from war or natural disasters. It also provides technical assistance to help prevent future crises arising from natural hazards. Working with partners, including the UNISDR, Red Cross and Red Crescent movement and others, UN-Habitat counterparts in government, civil society and the private sector, aim to ensure that cities of the future are resilient, well-planned and reduce their impact on the environment.
CITYNET www.citynet-ap.org
CITYNET is a regional network of urban stakeholders for the Asia-Pacic region, including local governments, development authorities, non-governmental organisations (NGOs), community-based organisations, research and training institutes and private companies committed to helping local governments improve the sustainability of human settlements. It helps cities and local governments provide better services to citizens, with a commitment to capacity building at the local level.
European Commissions department of Humanitarian Aid and Civil Protection (ECHO) www.ec.europa.eu/echo
The European Union is the worlds biggest donor of humanitarian aid, providing more than 50% of humanitarian aid worldwide. Its European Community Humanitarian Office (ECHO) was created in 1992 as an expression of the European solidarity with people in need all around the world. In 2004 it became the Directorate-General for Humanitarian Aid before integrating Civil Protection in 2010 for a better coordination and disaster response inside and outside Europe. In 2010, Kristalina Georgieva was appointed as the rst dedicated Commissioner for international cooperation, humanitarian aid and crisis response.
Earthquake and Megacities Initiative (EMI) www.emi-megacities.org

EMI is an international, not-for-prot scientic organisation dedicated to the reduction of disaster risk in megacities and major metropolises. EMIs mandate is to build capacity in developing countries by enabling acquisition and application of scientic knowledge in both policy and practice to strengthen urban earthquake preparedness and mitigation. EMI draws strength from its network of partner cities, research and
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Acronyms
CIB CORILA DRA DRM DRR ECHO EMI International Council for Research and Innovations in Building and Construction (acronym from French: Conseil International du Btiment) Consorzio Ricerche Laguna (Venice, Italy) Disaster Risk Assessment Disaster Risk Management Disaster Risk Reduction European Commissions Humanitarian Aid Office Earthquake and Megacities Initiatives Emergency Operations Centre Food and Agriculture Organisation Global Assessment Report on Disaster Risk Reduction (UNISDR) Geographic Information System Global Network of Civil Society Organisations for Disaster Reduction Grassroots Organizations Operating Together in Sisterhood Hyogo Framework for Action 2005-2015: Building the Resilience of Nations and Communities to Disasters Hyogo Framework for Action - Local Government Self-Assessment Tool Local Governments for Sustainability International Institute for Enviroment and Development Japan International Cooperation Agency Non-Governmental Organisation Pan American Health Organisation, WHO Regional Office Plan de Desarrollo Comunitario (Chile) Australia State Emergency Services United Cities and Local Governments United Nations Development Programme United Nations Educational, Scientic and Cultural Organisation United Nations Human Settlement Programme United Nations International Strategy for Disaster Reduction World Cities Scientic Development Alliance (China) World Health Organisation
EOC FAO GAR GIS GNDR GROOTS HFA HFA-LGSAT ICLEI IIED JICA NGO PAHO PLADECO SES UCLG UNDP UNESCO UN-Habitat UNISDR WCSDA WHO
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Annexes
Annex 1 Annex 2 Annex 3 Annex 4 Annex 5 a. List of references..................................................................................................... 84 b. Methodology of the study ........................................................................................ 89 c. Interview questionnaire for Mayors and city officials................................................. 89 Terminology................................................................................................................. 91 HFA Local Government Self-Assessment Tool............................................................... 93 Summary of activities from cities featured................................................................... 98 Timeline of Making Cities Resilient Campaign activities ............................................... 106
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MEASURING WELL-BEING AND PROGRESS

1 The OECD Better Life Initiative 5 On-going research on measuring well-being and progress Material conditions
Quality of life Sustainability
9 Developing a policy framework for well-being 9 Key events 10 Related initiatives and networks 11 Further reading
For almost 10 years, the OECD has been looking beyond the functioning of the economic system to the diverse experiences and living conditions of people and households. Measuring well-being and progress is a key priority that the OECD is pursuing through the OECD Better Life Initiative, various research and methodological activities, and key events such as the 4th OECD World Forum on Statistics, Knowledge and Policy that is being organised in New Delhi, India, on 16-19 October 2012. This brochure provides background information on these streams of work being led by the OECD Statistics Directorate.
I strongly believe that today, we have to consider a broader picture in our policy making, because a growth as usual approach is simply not enough. In the current context, it is of utmost importance to dene core objectives besides level of income, such as improving our citizens well-being, ensuring access to opportunities and preserving our social and natural environment.
Angel Gurra, OECD Secretary-General, 12 October 2011, Conference Two Years after the release of the Stiglitz-Sen-Fitoussi Report, Paris
The OECD Better Life Initiative

The OECD Better Life Initiative (www.oecd.org/betterlifeinitiative), launched in May2011 on the occasion of the OECD 50th Anniversary, brings together several strands of the OECDs work on measuring well-being and progress. The Initiative aims to promote Better Policies for Better Lives, in line with the OECDs overarching mission. There are two main pillars to this initiative, Hows Life? and Your Better Life Index. Hows Life? is a report that provides a comprehensive picture of well-being in OECD countries and other major economies, by looking at peoples material conditions and quality of life across the population. Your Better Life Index is an interactive web-based tool that allows citizens to measure and compare well-being across countries according to the importance they give to the various dimensions of peoples well-being.
Organisation for Economic Co-operation and Development
The two main pillars of the OECD Better Life Initiative are the H o w s L i f e ? r e p o r t a n d Yo u r B e t t e r L i f e I n d e x
Hows Life?
Hows Life? Measuring Well-Being (www.oecd.org/howslife), released for the first time in October 2011, is prepared under the oversight of the OECD Committee on Hows Life? Statistics and will be released every two years. It looks at the most important aspects that shape peoples lives and well-being. It paints a comprehensive picture of wellbeing in OECD countries and other major economies, by looking at peoples material conditions and quality of life in eleven dimensions: income and wealth, jobs and earnings, housing conditions, health status, work and life balance, education and skills, social connections, civic engagement and governance, environmental quality, personal security and subjective well-being. The OECD Framework for analysing wellbeing and societal progress is shown on page 4. Critical features of this framework are its focus on individuals and households outcomes (rather than drivers and inputs) and on both objective and subjective aspects of well-being. The report also provides information on inequalities in the various dimensions of peoples life and (in a more limited way) on our imprint today on some key resources that will shape well-being in the future.
MEASURING WELL-BEING
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a better life mean? This report looks at the ng: income, jobs, housing, health, work and and governance, environment, personal security well-being in OECD countries and other major d quality of life across the population. The report -being and of policy makers to give a more
the past fteen years: people are richer and ns and are exposed to lower air pollution; they wer crimes. But differences across countries are less educated and low-income people, tend to dered in this report: for instance they live shorter worse school results; they participate less in se of needs; they are more exposed to crime whole than more educated and higher-income
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The report finds that well-being has increased, on average, over the past fifteen years: people are richer and more likely to be employed; they enjoy better housing conditions and are exposed to lower air pollution; they live longer, are more educated and are exposed to fewer crimes. But differences across countries are large. Furthermore, some groups of the population, particularly less educated and low-income people, fare systematically worse in all dimensions of well-being considered in this report. For instance they live shorter lives and report greater health problems; their children obtain worse school results; they participate less in political activities; they can rely less on social networks in case of need; they are more exposed to crime and pollution; they are less satisfied with their life as a whole than more educated and higher-income people. The report responds to a demand from citizens, analysts and policy makers for better information on wellbeing and for a more accurate picture of societal progress. The next edition of Hows Life? is planned for early Fall 2013.
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Measuring Well-Being and Progress
Your Better Life Index

topics to dene well Index being Your 11 Better Life Each ower represents a country
Your Better Life YourIndex Better Life Index (www.oecdbetterlifeindex.org), released for the first time in May 2011, is an
interactive web-based tool which enables citizens to compare well-being across countries by giving their own weight to each of the eleven dimensions explored in Hows Life?. Your Better Life Index 11 topics to dene well being 5 circles aims to engage citizens in discussions on what matters most in their lives and on what governments to set should do to improve well-being. It places peoples concerns and a aspirations Each ower represents country at the heart of the wellyour priorities being debate and strengthens participation in the policy-making process.
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The indicators featured in Your Better Life Index are a subset of those included in Hows Life? and they are organised along the 11 dimensions of the OECD Framework. As of September 2012, Your Better Life Index has attracted over 1.1 million visitors, and over 2.6 million page views from 184 pics to dene well being 5 circles countries and 32 territories ned by the UN); more than 38,000 users-created indexes have been Your Better Life Index is (as an defi interactive tool that allows citizens to measure to set and compare well-being across countries, based on the topics the OECD has identied shared through various channels and close to 16,000 demographic surveys have been submitted to Each ower represents a country your priorities as essential in the areas of material living conditions and quality of life. the OECD, generating useful information of the value that people attach to various life dimensions, and how these preferences differ across countries and the demographic characteristics of users. Your Better Life Index is regularly updated and enhanced: compared to the original version, the 2012 edition includes a few additional indicators, some analysis on socioeconomic states and allows a 5 circles Your Better Life Index is an interactive tool that allowsits citizens to measure disaggregation by gender. It also expands geographical coverage to the Russian Federation and to set and compare well-being countries, based on the topics the OECD has identied Brazil. across your priorities Better Life Index
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our Better Life Index is an interactive tool that allows citizens to measure pare well-being across countries, based on the topics the OECD has identied s essential in the areas of material living conditions and quality of life. 5 circles to set your priorities
Your Better Life Index is an interactive tool that allows citizens to measure and compare well-being across countries, based on the topics the OECD has identied as essential in the areas of material living conditions and quality of life.
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Understanding the issues

Why measure well-being and progress?
In recent years, concerns have emerged on the fact that macro economic statistics such as GDP, did not portray the right image of what ordinary people perceived about the state of their own conditions. While these concerns were already evident during the years of strong growth and good economic performance that characterised the early part of the decade, the financial and economic crisis of the past few years has further amplified them. Addressing such perceptions is of crucial importance for the credibility and accountability of public policies and for the very functioning of democracy.
What is progress?
Societal progress is about improvements in the well-being of people and households. Assessing such progress requires looking not only at the functioning of the economic system but also at the diverse experiences and living conditions of people. The OECD Framework for Measuring Well-Being and Progress (see illustration below) is based on the recommendations made in 2009 by the Commission on the Measurement of Economic Performance and Social Progress also known as the Stiglitz-Sen-Fitoussi Commission convened by former French President NicolasSarkozy, to which the OECD contributed significantly. It also reflects earlier OECD work and various national initiatives in the field. This Framework is built around three distinct domains: material conditions, quality of life and sustainability, each with their relevant dimensions.
OECD Framework for Measuring Well-Being and Progress
The Measuring Well-Being and Progress website: www.oecd.org/measuringprogress
On-going research on measuring well-being and progress

The measuring well-being and progress agenda calls for new and improved statistics, aimed at complementing standard economic statistics and developing indicators that have a more direct bearing on peoples life. This work can be grouped under the three conceptual pillars of: Material conditions Quality of life Sustainability
in national accounts, starting from existing survey and administrative data. The first phase of the work of this Expert Group has focused on comparing the total amounts of household income, consumption expenditure and wealth holdings in micro and macro (SNA) sources, while the second phase, to be completed by end-2012, aims at providing estimates of household adjusted disposable income and expenditures (consistent with SNA totals) for selected groups.
Measurement of services produced by households for their own use

The measures of household consumption and production in the SNA, with the exception of household production of dwelling services imputed for home owners, do not include services produced by households for their own use, such as care for children and the elderly, cooking, cleaning, etc. However, these services are sizeable in all countries and the relative contribution they make to overall consumption differs significantly across countries. As a result, excluding them from the measurement of material conditions, can affect comparisons of living standards both over time and between countries. In pursuing its work to estimate the monetary value of these services, the OECD concluded that, whatever the valuation methodology used, all OECD countries improved their position relative to the United States (the country where household final consumption expenditure per capita is highest), with the gap narrowing from 70% to 50% in the case of Turkey (see OECD Statistics Working Paper: Incorporating Estimates of Household Production of Non-Market Services into International Comparisons of Material Well-Being in Further reading section).
Material conditions
Measuring peoples material conditions (i.e. their command over commodities) requires looking not only at their income but also at their assets and consumption expenditures, and at how these economic resources are distributed among different people and population groups. It also requires focusing on the economic resources of households rather than on measures pertaining to the economic system as a whole (e.g. GDP per capita). The OECD is working to improve the measurement of material conditions through a range of initiatives, some of which are listed below.
Measuring disparities in national accounts

The System of National Accounts (SNA) provides information on households income, consumption and wealth through Household Accounts. However, this information only shows average conditions in the population. This average will not reflect the conditions of a typical person when there are important disparities across the population. To overcome these limitations, a joint OECDEurostat Expert Group has been set-up under the auspices of the OECD Committee on Statistics, to look at how information on the distribution of income, consumption and wealth can be integrated 5
Differences between growth in real GDP per capita and real household income per capita
In many countries, real GDP growth has outpaced growth in real households adjusted disposable income in recent years (see Figure 1). There are a number of possible factors driving these differences (ranging from terms of trade effects to
Figure 1. Differences between growth of real GDP per capita and growth in Household real net Adjusted Disposable Income (HADI) in selected OECD countries (1995=100)
160
Hungary
190
Slovak Republic
150 170 140
130
150
120 130 110 110 100
90 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
90 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
Real HADI
Real GDP
Real HADI
Real GDP
Korea
190 150 140
United States
170
130 150 120 130 110 110
100
90 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
90 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
Real HADI
Real GDP
Real HADI
Real GDP
Source: OECD, National Accounts database
differences in the pace of income growth between households, on one side, and other institutional sectors, on the other). The OECD is conducting work to identify the respective contribution of these factors. Data for all OECD countries should be collected and compiled by mid-2013. A report containing a conceptual framework as well as an analysis of results on the differences between changes in GDP and changes in household (adjusted) disposable income is expected by mid2014. At a later stage, the OECD will investigate the feasibility of creating links with the complementary work looking at the breakdown of household income into certain categories of households.
An integrated framework for the analysis of microdata on household income, expenditures and wealth
Most of the analysis on the material conditions of households at the micro level (e.g. analysis of poverty, inequality) is based on income. However, material conditions and their sustainability over time also strongly depend on household wealth
and consumption. While there are international standards for the collection of micro-data on household income (OECD has already been involved in the revision of the international standards on household income statistics, see Canberra Group Handbook on Household Income Statistics, Second Edition 2011) and consumption, no such standards currently exist in the case of household wealth. In addition, such standards are rarely assessed for their consistency. Finally, most household surveys do not collect information on the joint distribution of income, consumption and wealth and, even when such information exists, measures describing the joint distribution of these resources (e.g. how many people with adequate income or consumption have insufficient wealth) are poorly developed. An OECD Expert Group has been set up under the auspices of the OECD Committee on Statistics to address these limits. Guidelines for measuring the distribution of household wealth and for elaborating a framework for the production, analysis and dissemination of micro-statistics in these fields are expected to be completed by end-2012. 6
Quality of life
Economic resources, while important, are not all that matters for peoples well-being. Health, human contact, education, environmental quality, civic engagement, governance, security and free time are all fundamental to our quality of life, as are peoples subjective experiences of life, i.e. their feelings and evaluations. Measuring quality of life requires looking at all of these elements at the same time: economic and non-economic, subjective and objective as well as at disparities across population groups. The OECD is working to improve measures of quality of life through the initiative listed below.
United Kingdom) and international organisations (e.g. Eurostat) in recent years. The OECD is preparing a set of guidelines for the collection and use of subjective well-being measures. These guidelines aim to provide guidance to National Statistical Offices and other producers and users of survey-based data on subjective well-being. Work on these guidelines is undertaken under the auspices of the OECD Committee on Statistics, with a final report expected by the end of 2012.
Developing guidelines on the measurement of subjective well-being

Indicators of subjective well-being have the potential of bringing critical information on peoples life, shedding light on the relationship between objective circumstances in which people live and their own evaluation and contentment with them. Figure 2 shows the average self-evaluation of life satisfaction, on a scale from 0 to 10 in OECD countries. Most of the existing subjective wellbeing measures have been developed outside the boundaries of official statistics. However, a number of important initiatives in this field have been taken by National Statistical Offices (e.g. France, Italy, the
Sustainability
Sustainability of well-being over time can be assessed by looking at the set of key economic, environmental, social and human assets transmitted from current to future generations, and how these assets are affected by todays actions, policies and behaviours. The OECD is working to develop metrics that better capture whether the broad notion of economic, environmental, social and human capital are sustainable through some of the initiatives listed below.
Measuring environmental capital

One critical element of a societys asset base is provided by its natural resources. The OECD is
Figure 2. Life Satisfaction Average self-evaluation of life satisfaction, on a scale from 0 to 10 2010 or latest year available*
9 8 7 6 5 4 3 2 1 0 Austria Belgium Hungary Luxembourg Portugal Finland Poland Ireland Chile Turkey Israel Germany Australia Norway Estonia Korea Italy France United Kingdom Switzerland Slovak Republic Czech Republic OECD average United States New Zealand Netherlands Denmark Slovenia Iceland Sweden Greece Japan Canada Mexico Spain
*Estonia: 2009, Iceland: 2008, Israel: 2009, Norway: 2008, Switzerland: 2009 Source: Gallup World Poll
developing indicators to monitor the stock of natural resources and has started work on valuing those natural resources that are recognised in the national accounts, in particular land and subsoil assets. This work also feeds into the development of Green Growth Indicators (GGI) and will contribute to the implementation of the new System of Integrated Environmental and Economic Accounts (SEEA). However, while having good measures of these stocks per se is important, it is critical to know how these resources and other global environmental commons are affected by consumption patterns in countries other than those where production takes place. A case in point is the climate system, which is affected by emissions of greenhouse gases due to various economic activities. Carbon dioxide (CO2) emissions are typically measured on the basis of what countries produce even though consumption of the associated products may often occur elsewhere. The OECD is working to create national estimates of CO2 emissions that reect consumption, as supplements to the more conventional measures based on production. This project, which is also part of the OECD work on Green Growth Indicators, is based on World InputOutput tables.
Measuring human capital

Sustainable well-being is directly linked to changes
in all of a countrys resources, including those that are not traded in market, such as human capital (i.e.the stock of competencies, knowledge and skills embodied in people). The OECD has developed monetary estimates of the stock of human capital, to complement existing physical indicators based on years of schooling or levels of competencies. Monetary estimates of the stock of human capital are useful as they can be compared with stocks of physical capital. In addition, these estimates allow one to assess how changes in this stock of human capital are affected by a variety of factors, such as education attainment, labour market and demographic factors. Monetary estimates of human capital per capita in volume terms suggest that it has been declining in some countries (Israel, Korea, Norway and the United States), as investment in education is not large enough to compensate for population ageing and related depreciation of human capital (see Figure3). These results are illustrative of the interest of including measures of key assets other than economic assets when assessing the sustainability of peoples well-being in the future. We will be further improving these estimates by taking into account the quality of skills and competencies as measured by the OECD Programme for the International Assessment of Adult Competencies (PIAAC).
Figure 3. Stock of human capital relative to GDP and to the stock of physical capital, 2006 Human capital/GDP
18.0 16.0 14.0 12.0 10.0 8.0 6.0 4.0 2.0 0.0
1.0 3.0 6.0
Human capital/Physical capital
5.0
4.0
2.0
0.0
Romania
Australia
France
Netherlands
United Kingdom
Denmark
Denmark
Australia
Canada
Norway
Poland
Korea
Israel
Italy
Spain
United States
New Zealand
United States
Netherlands
Canada
Italy
France
Spain
Source: OECD, National Accounts database Information on data for Israel: http://dx.doi.org/10.1787/888932315602
New Zealand
Measuring social capital

Individuals are social animals: they live with others, and their connections and relations are a source of both immediate pleasure and a resource delivering benefits in the future (e.g. in the form of helping to find a job, providing support when needed, or fostering co-operation and collective action when confronting common challenges). The latter perspective on social relations is generally known as social capital. An ongoing OECD project aims to identify best practices in the measurement of social capital that can be used by statistical agencies and researchers investigating the interactions between policy decisions and aspects of social capital. The first phase of the project will review what is known about the measurement of social capital from the research literature, and document the range of questions currently used for its measurement. The compilation of a databank of relevant surveys and questionnaire modules will contribute to the review phase, as well as providing a reference tool for anyone interested in social capital measurement. The second phase of the project will take a more analytical approach, identifying the dimensions of social capital that are most relevant for key policy areas, and assessing different measurement approaches. The final report of the project will bring together this knowledge to evaluate the main methodological issues involved in collecting measures of social capital, examine important social capital dimensions, presenting policy applications, best practices and prototype questions. It is intended that this report will lay the groundwork for developing statistical guidelines on measuring social capital in the future.
active in developing sustainable development and well-being indicators (for instance, Australia, New Zealand, the UK, Japan). The current international interest in new metrics of well-being is an opportunity to bridge the gap between wellbeing metrics and policy intervention. Yet, to ensure that the evaluation of well-being impacts of policies becomes more systematic and robust, significant research is required to better understand the causal influences of different policies on each of the various dimensions of well-being and how wellbeing policies should effectively be implemented. The OECD is developing a framework to identify the main drivers of well-being and to assess the overall impact of alternative policy options on peoples life. The framework is meant to evaluate the various benefits and costs of policies enacted simultaneously or of a single policy affecting many dimensions at the same time. It also includes a mapping exercise, identifying the best approaches that translate well-being measures into policymaking decisions. The ultimate purpose is to bring considerations of well-being more firmly into government decision-making and to provide governments with advice on the well-being effects of policy options. The first results of this project will be available in Autumn 2012.
Key events
The OECD is continuing the dialogue on measuring well-being and progress through regional conferences and the OECD World Fora on Statistics, Knowledge and Policy. These events aim to deepen the ongoing reection on how to measure well-being and the progress of societies, enhance the relevance of measures and analysis for addressing key policy issues, and lead to concrete outputs such as establishing frameworks for regional co-operation in this field.
Developing a policy framework for well-being

For well-being measures to start making a real difference to peoples lives, they have to be explicitly brought into the policy-making process. Over the last years, many countries have been 9
OECD World Fora on Statistics, Knowledge and Policy

The OECD World Fora on Statistics, Knowledge and Policy gather decision makers, policy actors, social leaders, statisticians and academics to discuss how best to measure and foster the progress of societies. To date, three OECD World Fora have taken place in Palermo (2004), Istanbul(2007) and Busan (2009). The 4 OECD World Forum under the theme Measuring Well-Being for Development and Policy Making is taking place in New Delhi, India on 16-19 October 2012 (www.oecd.org/ oecdworldforum/newdelhi2012). Building on the OECD Better Life Initiative, the main objectives of the Forum are to further the discussions on the different aspects that make for a good life today and in the future in different countries of the world and to promote the development and use of new measures of well-being for effective and accountable policy making. An important goal of the Forum is to contribute to the ongoing discussion on the post-2015 development agenda.
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Related initiatives and networks

Related initiatives
Wikiprogress (www.wikiprogress.org) is a global platform for sharing information in order to evaluate social, environmental and economic progress. The core mission of Wikiprogress is to connect worldwide organisations and individuals wishing to develop new, smarter measures of progress. Wikigender (www.wikigender. org) aims to facilitate the exchange and improve the knowledge on gender equalityrelated issues around the world. A particular focus lies on gathering empirical evidence and identifying adequate statistics to measure gender equality. Wikigender aims to highlight the importance of social institutions such as norms, traditions and cultural practices that impact on womens empowerment. Wikichild (www.wikichild.org) is a global network which focuses on sharing knowledge, news and developments for the global child well-being community. The portal draws on expertise from the OECD, government and international organisations, NGOs, and other organisations around the world concerned with child well-being.
Regional conferences
Several regional conferences on Measuring WellBeing and Fostering the Progress of Societies were organised in the lead up to the 4th OECD World Forum in co-operation with other regional organisations (e.g. UN agencies and development banks). These events were organised for the LatinAmerican region in Mexico City (http://mfps. inegi.org.mx/en/) in May 2011, for the Asia-Pacific region in Tokyo (www.measuring-well-being.asia/ en/) in December 2011, for Africa in Rabat (www. oecd.org/dev/progressafrica) in April 2012 and for Europe in Paris (www.oecd.org/progress/europe) in June 2012, as part of the (EU-supported) e-Frame programme.
Related networks
A number of thematic and regional networks have been created in recent months as part of Wikiprogress, the global platform that serves as reference point for the progress community.
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The Global Progress Research Network (GPRNet) (www.wikiprogress.org/index.php/ GPRNet) is a multidisciplinary network of individuals committed to promoting research and debate, and building knowledge, understanding and collaboration, on societal progress, its meaning, measurement and development. The Wikiprogress Latin America Network (WPAL) (http://wikiprogressal.blogspot.fr/) is a research community based on a multidisciplinary exchange of knowledge and information among academics, analysts, opinion leaders, and citizens, on well-being measurement in Latin American countries and on how measurement can contribute to public policy. The Wikiprogress Africa Network (http:// wikiprogressafrica.blogspot.fr/) aims to foster knowledge sharing on measuring progress in an African context. The Wikiprogress European Network on Measuring Progress (www.wikiprogress.org/ index.php/European_Network_on_Measuring_ Progress) aims to foster the on-going debate on the measurement of well-being and the progress of societies among all relevant stakeholders and strives to facilitate knowledge sharing and discussion within the European context.
World Value Survey, OECD Statistics Working Papers, 2012/01, OECD Publishing. http:// dx.doi.org/10.1787/5k9ffc6p1rvb-en Boarini R., M. Comola, F. De Keulenaer, R. Manchin and C. Smith (2012), What Makes for a Better Life? The Determinants of Subjective Well-Being in OECD Countries: Evidence from the Gallup World Poll, OECD Statistics Working Papers, 2012/03, OECD Publishing. http://dx.doi. org/10.1787/5k9b9ltjm937-en Boarini R., M. Comola, F. De Keulenaer, R. Manchin and C. Smith (2012), WellBeing Patterns Around the World: New Evidence from the Gallup World Poll, OECD Statistics Working Papers, OECD Publishing (forthcoming). Boarini R., G. Cohen, V. Denis and N. Ruiz (2012), Designing your Better Life Index: Methodology and Selected Results, OECD Statistics Working Papers, OECD Publishing (forthcoming). Ahmad N. and N. Yamano (2012), Carbon Dioxide Emissions Embodied in Goods and Services: Domestic Consumption Versus Production, OECD Statistics Working Papers, OECD Publishing (forthcoming). Ruiz, N. (2011), Measuring the Joint Distribution of Households Income, Consumption and Wealth Using Nested Atkinson Measures, OECD Statistics Working Papers, 2011/05, OECD Publishing. http:// dx.doi.org/10.1787/5k9cr2xxh4nq-en Liu G. (2011), Measuring the Stock of Human Capital for Comparative Analysis: An Application of the Lifetime Income Approach to Selected Countries, OECD Statistics Working Papers, 2011/06, OECD Publishing. http://dx.doi.org/10.1787/5kg3h0jnn9r5-en
Further reading
O E C D ( 2 0 11 ) H o w s l i f e ? M e a s u r i n g Well-Being. ht tp://dx.doi. o r g / 1 0 .17 8 7/ 9 7 8 9 2 6 41 2 11 6 4 - e n OECD (2011), Towards Green Growth: Monitoring Progress: OECD Indicators, OECD Green Growth Studies, OECD Publishing. w w w.o e c d.o r g /d o c u m e n t /5 6 /0, 374 6 ,en_2649_37425_48033720_1_1_1_37425,00 .html Fleche, S., C. Smith and P. Sorsa (2012), Exploring Determinants of Subjective WellBeing in OECD Countries: Evidence from the 11
Ahmad, N. and S. Koh (2011), Incorporating Estimates of Household Production of Non-Market Services into International Comparisons of Material Well-Being, OECD Statistics Working Papers , 2011/07, OECD Publishing. http://dx.doi. org/10.1787/5kg3h0jgk87g-en Silva, J., F. de Keulenaer and N. Johnstone (2012), Environmental Quality and Life Satisfaction: Evidence Based on MicroData, OECD Statistics Working Papers, No. 44, OECD Publishing. http://dx.doi. org/10.1787/5k9cw678dlr0-en
OECD Programme for the International Assessment of Adult Competencies (PIAAC), www.oecd.org/piaac Developing a Framework for Understanding and Measuring National Well-being, Alison Spence, Matthew Powell and Abbie Self, United Kingdom, Office for National Statistics, July 2011. www.ons.gov.uk/ons/ guide-method/user-guidance/well-being/ publications/developing-a-framework-forunderstanding-and-measuring-national-wellbeing.pdf
OECD Statistics Directorate Paris, October 2012 Download this brochure from www.oecd.org/measuringprogress For further information contact progress@oecd.org
UCLG- GOLD III Report
Conclusions Third Global Report on Decentralization and Local Democracy

(draft version do not circulate)
Global trends in basic service provision:
David Satterthwaite International Institute for Environment and Development (IIED)
Acknowledgments:
To the World Secretariat of UCLG for its support in the development of this conclusion, to Pierre Bauby for his contribution to the section on governance, to Claude de Miras for his contribution to the section on financing, to Jacques Labre for his insights, and to Sheridan Bartlett for her editing work.
9.1 Introduction
By 2030, the world population is projected to exceed 8 billion, rising to 9 billion by 2050. Most of this growth will be in cities and towns, which are expected to grow by 1.4 billion over the next 15-20 years. This trend offers considerable opportunity. Economies, in general, tend to grow as countries become more urban. Concentrations of people and investment, economies of scale and proximity, high levels of exchange, can all foster vitality, innovation and development, ideally with benefits for all. However, urbanization also brings challenges. The future inhabitants of these cities, towns and their surrounding regions will need water, food, shelter, energy, sanitation, and transport, as well as jobs, education, and health care. There are already considerable difficulties in meeting current demands; these are just a prelude to the enormous challenges ahead. GOLD III focuses on how local governments can help guarantee the universal provision of basic services. It shows progress made by local government in service provision, and by many national governments and international organizations in recognizing the importance of local government in this area, as well as in ensuring more accountable and transparent governance. However, there are also exceptions to the decentralization trend. Some countries have kept decision-making and funding centralized or even recentralized powers, and many international agencies still ignore local governments. The importance of basic service provision to economic development is often overlooked, leading to lack of support for local governments in managing urbanization and the demands it generates. This conclusion considers the global trends in service provision, both the progress and the unmet needs in each region, as well as the levels of investment needed in the near future. It reviews issues of governance, management and funding and considers local government engagement with community organizations and the private sector (international, national, local and informal). The chapter ends by discussing emerging challenges and the role of decentralization and basic services in the MDG and Post-2015 development agenda.
9.2. Regional overview

Local governments across the world are facing, to varying degrees, the effects of the economic and financial crisis, environmental constraints, demographic changes, and rapid urbanization. The financing of basic services is a particularly significant challenge. Beyond these common challenges, the regional chapters in this report present a diverse picture. They show improvements in service delivery in many middle-income countries, serious backlogs in most low- and low-middle income countries, and new constraints in high-income countries, including changing institutional frameworks, deteriorating infrastructure, and aging populations. They also show great variety in how basic services are provided, funded and governed, and in the allocation of responsibility between different levels of government, public utilities, private enterprises (from local to multinational) and civil society. This diversity is found not just between regions, but between and within countries. In Africa, the greatest challenge is still the provision of basic services to both the rural and urban poor, particularly the regions 225 million slum dwellers (almost 40% of the urban population). In Asia Pacific, service access and quality varies widely both between high, middle and low-income countries, and between large, well-resourced cities and their smaller counterparts. Access to basic services for the more than 550 million slum dwellers is also a critical problem. In Eurasia, almost every country has halted the deterioration in services after the breakup of the Soviet Union, but renovating infrastructure remains a challenge. In Europe, access and quality is good but service budgets are under pressure after the global financial and economic crisis. Latin America has seen progress in both decentralization and basic service 3
UCLG- GOLD III Report provision over the last two decades, with an innovative role often played by local governments in partnership with civil society. In the Middle East and West Asia, service provision is generally centralized at national government level, except in Turkey. Water stress is a particular challenge across the region. In North America, the greatest issue is the backlog of underinvestment in infrastructure, a problem, both for improving services and maintaining current levels of provision. In both Africa and the Middle East, many countries face additional challenges of conflict and insecurity that affect basic service infrastructure and provision. While central governments tend to play an important role in service provision in small countries, state or regional authorities are often more important in countries with large populations, especially those with federal structures. Countries also differ in how many levels of government they have, depending on their size, population and political factors. Much of the regional variation in basic service provision, however, relates to the structure of local governments. There are 1.1 million of them in Asia and the Pacific alone, around 2 million globally, and they are very diverse; their jurisdictions range from a few square kilometres to tens of thousands, with populations from a few thousand (or less), to over 20 million. Regional, provincial and state governments can serve over 200 million inhabitants, and the largest metropolitan authorities have populations larger than most countries. It is difficult to generalize about local governments within countries, and even more so at international level. Geographical, social and institutional diversity all influence the capacity of local governments to deliver services. The disparities are even starker in many low- and middle-incomes countries where rural municipalities face even greater challenges in meeting the needs of smaller, dispersed populations, especially in peripheral regions.
9.3. Access to basic services: the scale of unmet needs

Water and sanitation: GOLD III points to impressive improvements in both the coverage and quality of water and sanitation services in many regions over recent decades. Many countries in Asia, Latin America, and North and South Africa are approaching almost universal coverage of water from improved sources, meeting MDG targets. 1 However, coverage is declining in Sub-Saharan Africa and there have been setbacks in the Caucasus and Central Asia. The MDG targets on access to improved sanitation facilities will not be achieved, despite the remarkable progress in South-Eastern Asia. In 2010, 2.5 billion people were still living without improved sanitation; Southern Asia and Sub-Saharan Africa are especially off-track. 2 Even where targets will be met at national level, there are often disparities between and within regions and cities. The MDG monitoring system doesnt include data on the extent of water and sanitation provision by city or district. The only disaggregated data globally is on the national proportion of the urban and rural population with provision. Despite improving urban access globally, there has also been evidence over the last ten years of growing inadequacies in urban areas, especially in the informal settlements that are now home to nearly one billion people. Between 1990 and 2010 the number of urban-dwellers without access to improved water sources increased from 109 to 130 million people, while it decreased in rural areas from 1.1 billion to 653 million people. 3 Compounding the situation is the fact that official standards for improved provision are inappropriate for assessing adequate water provision in dense urban contexts, and fail to consider either regularity of
1 2
United Nations (2013). UNICEF and WHO (2012). 3 UNICEF and WHO (2012).
UCLG- GOLD III Report supply or quality. We will focus, then, on access to water piped to premises a very different indicator. In 2010, for instance, 85% of Bangladeshs urban population had access to water from improved sources but only 20% had water piped to their premises. 4 The same year, 97% of Indias urban population was reported to have access to improved water but only 49% had water piped to their premises. Figure 9.1 highlights countries where much of the urban population still lacks water piped to their premises. Figure 9.1. The proportion of the urban population with water piped to premises in 2010
Gabon India Sudan Burundi Ethiopia Kenya Timor-Leste Palau Niger Zambia Indonesia Congo Mauritania Mali Angola Ghana Sao Tome and Principe Benin Guinea Malawi Cameroon Mongolia Chad Burkina Faso Tanzania Congo, DR Bangladesh Uganda Mozambique Sierra Leone Myanmar Afghanistan Haiti Madagascar Rwanda Togo Guinea-Bissau Nigeria Liberia Central African Republic
0 Source: UNICEF and WHO (2012).
10
20
30
40
50
60
The proportion of the urban population with water piped to their premises has increased by more than 20 percentage points in many countries since 1990, but there are many other countries where this provision stagnated or declined between 1990 and 2010. 5 In 2010, in subSaharan Africa, less than a third of the urban population had such provision, lower than in 1990, when 43% were so served. In Southern Asia, the proportion fell from 53% to 51%. The only urban sanitation data in most countries is on improved sanitation facilities. The introduction to GOLD III describes the inadequacy of this standard in most urban contexts. However, even accepting the definition, half the urban population of many countries still lacks access (Figure 9.2). Most urban centres in Asia and sub-Saharan Africa lack sewers or, if they
CUS, NIPORT and Measure Evaluation (2006) Countries with declines of 10-20 percentage points: Madagascar, Kenya, Haiti, Yemen, Zambia, Tanzania, Zimbabwe, Dominican Republic, and Malawi. Countries with declines of 20+ percentage points: Rwanda, Nigeria, Mongolia, Sudan and Democratic Republic of the Congo.
5
UCLG- GOLD III Report have them, they serve a very small proportion of the population. 6 For dense cities, high sanitation standards are hard to achieve without sewers. Figure 9.2. Urban populations with under 50% improved sanitation, 2010
50 45 40 35 30 25 20 15 10 5 0
Bolivia (Plurinational State
Democratic Republic of
Guinea
Sudan
Chad
Guinea-Bissau
Ethiopia
Comoros
Burkina Faso
Cte d'Ivoire
Malawi
Benin
Niger
United Republic of Tanzania
Lesotho
Mozambique
Sierra Leone
Burundi
Kenya
Liberia
Togo
Uganda
Source: UNICEF and WHO (2012) p. 60.
It is not enough to assume that inadequacies in water and sanitation provision will be automatically addressed as countries get wealthier. Countries with average per capita incomes between USD 2,000 and USD 5,500, for instance, can differ greatly in levels of provision. Over 90% of the urban population in many Latin American countries with incomes in this range have water piped to their premises; in India and Indonesia, half or less. Governance is a key factor explaining the higher levels of provision in Latin American countries (see section below). Energy: In urban areas in high-income and many middle-income nations, connection to electricity and the use of clean fuels are universal; the main issue is energy costs for lowincome groups. In low- and some middle-income countries, the lack of electricity and widespread use of cheap dirty fuels and equipment can cause high levels of indoor air pollution and the risk of fire. An estimated 700 million urban-dwellers lack access clean fuels and 279 million to electricity. 7 Figure 9.3 shows countries with the lowest proportions served. Figure 9.3. The countries with a low proportion of their urban population with electricity
UN-Habitat (2006). This is the case for the following cities, each with at least a million inhabitants: Addis Ababa, Bamako, Brazzaville, Dar-es-Salaam, Douala, Ibadan, Kaduna, Kinshasa, Kumasi, Lagos, Lubumbashi, Mbuji-Mayi, Port Harcourt and Yaound. A useful new source on the inadequacies in provision for water and sanitation in cities of sub-Saharan Africa is at www.iwawaterwiki.org/xwiki/bin/view/Articles/AfricanCitiesSanitationStatus. 7 Legros et al (2009)
Central African Republic
Madagascar
Nigeria
Ghana
Nepal
Haiti
Mali
Source: Legros et al (2009)
Solid waste management: In high-income countries, around 90% of waste is collected and treated, and the implementation of the 3 (or 4) Rs (reduce, reuse, recycle and recover) is improving. Just 40% of waste in OECD countries is sent to landfills. In middle-income countries, the average collection rate is 75%, but nearly two thirds is sent to landfills and the remainder to open dumps. There have been improvements, with increased mechanization, better treatment processes and recycling. 8 In Latin America, use of controlled landfills increased from 22.6% to 54.4% in the 2000s. 9 However, improvements in middle-income countries in other regions have not kept up with increased waste generation. Although low-income countries generate relatively little household waste, they also have low collection rates, averaging around 41%. Africas collected waste is almost exclusively dumped or sent to poorly engineered landfills. There is also enormous variation in service across and within cities, especially between slum and non-slum areas. Public transport: Many cities in high- and some middle-income countries have extensive public transport systems, with provision for walking and, increasingly, cycling, which helps keep down the proportion of private automobile trips and helps reduce air pollution and traffic congestion. However, there is widespread under-investment in public transport. Most cities struggle with traffic congestion, particularly in low- and low-middle income countries where roads are often unsurfaced and public transport is poor. Despite efforts to provide innovative transport solutions in recent years, new systems have been insufficient and often poorly integrated with existing transport systems. In most large cities in low- and middle-income countries, the lack of public transport and/or its high cost makes daily mobility a challenge. Low-income communities located in city outskirts face particularly poor transport provision.
8 9
Hoornweg and Bhada-Tata (2012). Latin American Chapter GOLD III
UCLG- GOLD III Report Box 9.1. Estimating the costs of basic services, including addressing backlogs
A number of estimates of the costs of addressing backlogs in basic service provision suggest capital sums far beyond current investments. The OECD estimated the need for infrastructure investment at USD 75 trillion by 2030, nearly half of it for water and sanitation. Other sources estimate the infrastructure financing needs for low- and middle-income countries at USD 57 trillion up to 2030. Sub-Saharan Africa needs around USD 93 billion per annum in infrastructure spending, 15% of regional GDP, with two-thirds needed for capital works and one-third for operations and maintenance. For water and sanitation specifically, 21.9 billion is needed, double the current investment. In Asia, infrastructure investment of USD 4.7 trillion is needed over the next 10 years. For East and South Asian countries, total necessary investments represent between 6.5% and 7% of GDP. Significant investments are also required in high-income countries to replace aging infrastructure and adapt to new constraints (e.g. climate change and aging populations). In 2012, replacements of basic infrastructure in Canada was estimated at USD 165 billion; in the USA, at USD 1.5 trillion in 2009 (more than double planned spending). It is clear that for most countries and sectors, current investments are inadequate, both in terms of absolute amounts and as proportions of the levels required. The gap between needs and investment is still wider if resilience to climate change is factored in. Source: OECD (2006); Bilal (2013); Foster and Briceo-Garmendia (2010) p. 8; ADB (2012); North American GOLD III chapter.
9.4. Governance and management of basic services

On decentralization and multilevel governance Local governments play a critical role in basic service provision. As a result of decentralization, they are responsible for the provision of basic services in most countries, responding to local demands, ensuring accountability and transparency and often deciding on management and funding. Basic service provision increasingly takes place within complex multi-level, multi-stakeholder governance systems, with increased interaction between levels of government, and an important role for external partners, from large international holdings to small-scale local enterprises and community organizations. The term multi-level governance is used to describe and analyse the effectiveness of the relationships between different levels of governments (vertical coordination) and between local governments (horizontal coordination). 10 The UN International Guidelines on Decentralization and Access to Basic Services calls for the clarification of roles and responsibilities in the organization and delivery of basic services and for partnerships between stakeholders, within a framework of decentralization. 11 Three factors influence the extent to which decentralized governance can fulfill its potential of improving the efficiency and accountability of service provision: 1) decisions about which powers are decentralized and to what level; 2) technical and financial differences between services; and 3)
10
On the concept of multilevel governance used here, see the introduction. Also, Claire Charbit (2011); OECD (July 2013). 11 See http://www.unhabitat.org/pmss/listItemDetails.aspx?publicationID=2613
UCLG- GOLD III Report the influence of political factors and existing governance on decentralization and on cohesion between levels of government and across regions. On the first issue, constitutional or legal reforms have generally transferred responsibilities for basic services (except energy) to local governments. The principle of subsidiarity (that the organizing authority be as close as possible to the people, while still being efficient) is critical. Local proximity, knowledge and accountability are important, but so are economies of scale. Some services are better provided locally; others work better on a larger scale, integrating a number of municipalities (e.g. metropolitan transport) or at regional level (watershed management). In terms of the second issue technical and financial differences between services -- the distribution of responsibilities should be adapted to the logic of each sector. Each stage of service provision can be managed in different ways. Local authorities have traditionally been responsible for water, sanitation, waste and local transport and, in a few cases, for the distribution of electricity. However, the landscape of service provision is evolving due to technological and economic changes. Shared responsibility between supra-municipal entities, intermediate governments, and even with central governments, is increasingly common. In some cases, central governments has created public operators to manage the whole process, including servicing local populations (often the case for water in West and Central Africa and the Middle East, as well as in some small countries in Asia and Latin America). Regulation and planning is a national responsibility (carried out by sectoral ministries or specialized agencies). Financing is increasingly a shared responsibility, though local governments are still usually heavily dependent on central governments. This brings us to the third factor: the effective transfer of responsibilities, not only officially, but in practice, is vital. This includes the autonomy of local governments over local policies, management and funding, upward accountability (degree of discretion in decision-making and resource mobilization, etc.) and the coordination between different levels of government. Downward accountability is also critical: if basic service provision is the responsibility of local governments but higher levels of government continue to carry out the tasks transferred to local governments, or fail to support their autonomy, to what extent can local governments be genuinely accountable to citizens? The regional reports show how different degrees and forms of decentralization across the world affect service delivery. In countries with widespread provision of good quality services, local governments generally have greater autonomy and accountability, legally recognized authority, qualified human resources, the capacity to raise revenues, and expenditures that are significant share of government spending (averaging 24% in Europe). 12 This situation is encountered mainly in high- and upper-middle income countries. While this doesnt mean that multi-level governance issues have been resolved in high-income countries, it does mean that local governments can act effectively in a multilevel governance framework. By contrast, in low- and middle-income countries where basic service provision is still lacking, local governments typically have limited powers and resources. They lack professional staff and revenue raising capacity. Their budgets are small in both absolute and relative terms, (for instance, less than 8% of central government expenditure in Sub-Saharan Africa). 13 In many of these countries, central governments give a low priority to basic service provision and
12 13
See Europe chapter UCLG (2011).
UCLG- GOLD III Report necessary institutional and legal reforms, particularly local government empowerment. The concept of multi-level governance may be difficult to apply in contexts where effective governance has still not been consolidated. However, it can still serve to highlight problematic relationships between levels of government, and between government and other stakeholders, as well as to flag up the negative consequences of its absence on service provision. One of the main challenges to effective multi-level governance is the unclear distribution of responsibilities and frequent overlapping of roles due to weak institutional frameworks and poorly-implemented decentralization processes. Ineffective multi-level governance can result in weak planning processes, backlogs in budget executions, higher transaction costs, economic inefficiencies and the recentralization of decision-making. 14 Numerous and constantly changing rules and regulations contribute to the confusion. The promotion of sector-wide approaches by international donors and central governments that often fail to include local levels undermines multilevel governance. This failure diminishes local autonomy and accountability to residents. All these dimensions have serious consequences for both the quality of multi-level governance and for service provision. Given the growing complexity in the distribution of powers and the incorporation of new stakeholders into the field of basic services, there is a need to clarify and regularly review the relationships between institutions. Local governments are also responsible for cooperating at local level to improve horizontal governance. Inter-municipal cooperation reduces institutional fragmentation, enhances the potential of agglomeration economies and fosters coherence and coordination locally as well as with other levels of government. Inter-municipal cooperation is well entrenched in much of Europe and increasingly in other regions, as noted in the chapters on Asia and Latin America. In order to be effective, multilevel governance should be rooted in the principle of subsidiarity, respect for local autonomy and genuine partnership. GOLD III features examples of successful national policies implemented with strong involvement from local governments, as well as examples of failures where local governments have been excluded from policy-making and implementation. On governance and management 15 At least four clear definitions are necessary to clarify roles in the governance of basic services: a) the identification of the organizing authority, b) its institutional powers and human and financial resources, c) the management model and how it is chosen, d) the combination of financing sources. This section analyses three of these four issues (financing is explored in the next section), and explains the governance constraints on local authorities in different regions. A clear role for the organizing authority in ensuring the delivery of basic local services
The organizing authority is the public authority legally and politically responsible for ensuring provision of basic services in a specific geographical area. 16 Its role should be clearly defined in
This issue was highlighted in the OECD multi-level diagnosis approach to the water sector in highincome countries and Latin America. OECD (2011). See also: Akhmouch (2012). 15 Also see: Institut de Gestion Dlgu (IGD), Contractual Governance of Basic Network Services, Working Group chaired by Jean-Pierre Elong Mbassi, 2012 16 The organizing authority and service operator are different roles. The operator (public or private) runs the service on a daily basis. In some cases, the organising authority may also play the role of operator
14
10
UCLG- GOLD III Report legislation, vesting it with powers to plan and regulate provision, determine the management regime (in-house, external public utility, PPP, etc.), impose standards of quality and access, and ensure affordability, and technical, environmental and financial sustainability. The organizing authority should respond to user needs, identified through consultation and participation. However, while responsibility is often assigned to local governments (at least officially), their role as organizing authorities often remains unclear or problematic. The extent of this problem varies widely between services and according to the decentralization frameworks in each country. The role of local governments is most clearly defined in high and some middle-income countries. Europe has a long-rooted tradition of local autonomy in service provision, although increasing EU regulations could challenge local governments room for manoeuvre. In the U.S.A. and Canada, and in Australia, New Zealand, Japan and South Korea, both intermediate and local governments also play a dominant role in service delivery. By contrast, there are countries where the role of local government in service delivery is weak or unrecognized. This is the case where there is no decentralization and central or provincial administrations are the organizing authority, or where local authorities act only as agents of higher level authorities (as in many countries in the Middle East, Asia and Africa). The same is true of some countries in Eurasia, where local administration and governance are still constrained by the centralization inherited from Soviet times. Between these extremes are many countries where responsibilities transferred in law are not decentralized in practice. In West and Central Africa, for instance, despite decentralization, central governments continue to carry out most of the official responsibilities of local governments, through national agencies and utilities (sometimes in partnership with the private sector), or ad-hoc special units for development and infrastructure projects, often with support from international donor institutions. Institutional powers and human and financial resources to meet the needs of the population
In addition to a lack of clarity on their role, in many regions local governments lack the resources human and financial to meet their responsibilities. 17 GOLD III highlights wide differences between countries and categories of local governments: those in major urban areas are generally better-resourced than those in peripheral and intermediate cities, towns and rural areas, although large metropolitan areas in South Asia and cities in Sub-Saharan countries also have great backlogs in access. Even in high- and upper-middle-income countries, local governments struggle regularly with inadequate resources and unfunded tasks and responsibilities. For example, current public sector and economic reforms in Europe could weaken local government capacity to respond to increasing demands for basic services in some countries.
(e.g. through a local government department). The organizing authority may be a municipality, but the dominant operator can be a public utility owned by the state/province, as for water in Brazil. . 17 See WHO-UN Water Report (2012). Over 90% of 74 developing countries assessed have decentralized responsibility for water and sanitation, but only 40% have fiscal decentralization and 60% reported insufficient human resources to operate and maintain urban drinking-water systems, weakening the capacity of local governments to plan and deliver services.
11
UCLG- GOLD III Report In other regions, four categories of basic service governance can be identified. In the first, mostly in middle-income countries, progress in decentralization and service provision are positively correlated. Most of Latin America is this group. In the last few decades, national policies have given increased powers and resources to local governments (their share of national expenditure rose from 13% on average in the 1980s to 19-20% at the end of the 2000s).18 However, this process has been far from homogeneous; in the low- and lowermiddle-income countries of the region, most local governments still have difficulties managing basic services. In many countries, national public utilities continue to provide some key services. In large countries, like Brazil, there are wide differences in provision and intermediate governments play a significant role. In the second group, there has been little or no progress in decentralization or service provision. This includes much of Eurasia, where local governments are responsible for the provision of basic services but lack sufficient authority or resources to cover operational activities or deal with the consequences of a decade of infrastructure deterioration. Powers and responsibilities are unstable and higher levels of government continue to exert significant control. Particular problems include national tariff policies that do not reflect the increasing cost of basic services and the weak authority of local governments over taxation and tariffs. Cutting across these two groups are middle-income countries in Asia, where decentralization reforms have been implemented over the last two decades. Progress in service delivery in wealthier urban areas is accompanied by backlogs in intermediate cities and towns. In India, where decentralization is generally stuck at state level, variations are even wider. In China, local governments in large cities have been granted authority to develop and modernize basic infrastructure over the last twenty years; but the situation with regard to basic services is less positive in smaller urban centres and rural areas. Across the region, particularly in India, poor access for slum-dwellers (one third of the population, 396 million people) is the critical issue. In the third group are most countries in Sub-Saharan Africa. Here, decentralization reforms are underway but local governments have neither the powers nor the resources to assume their responsibilities. South Africa is an exception; it has made significant progress thanks to constitutionally-entrenched powers for local government and increased collaboration between the central government and empowered local governments, particularly in major cities. The fourth category includes much of North Africa, where central governments still exercise strong control over basic services, despite the presence of local elected authorities. In Morocco, local governments are more active. Data show improvements in access to basic services in North Africa, but investment is concentrated in coastal areas, leaving intermediate interior cities and other areas under-equipped (arguably a factor in recent popular uprisings in the region). In the Middle East, elected local governments (where they exist) also act under tight central government control, although there have been efforts to promote local management of solid waste and regulation of urban transport. An exception is Turkey, where decentralization has increased local government responsibilities and resources for service provision. While this simplified typology does not account for all cases, it suggests a significant link between governance, decentralization and improvements in the provision of basic services.
18
GOLD II, p 99.
12
UCLG- GOLD III Report A strategic choice between management models
Organizing authorities have a range of possible management choices for basic services: direct management; contracting a public provider or outsourcing to a private enterprise; and partnership with NGOs or community organizations. Total privatization (divestiture) is rare. The complexities of service provision do not make the choice an easy one, and require consultation with stakeholders, analysis of the local context and strategic decisions on the models of provision, financing, and governance for each service. Public management (either in-house, shared or via public utilities) remains the most widely used model. In principle, this allows the organizing authority to monitor the service, including its objectives and operation, and minimizes transaction costs, overlapping responsibilities and loss of information, as well as facilitating greater coherence and responsiveness. A public operator can also reduce costs, since it does need to make a profit. 19 However, public management is also criticized for being uncompetitive and inefficient. Many public operators have opaque management structures with little accountability and with decision-making powers concentrated among a select few (see, in particular, the regional chapters on Asia and Latin America). Their cumbersome administrative procedures do not always facilitate a good quality service at a lower cost. Outsourcing service provision to the private sector is sometimes then proposed as a way of improving efficiency and responsiveness to customers needs. Competition in a sector, in theory, impedes the emergence of 'natural' monopolies, creates incentives for operators to innovate, improves access and quality, and lowers costs, which is ultimately beneficial for local governments, for service users and for taxpayers. However, as stressed in the European chapter, there is no empirical evidence that one management system is intrinsically more efficient than any other. 20 The optimal choice between outsourcing and direct management can only be made based on case-by-case assessments of each situation by public authorities. This is why the organizing authoritys freedom of choice of management models is essential. This facilitates experimentation and innovation and promotes flexibility and adaptation to local contexts. In practice, national traditions, sectoral logic and the evolution of the institutional framework, influence how services are managed. In Europe, there are different models: German local multi-service enterprises (Stadtwerke) owned by local authorities; the longstanding French experience of using public utilities, private companies, or joint ventures; and the United Kingdoms privatization of most basic services in the 80s. Most of these national traditions have become hybridized to some degree over the last twenty years. Currently, three quarters of Europes population is provided with water and sanitation by public operators. In Latin America, 90% of water and sanitation is provided by public operators - utilities in urban areas and, usually, by water boards in rural areas. Regional governments play an important role in federal countries, while national utilities dominate in smaller countries. In Africa, many francophone countries retain a single national water utility, while anglophone countries tend to have more decentralized management. 21 In both cases, but particularly in francophone countries, private operators partner with national utilities or manage part of the service. In
19
Cf. For the advantage of public management http://www.psiru.org/. See also: http://www.fnccr.asso.fr/documents/APE-GestionPubliqueDeLEau_2.pdf (in French). 20 Bel, Fageda and Warner (2008) and Mhlenkamp (2013). 21 Banerjee et al (2008) p.7.
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UCLG- GOLD III Report Asia, many countries have moved from direct management to national and local public utilities and outsourcing, including joint ventures with private partners. In China, development over recent decades has been supported by both strengthening the capacity of local governments, and through PPPs and joint ventures with foreign partners. In most of Eurasia, the majority of water and sanitation providers are owned by municipal and higher-tier governments or by a national utility (as in Tajikistan). In recent years, more private operators have been attracted to the utility sector in some countries. In Russia, a quarter of the population is provided with water and sanitation by private operators under PPP contracts, though recent laws have limited the privatization of these assets. Waste management is the most decentralized service in every region, often provided directly by local governments. However, contracts with private operators are common in many countries. In Europe, 80% of waste workers are employed by the private sector. 22 In Latin America, municipalities manage about half of services, the private sector 45%, and cooperatives 3%. 23 In most of Eurasia, local governments contract waste management out to private operators. Urban transport systems are often run by special public authorities or agencies in high-income countries, though there are also private operators and privately owned systems (i.e. bus and tram networks). In less populated areas, local governments run transport systems that would not be profitable for private operators. In Eurasia and Eastern Europe, after the fall of the Soviet Union, responsibility for urban transport was transferred to municipalities without sufficient funding for operation and maintenance; private operators sprang up as service quality declined. In less affluent countries, local governments have authority over transport routes, maintain roads, regulate traffic, and sometimes own services (e.g. Porto Alegre, Brazil), but the private sector dominates the sector, with small providers playing an important role. Electricity is not usually a local government responsibility but, in some cases, distribution is shared between central and local authorities. The regional reports note cases where local governments have promoted renewable energies; or helped isolated areas with locally owned electric utilities or cooperatives (in the USA and Latin America). In China, metropolitan authorities own public electricity utilities. Whatever the form of management in-house or not the organizing authority is responsible for ensuring accountability, control over public goods and equity of access. Therefore, when contracting out services, local governments should ensure systematic monitoring and control of external operators (public or private) and the evaluation of their performance. In many countries, local governments are ill-equipped to negotiate with private partners, who often have greater expertise and resources to deal with complex contracting processes. Asymmetric relationships can lead to misunderstandings, increasing uncertainty and risk and, in the long term, costs. There is no universal formula for success, but organizing authorities should try to maximise their strengths. The regional chapters present many successful local strategies for allowing competition between operators, while maintaining in-house control and expertise. This report highlights several local government initiatives that assess municipal and utility performance in service delivery. Voluntary and compulsory benchmarking initiatives include
22 23
Wollman and Marcou (2010); Hall and Nguyen (2012). See Latin American chapter
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UCLG- GOLD III Report the World Banks IBNET, the European Benchmarking Initiative for water, ADERASA, and the network of regulation agencies in Latin America. Local governments should be supported to strengthen their monitoring capacity to promote efficiency in basic services.
9.5. Financing basic services 24

The financing role of local governments takes different forms, depending on the extent of decentralization, their resources, and whether they are the organizing authority for services. This section explores the financing of basic services, tariffs and affordability, and investment mechanisms, as well as how these affect the governance of basic services. Basic services and public funding Since the 2000s, there has been a move away from the idea of full cost recovery through user tariffs to the concept of Sustainable Cost Recovery (SCR), which relies on a combination of tariffs, taxes and transfers (the 3Ts). 25 SCR also implies the use of the 3Ts to attract loans, bonds or equity for investment in extending or maintaining services. While the 3Ts are the main sources of financing, repayable sources can play a crucial role in upfront investment by extending repayments over the financing period. Three main characteristics of sustainable cost recovery have been identified: 26 a mix of the 3Ts to finance recurrent and capital costs and leverage other financing; predictability of public subsidies to facilitate investment (planning); tariffs that are affordable to all while ensuring financial sustainability. Sustainable financing requires that sectors are not treated in silos. Cross-subsidization is vital to bridge geographical inequalities and implement inter-sectoral equalization (where the profits from one service are used to finance deficits in others). Central governments remain a major source of financing for basic services, but local governments are providing an increasing proportion in high- and middle-income countries. SCR implies that public spending will complement revenues from tariffs, particularly (but not only) in lower-middle- and low-income countries, where affordability is a significant constraint. For example, while tariffs make up 90% of revenue to the water sector in France, they account for just 40% in Korea, and 10% in Egypt. 27 Donor contributions can be an important source of investment capital in low-income countries (equivalent to 1% of GDP in seven countries). 28 The European chapter discusses a range of ways of financing services: full cost recovery through tariffs (i.e. water in Denmark); financing solely through taxation (i.e. water and sanitation in Ireland); a mix of subsidies for various service providers (i.e. transport in France and Germany); geographical, social or sectoral cross-subsidies; co-financing by national,
For more on financing, see Appendix to this report by Claude de Miras, Institut de Recherche pour le Dveloppement (France). 25 Tariffs are fees paid by service users, taxes refer to funds channelled to basic services by central, regional and local governments, and transfers refer to funds from international donors and charitable foundations. Transfers include grants and concessional loans, such as those given by the World Bank, which include a grant element in the form of a subsidized interest rate or a grace period. OECD (2009). 26 Winpenny (2002) 27 OECD (2009).. However, even in France, public funds represent around 88% of public investment in water sector. Pezon (2009).cited in D. Hall and E. Lobina (March 2012), Financing water and sanitation: public realities, PSI-PSIRU, www.psiru.org 28 OECD (2009).
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UCLG- GOLD III Report regional and local public authorities; and European or international funds. Combinations of these models can make it difficult to uncover the true costs of service provision. Few countries recover all water service costs through tariffs, and investment is mainly financed by public subsidies (local, national or international). Public transport is also heavily subsidized (by municipal and intermediary government budgets, national grants, and commercial sources). While progress has been made in tariff collection and financing in Latin America, subsidies from local, intermediate and central governments continue to be vital. In most cases, profits from water utilities are insufficient for effective operation, particularly for infrastructure investment. Most countries use tax subsidies and national grants to finance water provision. 29 In the Russia, private water, sanitation and heat suppliers are entitled to central government compensation when tariffs regulations reduce their revenues. In India, 90% of water and sanitation has been publicly financed in recent years. 30 In the Middle East, almost all basic services receive substantial public financing. In Africa, taxes and tariffs make up two thirds of water service financing, with the remainder coming from external sources. 31 Only 30% of utilities internationally generate sufficient revenue to cover operation, maintenance and partial capital costs. 32 Taxes and subsidies are even more critical for sanitation and solid waste management, as users are less willing to pay for these than for water, electricity, and transport. In high-income countries, waste collection and management represent around 10% of local budgets (with a larger part financed from tariffs), in middle-income countries, around 40%, and in low-income countries, 80-90%. In Latin America in 2010, the average cost recovery from tariffs was around 52%, though some cities do manage to recover costs successfully. 33 In Eurasia, tariffs mostly cover operational costs of waste collection (except in Tajikistan and Kyrgyzstan). Urban transport is heavily subsidised in almost all regions. In the USA, the main source of funding for transportation, after fares, is a tax on gasoline. However, the gas tax has not been increased since the early 1980s and more fuel efficient vehicles and inflation mean that its contribution has fallen, resulting in a growing backlog in necessary infrastructure investment. In Eurasia, almost 30% of transport financing comes from non-core activities and subsidies. In Africa, urban transport systems receive regular subsidies from central governments. This is less common in Latin America. 34 Funding for transport in Indonesia comes from direct grants from central ministries and the budgets of provinces, cities and regencies (kabupaten). Tariff-setting, affordability and collection As well as contributing to the financial sustainability of services, the payment of tariffs by users also provides an incentive for their efficient use. In recent years, there have been considerable increases in revenues from tariffs. 35 Pricing models and the capacity of service operators and municipalities to collect tariffs and taxes, strongly influence the sustainability and affordability of services.
29
See Latin American chapter, CAF (2012) and ADERASA http://www.aderasa.org/index.php/es/gruposde-trabajo/benchmarking.. 30 Hall and Lobina (2009). 31 Foster and Briceo-Garmendia (2010) p. 299, table 16.6 32 Komives et al (2005). 33 Hoornweg and Bhada-Tata (2012). See Latin American chapter. 34 CAF (2011), quoted in the chapter on Latin America 35 OECD (2009) p. 17.
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UCLG- GOLD III Report In Europe, pricing is generally defined locally in contracts between organizing authorities and operators, although European regulations increasingly influence financing and price-setting. 36 In the water sector in Latin America, prices are set by regulatory agencies or national public utilities. In federal countries like Mexico, tariffs must be approved each year by each state. Service providers usually need approval from government to change tariffs. 37 In the waste sector, pricing is even more diverse, with most municipalities undertaking collection inhouse. 38 In Africa and the Middle East, national (or regional) authorities set tariffs. In Eurasia, socially acceptable tariffs are generally fixed at national or state levels; with resulting gaps between costs and revenues covered by public subsidies. Collecting tariffs and taxes is a huge challenge in low- and middle-income countries. Household surveys in Africa show about 40% of users not paying for utilities in the water sector up to 65% in some countries. 39 In many cities, there is no system to identify the address that should be billed. For example, only 15% of the properties in Maputo, Mozambique, are billed. A system to identify streets is often the first step in improving collection, but this is particularly difficult in settlements where formal tenure is not even recognized. Nevertheless, there are examples in GOLD III of the successful implementation of adapted payment collection systems by local governments or service providers with the support of community organizations (e.g. in Manila, Philippines). Striking a balance between affordability and financial sustainability is a central challenge of tariff-setting, but these goals are not mutually exclusive. According to UNDP, to guarantee the right to water, tariffs should not exceed 3% of household income. In Europe in 2011, tariffs made up a small share of average household incomes (1.7% for water and 4.4% for electricity), but these averages hide substantial variation. If affordability is a concern even in high-income countries, it is even more of a problem in low- and middle-income countries. The affordability debate can be approached from two perspectives: a) a market perspective, assessing household incomes and setting tariffs which poor groups can afford; b) a human rights approach, in particular for water, guaranteeing free access to a minimum level of consumption. 40 The rights-based approach has been boosted by the UN General Assemblys recognition of the right to drinkable water and sanitation in 2010. 41 In South Africa, the poor are guaranteed minimum levels of free access to water, electricity and solid waste collection. 42 This strategy has dramatically increased access over the past 15 years, though it has not provided universal access to drinking water. It is more common to differentiate prices, generally through cross-subsidization, to support low-income households. 43 An alternative is direct subsidies through targeted income support or cash transfers, as practised in Chile and Colombia. There are examples of subsidies for service connections rather than consumption in Asia, effective in targeting the poor where network
See chapter on Europe, 3.5 Financing basic public services CAF (2012) p. 25. 38 See Latin American chapter, particularly Martinez et al (2011). 39 Foster and Briceo-Garmendia (2010) p. 10. See regional reports for different modalities of billing. 40 A Directive of the European Commission also prohibits disconnection of electricity to vulnerable customers in critical times. Same protections exist for water. See European chapter. 41 UN General Assembly, Resolution 64/292, The human right to water and sanitation, 28 July 2010 42 See Africa chapter: every poor household receives the first 200 litres of water per day and around 50100 kWh per month for free. In 2012, the program reached 86% of all households. 43 For a larger debate on tariffs and subsidies policies for the poor. See Komives et al (2005).
37
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UCLG- GOLD III Report access is low. Subsidies should be predictable, transparent, targeted and, ideally, phased out over time. This report also gives examples of differential tariffs:, social tariffs based on volume or block tariffs in Latin America and Europe; tariffs that vary by geographical area or service standards (e.g. public standpipes with cheap or free water in Africa and Asia); support for communityaction that lowers costs and prices (like the construction of public toilets in partnership with NGOs and community associations, in Mumbai); and the use of safety nets. 44 Policies that keep tariffs low for all users are generally problematic, failing both to target poor and to ensure financial sustainability. For example, in Africa, about 90% of people who enjoy subsidies for piped water or electricity services belong to the richest 60% of the population. 45 Affordability for unserved households that rely on informal vendors is also critical. They often pay more than users of network services, with dramatic impacts on household incomes. Local governments should monitor this situation. Local budgets: a key but problematic source of basic service financing 46 In most countries, there is greater decentralization of responsibility than of revenues. In OECD countries, sub-national governments account for 22% of general government revenues, but 31% of public expenditure. 47 In Latin America, local governments represent 12% of general government revenues but 19% of the expenditure; 48 in Sub-Saharan Africa, around 3% of revenues and 8% of expenditure. 49 There is a striking contrast between high-income countries and most middle and low-income countries in terms of local governments share of total public expenditure. In the EU27 it averages 24.3%, 1.3 times that of Latin America, and three times more than in Sub-Saharan Africa. In the late 2000s, local governments spent around USD 3000 4000 per person annually in the USA and in Europe, 50 but just USD 36 in Africa. 51 The increasing gap between expenditures and revenues is largely due to the limited powers (and capacity) of local governments to mobilise local resources, one of the main elements of decentralization. Traditionally, local government has been financed from three main sources: 1) local taxes and tariffs for services (own revenues), 2) transfers from higher levels of government, and 3) borrowing. Many local governments, however, have a limited capacity to mobilise their own local resources and little control over transfers.
See OECD (2009) pp. 21-22 for a more detailed analysis of the pros and cons of different social tariffs. Foster and Briceo-Garmendia (2010) p. 11. This policy is also criticized in Eurasia and in some countries in Latin America. 46 Information for this section is extracted primarily from GOLD II Report and refers to the later 2000s. 47 OECD, Claire Charbit (2011); in 27 European Union countries subnational governments represent 35.8% and 33.6%, respectively, of public sector the revenues and expenditures in 2011, for Europe see th CEMR-Dexia, Subnational public Finance in the European Union, Summer 2012, 11 edition. The GFSIMF, give the following average values: In 2008, local governments globally were responsible for 17.8% of public expenditure; for 12.2% of public revenues. In developed countries these percentages are: 22.6 % and 16.3% respectively and in developing countries: 14.5 % and 9.4% (Om Prakash Mathur, 2012). 48 Source GOLD II. 49 Source GOLD II. Thierry Paulais (2012), calculated the ratio of local expenditures /public expenditures at 11.7% in 2010. 50 But ranges from EUR 15,872 in Denmark to EUR 97 in Malta (see Europe chapter). 51 See GOLD II. In Eurasia the average annual budget expenditure/person of local governments is around USD 232; in Latin America USD 133; in low- and middle-income countries in Asia USD 92.
45
44
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UCLG- GOLD III Report Generally speaking, local governments lack the buoyant tax sources that would produce revenue growth in line with their increasing responsibilities. The potential of property tax, the most commonly recommended and globally used local government tax, remains unrealized. 52 Political barriers include both limitations imposed by higher levels of government and reluctance on the part of local government to raise taxes. The other main source of own revenues is tariffs for services. In Canada and the USA, local governments generate a quarter of their own revenues through fees, in the EU27, 10.6% in 2011. The situation is very different in many middle and low income-countries where tariffs make a limited contribution to local budgets, partly due to affordability problems and partly to weak local collection capacity. Transfers from central government are second source of revenues. According to a UN Habitat study, they account for 47% of local government revenues in developing countries and around 36% in developed countries, a percentage that rose in the 2000s, (as the share of local taxes in local budgets decreased). 53 Far from being an easy solution to better service provision, the use of transfers poses a number of challenges, including unpredictability and lack of transparency (as in West and Central Africa); or vulnerability to cuts with poor consultation (e.g. in Eurasia). An excessive reliance on conditional grants can also overly constrain local government autonomy and shift their focus from local to national priorities. Most importantly, substantial revenue-sharing can create perverse incentives for local revenue generation, undermining local resource mobilization and local government accountability. Resources can also be distributed very unevenly, concentrated in main cities and central regions. Large cities, with their larger fiscal bases and greater capacity to mobilize resources, tend to have less difficulty in financing services, but it is in intermediary cities where the most significant growth is expected and the greatest investment is needed. Many countries lack effective equalization grants, critical to improving access to basic services in the least wellserved regions and towns. In Africa, just a few countries (including Morocco and South Africa) have introduced such mechanisms, and in the Middle East and West Asia there are none. The situation is a little better in Latin America. Some Asian countries use equalization transfers (e.g. Australia, Indonesia, and Japan), but others virtually ignore fiscal disparities. The financial gap between responsibility and the devolution of adequate revenues has resulted in increasing pressures on local government. Global trends towards decentralization have, in fact, often been accompanied by the centralization of revenues. 54 After two decades of gradual decentralization, local governments across the world face increasing problems in generating the revenues to meet the recurring costs of service provision. Problems are being handed to local governments, but not the means to find solutions. Local revenue generation
On average developing countries raise 0.5% of GDP from property tax compared to 2% in developed countries. Property tax is almost absent in many countries (in Asia and Middle East but also in Africa, Eurasia and Latin America). It is difficult and expensive to administer, all the more so in countries without well-defined property registers, with sizable informal areas, and with weaker local capacity for value assessments, enforcement, and collection. See GOLD II. 53 Mathur (2012). This trend of transfers is also stressed by the OECD [Claire Charbit (2011)]. In Europe, local taxes and fees increased at a similar rate as grants in the last decade (except during 2009-2010), and represent around 54.7% of local budgets Grants and subsidies fell in Europe from 2010 to 2012 (5.5%), while own revenues increased (see CEMR-Dexia, summer 2012). In Latin America, local governments raised about 40% from own taxes and fees (average for 15 countries), with wide variation. In Africa an average of 40% of local budgets come from local taxes and fees and 60% from transfers (sample of 15 countries), with wide variations between countries. 54 Zhang (2011); cited in Mathur (2012) p. 32.
52
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UCLG- GOLD III Report and autonomy are critical to enable local governments to meet their responsibilities for expenditure on basic services in an accountable and efficient way. However, sustainable financing of basic services is not out of reach, even in the regions with the greatest backlogs in investment. As mentioned in the African chapter, the cost of full household connections in water and sanitation networks is estimated at 1% of GDP, compared with an estimated 6.5% GDP cost of the lack of adequate access to these services. Given their sustained GDP growth rate (beyond 4%-5%), most African countries can build solutions without waiting for outside resources. Other regions are confronted with the same challenge. National and local governments need to join forces to set appropriate taxes and tariffs levels, improve efficiency of budget management and experiment with innovative financing models. In many countries, structural reforms are still required to bridge the gap in basic service access and allow decentralization to fulfil its promise. Borrowing and other alternatives for basic service financing Public financing through borrowing, local taxes and tariffs has been the backbone of most infrastructure investment in Western cities over the past two centuries. Municipalities have led the process, supported by central governments. 55 In emerging countries today, many cities are borrowing to expand provision, and their traditional options are loans and, in some countries, debt obligations on the markets (bonds). Other financing models include land value capture (see Box 9.2) and PPPs, which have not completely fulfilled the high expectations many had for them (see below partnership with private sector). In OECD countries, the financing system is conducive to sub-national borrowing, but elsewhere it is a mixed picture. In many middle-income countries, local government borrowing is legally constrained. In Asia, local governments in middle-income countries are permitted to access loans, but this is difficult in practice. Weak creditworthiness and administrative constraints curb access outside metropolitan areas and large cities. 56 The main exception is China, where infrastructure financing involves local borrowing from domestic and international markets and the use of land as collateral. In some municipalities, land has financed up to 70% of local infrastructure investment through leases or by serving as collateral for loans. The China Development Bank provides about 50% of infrastructure funding, and the Urban Development Investment Corporation, created by municipalities, places assets as collateral for local loans under a single umbrella. 57 In Eurasia, loan mobilization from commercial banks is often constrained by law or the low credit-worthiness of local governments and utilities. 58 In Latin America, local governments in most countries can borrow through loans or bonds, subject to annual debt limits, and large cities are increasingly issuing bonds. Municipal banks or national funds dominate local government borrowing, but commercial banks are also active. Foreign borrowing is not allowed without authorization from higher levels. 59 Long-term financing for local basic services is also difficult to obtain in non-oil producing countries of the Middle East and West Asia. What funds are available are allocated to infrastructure projects in major cities. Some municipal financial institutions have been created in the region to provide local governments with
55 56
Juuti and Katko (2005); Barraqu (2007), cited in D. Hall and E. Lobina (March 2012) See Asia Pacific Chapter. 57 Peterson and Muzzini (2005) pp. 224-225. 58 See Eurasian Chapter and GOLD II 59 Latin American chapter and GOLD II Report
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UCLG- GOLD III Report investment capital. 60 Access to borrowing also remains very limited in Sub-Saharan Africa, with a few exceptions (South Africa). Municipal development funds continue to dominate local investments through grants and borrowing as commercial banks see insolvent or weak local governments as too risky. It is very rare for local governments to issue bonds. 61 The role of intermediate financing institutions
Municipal Development Funds (MDFs) or Specialized Financing Institutions (SFIs) have been set up in more than 60 low- and middle-income countries to support lending to local governments and services providers. 62 They are generally state owned, though some have a para-public or private status (e.g. the INCA in South Africa). Inspired by the specialized public banks or funds in high-income countries that provide financing to cities at reasonable costs, these institutions have had disappointing results, associated with the politicization of lending decisions, problematic loan designs, market narrowness or professional weakness. 63 However, there have been success stories (Findeter in Colombia and FEC in Morocco; local development banks such as BNDES or CEF in Brazil). Despite their shortcomings, SFIs could play an important role in the credit enhancement of sub-national governments and utilities if their performance is improved. The capacity of local governments and utilities to access lending in order to improve basic services remains an issue. It is clear is that business as usual cannot continue. Investment in urban development requires empowered local governments, an enabling environment to mobilize endogenous financing, and the bolstering of local investment tools to access domestic loans and capital markets. 64 Other international sources
International and regional development banks already play an important role in financing urban basic service infrastructure. In Asia and Latin America, they have increased the number of loans in recent years. 65 However, these banks lend to national governments and the private sector, hardly ever granting credits directly to local governments. In order to overcome institutional barriers other options should be explored (e.g. innovative guarantees for subsovereign loans to reduce foreign exchange risks). Donors continue to play a significant role in financing infrastructure investments in some lowincome countries. In 2009-10, annual average aid commitments for water and sanitation amounted to USD 8.3 billion, 7% of total aid. 66 There are concerns about the distribution of this aid for water however (around 45% goes to just 10, mostly middle-income, countries). South-South cooperation has a growing role investments by China and India in Africa rose
See MEWA Chapter. Paulais (2012). 62 For Africa, Paulais (2012, pp.162-164) makes the following distinction: SFIs main focus is lending in middle-income countries; MDFs purpose is to channel resources from central governments and donors to local governments in low-income countries. The lending activities of this last group are more restricted and require a trusteeship agreement from central government. 63 GOLD II; Paulais (2012) p. 164. 64 Paulais argues that in Africa, a paradigm shift is needed. This could also be applied to other regions. 65 Latin American Chapter and GOLD II Report. USD 2 billion between 2006-2012 66 Camdessus et al (2012). Despite the global financial crisis, the total amount of development aid for water and sanitation has risen at an average annual rate of 5% in real terms from 2001 to 2009 (though it did fall in 2010).
61
60
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UCLG- GOLD III Report from almost nothing in the early 2000s, to about USD 2.6 billion annually between 2001 and 2006. In most cases, they provide funds to central governments or to ad hoc financial intermediaries; only a very limited part is then reassigned to local governments. There are very few examples of donors making sub-sovereign loans. In the framework of the Kyoto Protocol, some innovative sustainable development mechanisms are also contributing to financing specific projects. The Clean Development Mechanism (for reduction of greenhouse gas emissions and clean technology investments) has supported several waste management and transportation projects, but its current resources are limited (USD 70 million in 2012) and approved projects have been concentrated in a small group of sectors and countries (China, India and Brazil). Other mechanisms to finance climate change adaptation exist, but access for local governments is restricted. 67 Capturing land value for investment
Capturing land value for public investment is a method unique to local governments. It works on the principle that public works raise surrounding land values, so their costs should therefore be shared by local property owners. Land-based financing has a long history for city development and infrastructure financing in Europe and the United States, and has also been implemented in Asia, Latin America, North Africa, and Turkey, especially where cities are growing rapidly. The enormous urban growth in China over the past two decades has been partially financed by these land value capture mechanisms. The Asian chapter explains how rules were adapted to allow Chinas cities to use land as collateral for loans, and gives examples of success stories. Land-based financing mechanisms are closely related to land management and planning, which are also crucial to the provision of basic services. Most importantly, land-based financing requires the development of land ownership records which, in the long run, make for easier own revenue mechanisms to be developed. (See Box 9.2).
67
Global Environment Facility (GEF), Carbon Partnership Facility (CPF), Climate change fund (ACF-ADB), Carbon Market Initiative, Clean Energy Financing Partnership Facility (CEFPF), Global Climate Partnership Fund.
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UCLG- GOLD III Report Box 9.2 Land-based financing of urban improvements
Some land-financing techniques generate revenue before infrastructure investment is undertaken, while others involve borrowing during the construction period, with debt repaid from subsequent increases in land value. In low- and middle-income countries where it is difficult to obtain long-term credit to finance urban infrastructure, the up-front nature of the revenue generated by land financing adds flexibility to financing decisions. However, land-financing instruments are not longterm generators of recurring revenue for operating costs. They are capital financing opportunities, whose revenues should be dedicated to capital costs and used to finance significant leaps forward in infrastructure capacity. Principal tools and related examples: Land asset management: public entities undertake a strategic examination of their balance sheets and decide to exchange underused or vacant land for infrastructure. A critical element of this approach is to lease or divest non-core land assets so that local government can concentrate its financial resources and management on core infrastructure. Sale of development rights: Sao Paulo (Brazil) sold additional construction rights (to construct at greater densities in an urban areas or convert rural land to urban use) to help finance public investment in designated growth areas in the city. Betterment levies: the state taxes a portion of land-value increases resulting from infrastructure projects. Colombia has used such a betterment levy, the contribucin por mejoras, to finance public works. Bogot has simplified the approach and converted the betterment levy into a general infrastructure tax, packaged into a citywide bundle of public works. Developer exactions and impact fees: developers install on-site and neighbourhood-scale infrastructures at their own expense or pay for infrastructure provided by public authorities. Impact fees cover the external infrastructure cost of the new development (e.g. in the USA). Developer land sales: developers install public infrastructure in exchange for land. It is used to develop new towns and urban areas in partnership with private investors, usually consisting of a mix of affordable housing, large-scale public housing and industrial zones (e.g., in Copenhagen and North Africa). Developers are required to build roads and to help pay for major trunk lines that deliver water, wastewater removal and treatment systems, and street lighting. Sale or lease of publicly held land: public land assets are sold and the proceeds used to finance infrastructure investments (e.g. in China). For a major urban highway project, a municipality can transfer the land surrounding the highway to a public-private development corporation, which borrows using the land as collateral to finance highway construction, and then repays the debt and makes a profit by selling or leasing land whose value had increased with its access to the new highway. Source: Peterson (2009).
Closing the financing gap will require countries to mobilise financing from a variety of sources, which may include reducing costs (via efficiency gains or cheaper service options), increasing basic sources of finance (i.e. tariffs and taxes) and mobilizing repayable finance. Marshalling local savings for local capital investments will benefit national economies, prevent savings from being invested abroad, and reduce foreign-currency borrowing requirements. Given rising pressures on public finances in donor countries, transfers are unlikely to grow significantly in the coming years, meaning that these resources will need to be spent strategically to maximise their leveraging capacity and effectiveness.
9.6. Public management and partnerships

Basic services are provided by a large variety of operators: local governments; local and national public utilities; small local businesses; international private companies; and joint public-private ventures. In many low- and middle-income countries, small-scale local operators and the informal sector play a complementary role in poor and peripheral urban areas. 23
UCLG- GOLD III Report Local public management of basic services and infrastructure Public management of basic services is the most common model of basic service delivery in most countries in the world. Decentralization has therefore meant an increasing role for subnational governments. Public management is evolving fast; in Europe, the strong push for Europeanization led to the emergence of hybrid management models across the region, though national traditions still exert an influence. In the USA, dominant management models are special purpose authorities or special district authorities for specific services (water and sewerage, public transportation, and solid waste) as well as direct provision by local governments. These special authorities operate as quasi-public, quasi-private enterprises, and are self-governing, with their own board of directors, including local government officials. Most transport systems are operated by special purpose authorities, the largest of which is the Metropolitan Transit Agency of New York. Such bodies are responsible for 39% of US urban transport services; local governments provide 32%. High-performing local public utilities have emerged in other OECD countries, such as Japan and Korea. The Arisu Office of Waterworks distributes water to 10.4 million people in the Seoul metropolitan area. 68 Many such public utilities are at the forefront of innovation in their sectors (using smart technologies to reduce water consumption, waste-to-energy technologies, zero waste strategies, etc.). Local public utilities or Special Purpose Authorities have also been developed in middle-income countries. As a result of the strong push from international organizations in the last two decades, many local and national public services have been transformed into corporatized entities, with independent boards and management. 69 Public utilities allow different levels of government to pool their resources to finance major projects and attract professional staff. Consolidating management under one structure improves credit ratings to enable borrowing from domestic and foreign sources. In Latin America, one of the outstanding examples is the Empresas Pblicas de Medelln (EPM) owned by the municipality of Medellin, Colombia. It, and other local or state public utilities in Latin America (such as Sedapal in Lima and Sabesp in Brazil), are regarded as among the bestperforming enterprises regionally and internationally. Indeed, some SPAs behave like private companies, developing joint ventures with the private sector, as has been the case in China. Shanghai moved from a traditional direct, in-house management system in the early 90s, to the use of numerous, publicly traded, public utilities. Some were joint ventures with international companies for the provision of basic services. Shared management between public institutions, particularly inter-municipal cooperation, has developed in many countries in Europe, Asia and Latin America. As mentioned in the introduction, these inter-municipal partnerships are particularly valuable for achieving economies of scale across municipal boundaries (for instance, in the management of solid waste, waste-water treatment, and public transport). In Asia, the Asian Development Bank has promoted city cluster development to bring together groups of local governments to adopt regional plans and join up basic infrastructure.
68
Seoul Metropolitan Government, Mission of Seoul Waterworks, Presentation at the UCLG-ASPAC Workshop on the GOLD III chapter, held in Gwangju, Korea, May 16, 2013. 69 The main characteristic of public utilities or SPAs is their legal status. While independent, the enterprises are still ultimately responsible to local, regional or national governments (sometimes all of them). See Asia Pacific and Latin America Chapters.
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UCLG- GOLD III Report Metropolitan authorities constitute a unique form of inter-jurisdictional cooperation between local authorities. Unified metropolitan bodies can reduce fragmentation, achieve better coordination of basic service delivery, develop efficient management arrangements and pool their financial resources. A potential disadvantage of such unified governments is that they can be less accountable to local residents. While large public utilities and SPAs are usually found in major cities, smaller cities and towns tend to use direct, in-house management. GOLD III provides examples of many small- or medium-scale in-house models providing local basic services. The management of solid waste, for example, is usually carried out at the city or municipal level through sanitation departments or through cooperation between neighbouring municipalities, especially for final disposal. However, such in-house waste management costs can represent a high percentage of local budgets (up to 80-90% in low-income countries). 70 Despite progress, many public utilities and municipal service providers still lack the institutional strength, human resources, technical expertise and equipment, or the financial or managerial capacity to effectively provide universal quality basic services. In most of the 70 countries surveyed in the 2012 GLASS Report, infrastructure in the water sector was in a poor state of repair and maintenance. 71 The Latin American, African, Asian, Eurasian and Middle Eastern chapters report problems of inefficiency (leakage, weak maintenance, weak capacity to collect fees, overstaffing, etc.), but these problems are not unique to publicly managed services. 72 Such issues can be improved by the use of decentralized cooperation between public bodies, known as public-public partnerships (PUPs). 73 Over the last 20 years, 130 PUPs have been used across 70 countries in all regions of the world. Since 2006, the United Nations has actively supported such partnerships through the Global Water Operators Partnership Alliance (GWOPA) coordinated by UN-Habitat. Local authorities should remain attentive to their capacity to oversee public utilities and SPAs and ensure their accountability to users and citizens. They should combine efficiency in service provision with access to quality services for all inhabitants, and contribute to the sustainable development of cities. Reducing inefficiencies and promoting cooperation between municipalities will increase the resources that can be mobilized to extend access and the quality of basic services. Partnerships with the private sector For most of the 20th century, it was assumed that public authorities were the most suitable providers of basic services. However, limited progress in many countries and urban areas led to the promotion of reforms that sought to contract provision with public utilities or delegate to private operators. The last two decades have seen an increasing participation of the private sector in basic service provision, particularly in middle-income countries. 74 However, as Figure 9.4 shows, the bulk of private investment has followed the global financial cycle and currently is declining. It has been concentrated in emerging countries in a few regions (Latin America, East Asia and Eastern Europe, particularly in emerging economies) and sectors (telecoms, energy, transport and, to a lesser extent, in water).
70 71
Hoornweg and Bhada-Tata (2012). WHO-UN WATER (2012); See also, OECD (2009). 72 See also OECD (2009). 73 Hall et al (2009) and Hall et al (2011). 74 For water, see: Marin (2009).
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UCLG- GOLD III Report Figure 9.4. Total investment commitments in PPP by sector and region 1990-2012
200000,00 150000,00 100000,00 50000,00 0,00 100000,00 50000,00 0,00 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 East Asia and Pacific Energy Telecom Transport Water and Sewerage Total Europe and Central Asia Latin America and the Caribbean Middle East and North Africa South Asia Sub-Saharan Africa
2013)
Source: WB-PPIAF, Private Participation in Infrastructure (PPI) Project Database (extracted data, July
The hopes in the 1990s that private sector participation and concession schemes would bring new investment and extend access, particularly in low-income countries, have not always been fulfilled. Some early uses of concessions underestimated the cost of renovating and extending infrastructure and over-estimated the potential for cost-recovery through user charges. The failure of some PPS schemes in Latin America in the early 2000s was attributed to poor risk management and capacity problems, as well as the investment environment. There was a shift from the private concession model to other forms of PPPs, combining private operation with public investment, including leases (affermages), mixed-ownership companies, and management contracts (sometimes called 2nd generation PPPs). 75 The performance of PPPs over the last 20 years has been mixed. Their biggest contributions have been to efciency and service quality. Leases focused on service quality (e.g. reducing water rationing) and operational efficiency (e.g. bill collection, productivity, and reduced water losses) performed better, while concessions had greater difficulty meeting their contractual targets of increased investment and improved coverage. 76 The regional chapters give various examples of public-private partnerships, for example, public transit managed by local/state/provincial governments in North America, where public and private capital and equity were combined, allowing private sector operators to charge user fees to finance and maintain systems (e.g. the Reno Transportation Rail Access Corridor and the Skyway Bridge concession in Chicago). In the waste sector, new solid waste disposal technologies and a changing regulatory environment encouraged the private sector to develop the expertise and investment capital to respond to recycling, and take advantage of
OECD (2009); Marin (2009); Hall et al (2011). Marin (2009): Out of 65 developing countries that embarked on water PPPs during the past two decades, at least 41 still had private water operators, and 84% of all awarded contracts were still active at the end of 2007; 24 countries had reverted to public management, and several contracts had been terminated early following conicts between the parties.
76
75
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UCLG- GOLD III Report opportunities to recover energy from waste. 77 There are also examples of PPPs that work with several local governments in low- and middle-income countries, 78 as well as other models of private participation, such as DBO or BOT. In urban transport, the picture is more mixed; many large cities in low- and middle-income countries externalize services through concessions or licences, with small private operators predominating. A study published by PPIAF-World Bank argues that the difficulties experienced with concessions in the water sector suggest that this option is generally more appropriate for upper-middle-income countries (where medium and long term private borrowing in the local currency is available). For low- and middle-income countries, they suggest that PPPs will probably need to be funded by public money and that the main contribution of private operators will be in the improvement of the operational efficiency of services. 79 The role of the private sector in basic service provision is subject to debate in several countries. There has been a trend toward the re-municipalisation of basic services in some European cities; 80 the municipality of Paris, France, chose to take water services back under municipal control in 2010. 81 In 2011, Italian citizens, through a referendum, repealed laws allowing local public services to be entrusted to the private sector. 82 In North America, Latin America, Asia and sub-Saharan Africa, some significant PPPs ran into difficulties associated with a breakdown in the relationship between the state and the private company or increasing public opposition. 83 As the regional chapters stress, an effective, well-enforced regulatory framework is essential for getting the best out of private enterprises. Many countries have implemented reforms to facilitate the participation of private sector in service provision in recent years; however, in some regions (e.g. Latin America) local governments consider legal frameworks in relation to tendering, contracts and the oversight to be insufficient or unimplemented. The insufficient clarity of regulatory frameworks also discourages domestic and foreign business investment. PPP projects have proved to be complex undertakings, but successful cities have to encourage and retain private investment. In almost all contexts, the scale of necessary investments in infrastructure and service provision in cities will require the contribution of all stakeholders. 84 Experience has demonstrated the contexts in which PPPs work best. In order for partners to
Extracted from the North American Chapter See also, Banerjee et al (2008). 79 Marin (2009) p. 8. 80 40 French municipalities decided to re-municipalised part of water services, as well as Budapest, Napoli and some cities in Germany (see example of Bergkamen in the chapter on Europe). In France, a study from 1998-2008 covering most of the French water market (where private water management covers more than 60 % of the population), found 107 local authorities that switched from private to public while 104 switched from public to private. On the principles that guide part of the debate on remunicipalization, see http://www.fnccr.asso.fr/documents/APE-GestionPubliqueDeLEau_2.pdf or Wollman (2013). 81 See European Chapter. Pigeon et al (2012). 82 See European chapter and also Hall et al (2011). 83 Hall et al (2005) and Cheng (2013). Some examples mentioned are: Malaysia, Manila (Philippines), Argentina and Bolivia. Hamilton (Canada) In Africa, contracts were terminated in Gambia, Mali, Chad, Nkonkobe (South Africa) and Dar-es-Salaam (Tanzania, 2005). Most recently in Morocco, increasing popular dissatisfaction with private operators in the water sector due to increasing tariffs. 84 Brugmann (2012).
78
77
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UCLG- GOLD III Report contribute to reinforcing public policies and local institutions, local governments need the capacity to be active and demanding partners. The "other private sector" Small private enterprises in both the formal and informal sectors play an important role where the quality and extent of provision by official service providers is lacking, and provide a high proportion of the urban population with basic services. 85 They range from individual operators to small enterprises serving hundreds of households. Some operate under contracts with utilities, others have specific licences, and many are unregistered. There are also cooperatives and community-groups organizing, managing and financing the installation of street sewers, public toilets and washing facilities with the support of local governments. Much of this happens in informal settlements, where small-scale service providers may serve communities of up to 50,000 people. 86 Beyond responding to needs, small-scale operations and the informal sector are an important source of employment and innovation (the recycling industry has a turnover of over USD 1 billion in Latin America). Mozambique was a pioneer in delegating water service delivery to small-scale operators in 365 small municipalities. 87 Similar initiatives have spread to in other African countries, resulting in a hybrid model of provision, especially in peripheral urban areas where small autonomous systems (with wells pumps, storage and piping systems) ensure distribution to a group of houses or a neighbourhood. 88 The share of the population with water provided by such operators in major urban centres in Africa ranged from 21% in Dakar to 80% in Khartoum. Levels of informal provision of electricity in the region are similar. 89 Municipal authorities have also partnered with small private entrepreneurs to provide toilets or sanitation (in Suzhou, China, and in partnership with a federation of women slum-dwellers in Mumbai, India). Such initiatives have produced better quality, cheaper, and better managed solutions. 90 In most cities in Africa, Asia and Latin America, small, informal modes of public transport (by minibus, scooter, tricycles and shared taxis) are central to transport services. In Latin America, up to 30% of journeys are made in informal transport, with a much higher proportion for lowincome groups. The lack of formal solid waste services also often leads to the emergence of cooperatives, micro enterprises, NGOs and informal workers catering to households and businesses. In Latin America, these providers represent an estimated 3.3% of activity in the sector, rising to 7.8% in large cities, particularly in slums and informal settlements. The number of informal recyclers is estimated at over 400,000 people across the region. 91 In many cities in Asia and in Africa, tens of thousands of people make a living through waste collection, 92 sometimes competing with formal systems and challenging weak municipalities. For example, in Addis-Ababa, Ethiopia, users refuse to pay the municipal tax for waste collection, preferring to pay informal waste pickers directly. This reduces municipal revenues for financing the less visible aspects of waste transfer and management. 93 There are also good examples of
85 86
Hasan (2006); Ostrom (1996); OECD (2009). PPIAF, Gridlines, Note n9, June 2006 87 Etienne et al (2010). 88 Cited by Paulais (2012). 89 PPIAF, Gridlines, Note n 9, June 2006. McGranahan et al (2006). 90 Burra et al (2003). 91 Fergutz et al (2011). 92 Keita (2001). 93 AFD (2007), Subventions pour la gestion du projet de gestion des dchets solides Addis-Abeba cited by Paulais (2012).
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UCLG- GOLD III Report partnerships between waste pickers and local governments, which have been strengthened where waste pickers have organized to bid for local government contracts. 94 This approach can be less than half the cost of formal provision. 95 However, if efforts are not made to improve working conditions and integrate the informal sector, such savings can come at the price of safe working conditions of the waste-pickers operating in the informal sector. Small-scale providers have an especially important role to play in the medium-term where urbanization has outpaced the ability of local government to provide services. Small providers can be a second-best solution, as is the case with the use of public standpipes or dry sanitation in South African cities, or street lighting and solar lanterns in Kenya. Such initiatives provide households with services at a cost slightly higher than the traditional alternatives, but still much cheaper than the most up-to-date services. In some cases, they may not represent a viable long term solution. The role of local governments in regulating and overseeing these small providers is crucial because of potential consequences for human safety and the environment. For example, as reminder in the Asian chapter, competition between transport providers causes traffic congestion and air pollution from poorly-maintained vehicles, as well as higher accident rates due to a lack of safety standards. Private sludge removers sometimes just dump waste from septic tanks into rivers and streams. Private waste collectors may be more interested in waste that can be recovered or recycled, neglecting unprofitable wet and malodorous waste. Private water suppliers in slum areas charge much higher rates than municipal utilities and often provide contaminated water, and the uncontrolled exploitation of groundwater can have serious consequences. Local governments should not only regulate small providers, but also support them to build a more integrated system of urban services. Local government and community provision In many low- and middle-income countries, where poor neighbourhoods and informal settlements are part of urban landscape, there is a long tradition of local communities playing a role in basic service provision, often with support from NGOs and community organizations. Infrastructure for basic services takes a long time to reach these areas, and many inhabitants will continue to depend on community provision for the foreseeable future. In India, Civic Exnora started in 1989 as a community-based movement to manage solid waste. It has grown into an organization of around 5,000 groups whose activities include clean and green programmes, often in collaboration with local governments and municipal services. The Latin America and Africa chapters provide numerous examples of government support for community initiatives to maintain roads, collect waste and improve water infrastructure. The acceptance by local governments of the necessity for upgrading programmes in informal settlements is a significant step to improved basic service provision and increased coverage for urban populations. Even where upgrading is community-led, partnerships with local governments are necessary to regularize tenures and provide essential trunk infrastructure. The chapter on Asia Pacific includes examples of community-led upgrading programmes that have provided basic services to hundreds of thousands of low-income people in Thailand and India, with strong support from local governments in connecting upgraded settlements to
Terrazza and Sturzenegger (2010) quoted in Latin American Chapter. In Brazil, legislation supports the cooperation between the public and informal sectors in waste collection and recycling. 95 Kadalie (2012).
94
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UCLG- GOLD III Report infrastructure networks. Hundreds of local governments in Africa and Asia have established formal partnerships with local federations of slum-dwellers and many cities have set up local funds (with contributions from local governments and slum-dweller associations) to improve housing and services. 96 UCLG Africa has such a partnership with the African branch of Slum Dwellers International. In many cities, however, these initiatives are still not the norm. They are other more problematic examples of local communities, supported by international organizations and NGOs, creating parallel mechanisms to support the delivery of local services, and bypassing local decision-making processes and institutions. While such efforts can improve service delivery, they ultimately undermine the legitimacy and effectiveness of local government if their systems are not integrated into local governance frameworks. Local government policy for basic service provision must address the realities of poor residents and informal settlements. This means supporting communities and NGOs and encouraging their essential role in the oversight of health and environmental issues. For example, the Know Your City Campaign, a joint initiative launched by UCLG-Africa and Slum Dwellers International, with the financial support of Cities Alliance, mobilizes local communities to collect data in Epworth, near Harare, in Zimbabwe, and in Lusaka, Zambia. Informal settlements are then organized and involved in innovative mapping and city planning projects.
9.7. Current and emerging challenges in meeting demands for basic services
Reaching the unserved Despite progress in the last decade, over 780 million people still lack access to improved drinking water, 2.5 billion lack improved sanitation and almost 1 billion people still live in slums with limited access to basic services. The percentage with population with access to quality basic services is declining rather than improving in many urban areas in Sub-Saharan Africa and South Asia. Massive investments are needed to expand access to basic services (see Box 9.1). This necessitates strong political will and financial investment at all levels of government, as well as from international institutions. For many low-income countries, the investments required exceed domestic funding capacity and will require better targeting of international aid. GOLD III has demonstrated that localized investment and implementation strategies and the increased involvement of local governments and stakeholders are critical. The chronic shortage of financing for basic services is a crucial factor in their low efficiency. Resources are inadequate to extend access and improve quality; existing infrastructure and facilities are worn-out in many regions; inefficiencies are widespread in all basic services. In Africa, the World Bank estimates that reducing inefficiencies in the water sector and a bettertargeting of subsidies at the poor could contribute USD 2.9 billion annually to the current funding gap of USD 14.3 billion. 97 The same is true in Latin America, where the gap is USD 8.1 billion. 98
96 97
Satterthwaite and Mitlin (2014). Foster and Briceo-Garmendia (2010) p. 299, table 16.6 98 Foster and Briceo-Garmendia (2010) p. 8; CAF (2012) pp. 44-45.
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UCLG- GOLD III Report The improved management of services, essential to reduce inefficiencies, requires the strengthening of local governments and their utilities, as well as improvements to multi-level and multi-stakeholder governance. These challenges require the revision of local and national policies and priorities, improved partnerships with other local governments and other stakeholders (particularly the private sector and local communities). The ideal is regular supplies of piped water and a toilet in each home, access to electricity, regular collection of solid waste for each household, and safe, affordable public transport. Where funds and capacities are lacking and backlogs are immense, local governments should explore and support, in collaboration with experts, intermediate solutions that can bring immediate benefits to low-income groups, including alternative systems. Better quality provision can then be introduced when funding and capacity are available. Participation and accountability This report demonstrates clear but uneven progress in citizen participation and accountability in the field of basic services. Frequently, public participation is understood as the right of citizens to have access to information about tariffs and budgets, to make complaints, or sometimes to co-produce services (where access is limited or non-existent). Paradoxically, public participation in decision-making is deemed to be of minor importance. In several regions, citizen participation takes the form of open meetings of local councils to debate services provision policies, online debates, public meetings, referendums and public consultations. Service users can participate in the establishment of water tariffs and quality standards in England, in Consultative Committees for Local Public Services in France, or appeal municipal decisions and to propose users initiatives in Finland. Consultation and control mechanisms in management and decision-making are also used in Latin America (Colombia, Chile and Peru). In some cases, despite positive legislation, service users stress the difficulties of genuine participation due to asymmetries of knowledge and resources between service users, private providers and public authorities. Mechanisms to gather and respond to user complaints include client panels, electronic feedback systems, service inquiries, and feedback boxes. In some countries, there are national and local public consumer protection bodies. The idea of local ombudsmen has gained ground in Europe and Latin America. There have also been efforts at national and local level to include users in the evaluation and control of public services and municipalities through consultation, open (online) monitoring systems, or surveys, mostly in Europe. In Latin America, the Bogot como vamos project is another example. However, in many countries, it is not easy for users to access the information to participate effectively. Local governments are best placed to collect and publish this data, both for services that they provide directly and those provided by external stakeholders. This information is essential in the local and national policymaking, particularly for control and monitoring and to curb corruption. An important dimension of accountability is dialogue between local governments and workers and trade unions. This is a tradition in most of Europe. In Africa, Asia and Latin America, there is a tradition of neighbourhood organization and mobilization to demand and defend local services. One of the most innovative examples of citizen participation is the participatory budgeting process launched in Porto Alegre in the early 90s, now active in over 1,000 cities. 99 An
99
Cabannes (2013); Cabannes and Ming (2013).
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UCLG- GOLD III Report outstanding example is the city of Chengdu, China, where over 50,000 projects were implemented in 2,300 communities in recent years, resulting in great improvements in day-today life for millions of people. Participatory budgeting also introduced local democratic changes through resident participation in deliberations. (For more examples, see Box 9.3). Box 9.3 Participatory budgeting and basic service provision
A study for GOLD II focused on participatory budgeting in 20 urban centres to see how it influenced basic service provision. The urban centres ranged from small centres to large cities, in Europe, one North America, Asia and (mostly) Latin America. Within these urban centres, 20,000 projects were funded through 74 participatory budgets (PB) processes with a total value of around USD 20 billion. The proportion of the municipal budget allocated through participatory budgeting was generally between USD 8 and 30 per inhabitant although it reached over USD 200 in Ilo (Peru) and USD 180 in Port Alegre. Over a third of all projects were related to one or more basic services. The priorities in basic service projects supported by PB in 18 cities were as follows: 1: Roads, paths, opening up alleys and paving of streets (in 17 cities and often the first or second priority). 2: Water and sanitation (in 13 cities and ranked first or second in six cities) 3: Energy and public lighting (in 13 cities, ranked first or second in five cities) 4: Water drainage (11 cities) 5: Transport and increased mobility (10 cities) 6: Potable water supply (9 out of the 18 cities. Many of the cities already had close to 100% water coverage, but this was the first or second priority in 3 cities) Solid waste collection and management related projects were carried out in only 5 of the 18 cities but were the first or second priority in 3 cities. Source Cabannes (2013).
Strategic planning The governance of basic services is inextricably linked to spatial and long-term strategic planning. Many cities need to plan their future to reverse the deterioration in living standards, reduce the number of slums and accommodate the 1.4 billion new urban residents projected over the next twenty years. This planning includes infrastructure for basic services, which cannot be improvised; repayment takes years, even decades. Planning plays a key role in enabling cities to benet from economies of agglomeration. Therefore, infrastructure plans and priorities for basic services should be informed by a clear understanding of the spatial distribution of current and future economic and social activity. A spatial perspective sheds light on the need to coordinate across sectors, with due regard to social, environmental and economic contexts. The urbanization process also requires that each city and its rural hinterland be treated as an integrated economic and social unit. Prosperity and density go together. Concentration triggers prosperity in both urban and rural areas. The rural versus urban debate should be replaced by an understanding of their interdependence. The economic and social integration of rural and urban areas is the only route to growth and inclusive development.
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UCLG- GOLD III Report Climate change and disaster prevention A high proportion of cities globally have experienced extreme weather events (including storms, floods and heat waves) that have caused disasters, 100 with cities in Asia, Latin America, the Caribbean and North America most at risk. The cost of these disasters has been growing rapidly, and climate change is likely to increase their frequency and intensity. 101 The impact of these extreme weather events varies, and is influenced by the quality of housing, infrastructure and services, as well as by whether local governments have managed expansion in ways that avoid the occupation of high-risk sites. In cities where a substantial proportion of the population lives in informal settlements lacking basic infrastructure and services, risks are particularly high. 102 This is especially true for informal settlements that have developed in flood plains or on steep slopes because no other (safer) sites were available. 103 In some countries and regions, freshwater resources are being depleted and water stress is likely to be further exacerbated by climate change. Many major cities will face serious constraints in freshwater availability. All coastal cities and towns will be affected by sea-level rise 104 and resulting risks from storm surges in the short term; hundreds of millions of urbandwellers live in low-elevation coastal zones that are, or will soon be, at risk. Most cities that already experience high temperatures will face more intense or long-lasting heat waves. All of these risks require local government responses, especially in reducing vulnerability for the poorest. Both disaster risk reduction and climate change adaptation depend on local governments, as so many necessary risk-reduction measures fall within their responsibilities and jurisdictions. While it can be hard for local governments to pay attention to climate change in the face of so many other pressing issues, local governments that invest in improving infrastructure and services or supporting upgrading of informal settlements can integrate disaster risk reduction and resilience to the impacts of climate change into their plans. Many local governments in Latin America have demonstrated a remarkable capacity to reduce disaster risks often supported by national agencies and new legislation. 105 Some local governments have also demonstrated a capacity to integrate disaster risk reduction and climate change adaptation into city planning and governance. 106 Though cities in Europe are less affected by the most severe consequences of extreme weather, they also need to build their resilience. There is also the urgent need for global reductions in greenhouse gas emissions. Many local governments in North America and Europe, as well as some in other regions, have made commitments to reduce greenhouse gas emissions within their boundaries and are implementing initiatives to do so, but the scale and the scope of these commitments needs to expand greatly.
100 101
United Nations (2012); IFRC (2010). IPCC (2012). 102 Bicknell et al (2009). 103 Douglas et al (2007). 104 McGranahan et al (2007). 105 IFRC (2010) 106 Roberts (2008); Roberts (2010).
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9.8 The Millennium Development Goals, basic services and local governments
While the only MDG target that directly deals with basic services is target 7.C on access to safe drinking water and basic sanitation, the achievement of many other goals - the reduction of poverty, hunger and disease, the promotion of gender equality and improved maternal and child health, ensuring sustainable development - implies improvements to basic services. The target of improving the lives of slum-dwellers can also only be achieved by extending access to basic services to informal settlements. Only two basic services covered in this report - solid waste management and transport - were not mentioned in the MDGs. The MDGs have been helpful in drawing attention to basic needs and rights, but weaker in addressing the issue of responsibility for implementation. While national governments made the MDG commitments (with little or no consultation with sub-national governments), local governments are responsible for achieving many of the goals in practice. A major question in achieving the MDGs by 2015 and for the Post-2015 agenda is whether global processes that are still largely dominated by national governments and international agencies can adapt to give sufficient attention to sub-national governments and their three critical roles: as implementers, financers and managers of the basic services that are essential to meeting many development goals; as the focal point for democratic engagement with citizens and civil society on understanding and jointly addressing needs and ensuring accountability; and in monitoring and reporting on progress at local level so that local discrepancies in meeting targets are revealed. Discussions about localizing the MDGs refer to the national level, not local contexts. 107 When good governance is mentioned, it refers to national government activities, rather than the vital relationships between citizens and their local administrations. When progress is measured, national data sets are used, relying on aggregate data, and failing to reveal who is left out and where they live. The report of the UN System Task Team on the Post-2015 Development Agenda pointed out that the MDGs suffered from rigid national policy agendas, following international benchmarks, rather than local conditions. 108 The understandable desire for simple, easily communicated universal goals obscures the complexity of the development process and the diversity of contexts. A sharper focus is needed on the vital roles and responsibilities of sub-national governments and the support they need to fulfil them. A localized perspective is all the more important given the different challenges of rural and urban areas. The world has already achieved the MDG goal of halving the proportion of people without sustainable access to safe drinking water. But, as shown in this report, the indicator for improved provision does not guarantee adequate provision in urban areas. However, despite the limitations of the MDGs, there is now growing international recognition of the importance of sub-national governments in ensuring the universal provision of basic services, and in providing more accountable and transparent governance for citizens and civil society.
We learned from the MDGs that global targets are only effectively executed when they are locallyowned embedded in national plans as national targets. United Nations High-Level Panel (2013) p. 21. 108 United Nations Task Team (2012) p. 47.
107
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UCLG- GOLD III Report Sub-national governments and the Post-2015 agenda 109 At the September 2010 MDG Summit, UN Member States began to consider the Post-2015 Development Agenda. This process includes: deliberations of the High Level Panel set up to advise the UN Secretary General; discussions emerging from the UN Rio + 20 Summit; climate change negotiations; dialogues on financing for development (following the Monterrey Consensus); the Beijing Agenda; and the Habitat III Agenda. The issue of local basic services continues to cut across the debates on poverty reduction; measures to improve the access of poor and excluded people to quality basic services, have produced gains in many countries, states the report of the Secretary-General. The High Level Panel report recognizes lack of access as a manifestation of poverty, and has kept water and sanitation front and centre with a stand-alone goal of universal access to both services. It affirms that everyone should have access to modern infrastructure drinking water, sanitation, roads, transport and information and communications technologies (ICT). It also recognizes, as does the UN task team, that the management of solid waste is a serious challenge in cities. The Post-2015 report of the UN Regional Commission also highlights the importance of basic services to development. All of the themes under consideration in the UN Open Working Group, which works on the follow-up to Rio+20, are directly or indirectly related to basic services: water and sanitation; health and population dynamics; infrastructure development and industrialization; energy; sustainable cities, human settlements, transport, consumption and production; social equity, gender equality and womens empowerment. As GOLD III demonstrates, basic services are best where empowered local governments have the authority, resources, and capacity to fulfil their responsibilities in delivery. Many local governments have been pioneers in inclusive development. Where substantive progress is being made on the MDGs, it often thanks to local governments. Accountability and transparency mechanisms, allowing residents to hold local governments to account, are critical, especially for residents for whom global development goals are not yet a reality. It makes sense, therefore, for the setting, implementation and measurement of global goals and targets to be decentralized, or localized. Local governments which have much of the responsibility for meeting international goals should have an influence in setting priorities, greater resources and capacities to meet them, and a role in monitoring their achievement at local level. The United Nations Task Team report urges flexibility in implementing goals in local contexts, stressing that there are "no blueprints" and that space is needed "for experimentation and adaptation to local settings." The United Nations Regional Commission report notes nonincome related disparities in the achievement of goals at local level and argues that experience has shown the added value of approaches involving local governments. The High Level Panel report, in particular, explicitly recognizes local governments as vital and positive stakeholders in development an argues that local authorities form a vital bridge between national governments, communities and citizens and will have a critical role in a new global partnership.
This section draws from a number of reports and documents: UN Task Team (2012); Report of the Secretary-General (26 July 2013); United Nations Regional Commission (2013); HLP (2013).
109
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UCLG- GOLD III Report Urban poverty beyond 2015
The reports of both the Secretary-General and the HLP acknowledge the transformative power of urbanization, and the challenges it brings. The HLP report affirms that cities are where the battle for sustainable development will be won or lost, and implies that the ability of local governments to tackle urban poverty is crucial. The HLP report recognizes the scope and scale, and growing importance of city government responsibilities, arguing that good local governance, management and planning are the keys to making sure that migration to cities does not replace one form of poverty by another. Commendably, the HLP report also points out that the most pressing issue is not urban versus rural, but how to foster a local, geographic approach to the post-2015 agenda. The Panel believes this can be done by disaggregating data by place, and giving local authorities a bigger role in setting priorities, executing plans, monitoring results and engaging with local firms and communities. It suggests that one way to support local governments is by recognizing that targets might be set differently at the sub-national levelso that urban poverty is not treated the same as rural poverty, for example. Local development but how?
While the HLP Report notes the essential roles of local governments, it does not mention decentralization or specify how local governments can contribute. Here, as in many other sets of global recommendations, there is no recognition that local governments should be included in defining and making commitments. Scant attention is paid to the unique challenges that both rural and urban governments face in making poverty-reduction a reality. Goals can be universal but targets and indicators need to recognise both the differences and the interdependence between rural and urban contexts and the need for social and territorial cohesion. Even more worryingly, while the Panel recommends an international conference to take up the issue of finance for sustainable development, it makes no mention of improving the financing of sub-national governments.. Local governments will not be able to fulfil their potential to contribute to the development agenda if they lack adequate resources. Good governance: a newcomer in the post-2015 Agenda
Good governance, not included in the MDGs, has become a central issue in the post-2015 debates. Over the last decade there has been increasing interest on the part of international agencies in good governance and social accountability for service provision. The High Level Panel report calls for a fundamental shiftto recognise peace and good governance as core elements of well-being, not an optional extra. The UN Regional Commission report recognizes too that democratic, accountable governance at all levels is critical to sustainable development. Residents should be able to hold service providers to account, and civil society organisations are often the most effective means to increase the influence of the marginalized and to improve access to basic services. Even more positively, the concept of good governance is finally coming to include local governance, including more integrated territories and enhanced partnerships. The UN Solutions for Sustainable Development Network report recognizes that local government is an integral partner and stakeholder in good global governance, 110 and emphasizes the enormous challenge of urban governance. The UN Task Team report recognizes that the tailoring of
110
United Nations Solutions for Sustainable Development Network (2013) p. 3.
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UCLG- GOLD III Report development targets to national and local circumstances is most effectively and legitimately done through participatory processes. As GOLD III demonstrates, local governments are often at the forefront of collaborating with other levels of government, civil society, and the private sector to provide innovative solutions to pressing citizen needs. Inequalities and basic services
Although the High Level Panel report did not recommend goals relating to inequalities, this issue is seen as critical by many stakeholders. Many of the most dramatic inequalities are related to housing, living conditions and access to basic services, which have knock-on effect on other inequalities, particularly gender inequalities. This connection led the Global Task Force of Local and Regional Governments for Post-2015 111 to include basic services as one of the main elements of its agenda. The GOLD III Report has drawn attention to the basic services that are critical to both the achievement of MDGs and the Post-2015 Agenda. Without drinkable water, sanitation and waste management and a healthy environment, there will be no future. Without the basic infrastructure that is the foundation of prosperity, there will be no development. Putting people first means making basic services a priority, and local governments are key partners in facing this global challenge. This firm belief and commitment forms the basis of the recommendations that follow.
10. Recommendations
For the achievement of the MDGs and to support the Rio+20 Agenda and the future Post2015 Agenda, a stronger partnership between national, regional and local governments, international organizations and civil society is needed to guarantee universal access to basic services as a cornerstone of global development. 'Putting people first means putting basic local services first. This implies: The recognition of the vital role of basic local services in guaranteeing human rights and dignity, driving economic development, and addressing social and economic inequalities, including gender inequalities; A political commitment to increase investment in basic services in order to address existing deficits in provision, increasing demand in urban areas, and the sustainability and resilience challenges posed by climate change and other threats; The development of new forms of production and consumption for the provision of sustainable basic services in a world whose population will grow to 9 billion within the next 30 years.
Local and regional governments and their associations, with the support of other levels of government, should:
Local and regional government organizations launched the Global Task Force of Local and Regional Governments at the UCLG World Council in Dakar in December 2012. It aims to build a joint strategy to contribute the perspective, knowledge, and interests of local and regional governments to international policy-making debates within the framework of Rio+20, the Post-2015 Agenda, and towards Habitat III.
111
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UCLG- GOLD III Report Take responsibility for ensuring universal access to local basic services and, in pursuit of this goal, develop long-term strategic plans for basic service infrastructure development: Infrastructure plans should be developed alongside land use plans and support city development strategies; Planning should include long-term investment strategies that take account of the full economic and social cost of service provision; Priorities should include building and maintaining capacity to reduce disaster risk and improving the resilience of basic services to natural disasters and climate change.
Develop sustainable financial strategies that ensure access to quality basic services for all: Define business models that guarantee the long-term financial viability of each service. Tariffs and public spending should aim to cover operating costs and, where possible, contribute to investment and service expansion. Particularly in lower-income countries, increases to current levels of public financing remain essential; Use mechanisms such as social tariffs, cross-subsidies and safety nets to make basic services affordable to all members of society; Put in place accountable and transparent information systems on local budgets and the use and allocation of all funds for basic services should be put in place to ensure that citizens can hold local governments and service providers to account; Take steps to improve local and regional governments creditworthiness, and that of public operators, to increase their borrowing capacity on the financing market.
Promote innovative multi-stakeholder and multi-level partnerships: Initiate policy dialogue with key stakeholders (central governments, service operators, trade-unions, civil society) to draw up local charters defining levels and standards of services, roles and responsibilities, financing and management; Local governments should acknowledge the role played by small scale and informal operators in basic service provision, particularly in informal settlements, and assume responsibility for monitoring quality, harmonizing prices, and coordinating service deliver with official providers to avoid gaps in provision; The following principles should inform partnerships with other stakeholders in the delivery of services: (1) local governments remain ultimately responsible for services; (2) clear legal and regulatory frameworks; (3) and the aim is to harness the financing and expertise of partners to improve service access and quality; (4) accountability and transparency must be ensured.
Build in-house policy-making, management and oversight capacities: Improve the efficiency and effectiveness of local and regional government departments and public providers by investing in human and technical resources and implementing modern management systems and technologies; When basic service provision is entrusted to external partners, local governments should develop and maintain the internal capacity to monitor and provide oversight to ensure that access, quality and tariffs meet the needs of citizens; Improve local data on basic service access and quality with the aim of identifying local needs and priorities and of monitoring service delivery. Local data should be made public so users can hold providers to account; Make preventing and tackling corruption in basic services a priority and establish appropriate criminal penalties and whistle-blower protections.
Urban and metropolitan governments should:

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UCLG- GOLD III Report Adopt measures to ensure inter-jurisdictional coordination: Coordinate between metropolitan and neighbouring local governments to ensure that basic service infrastructure accompanies and guides urban growth; In the water sector, carry out coordination at the level of the river basin, facilitating local partnerships to act in the event of emergencies or disasters.
Harness land management and land added value to develop service provision: Consider using land management and taxes on land-added value to leverage funds to finance urban development and basic services; Use GIS (Geographic Information Systems) and other satellite based tools in land market analysis to monitor land value of areas served by basic service infrastructure.
Encourage participatory strategic planning Engage all stakeholders in planning, including those living in slums and informal settlements. The needs of women should be taken into account at all stages of the planning process; Design facilities and transport systems to guarantee the mobility and security of people with disabilities and other special needs.
National governments and international institutions should:

Harness the enormous potential of local governments to provide basic services by applying the principle of subsidiarity Recognize the diverse ways that local governments globally have expanded and improved basic service provision, with examples of both success and failure; Provide clear legal frameworks for decentralization, defining the responsibilities of local governments in service provision and facilitating their relationships with other stakeholders; Accompany decentralization with capacity building policies to improve the ability of local governments to manage services and negotiate and work with external partners.
Define and implement an effective multi-governance framework for basic service provision Improve vertical and horizontal coordination between and within local, regional and central governments to: address the challenges of basic service delivery that cross municipal or regional borders; promote collaboration, knowledge-sharing and resource efficiency; and to improve the implementation of national sectorial policies; Recognize local governments freedom to choose, in consultation with communities, the models of service management and partnership that fit local needs and priorities; Provide frameworks for procurement and contracting, and the technical, professional supports to implement them, so local governments can hold partners to account; Give local governments a seat at the table in international negotiations that affect basic service provision or impose constraints (e.g. trade agreements, employment laws, development goals, service standards, procurement rules).
Equip local governments with the financial resources to improve basic service provision Local governments need financial powers and autonomy to generate local revenues, set service tariffs, target subsidies at the poor, and experiment with innovative financing models; Guarantee that transfers to complement local government budgets are regular and predictable, set based on objective cost assessments and aim to equalize service disparities between regions; 39
UCLG- GOLD III Report Establish or reinforce mechanisms like municipal development funds and municipal banks to leverage access to credit or capital markets and adapt them to the long-term horizons of infrastructure investments; Donors and multilateral financial institutions should target technical support and aid to sub-sovereign levels of government; international institutions should support consistent, long-term investment in basic services in order to provide concessional loan rates to local governments and explore ways to develop guarantees and reduce risks; Give local governments direct access to global financing mechanisms such as the Clean Development Mechanism and emissions trading schemes, and facilitate their use of such mechanisms.
National and local governments and international institutions should:

Promote decentralised cooperation between local governments and public-public partnerships between utility operators; Support international and regional training centres and programmes to strengthen capacities of local governments and service providers.
Both national and local governments should:

Create an enabling environment for civil society participation; Institutional frameworks should specify the rights and responsibilities of civil society organizations and trade-unions in relation to basic services; Promote the informed involvement of civil society in basic service provision, and in the definition, monitoring and evaluation of public policies; Set up ombudsmen to trouble-shoot and mediate between citizens, service operators and local governments to resolve conflicts; Involve community organizations and civil society in the co-management of systems for monitoring public opinion about the quality and price of services.
Public and private sector service providers should:

Carry out their contracts in accordance with International Guidelines on Decentralization and Access to Basic Services for All, national and international legislation and instructions from public authorities Combine efficiency in service provision (to keep costs and environmental impacts as low as possible) with attention to the social impact of basic services; Submit to regular transparent auditing and develop mechanisms to ensure accountability and tackle corruption in public service delivery; Comply with local, national and international standards on working conditions, including ILO Conventions on fundamental rights and decent working conditions; Private providers should step up efforts to hire local workers, build their capacities and promote them to management positions.
Recognize their corporate social responsibility to the communities where they operate Invest in health, educational or social services to support local development; Participate in local planning, consultation, monitoring and capacity-building.
Civil society, trade unions and community organizations should:

40
UCLG- GOLD III Report Claim the right to participate in policy-making and the allocation of resources for basic services. Encourage underrepresented groups, particularly women, in this regard; Hold local governments and service providers to account for inadequacies in quality, coverage or cost of basic services by developing their capacity to monitor services, express their views, make claims and register complaints; Share knowledge about service delivery with other stakeholders and coordinate their initiatives with local governments to avoid overlaps or gaps in provision; Where informal organizations of workers work in partnership with local governments to provide services, efforts should be made to improve their working conditions and the quality of services.
41
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VIII.
Christopher W. Hoene and Darrene Hackler (U.S.) Andrew Sancton (Canada) National League of Cities (NLC) in collaboration with the Federation of Canadian Municipalities (FCM) Coordinator: Jim Brooks, NLC
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8.1 Introduction
Basic local services, referred to as public infrastructure services in North America, are often described as the backbone of the economic systems and quality of life in Canada and the United States (U.S.). While access to basic public services is not a key challenge in the region, after decades of under-investment, both countries are confronted by significant infrastructure deficits backlogs of delayed repairs and construction needed to sustain and improve current infrastructure, and of strategic investments in additional infrastructure to support future growth. These infrastructure deficits are sometimes visible to the general public in the form of crumbling roads and crowded buses, subways, and roads, but also take the less visible form of decaying drinking water and sanitation systems, or the structural deterioration of bridges. Without significant reinvestment in public infrastructure systems, local leaders in the region warn that it will become increasingly difficult to sustain economic growth and quality of life. The challenge goes beyond traditional mechanisms for delivering basic local services and financing public infrastructure services. On their own, local
Both countries are confronted by significant infrastructure deficits.
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governments in the U.S. and Canada lack the revenue tools to rebuild infrastructure. Local governments in both countries own and operate the largest shares of their nations infrastructure, but collect much smaller shares of the total tax dollars paid. Given the scale of reinvestment needed, the involvement of provincial, state and national governments, and the private sector, will be required. Amid constrained resources at all levels, particularly emerging from the recent recession, reinvestment will
also have to better integrate infrastructure systems (transportation, water, sanitation, solid waste, and energy). This reinvestment will need to be sustainable integrating the goals of economic growth, responsible stewardship of resources, and equity in access to, and bearing the costs of, infrastructure. The public policy challenges loom large for both nations, but must be addressed in order to enrich quality of life and maintain the regions international competitiveness.
8.2 Institutional frameworks
Federal systems
A defining feature in North America is that the provision, governance, financing, and challenges confronting basic local services are nested within complex federal systems. The U.S. and Canada are constitutional democracies employing systems of federalism that devolve authority in varying degrees across basic local service arenas. Federalism refers to a system of government where authority and responsibility are constitutionally separated between a central or national government and sub-central or sub-national governments. The U.S. government structure is composed of one federal government, fifty states, four unincorporated organized territories, and 89,476 local governments: counties, municipalities and townships, special districts, and school districts. Canada has one federal government, ten provincial and three territorial governments, and almost 4,000 local governments. Both countries provide constitutional authorities and protections to states and provinces. However, local governments in both countries are often referred to as creatures of states and provinces, in that they typically enjoy only those powers
The U.S. and Canada are constitutional democracies employing systems of federalism that devolve authority in varying degrees across basic local service arenas.
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and authorities delegated to them by the states and provinces. Although Canada is a highly decentralized country in terms of federal and provincial powers, it is much more centralized with respect to provincial powers. Each province has separate legislation governing its municipalities, and there is variation from province to province. In general, in terms of basic local services, Canadian localities are responsible for delivering roads and transit, water and sanitation, solid waste, and planning. However, the provinces and the federal government are often active in planning, financing, and regulating infrastructure. Electricity is mostly the purview of provincially owned and operated public enterprises, as is gas in some provinces. In other provinces, gas is provided by publicly-regulated private monopolies. Broadband in almost all provinces is a provision of publicly-regulated private monopolies. Similarly, in the U.S., the assignment of service responsibilities to the state versus the local level can vary widely across states, depending on constitutional and statutory provisions. The federal government generally plays a much smaller overall role in direct service delivery than do state and local governments, but the federal government often has important influence over service delivery through federal grants, loans, and cost sharing that come with various restrictions, as well as through federal laws and regulations. State and local governments have nearly exclusive responsibility for a number of services, including transportation and transit, solid waste management, water and sanitation, and transit, although the federal government plays some regulatory and fiscal roles in all of these services. Electricity, gas and broadband are more often the purview of private sector providers, with some provision provided by publicly owned and operated enterprises, but the federal and state governments have significant regulatory authority.
Scale and geography

North Americas complex federal systems are not the only challenges to the investment and construction of public infrastructure. In both countries, scale and geography complicate all phases of basic service provision. Both countries are large, with U.S. governments providing services to 300+ million people and Canadian governments to 33 million people across great distances. The costs of building and maintaining some infrastructure services across these large geographies and populations often results in natural monopolies, operated by a mix of public and private enterprises and, increasingly, public-private partnerships. Regional, multi-jurisdictional special authorities and districts are common in transportation, transit, water and sanitation, and solid waste.
to other regions, nevertheless present challenges in terms of variation in service quality across jurisdictions and, in some notable exceptions, access to basic services for specific communities. An overarching issue affecting the above challenges is how to address planning and sustainability. With their highly developed economies and systems of governance, the U.S. and Canada enjoy long histories of significant investment in infrastructure. However, as highly developed systems, both countries tend to organize and deal with basic services in discrete silostrans-
portation and transit, water and sanitation, solid waste, energy, etc. Planning largely happens within each silo and integrated approaches across infrastructure investments are rare, but there is recognition in both countries that other approaches are needed to ensure the sustainability of infrastructure.1 Management and financing models in the region are heavily influenced by institutional frameworks and governance models in both countries and for this reason these issues are dealt with together in this report.
Both countries tend to organize and deal with basic services in discrete silos.
The costs of building and maintaining some infrastructure services across these large geographies and populations often results in natural monopolies.
Policy challenges
Beyond the inherent challenge posed by decentralized federal systems and geographical scale, a number of key challenges, addressed in more detail later in the chapter, are currently confronting local governments in North America in the provision of basic services:
Aging infrastructure and deferred
maintenance issues that present policymakers with difficult choices between maintaining current infrastructure and more costly replacement at a later date; by the continued population growth and expansion of urbanized areas;
Demand for new infrastructure fueled
Identifying and implementing financ-
ing and pricing mechanisms that are sustainable over time, politically viable, and that more effectively price the full costsconstruction, operation, and maintenance, of infrastructure; and,
1
Equity and access which, while rel-
atively lesser in scope in comparison
Task Committee on Planning for Sustainable Infrastructure (2010).
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8.3 Governance, management and financing models
government-owned non-financial assets in Canada. The per capita value of local government non-financial assets in 2011 was 10,960 CAD in comparison to the 1991 value (adjusted for inflation) of 7,013 CAD, indicating modest growth in public-owned infrastructure spending over the 20 year period. Until recently, Canadian federal grants to municipalities for local infrastructure investment have been sporadic. The latest round began modestly in 1993.3 Up through 201112, there were three distinct federal programs for funding local infrastructure:
Gas Tax Fund Half the revenue from
funds for an additional 10 years a significant extension of federal funding, including a 2% indexing of the purchasing power of the federal Gas Tax Fund transfer program. The new and enhanced federal investment promises to deliver 5 billion CAD annually in local government infrastructure over a minimum of 10 years, with more than half provided through permanent, flexible federal transfer programs. The federal investment represents approximately one third of municipal capital budgets. The 2013-14 federal budget renewed the P3 and Building Canada Funds for the next ten years.5 In comparison, capital outlay by the federal government accounts for nearly 91 billion USD, or approximately 13 % of total local spending in the U.S. However, much of the local spending on infrastructure occurs outside of the definitions of capital spending used by the U.S. Census. In 2006-07, significant infrastructure investment, including capital outlay, was made in surface transportation (50 billion USD, 7 % of total spending), transit (35 billion USD, 5 %), water (49 billion USD, 7 %), sanitation (52 billion USD, 8 %), solid waste management (16 billion USD, 2 %) and public utilities (100 billion USD, 14 %).6 The U.S. Congressional Budget Office (CBO) estimates that the percentage of total capital spending at around half of total spending. In total, the CBO also estimates that local and state governments in the U.S. are responsible for approximately three quarters of all investment in infrastructure, with the federal government making up the remaining quarter. On an annual basis, these expenditure totals adjusted for inflation and shares have not varied much in recent years. In fact, given rising costs of infrastructure maintenance and construction, there is considerable concern that current spending levels in the U.S are not keeping up with demands and needs.
Spending on basic services is difficult to accurately measure in the region because of the challenges of federalism, geography and scale. While service provision is highly decentralized, significant funding and spending occurs at federal and provincial/ state levels. The spending figures provided below are derived from federal data sources and show spending on basic services in Canada and the U.S. In terms of local government expenditure, as of 2007, the most recent year for which comparable data are available, total Canadian local government expenditure was 69.3 million Canadian Dollars (CAD), of which 25 % was for capital expenditures; total U.S. local government expenditure was 697.7 million USD, of which 13 % was for capital expenditures. Canadian and U.S. data that are roughly comparable are presented in Table 1 below. One measure of publicly-owned infrastructure spending in Canada is the value of non-financial assets owned by the three levels of government.2 Statistics Canada provides estimates of the value of non-financial assets in millions of Canadian Dollars from 1991 to 2012. As of 2011, local governments owned just over half of all
the federal tax of 0.10 CAD on each liter of gasoline sold in Canada is sent to municipalities to be used for environmentally sustainable capital projects. In 2011-12, this amounted to 2.206 billion CAD. projects involving public-private partnerships; 275 million CAD.
P3 Fund To be used for local capital
Building Canada Fund A federal fund
for major projects to which municipalities apply for funding and provincial governments receive varying degrees allocations; 974 million CAD.4
The fiscal crisis in 2008 prompted the federal government to agree that granting funds to for immediate infrastructure investment at the municipal level was the best way to provide much-needed economic stimulus. There is considerable evidence to suggest that this policy met its objectives in that it likely created at least 100,000 new jobs. The Conservatives eventually made permanent and enhanced the major federal infrastructure programs initially launched by Liberal governments. The 2013-14 federal budget continued a trend of increasing federal investment in local infrastructure. The budget renewed expiring infrastructure
Values reported are after allowing for depreciation. Bojorquez et al (2009) p. 440. Canada Office of Parliamentary Budget Officer (2013). http://www.budget.gc. ca/2013/doc/plan/chap33-eng.html See http://www.cbo. gov/sites/default/files/ cbofiles/ftpdocs/119xx/ doc11940/11-17-infrastructure.pdf
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Table 8.1 Local government spending on infrastructure in North America

Canada (CAD) Population Total Expenditure General/Current Expenditure Capital Expenditure Urban Transport (Highways, Roads, Streets) General/Current Expenditure Capital Expenditure Transit General/Current Expenditure Capital Expenditure Sanitation Collection and Disposal General/Current Expenditure Capital Expenditure Solid Waste/Garbage Collection General/Current Expenditure Capital Expenditure Water Supply General/Current Expenditure Capital Expenditure Electricity/Gas Supply $4,594,728 $2,395,327 NA $49,140,868 N/A $67,437,167 $2,932,499 $568,930 $14,570,257 $1,346,672 $4,206,140 $2,337,332 $37,237,345 $15,139,019 $2,408,281 $358,417 $35,608,210 NA $9,953,663 $5,618,756 $35,355,884 $14,746,489 33,115,000 $69,305,803 $52,086,289 $17,219,514 U.S.A. (USD) 301,300,000 $697,683,221 $415,365,064 $90,884,506
Urban transportation and transit

North American local and state/provincial governments have lead responsibility for most transportation and transit infrastructure, but the federal governments have important regulatory and fiscal influence roles. In the U.S., the federal government often plays a significant role in multi-jurisdictional projects and planning. Although this role of the U.S. federal government has changed over the past century, it currently includes investment in new infrastructure, maintaining existing transportation infrastructure, and regional and multi-jurisdictional coordination. In Canada, these functions are generally performed by provincial governments. No single level of government has the fiscal capacity to cover the full range of transportation needs, resulting in intergovernmental governance and funding structures. However, in part due to the complexities of these arrangements, neither country has a cohesive national transportation policy or plan. Surface transportation (roads, highways, bridges) In Canada, highways are provincial responsibilities, and there is no Canadian equivalent of the U.S. Interstate Highway System, nor any regular federal presence in the creation and maintenance of urban expressways. Most of Canadas roads and bridges are owned and operated by local governments. For example, in the largest province, Ontario, municipalities are responsible for over 140,000 kilometers of roads and more than 15,000 bridges and large culverts. In comparison, the provincial highway system includes 16,000 kilometers of roads and 4,750 bridges and large culverts.7 Transportation planning for all of Canadas major cities must involve the relevant provincial government. Municipal prominence is even greater in urban areas, with the exceptions of provincial highways and major expressways.
The only municipalities in Canada that own and maintain major urban expressways are Torontos (Canada) Don Valley, Gardiner, and Allen expressways, Hamiltons (Canada) Lincoln Alexander and Red Hill Valley, and Windsors (Canada) E.C. Row, which all in the Ontario province. Although originally built with provincial financial assistance, none receive provincial funding. Most urban roads and bridges in Canada are financed, built and maintained by municipalities, and federal and provincial levels of government provide minimal financial assistance. Statistics Canada tracked local government spending on roads from 1988 to 2008.8 The data indicate that capital spending started increasing dramatically in 2005, the year that the federal government enacted its policy of sharing gas-tax revenues with local governments. Depending on the financial policies of each municipality, capital costs are paid by varying combinations of accumulated reserves and long-term borrowing. Many new municipal roads, however, are built through public-private partnerships. In both Canada and the U.S., most new suburban areas (subdivisions) are built by developers as a result of an agreement with the relevant municipality. The agreements usually require the developer to build the public infrastructure (roads, water-supply pipes, and sanitation) and, as the project nears completion, give ownership to the municipality. There are no national data on the value of such developer-built infrastructure. In contrast to Canada, the U.S. has an extensive federal Interstate Highway System, and greater shared responsibility for surface transportationroads, highways, and bridges. Local, state, and federal governments play a variety of roles from the raising of revenues, to spending on constructing and operating transportation systems.9 As in Canada, most U.S. local roads fall under the jurisdiction of local governments.10
Neither country has a cohesive national transportation policy and plan.
Sources: U.S. Census Bureau, Census of Governments and Statistics Canada. Note: local services included in each category, the definition of each category, and the delineation of general/current expenditures and capital expenditures can vary significantly between the two countries, and disaggregating the data for local governments is largely infeasible. The authors caution against drawing much from comparisons of spending levels between the two countries. Comparisons are more appropriate within countries, across the categories.
Ontario Provincial-Municipal Roads and Bridges Steering Committee (2012) p. 4. Statistics Canada, 3850024.
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15
Box 8.1 Surface transportation examples in Canada Expressways in Toronto, Ontario In 1993, the then Premier of Ontario announced that, in order to help relieve gridlock on Torontos roads, a public-private partnership would build a new toll-financed East-West expressway around the north part of Toronto (Highway 407). In 1994, the Ontario government announced that Canadian Highways International Corporation had won the contract to build and develop the new road. By 1996, the first leg of the road was complete, and in 1997 new transponder and photo-imaging systems enabled automatic billing of tolls to car owners without any toll booths in the system. The Progressive Conservative provincial government fully privatized the expressway in 1999 but, in 2011, the Liberal government announced that an eastward expansion of the highway would be built by 2020, and that it would remain under public ownership. The Gardiner Expressway in Toronto offers another example of a pressing road infrastructure issue facing a local government in Canada. The current elevated structure is in need of a complete overhaul, and its location is challenging in that it separates downtown Toronto from the Lake Ontario waterfront. Toronto is faced with either demolishing it or burying it, but both options are costly and would have significant implications for downtown Toronto. Electric Vehicle Infrastructure in Vancouver, British Columbia The City of Vancouver (Canada) is conducting a field test of charging infrastructure for plug-in electric vehicles (PEVs) to reduce greenhouse gas (GHG) emissions, increase electrical grid resilience and integrate renewable energy. The city will lease four pre-commercial PEVs to test some 70 charging stations that will be installed and then monitored through complete system testing. The stations will be installed in residential areas, at large employment sites, fleet garages, and public sites such as supermarkets and entertainment venues. Level 1 (110V) and 2 (220V) charge stations will be installed to test a range of charging approaches and will allow charge times of 12-14 hours or 6-8 hours, respectively. During the testing period, the city will evaluate the draft guidelines for Canadian charging infrastructure and the new City of Vancouver building and electrical codes for charging infrastructure. They will also identify and analyze system impacts and opportunities for electric utilities. If the field test is successful, the city will install at least 250 additional charging stations by 2020, which could reduce GHG emissions by approximately 400 tonnes of CO2e per year. This field test is part of a highly integrated province-wide test that is linked with national efforts and with the U.S. Department of the Environment PEV infrastructure program.
However, while local governments have most of the authority over local roads, the funding comes primarily from other sources, like state and metropolitan/regional planning authorities/organizations. This creates a hybrid system where local authority is heavily interlinked with the U.S. intergovernmental system. Research conducted by the National League of Cities (NLC) reports that local governments have sole or shared responsibility for roads, streets, bridges, and lighting, with 56 % reporting that they share functional responsibility for these services with other local governments, state governments, and the federal government.11 In the case of cities, 88 % report that they have primary responsibility for roads and bridges in their jurisdiction.12 In metropolitan areas, three entities exert influence on federal spending and project implementation: 1) state transportation agencies, 2) public transportation operators (transit agencies), and 3) metropolitan planning organizations (MPOs), required by the Federal-Aid Highway Act of 1962 in any urbanized area with a population greater than 50,000. MPOs are primarily made up of local government representatives from the region and have autonomous decision-making authority when it comes to transportation planning and allocation of federal funding for metropolitan regions. In contrast, counties and small towns outside of U.S. urbanized areas participate in statecreated regional transportation planning organizations. Local officials have the ability to select projects for their region using federal funds; however, this varies from state to state, with some states granting MPOs increased authority.13 Current federal law requires states and local governments to produce Transportation Improvement Plans (TIPs) to receive federal funding, and local governments play the key role in ensuring public participation in determining the needs and priorities used to select projects. Local
governments also assume responsibility for project development and construction. In terms of governance models, federal, state, regional/metropolitan and local governments are intertwined in the governance of transportation systems. The governance models are largely dictated by issues of scale in population, geography, and financing. The predominant governance model in metropolitan and urbanized areas is a quasi-public, quasi-private authority/agency that governs the provision of the service under federal and state guidance and funding requirements, with varying degrees of local input and ability to shape transportation plans. For smaller, more rural local governments, transportation system governance typically rests in the hands of counties or a state transportation department. More recently, public-private partnerships (PPPs, more recently referred to as P3s in the two countries) have been used as a way to reduce public-sector spending on constructing, operating, and maintaining highway facilities. PPPs are discussed below as a model of innovative financing. Local government revenues account for one-third of all U.S. surface transportation funding, with both traditional and direct non-traditional revenue generating approaches in use. These include general fund appropriation, bond (capital debt) issue proceeds, investment income, motor fuel and vehicle taxes, other taxes and fees (including experiments in congestion pricing), hotel or rental car taxes that are directed to transportation,14 property taxes, and tolls.15 Of these, local general fund appropriations represent the largest single source. With recent declines in federal and state budgets, an increasing number of local county and municipal governments are enacting new taxes to generate revenue for transportation needs. These often require local referenda and result in increases to the local sales tax, which can be leveraged in the municipal bond market.16
Governance models are largely dictated by issues of scale in population, geography, and financing.
Gifford (2012) p. 594 623. The states of Virginia, Delaware, North Carolina, and West Virginia have county roads under the purview of each states department of transportation (DOT). See page 1 and figure 1 of http://www. virginiadot.org/business/ resources/local_assistance/GMU_Devolution_Study_Final.pdf and an older study that mentions Alaska also used to have this structure: http:// ntl.bts.gov/ ib/37000/37 000/37019/98-r29.pdf for more history. Hoene et al (2012). National League of Cities (2012). Shoup and Lang (2011) p. 46. AASHTO (2012). List is from http://utcm. tamu.edu/tfo/highway/; for greater description of each, see: http://utcm. tamu.edu/tfo/highway/ summary.stm.
10
11 12
13
14 15
Sources: http://news.ontario.ca/mto/en/2011/03/highway-407-east-extension-to-be-completedby-2020.html http://www.waterfrontoronto.ca/explore_projects2/the_gardiner_expressway/the_gardiner_ea_ terms_of_reference.
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Public private partnerships and municipal infrastructure banks have been explored as ways to reduce publicsector costs and leverage private sector capital to construct, operate, and maintain transportation facilities.
A commonly used finance innovation in the transportation arena is the issuance of debt (bonds) to pay for larger transportation investments, which are paid back over time using existing or new revenue sources that are often enhanced by the investments. This financing approach is more commonly applied to individual projects than to multi-project transportation programs. State government authorization is often required in order for local governments to utilize debt financing.17 More recently, public private partnerships and municipal infrastructure banks have been explored as ways to reduce public-sector costs and leverage private sector capital to construct, operate, and maintain transportation facilities. These emerging financing strategies combine public and private capital and equity, typically allow private sector operators to finance and maintain systems
by charging usage fees, and, in the case of public private partnerships, are assumed to help accelerate project delivery. The U.S. Department of Transportation Federal Highway Administration (FHWA) reports that 23 U.S. states and one U.S. territory have enacted statutes that enable local governments to use these approaches for the development of transportation infrastructure. Urban/mass transit (bus, rail) As with roads, there is no dedicated Canadian federal government urban transit program, though the federal government funds particular transit investments through its recent infrastructure programs.18 All provinces provide some form of capital funding for transit infrastructure, which include the purchase of new buses, but the formulas vary dramatically from province
to province. In Toronto, Montreal (Canada), and Vancouver, commuter/fixed rail transit systems are owned and operated by provincial-government agencies.19 TransLink, the Vancouver-based agency, also owns and operates the citys bus system. In Toronto and Montreal, the subway and bus systems are owned and operated by municipal special-purpose bodies, but
the municipal councils of the cities of Toronto and Montreal are effectively in control and ultimately accountable for their performance. Ottawa (Canada), Calgary (Canada), and Edmonton (Canada) each have some form of light-rail transit (LRT) in addition to a large network of buses. All other Canadian cities only provide bus systems.
Box 8.3 Public transit examples in Canada TransLink in Vancouver, British Columbia TransLinks official name is the South Coast British Columbia Transportation Authority. It is charged with overseeing roads and public transit in the Vancouver metropolitan region. Since 2007, it has been governed by a nine-person board of directors chosen by the Mayors Council on Regional Transportation from a panel of 15 nominated by the provincial government and select local organizations, including the Vancouver Board of Trade. The council comprises the mayors of 21 municipalities and the chief of a First Nation served by the system. Each mayor or chief has one vote for every 20,000 people he or she represents. The board is charged with operating the overall system, but the Mayors Council must approve transportation plans, levels of municipal funding, and borrowing limits. In addition to drawing on local funds, TransLink itself has direct access to funds from taxes on parking lots and gasoline sold in the area. The Yards at Fort Rouge, Winnipeg The City of Winnipeg is working in partnership with a private development company, GEM Equities Inc., to develop the citys first Transit-Oriented Design (TOD) community on a former rail yard close to Winnipegs downtown core and adjacent to the citys new Southwest Transit Corridor. The sustainable transportation component of this project will entail the construction of the new Jubilee Transit Station, transit access routes, and active transportation paths. This project will also include the installation of a geothermal system to heat and cool the new transit station, and over 1,000,000 square feet of residential space. This 900 unit infill project is on a former brownfield site adjacent to the citys new dedicated transit line and will have transit stations at either end of the development. As part of its development plans, Gem Equities will build the Jubilee Transit Station with new roadways that allow pedestrian and cycling friendly access to residences, and transit stations and dedicated pathways to access the adjacent Winnipeg Active Transportation Pathway. It is expected that the Yards at Fort Rouge project will lead to a 13.21 % reduction in vehicle kilometers traveled (6,714,240 km).
Box 8.2 Public-Private transportation partnerships in the U.S. The City of Reno, Nevada issued 111.5 million USD in bonds that are backed by hotel room and sales taxes to complete the Reno Transportation Rail Access Corridor (ReTRAC) project. The PPP involved Reno creating partnerships to complete the project. Instead of using the traditional design-bid-build, there was an estimated 18-months schedule savings through use of design-build PPP, where the private sector was responsible for design and construction with input from a City task force. The project construction started in 2002 and finished in 2006, and Reno repaid the original $50.5 million loan with interest in May of 2006. The City of Chicago, Illinois Department of Streets and Sanitation operated and maintained the Chicago Skyway Bridgea 7.8-mile toll road built in 1958 to connect the Dan Ryan Expressway to the Indiana Toll Road. In 2005, the City of Chicago leased the operations and maintenance of the Skyway Bridge to the Skyway Concession Company, LLC (SCC) for 99 years. The operating lease provided Chicago with $1.83 billion, while the SCC has the right to all toll and concession revenue and responsibility for all costs of the Skyway. This agreement between SCC and the City of Chicago was the first privatization of an existing toll road anywhere in the U.S.
20
16 17
Ibid.
The description utilizes information from http:// utcm.tamu.edu/tfo/highway/summary.stm#if.
Sources: http://www.fhwa.dot.gov/ipd/project_profiles/nv_retrac.htm; https://www.reno.gov/modules/showdocument.aspx?documentid=6840; http://www.chicagoskyway.org/; http://www.fhwa. dot.gov/ipd/project_profiles/il_chicago_skyway.htm.
On First Nation see note below.20
First Nation is the common term in Canada to refer to the Indian peoples in Canada, both Status and non-Status Indian as registered under the Indian Act of 1876. Although the term First Nation is widely used, no legal definition of it exists. The Canadian Constitution recognizes three groups of Aboriginal people: Indians, Mtis and Inuit. These are three separate peoples with unique heritages, languages, cultural practices and spiritual beliefs. See http:// www.aadnc-aandc.gc.ca/ eng/1100100014642/ 1100100014643 for more clarification.
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As with roads, capital investment in public transit in Canada has increased dramatically since 2005, in the framework of federal gas-tax sharing and other federal infrastructure programs. For Toronto, the federal government has committed 5 billion CAD in capital funding for transit, and the provincial government 11.5 billion CAD. The availability of new funds has sparked a political debate about the kinds of investments that are needed to enhance public transit and ease traffic congestion.21 One side argues for more subways; the other for new LRT investment to replace buses and existing streetcars. The most comprehensive plan for public transit for the entire region has been developed by Metrolinx, an agency of the Ontario government. The plan emphasizes LRT over subways, in part because LRT is cheaper. But even this plan will require about 34 billion CAD more than federal and provincial governments have already committed. How these funds will be raised is another source of debate and political conflict. The following are the main options:
A regional sales tax. Such a tax cover-
A parking space levy. Owners of parking
lots might be expected to pay approximately $1CAD per day per parking spot.
667 public agencies in operating transit in urbanized areas and 1,396 in rural areas.25 The U.S. transit governance model is characterized by a mix of local public agencies and authorities. Most public transportation systems are self-governing, stand-alone entities within some form of local or regional government structure. Most have their own Board of Directors and operate as quasi-private enterprises. A large portion of transit agency budgets are covered through dedicated revenue sources that are, in comparison to many industries, stable, and include a mix of local, state and federal sources.26 For example, the U.S. recently enacted federal transportation lawMoving Ahead for Progress in the 21st Century (MAP21)authorizes a new federal public transit program of 10.6 billion USD for 2013 and 10.7 billion USD for 2014. However, the majority of public transit will be delivered by local agencies. U.S. transit systems traditionally have multiple sources of financing; the most significant being fares and government subsidies. However, for most public transit authorities, fare revenues typically do not cover full operating and maintenance costs, given ridership and distances covered in many systems. Consequently, government subsidies (non-fare revenues, such as local tax revenues or transfers from other levels of government) are relied upon to make up the difference. Local and regional sales taxes are a common source of local transit financing.27 In addition, a limited amount of revenue may come from advertising, land development, income from stores and vendors, parking fees, and leasing tunnels and rights-of-way to carry fiber optic communication lines. Local governments do receive assistance for capital financing of transit. As of 2009, the federal government provided 42 %, while state governments provided 14 %, leaving local government and transit sources at 44 %.28 The financing approaches are similar to those used for roads. U.S.
A regional fuel tax. Tolls on High Occupancy Vehicle (HOV)
transit systems have different sources of capital financing, including tax-exempt bonds (debt); taxable bonds (debt); equity investors; vendors and lessors; commercial banks; and governmental capital sources.
lanes of major expressways to be charged only to single-occupant vehicles.22
Water and sanitation

Provision of water and sanitation (referred to most commonly as sewer and wastewater systems) in the U.S. and Canada is primarily done through local governments. In the U.S., most provision is local, with federal and state governments playing a significant role in terms of regulation and, to a lesser degree, funding. In Canada, authority for water systems is mostly held at the provincial level, but most water services are delivered by local governments. Water systems in the U.S. and Canada are often governed through multi- and sub-jurisdictional special authorities and districts. Financing mechanisms include a mix of fare- and rate-based systems, local taxes, debt-financing (particularly for capital investments), and funding provided through provincial/state and federal governments. Access to basic water and sanitation services is not an issue for the overwhelming majority of people in the region. U.S. local governments have nearly exclusive responsibility for water sanitation, with the federal and state governments playing a regulatory and fiscal role. Survey research by the NLC indicates that municipal governments are the sole providers of water, purification and sewage treatment. Cities carry the primary responsibility for 77 % of municipal drinking water systems and 79 % of sanitation systems.29 A recent U.S. Census report on state and local government finances from 2009 to 2010 found that utility spending on water and gas supplies was dominated by local governments.30 Most community water systems in the U.S. are small in scale. The American Society of Civil Engineers Infrastructure Report Card
25
These revenue sources could, of course, be supplemented by revenues from the existing revenue sources of the provincial and/or municipal governments. Many U.S. transit systems are operated by separate authorities. According to NLC research, primary responsibility falls to regional and special authorities (39 %), but cities are prevalent, 32 % of local governments report that cities have primary responsibility.23 As of 2009, public transit in the U.S. was provided by 7,960 different organizations, ranging from large multi-modal systems to single-vehicle service providers.24 The largest transit agency, the Metropolitan Transit Agency of New York City (U.S.), carried passengers on 3.2 billion trips for 11.9 billion miles; the Chicago, Los Angeles (U.S.), and Washington D.C. (U.S.) systems are the next largest. As of 2008, there were
ing an area smaller than a province does not currently exist in Canada
21
For an account of the early stages of this debate, see Horak (2012) p. 234-8. A U.S. government report from the Federal Highway Administration refers to Highway 401 in Toronto as the busiest highway in North America. http:// international.fhwa.dot.gov/ pubs/pl07027/llcp_07_02. cfm Toronto Region Board of Trade (2013).
Table 8.2 Comparing transit fares in New York (U.S.) and Montreal (Canada)
Base Fare* New York City Metropolitan Transit Authority (MTA) 2.50 USD 2.56 CAD 3.00 CAD US$2.93
Reduced Fare* 1.25 USD 1.28 CAD 2.00 CAD US$1.96
30-Day Unlimited/ Monthly* 112 USD 114.51 CAD 77 CAD US$75.31
Monthly Reduced* Not available
See: 2010 Status of the Nations Highways, Bridges, and Transit: Conditions & Performance, http://www.fhwa.dot.gov/ policy/2010cpr/execsum. htm#c2t American Public Transportation Association (2011) p. 2.
26
22
27
23
National League of Cities (2012).
24
American Public Transportation Association (2011) p. 7. http://www.apta.com/ resources/statistics/ Documents/FactBook/ APTA_2011_Fact_Book. pdf.
Socit de transport de Montral (STM)
45 CAD US$44.01
American Public Transportation Association (2011) p. 4. American Public Transportation Association (2011) p. 11. National League of Cities (2012). Barnett and Vidal (2012) p. 4.
28
*Reported in advertised fare amount for 2013; for relative adjustment, USD 1 = CAD 1.0224, April 2013. Reduced fare eligibility: New York City customers who are 65 years of age or older or have a qualifying disability. Montreal customers who are aged 6-17 years and 65 years and older for base fare, but monthly reduced fare also includes customers aged 18-25 years old.
29
30
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Box 8.4 Transit financing strategies in the U.S. Beyond fare-revenues, sales taxes are the most common source of funding for local and regional transit services. Transit operations using this strategy include Regional Transportation District, Denver, Colorado; Capital Metro, Austin, Texas; Athens Transit, Athens County, Georgia; Park City, Utah; and TransNet in the San Diego, California region. Employer or payroll taxes are sometimes levied on the amount of gross payroll for employers in a jurisdiction. Although these may be levied within transit districts for the generation of revenue, a state revenue agency may administer them on behalf of the transit district, as in Portland, Oregon or Transit Authority of River City in Louisville, Kentucky. Transportation Development Districts are a form of community improvement or community facilities district that provide a means of raising funds specifically for transportation improvements. Districts raise funds through the issuance of bonds, which are generally supported by tax increment procedures or dedicated sales taxes, as in the City of Lenexa, Kansas, Knox County, Tennessee, and Kansas City, Kansas. Public Private Partnerships are also becoming more common in U.S. public transit, including the Eagle Public Private Partnerships (PPP) programs in Denver, Colorado; Metro Transit in Minneapolis, Minnesota; the Portland Metropolitan Area Express (MAX) Airport Extension in Portland, Oregon; and the Bay Area Rapid Transit - Oakland Airport Connector in California. Dallas Area Rapid Transit, Dallas and Fort Worth, Texas The Dallas Area Rapid Transit (DART) is a regional transit authority in the Dallas-Fort Worth region. The systems connects Dallas and 12 surrounding cities to DART rail, the Trinity Railway Express (TRE) and bus services, covering over a 700 square-mile service area and serving more than 220,000 passengers daily. DART was created by voters in 1983 and funded with a one-cent local sales tax. Additional funding sources come from federal funds, investment incomes, short- and long-term financing and fare revenues. DART also manages the regions high occupancy vehicle lanes and paratransit services for those who are mobility impaired. DART partners with the Fort Worth Transportation Authority to jointly operate and manage the TRE, which links the corridor of downtowns Dallas and Fort Worth and the DFW International Airport. DART is planning for a 93 mile extension of their lines by 2019. In addition, DARTs bus fleet is currently undergoing a transition to compressed natural gas (CNG) which will help them meet the regions clean city goals.
reported that, in the U.S., there are approximately 53,000 community water systems, and the vast majority (83 %) serve 3,300 or fewer people, providing water to just 9 % of the total U.S. population served by all community systems. In contrast, only 8 % of the 53,000 community water systems serve more than 10,000 people and provide water to 81 % of the population served.31 Local government water and sanitation services are subject to federal and state regulations related to public health, environmental resource protection, and consumer rights protection. In addition, many states require their local governments to protect the watershed from which public water supplies are sourced.32 In more rural areas, there are also private wells used for drinking water, and local government health departments, usually at the county level, inspect wells and provide limited water quality testing. In the U.S., 99 % of the population has access to safe drinking water. For wastewater, local governments responsibility for decentralized sanitation systems, like septic tanks, is often limited to issuing construction permits and inspection, while health departments only play a role when public health problems occur due to septic system failures. While local governments are primarily responsible for water service provision, governance models vary greatly, from city or county local governments to special purpose government units for water and sanitation. Increases in federal regulatory requirements and a decline in federal grant assistance have made the cost of running small water and sanitation systems prohibitively expensive for small local governments, resulting in an increased use of special purpose authorities, and divesture to the private sector or other larger local governments. The rate setting and financial planning powers of local water utility governing boards depend on who provides the infrastructure.
If the infrastructure is provided by the local government, then local officials hold these powers. If infrastructure is provided by a local water and sanitation authority, an inter-local agreement, a joint agency/commission/authority, or a metropolitan water and sanitation district, the powers typically rest with appointed boards of representatives from participating institutions. Finally, for some sanitary districts, an elected board from citizens within the district is responsible for governance of the service. The variation in the type of authority that provides the infrastructure affects the power and authority of any individual local governments. For example, if a multi-jurisdiction special district/authority is providing water, a local governments power is limited to how many of its own local officials serve on the Board/governing body. However, if instead a number of smaller water districts exist within the local jurisdiction, the local government will likely have greater control. As with U.S. transportation and transit, the predominant governance model for water provision is a quasi-public, quasi-private authority/agency. It is important to note that this model is different from a public private partnership because water is essentially a natural monopoly that is publicly subsidized and regulated much like a private enterprise. In terms of financing, local governments, authorities, and districts may have the power to levy property taxes, issue general obligation and revenue bonds, establish rates and user charges, impose special assessments to recover costs of system extensions, establish developer agreements and contributed capital guidelines. The federal government is a significant funder of local water services. Nevertheless, the physical condition of many of the nations water treatment systems is poor due to a lack of investment in plants, equipment, and other capital improvements over the years.33
While local governments are primarily responsible for water service provision, governance models vary greatly.
31
http://www.infrastructurereportcard.org/factsheet/drinking-water This discussion borrows from Hughes and Lawrence (2007).
32
Sources: http://www.dart.org/; http://www.dart.org/about/dartreferencebookapr12.pdf; http://www.nctcog.org/trans/clean/cities/success/DARTSuccessStory.asp
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Box 8.5 Water and sanitation in the U.S. Integrated green infrastructure technologies in Milwaukee, Wisconsin Situated on one of the largest fresh water lakes in the world, the City of Milwaukee, Wisconsin recognizes the importance of maintaining and protecting the health of its water bodies by reducing non-point source pollution and sewage overflows. In response to federal wet weather regulations, the city has adopted green infrastructure strategies that meet federal standards while making progress toward the citys larger sustainability agenda. Additionally, Milwaukee is one of the early adopters of the Integrated Municipal Stormwater and Wastewater Planning Approach Framework put forth by the EPA, which is intended to facilitate the use of comprehensive, innovative technologies, such as green infrastructure, in previously isolated wastewater and stormwater management processes. Collaboration both among City of Milwaukee departments and regionally have assisted in keeping successful implementation of green infrastructure solutions moving forward. Smart technologies in Dubuque, Iowa The City of Dubuque, Iowa is implementing a multi-million dollar Smarter Water project that will upgrade the citys water system, harness innovative technologies, and empower citizens and businesses with the information and tools needed to significantly reduce water consumption. The project is part of Smarter Sustainable Dubuque, a public/ private partnership between Dubuque and IBM Research, the division of IBM responsible for its Smarter Planet campaign. In Dubuque, IBM technology interfaces with the citys system to process water consumption data and provide near real-time information on overall city water consumption. This informs residents of their water usage; provides more effective leak detection and notification; and increases the efficiency of water service provision in the city. Smarter Water will improve water infrastructure services and help the city achieve its sustainability goals.
increased their capital spending on water and wastewater facilities in recent years as a result of federal gas tax sharing and other federal infrastructure grant programs. In most Canadian cities, water-supply and sanitation systems are under the control of municipal government departments, even when the systems are largely or completely
self-financing through user fees. Nevertheless, there have been cautious experiments in some cities with various forms of private involvement. Topography is the main factor in capturing efficiencies in the delivery of piped water. This means that institutional mechanisms to enhance inter-municipal co-operation
Box 8.6 Water services in Canada Contracting out in Hamilton, Ontario In 1995, the Hamilton, Ontario municipal government contracted out the operation of both its water and wastewater operations to a local company. However, the experiment resulted in an increase of untreated sewage spills into Lake Ontario. The company foundered and was eventually bought by a subsidiary of Enron Corporation, which later collapsed and ended up being owned by a German utility. By 2004, the municipality could not find a satisfactory contractor and once again took over direct control. Water treatment in Moncton, New Brunswick In another example, a single company entered into various governance arrangements to address water treatment. In the 1990s, Moncton, New Brunswick contracted Veolia Water Canada to design, build, and finance a new water treatment plant, and in return Veolia received the exclusive right to sell water to the city for twenty years. In 2011, the City of Winnipeg entered into a thirty-year agreement with Veolia in which the company advises the city about how to operate its treatment plants more efficiently and, in turn, receives a share of the savings. Wastewater improvement in Cranbrook, British Columbia To meet the demands of its Operating Permit and the needs of the community, the City of Cranbrook upgraded its wastewater treatment and disposal systems and designed and constructed a permanent sewage outfall on the Kootenay River. The city increased the quality of its treated effluent and decreased its energy consumption and GHG emissions by installing more efficient pumps and introducing computer-controlled, low-pressure spray nozzle technologies and fine bubble air diffuser aeration in treatment lagoons. Most of the treated effluent is reused for crop irrigation, which reduces the demand on well or potable water and helps boost the livestock and agriculture industries as they become more economically viable. With the collaboration of local wildlife organizations, effluent is also used to enhance natural habitat through wetlands discharge. The recycling of wastewater project supports ranching and agriculture by providing valuable land in the regions semi-arid conditions and also provides important wildlife habitat.
Source: Loxley (2010).
In Canada and the U.S., a consensus is emerging that consumers should pay the full cost of services through some kind of metering system.
To address capital investment, expansion, and/or improvements, which are often required by state or federal law, local governments use capital debt and reserve funds that are repaid through future tax and fee revenues, or obtain grant funds.34
33
http://www.infrastructurereportcard.org/fact-sheet/ wastewater Hughes and Lawrence (2007). Environment Canada (2006).
34
35
Canada has a similar density of water-supply and sanitation systems, and even in isolated rural areas, piped water within residences is almost universal. The Canadian water-supply and sanitation systems are almost universally provided by local governments.
Increasingly, in both Canada and the U.S., a consensus is emerging that consumers should pay the full cost of services through some kind of metering system. In 2006, 63.1 % of Canadian residences were metered for water use, although the figure in Quebec was only 16.5 %.35 Despite such a consensus, federal and provincial politicians continue to provide subsidies for new water and wastewater capital expenditures, particularly since the early 2000s.36 According to Statistics Canada, local governments have dramatically
36
For listings of federally-funded infrastructure projects (including more than water and wastewater projects), see: http:// www.infrastructure.gc.ca/ regions/regions-eng.html.
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37
http://www.metrovancouver.org/boards/Pages/ directors.aspx Water Supply agreement between the City of Toronto and the Regional municipality of York, March 1, 2005. For details, see Sancton (2011) p. 56. But not in the tiny province of Prince Edward Island in Canada (2011 population, 140,204), where it is a provincial responsibility http://www.municipalitiesnl.com/?Content=CCRC/Cooperation_in_NL01/Waste_Management http://www.easternwaste.ca/about-us http://www. durhamyorkwaste.ca/ pdfs/media/20110817DurhamYorkRegionsbreakgroundonEFWfacility.pdf
38
across boundaries are essential. In Canada these take a multitude of forms. In Vancouver, the Greater Vancouver Sewerage and Drainage District and the Greater Vancouver Water District, both part of the inter-municipal institution now known as Metro Vancouver, provide wastewater and water services to 15 and 18 municipalities, respectively.37 The city of Toronto sells piped water to its northern neighbor, York Region, so that the Region can, in turn, sell water to its southern constituent municipalities.38 London, Ontario (Canada) dominates two different inter-municipal water boards that purify water from lakes Huron and Erie and then pump it inland. Various municipalities in the area tap into the systems to get their water supplies, but London is by far each systems largest consumer. Its treated wastewater is then released into the Thames river, which flows westward into Lake St. Clair, part of the system of waterways near Detroit (U.S.) that connects lakes Huron and Erie. Another Canadian water-supply system with special geographical and institutional features is the Buffalo Pound Water Administration Board. Established in 1951, the Board provides water to the Saskatchewan cities of Regina and Moose Jaw (Canada), which are 60 kilometers apart.39
and cradle-to-cradle approaches to solid waste management. The disposal or diversion of almost all solid waste is the responsibility of Canadian local governments. According to Statistics Canada data on local government capital expenditures for solid waste management from 1988 to 2008, increases as a result of federal capital grants in recent years, while significant, were not as dramatic as for other infrastructure categories. While solid waste management is generally a responsibility of Canadian municipalities, there is some movement toward regional service provision. For example, in 2008, the provincial government of Newfoundland and Labrador established regional waste management zones to reduce the number of individual landfill sites across the province.41 For the St. Johns metropolitan area, the responsible body is the Eastern Waste Management Committee (EWMC), comprising eight representatives from the City of St. Johns (Canada), eight from other municipalities, and an independent chair selected by the committee.42 The regions municipalities continue to collect solid waste, but the existence of the regional authority minimizes inter-municipal issues and disputes relating to waste management. The federal government in Canada has virtually no role with respect to solid waste management. However, solid waste management infrastructure is eligible for federal infrastructure and gas tax subsidies. A large waste management project, Durham York Energy Centre currently under construction east of Toronto, has received gas tax funds,43 and is the result of a partnership between two regional municipalities (Durham and York) and an American private corporation (Covanta Energy) that has a public private partnership contract for the waste-to-energy facility.44 Other local governments in Canada are increasingly turning to waste-to-energy strategies, with Metro Vancouver is taking a lead
role in implementing a zero-waste, cradle-to-cradle strategy for solid waste management. Conventional solid waste management is a linear, cradle-to-grave approach that focuses on how best to recycle and dispose of products at the end of their life. Ambitious recycling and material recovery programs have been successful in increasing the amount of waste diverted from final
disposal, but not in reducing the aggregate amount of waste being handled. Moreover, the cost and challenges of handling solid waste are effectively disconnected from the decisions made in the early stages of a products life cycle (i.e., during the design, manufacturing and packaging stages). Waste prevention and reduction is necessary to reduce the amount of resources, materials
Box 8.7 Solid waste management in Canada St. Johns, Newfoundland The Robin Hood Bay landfill is located in the east end of St. Johns and is owned and operated by the City of St. Johns. In 2007, RHB was designated as the Regional Integrated Waste Management Facility for the Eastern Region. The City of St. Johns will provide recycling processing and waste disposal for communities in the Eastern Region. The landfill site redevelopment cost 51.2 million CAD. The majority of the cost was funded by the Province and the federal gas tax program. The City of St. Johns provided 6.5 million CAD and the provincial Department of Environment contributed 1.9 million CAD for methane recovery. The facility will have a leachate collection system and methane gas capture; a materials recycling facility (paper fiber, containers); a residential drop-off area; a metal recycling scrap yard (operated by NLL Recycling Ltd); a household hazardous waste collection facility; a special waste disposal area (asbestos, international waste); and a tire processing area (coordinated with the provinces Multi-Materials Stewardship Board). Along with provincial diversion programs, the City of St. Johns has implemented several waste disposal bans and diversion programs, such as metals not being accepted at the landfill and instead diverted to the onsite recycler. The landfill does not accept liquid wastes, hazardous wastes, tires, paper and animal carcasses, and once the composting facility is completed, the City may ban disposal of organic waste at RHB. Salmon Arm, British Columbia The Columbia Shuswap Regional District (CSRD) in British Columbia has transformed the capped Salmon Arm landfill into an asset that will produce long-term economic and environmental benefits for the municipality. The project involved capping the completed portion of the landfill, capturing gas, and upgrading it to provide natural gas heating for over 500 homes in Salmon Arm. A hybrid poplar plantation growing on top of the capped landfill further reduces carbon and reuses the reclaimed leachate. It is expected to reduce GHG emissions by about 10,000 tons of CO2 equivalent annually. Over 10,000 carbon credits will be generated annually and sold to Pacific Carbon Trust, The sale of carbon credits should offset the project cost over 15 years. By September 2011, about 260 tons of methane (971 passenger vehicles) had been eliminated.
Source: Eastern Waste Management Committee (2011).
Solid waste management in North America is almost entirely the responsibility of local governments.
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Solid waste management

Solid waste management in North America is almost entirely the responsibility of local governments.40 In Canada and the U.S., the management of solid waste, recycling, and other waste services is local, with some subsidies and regulations from federal governments. Multi-jurisdictional collaboration and partnerships, and the use of private sector providers are common in both countries. The full-scale contracting out of solid waste management services is particularly common among U.S. local governments. Several local governments in the region are increasingly experimenting with new waste-to-energy technologies
40
41
42
44
44
http://www.durhamyorkwaste.ca/project/faq. htm#q10
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and energy used in the production and distribution of goods that eventually end up in the waste stream. The waste management strategies described in the examples below involve efforts that take waste and turn it into products that can be purchased, consumed, and reused or recycled.
the primary responsibility a municipalitys solid waste and recycling management was either the citys (70 and 68 %) or contracted out to the private sector (21 and 19 %).45 Local governments main responsibilities in managing municipal solid waste are to: arrange for waste to be collected regularly
often invest directly in solid waste facilities and transport/hauling equipment, such as transfer stations where large trailer or other containers are situated in a central location. Another significant model is the wholesale contracting out of solid waste management to a private sector provider. This is an oftused model for waste management among U.S. local governments, and distinguishes waste management from other infrastructure areas like water and transportation. The contracting-out model arose in response to new solid waste disposal technologies and a changing regulatory environment. The private sector was quicker to develop the expertise and investment capital to respond to the need to dispose of recycled products and to take advantage of opportunities to recover energy from the process.46 The contracting-out trend in solid waste management has led to some of the highest levels of for-profit delivery of local services in the local government sector, and the industry has experienced significant vendor consolidation in solid waste management, trending toward monopoly. Analysts warn that contracting out to a monopoly without adequate oversight poses a risk to the efficiency gains of contracting. Small communities are particularly at risk as they are less likely to have competitive bidding processes and to be able to compare costs across production options.47 Financing of local solid waste management primarily relies upon local tax-, fee-, and rate-based systems. More and more communities are turning to pay-as-you-throw (PAYT) pricing, also known as variable fees, or unit-based, pricing. The pricing system charges customers based on the amount of solid waste they discard. This strategy for pricing local solid waste collection and disposal services is analogous to that used by local utilities for electricity, gas, water, and sanitary sewer services, where customers pay for what they useexcept in this case, citizens pay for how much they
throw away.48 The system seeks to reduce the volume of waste for disposal, increase recycling and composting, and increase savings in collection and disposal by incentivizing changes in resident behaviors. Investment in local government capital facilities includes, as in other infrastructure service arenas, tax-exempt bonds (debt) and grants, and loans from other levels of government. In the contracting-out model, a number of financing mechanisms are used, particularly where the local government owns the disposal facilities, including franchise feeswhere private contractors pay a fee to secure a local government contract and monies that local governments recover from private sector franchise haulers. Local governments that own facilities can also choose to lease the facilities to a private contractor. As in Canada, the waste-to-energy approach to waste management is increasingly being explored by local governments in the U.S. However, greater innovation in technologies and systems is needed for the waste-to-energy market to reach scale. As of 2010, 24 states had a total of only 86 municipal solid waste-to-energy plants where different technologies and systems directly combusted waste into: 1) a fuel with minimal processing (mass burn), 2) a fuel with moderate to extensive processing before being directly combusted as refuse-derived fuel, or 3) a gasified fuel using pyrolysis or thermal gasification techniques. Each of these technologies presents the opportunity for both electricity production as well as an alternative to landfilling or composting municipal solid waste. In contrast with many other energy technologies that require fuel to be purchased, municipal solid waste facilities are paid by the fuel suppliers to take the fuel (known as a tipping fee). The tipping fee is comparable to the fee charged to dispose of garbage at a landfill. Another municipal solid waste-to-elec-
The contractingout trend in solid waste management has led to some of the highest levels of for-profit delivery of local services in the local government sector.
Box 8.8 Canadas National Zero Waste Council The National Zero Waste Council is an initiative led by Metro Vancouver, with support from the Federation of Canadian Municipalities and other groups, which seeks to reduce the generation of waste and increase recycling rates in Canadas third largest metropolitan area (2.3 million residents). The Council aims to better align and harmonize waste prevention and reduction initiatives across Canada through greater collaboration among government, businesses, NGOs, and community groups. National Zero Waste focuses on designing for the environment with a cradle-to-cradle approach that will result in less material and energy being used and eventually discarded. The approach will reduce or eliminate the use of toxic chemicals and will lead to the manufacture of products that can more easily be disassembled into reusable and recyclable components. Metro Vancouvers Integrated Solid Waste and Resource Management Plan (ISWRMP) is an exemplary model which has set aggressive waste reduction and diversion targets. At this point in time, most of its work falls within the jurisdiction of Metro Vancouver and its member municipalities. The National Zero Waste Council is the model to reach beyond the local jurisdiction, influence the design of products toward cradle-to-cradle approaches, and to create greater public awareness of the need to reduce and prevent waste.
Greater innovation in technologies and systems is needed for the waste-toenergy market to reach scale.
Source: http://www.metrovancouver.org/REGION/ZWMARKETINGCOUNCIL/Pages/default.aspx and http://www.metrovancouver.org/region/ZWMarketingCouncil/ZWCouncilDocs/ZWCInauguralRoundtableReport.pdf
45
National League of Cities (2012).
As with water and sanitation, solid waste management and sanitation in the U.S. are mainly locally provided services. There are a mix of governance models, heavily shaped by the federal and state regulatory environment because federal public health and environmental regulations and each states legislative involvement in the planning, location, acquisition, development and operation of landfills. Even so, the NLC found that
from households; store, recycle, compost, or dispose of waste properly; and educate and inform their communities in the ways in which they can help manage waste. Prevailing governance models include provision by: (a) local agency/department, (b) special authority/district, some of which are multi-jurisdiction/regional, and (c) a private contractor, or some mix thereof. Regardless of governance model, local governments
46
Aldrich and Eisner (1973). Girth et al (2012) p. 3, 11. Folz and Giles (2002) p. 105.
47
48
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tricity technology, landfill gas recovery, permits electricity production from existing landfills via the natural degradation of municipal solid waste by anaerobic fermentation (digestion) into landfill gas.49
providers. Few local governments provide these services through publicly owned and operated enterprises. Regardless of provider, federal and state governments have significant regulatory authority.
state. For example, local utilities and/or joint management authorities develop facilities to generate and transmit electricity for their jurisdiction(s). In addition, these local utili-
the Philadelphia Gas Works (U.S.) is the oldest and largest system, founded in 1836 and serving over 500,000 customers.53 As with electricity, the local governance structures also vary greatly state to state, but most common is either local government department or a separate local authority. In the latter case, the separate authority may be required to transfer any profits that exceed operating and capital costs earns from the provision of natural gas to the associated local governments general funds.
ties and joint management authorities can also sell generated electricity to municipalities that only operate electric distribution
Energy and broadband/telecommunications technologies, while pivotal to citizens, operate mostly outside the purview of local governments
Box 8.9 Waste-to-energy in the U.S. The City of Boulder, Colorado owns and operates water, wastewater and flood management utilities and is exploring the development of its own municipal electric utility. Since 1987 Boulder has operated a cogeneration facility which converts methane from a wastewater treatment plant to produce electricity. The resulting electricity approximately 2 million kilowatt-hours per year - is used to operate the wastewater treatment plant and as a reserve energy source during power outages. The Huntsville, Alabama Solid Waste-to-Energy Facility is owned by the City of Huntsville Solid Waste Disposal Authority, but the operator, Covanta Huntsville, Inc., is private. The Commerce, California Refuse-to-Energy Facility is owned by the Commerce Refuse-to-Energy Authority.
systems. These local providers finance all The American Public Gas Association has over 700 members that are publicly-owned natural gas local distribution companies;
service provision on a self-supporting basis.
Box 8.10 Public utilities in the U.S. Smart grid technologies in Tallahassee, Florida Tallahassee, Florida is considered among the first municipalities in the country to combine energy and water services by using smart grid technologies to reduce peak consumption and improve service. Through this system, customers use smart meters to understand their consumption patterns in real time, select from various pricing plans and use advanced communications technology to remotely control their energy usage or identify water leaks. These systems also allow grid operators to pin-point and respond to power disturbances more quickly and efficiently. Through the innovative Energy Smart Plus (e+) program, the city provides a full range of educational products and services, consumption assessments, and mobile applications. Municipally owned energy and water utilities in Austin, Texas The City of Austin, Texas owns and operates two public utilities: Austin Energy and Austin Water. Austin Energy serves over 420,000 customers and relies primarily on nuclear, coal and natural gas sources. Profits from Austin Energy are used to support city fire and police departments, emergency management services, parks and libraries. Wind power currently makes up about 10 % of total generation. Significant investments in solar, wind and biomass are expected to increase this portion to 27 % in 2013 and to position the city to achieve the city councils aggressive goal of 35 % by 2020. In 1990, Austin Energy developed the nations first and largest green building program. The city has capitalized on its energy utility to invest in smart-grid technologies, including an expansive network of electric vehicle charging stations. In addition, as a growing city in a drought-prone region of the U.S., Austins water utility is as focused on conservation as it is in treatment and distribution. Austin Water provides educational resources and financial incentives to assist residents and area businesses use water most efficiently. The City has also adopted a Water Conservation Code and a Drought Contingency Plan.
49
http://www.energy. ca.gov/biomass/msw.html For purposes of this chapter, we include broadband telecommunications infrastructure among our consideration of basic local services, given the importance of this continually evolving infrastructure to economic and social development. Broadband telecommunications is treated in the chapter in the same context and electricity and gas because of the similarities in service delivery models in North America. National League of Cities (2012). See American Public Power Association site for more information: http:// www.publicpower.org/ aboutappa/index.cfm?ItemNumber=9487&navItemNumber=20953 and http:// www.publicpower.org/files/ PDFs/51HometownPowerFlyer.pdf.
Source: http://www.seas.columbia.edu/earth/wtert/sofos/ERC_2010_Directory.pdf
50
Energy and broadband Energy (including electricity and natural gas) and broadband/telecommunications technologies, while pivotal to citizens, operate mostly outside the purview of local governments in North America.50 This is often due to questions of scale, with electricity and natural gas networks spanning continents and, in the case of broadband, much of the populated world. Questions of scale, in fact, likely explain why the delivery of water-supply and sanitation systems is almost always state/provincial-local responsibilities in North America while electricity, natural gas, and broadband are typically addressed at the national level. In contrast to the other infrastructure categories, U.S. electricity and natural gas services and broadband communications are more often in the purview of private sector
Research by the NLC indicates that local governments are rarely the leads in providing electricity or gas, with only 17 % reporting that they have primary responsibility for these services.51 In general, local governments do not own generation, transmission, and distribution assets in electricity, natural gas, or broadband telecommunications. However, some localities have public utilities or entities that may be involved in the delivery of each of these basic services. According to the American Public Power Association (APPA), there are more than 2,000 community-owned electric utilities in the U.S., with 2,008 public power systems and 877 rural electric cooperatives. The Los Angeles Department of Water & Power is the largest of these and serves 1.4 million customers.52 Governance structures vary greatly state to
51
52
53
For the top 100 municipal gas systems, see http://www.apga.org/files/ public/Top percent20100 percent20122011.pdf, and for the oldest, see http:// www.apga.org/i4a/pages/ index.cfm?pageid=3332.
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In terms of municipal provision of telecommunication and broadband services, municipalities are at the will of state governments. The U.S. Supreme Court ruling on the Telecommunications Act of 1996 ruled that states could determine the powers of their subordinate jurisdictions.54 Thus, the ability of a municipality to provide broadband can be restricted by state law. In practice, however, the same variation in local powers is found as with other basic local services. NLC research indicates that only 6 % of cities and 1 % of special authorities have primary responsibility for broadband and telecommunications.55 Publicly owned and operated broadband entities have emerged within the local government arena, primarily as a means of providing services to unserved and underserved populations. The federal government is the key actor in this field. For instance, the American Recovery and Reinvestment Act of 2009 established 7.2 billion USD in funding through two grant programs to encourage broadband expansion to underserved populations.
In Canada, networks for the supply of electricity, natural gas, and broadband are less local than those for water supply and sanitation. Ontario and Alberta are the provinces where municipalities have historically been most involved in electricity. Until 1998, municipal special-purpose bodies known as public-utilities or hydro commissions owned and managed electricity distribution networks in most Ontario urban municipalities. Following provincial legislation in 1998, the commissions were converted into municipally-owned business corporations that could be bought and sold. Since this change, Ontario municipalities have either tried to sell these corporations to private companies, or other municipal corporations at a high price, or to build their local electricity companies into regional giants.56 Although electricity generation creates environmental controversy in Canada, the distribution of electricity does not. Electricity in Canada is generally safe, reliable and, in comparison to most other parts of the world,
Box 8.12 Local energy efficiency in Canada A net-zero library in Varennes, Quebec The Ville de Varennes is building a net-zero library, the first of its kind in Canada, which will serve as a model for all future municipal projects. This highly energy-efficient building will generate its own renewable energy, producing as much energy as it consumes. It will also feature measures to reduce water consumption, will use sustainable building materials, and will have very low operating costs. Located close to the city center, the library will also be very easily accessible, with 80 % of the population within a five minute biking distance. A district energy system in Surrey, British Columbia The City of Surrey is building a district energy system that will heat and cool a precinct in Surrey City Center and be connected to its new LEED-Gold City Hall. The district energy system will be based on an underground geo-exchange field, which uses heat pumps to extract the energy stored in the ground. This system will provide energy to heat and cool City Hall and adjacent buildings, and will be able to connect with future district energy systems in the area. This is but one initiative demonstrating the citys commitment to reducing its GHG emissions by 20 % by 2020. The city is also retrofitting key city facilities, obtaining E3 Fleet Gold Certification, and expanding the citys fleet to include electric and other alternative vehicles. The city also recently introduced a new by-law, the first of its kind in Canada, which will require all new service stations to provide alternative fuel sources (e.g. Level 3 electric vehicle charging station, compressed natural gas, hydrogen).
Electricity in Canada is generally safe, reliable and, in comparison to most other parts of the world, inexpensive.
Box 8.11 Public utilities in Canada When the City of Edmonton, Alberta acquired the Edmonton Electric Lighting and Power Company in 1902, it became the first municipally owned electric utility in Canada. In 1996 Edmonton Power became EPCOR Utilities Inc., a utilities company whose sole shareholder is the City. EPCOR provides electricity, water and wastewater services within Edmonton and now operates in many parts of Alberta and British Columbia and in the American states of Arizona and New Mexico. In the City of Calgary, electricity is provided by ENMAX Corporation, a wholly-owned subsidiary of the city.
54
See Missouri Municipal League v. Nixon, No. 021238. U.S. Supreme Court Decision. Argued January 12, 2004. National League of Cities (2012).
With some significant exceptions, electricity distribution networks in other Canadian cities and towns are generally owned by provincial crown (i.e. public) corporations. The City of Montreal, Quebec is the most populous municipality in the country whose residents and businesses are direct customers of a provincial crown corporation (Hydro-Qubec).
Sources: http://corp.epcor.com/about/Pages/history.aspx; http://corp.epcor.com/about/Pages/ who-we-are.aspx; http://www.enmax.com/Corporation/About+Enmax/Our+Company/History.htm
55
56
Mississauga Judicial Inquiry (2011) ch. 1-4.
inexpensive. There are no claims that the electrical system should be subsidized by infrastructure grants or by any other government program, although it has been pointed out that subsidization occurs by provincial governments charging below-market water royalty rates for hydroelectric generation or below-market returns on equity.57 It is also argued that, because most local distribution companies charge common electricity rates within the same jurisdiction, they fail to capture differences in distribution costs between dense and sprawling urban settlements. Therefore, consumers in densely populated areas subsidize those in the less dense areas. An exception is Hydro One, the Ontario crown corporation that distributes electricity in rural parts of the province. It has three dis-
tinct density classifications and states that its rates reflect the cost to serve customers in each density classification, which means that rates are higher for customers in less densely populated areas.58 Similar issues about cost differences due to population density are also common in natural gas distribution and broadband systems.59 However, Canadian local governments have very little responsibility for these services.60 Natural gas distribution is regulated by the provinces, broadband by the federal government. The Cities of Kitchener and Kingston in Ontario provide natural gas through their respective utilities operations but, in most parts of Canada, natural gas is distributed by private companies or by provincial crown corporations.
57 58
Blais (2010) p. 111.
Quoted in Blais (2010) p. 113. Blais (2010) ch. 8. But some Canadian local governments in less populated areas are actively working for better broadband access. For example, see http://www.eorn.ca/ about-eorn/
59 60
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Municipalities in Canada are even less involved in providing broadband internet access than they are with energy.
(NLC) surveyed each of its municipal members to determine the state of their roads and water and wastewater systems. Canadas Infrastructure Report Card was a joint project of FCM, the Canadian Construction Association, the Canadian Public Works Association, and the Canadian Society of Civil Engineers. Of 346 municipalities surveyed, 123 responded, representing approximately half of the Canadian population. The respondents rated about 30 % of the infrastructure as being in either poor or very poor condition. The replacement costs for these assets alone totals 171.8 billion CAD.61 The NLC survey focused on the adequacy of the local infrastructure to meet a municipalities current population needs and garnered similar results. With 232 municipalities responding, most reported that infrastructure systemsdrinking water, sanitation, solid waste, recycling, and electricity and gaswere poorly maintained without enough capacity to meet current needs. Only roads and bridges, transit, and broadband received adequate ratings, or meeting current needs.62 The survey also queried municipalities on the principle challenges
that affect the provision of each infrastructure service. The table below reports the results where respondents could select up to three for each type of infrastructure. The American Society of Civil Engineers (ASCE) reports regularly on the state of U.S. infrastructure, assessing the needs of the system and providing estimates of what each category needs to operate and maintain at level that accounts for population growth and other system aging. The latest report was ASCEs 2009 Infrastructure Report Card63 which outlined the following gaps in government spending on infrastructure:
$930 billion in investment needed in the
support for transit investments. The following sections provide more detail on these issues. Aging infrastructure and deferred maintenance Major infrastructure investments were made in previous eras, but have not always been well-maintained, operated, and updated over time, presenting public policy makers with decisions between making regular investments in maintenance over time and even higher spending on replacements and construction. The ASCE has suggested that this problem threatens the safety of infrastructure systems, and creates congestion due to population growth and unforeseen events. Recent events have lent credence to this argument. In the U.S., the 2007 collapse of the I-35 westbound Mississippi River Bridge in Minneapolis-St. Paul drew attention to aging infrastructure and the need to address the backlog of deferred maintenance. Although this is a federal highway, local infrastructure faces similar issues. Recent incidents of concrete falling from the Gardiner expressway in Toronto have caused public concern, and there is even more cause for concern about some provincial highways and bridges in the Montreal area. For drinking water, there is a particular need to replace aging facilities, at or near the end of useful life, in order to comply with existing and future water regulations. For wastewater, older systems produce overflows during major rainstorms and heavy snowmelt, as recently seen with Hurricane Sandy in October of 2012, which overwhelmed combined sewage systems and sanitary sewage systems from the Mid-Atlantic States up to New England and the Great Lakes. The EPA estimated in August 2004 that the volume of combined sewage overflows discharged nationwide is 850 billion gallons per year. Sanitary sewer overflows, caused by blocked or broken
Existing and emerging challenges

A broad consensus exists among policymakers and other stakeholders in the region about the challenge of ongoing and increasing infrastructure deficits and the implications of not addressing those deficits for the future economic growth, competitiveness, and quality of life in the U.S. and Canada. Beyond the need for reinvestment, there is also near universal acknowledgement that future investments must better plan for, and integrate, systems across levels of government and sectors. While a broad consensus exists among policy makers and stakeholders on the most pressing issues for infrastructure systems in the region, proposed solutions to these challenges are more controversial. Financing to address infrastructure deficits remains the key challenge for the region. In 2012 the Federation of Canadian Municipalities (FCM) and National League of Cities
next five years for surface transportation (roads and bridges) compared to an estimated $380.5 billion that is currently planned; next five years for transit compared to $74.9 billion planned;
The region still needs significant investment in new infrastructure, particularly in urban transit systems and new transportation capacity.
$265 billion in investment needed in the
$1.9 billion in investment is needed in
Table 8.3 Key infrastructure challenges in the U.S.

Survey Question: What are the key challenges associated with providing the following infrastructure services?
Funding/ Financing Roads/Bridges Transit Drinking Water Sanitation Solid Waste
61
the next five years for drinking water and wastewater infrastructure, in addition to the $146 billion in planned spending; and$77 billion in investment is needed in the next five years for waste management (solid and hazardous waste) compared to $33.6 billion in planned spending.
Developing new capacity 29.7 43.5 39.2 37.5 35.3 38.4 33.2 37.9
Disrepair/ Aging 78.4 15.5 59.5 67.2 16.8 9.1 24.1 8.2
Relationships Legal/ Public with key Institutional support for partners constraints investments 15.9 43.5 24.6 19.4 38.4 44.0 31.5 37.9 6.5 8.6 14.2 13.8 21.6 18.5 17.2 15.5 29.3 41.8 18.1 17.7 28.4 34.1 19.4 19.0
Other
90.9 65.9 55.8 69.8 49.1 47.8 35.3 33.2
3.9 6.0 7.3 7.3 10.3 7.8 11.6 13.8
Federation of Canadian Municipalities (2012) p. 1 and 4. National League of Cities (2012).
Recycling Electricity/Gas Broadband
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The main infrastructure challenge for local governments is funding and financing and aging infrastructure assets. Roads, bridges, drinking water, and sanitation services in the U.S. pose similar problems. Local governments reliance on contractors for solid waste and recycling are challenged by funding and overseeing the contracting relationships. Electricity, gas and broadband are provided by the private sector and thus local governments are less able to directly influence and invest in the development of new capacity. Finally, transit relies on public
63
http://www.infrastructurereportcard.org/
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pipes result in the release of as much as 10 billion gallons of raw sewage annually.64 In Canada, new federal wastewater regulations will force approximately 25 % of the wastewater systems across the country to undertake costly upgrades, estimated to cost $20 to $40 billion CAD over the next 10 to 30 years. As of yet, no federal funding assistance has been offered to help meet these added demands.65 Need for construction of new infrastructure While there are significant maintenance and operation issues related to the age of infrastructure, the region still needs significant investment in new infrastructure, particularly in urban transit systems and new transportation capacity to accommodate population growth. In 2012, after many attempts, the U.S. Congress enacted a new multi-year surface transportation authorization bill that reauthorizes federal highway and mass transit programs through the end of FY2014 (27 months) and authorizes 105.2 billion USD in appropriations for these programs in FY2013 and FY2014 (about 118 billion USD, including funding already appropriated for FY2012). Allocations for urban mass transit are 10.6 billion in USD 2013 and 10.7 billion USD in 2014. Financing and pricing mechanisms One of the foremost challenges in meeting infrastructure needs in the region, whether through maintenance or new construction, is in identifying sustainable, politically viable financing and funding models. Effectively pricing the true costs of infrastructure investmentsconstruction plus longer-term maintenanceis resulting in the increased use of service fees. In both countries, difficulties persist in determining the appropriate levels of user fees for a variety of key infrastructure serviceswater and sanita-
tion, solid waste, public transit, and roads, among others. The central underlying policy debate in most cases is how to finance the needed maintenance and construction. As described in the report, the level of government that has the primary responsibility for financing infrastructure projects limits available financial mechanisms. For example, in the U.S., the main source of federal and state transportation costs is a gas tax (tax on consumption of gasoline, per gallon), and two factors are making this an unacceptable source for meeting transportation funding needs. First, the gas tax has not been raised or indexed for inflation since the early 1980s. Second, the legislated push for increased fuel efficiency of automobiles and fleets results in lower gas consumption, all things held equal. Consequently, the gas tax has a decreased ability to fund necessary improvements over time. Funding from state and local sources has also decreased as a result of the global economic downturn. Given decreasing funds, there is a need for further experimentation and innovation in the use of congestion charges and full-cost pricing of basic services. The U.S. debate underscores the importance of developments on the funding front in Canada in the last decade, which were renewed and expanded in the 201314 Canadian federal budget, where local governments were successful in ensuring continued federal investment in local infrastructure improvements. Equity and access By international standards, access to basic services is good in North America.66 However, the variation in adequacy of basic services presents some challenges. Within transportation and transit, equitable access to adequate and low-cost transportation is often a problem. For instance,
There is a need for further experimentation and innovation in the use of congestion charges and full-cost pricing of basic services.
lower-income populations often travel farther to get to job centers and lack access to public transportation. For working families living in neighborhoods far from employment centers, especially those in the $20,000 - $35,000 income bracket, combined housing and transportation costs consume a particularly large share of income, with transportation costs exceeding those for housing.67 Yet, public support for subsidizing transit systems, particularly among wealthier communities, is often difficult to obtain. In telecommunications, high-speed, broadband infrastructure is not sufficient to ensure economic competitiveness and equity of access. Both the U.S. and Canada face issues of last mile costs (delivering the infrastructure from hubs/nodes to homes/ businesses) and digital divideslarge segments of the population (disproportionately lower-income/disadvantaged) that lack access to this infrastructure. Size and geography issues also routinely arise. Smaller local government water systems face huge financial, technological, and managerial challenges in meeting a growing number of federal drinking-water regulations. Regional geography affects water provision governance models because water supply sources can be plentiful from rivers and aquifers or negligible, and if these water supply sources cross local and state boundaries, there is greater complexity in ensuring equitable access. Lastly, as new pricing mechanisms and public private partnership options emerge for financing and operating infrastructure systems, further equity issues will likely arise in relation to the costs of using basic services. Privately operated infrastructure facilities, for instance, are more likely to price the use of the infrastructure on a full cost basis taking into account the initial investment and operating costs of the infrastructure. Full cost pricing, however, without some significant subsidy based
on ability to pay, will likely make access increasingly difficult for more economically vulnerable populations. Sustainability and planning The U.S. and Canada offer a varied landscape in terms of local government responsibilities for infrastructure and the governance models that result from them. This variation across local governments generates a number of obstacles to sustainable planning across all of the local basic services, both in ensuring sustainable funding over time to maintain full, quality coverage, and in ensuring sustainable development that avoids passing on costs or resource depletion to future generations. Local governments and authorities tasked with the responsibility for providing basic local services may work toward such sustainable planning within service arenas, but more often than not planning occurs in silos; little is done to reflect on how one category may have repercussions on the other, and the idea of environmentally sustainable is ill-defined. For example, NLC survey research indicates that municipalities rarely consider the combined environmental, economic, and community impacts in infrastructure planning (see table below). Only broadband stands out, and this is most likely due to the influence of grants that focus on the access issues for the unserved and underserved. An example of the need to consider impacts across the system is classically represented in transportation and transit planning. The development and building of new roads, bridges, and transit systems should account for the full environmental impact. TransLink in metropolitan Vancouver, Canada has the jurisdictional capacity to meet this objective, but there is much inter-municipal and provincial-municipal disagreement that has prevented decisive action. Although the transportation system (in the U.S.) creates
As new pricing mechanisms and public private partnership options emerge for financing and operating infrastructure systems, further equity issues will likely arise.
64
infrastructurereportcard. org/fact-sheet/wastewater http://www.fcm.ca/ home/issues/environment/ wastewater-system-effluent-regulations.htm This generalization does not apply to many Indian Reserves, which are federal (not local) responsibilities in both countries. The situation in many isolated reserves in Canada is especially grim. For details, see Neegan Burnside Ltd., National Assessment of First Nations Water and Wastewater Systems: National Roll-up Report, April 2011, The report is available at: http://www. aadnc-aandc.gc.ca/ eng/1313770257504
65
66
67
Shoup and Lang (2011) p. 71.
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Table 8.4 Infrastructure planning in the U.S.

Survey question: To what extent are combined environmental, economic, and community impacts considered in your planning?
A Lot Roads/ Bridges Transit Drinking Water Sanitation Solid Waste Recycling Electricity/ Gas Broadband 0.9 6.0 1.8 0.9 3.1 3.1 11.7 17.5 6 0 2.3 1.4 0.9 1.8 2.2 5.1 8.5 5 0.9 5.5 1.4 2.2 4.0 3.6 8.9 12.3 Somewhat 9.3 17.0 9.9 8.5 13.4 15.2 23.8 28.3 3 16.9 19.7 12.2 11.7 13.8 16.1 15.4 11.8 2 26.2 22.0 22.1 26.5 23.7 21.0 15.4 9.9 Very Little 45.8 27.5 51.4 49.3 40.2 38.8 19.6 11.8
Conclusions and recommendations

The complexity of the public infrastructure systems described in this chapter, and the myriad challenges confronting these services, require that reinvestment in, planning for, and ensuring the sustainability of the regions infrastructure systems should be top priorities for policymakers and stakeholders. Failure to address the challenges that confront the infrastructure services in Canada and the U.S. threatens the future quality of life in communities and the economic competitiveness of the region. Two overarching recommendations emerge from the analysis of the region. First, in both the U.S. and Canada there is a fundamental need for the development of a new partnership model to guide future federal-state/ provincial-local relations that recognizes cities and other local governments as equal and mature partners in the governance of basic local services. Cities and local governments cannot merely be seen as stakeholders. Second, and building upon this new partnership model, each country should move to develop and implement a national infrastructure plan that includes key roles, responsibilities, and financing mechanisms for the various levels of government and other key stakeholders. These national infrastructure plans could adopt, or be accompanied by, a set of core ideas or principles that would guide future efforts, including:
Providing predictable, long-term in-
A sustainable future for infrastructure development and planning requires communities to conduct comprehensive (general) plans.
sustainable planning and investment decisions;

Simplifying and improving program
design to eliminate unnecessary redundancies and inefficiencies in application, review, and approval processes; ences in the size and characteristics of communities and the need to tailor projects to best fit local needs; ensure effective oversight of planning and spending;
Cities and local governments cannot merely be seen as stakeholders.
Ensuring flexibility, recognizing differ-
Building asset management capacity to
economic opportunities, it also presents significant environmental challenges relating to air pollution, greenhouse gas emissions and water quality degradation.68 While the intergovernmental planning for transportation and transit planning addresses environmental impact on land-targeted for development, the process does not account for all spillover effects that the new and expanded infrastructure may have on the environment. To some extent, infrastructure planning that has strong federal and state government roles needs to find ways to provide a greater role for local government. This is particularly relevant in transportation. For example, in the U.S., local government revenue accounts for approximately 36 % of
total funding for surface transportation and, as discussed above, local governments will need to play an increasingly significant role as declining federal and state budgets force local governments to fill the gap. Local government will need to develop means to address both the financing and planning challenges. A sustainable future for infrastructure development and planning requires communities to conduct comprehensive (general) plans that systematically address issues across infrastructure categories, mitigate deferred infrastructure maintenance, and ensure that the process is integrated with a local governments capital improvement program in addition to any intergovernmental support.
Exploring innovative funding tools that
help local governments access resources that grow with the economy; vices that accurately account for the construction and ongoing maintenance of facilities, while ensuring broad access to those facilities; and, systems that link up investments in basic local services and ensure long-term sustainability.
Pricing investments in basic local ser-
Prioritizing integrated and intermodal
vestments that allow for long-term,
Policymakers in Canada and the U.S. are increasingly moving in positive directions, particularly as local, regional and national economies emerge from the recent economic downturn. But, significantly more policy action is needed in order to maintain and strengthen the regions backbone of economic growth and prosperity.
68
Shoup and Lang (2011) p. 70.
NORTH AMERICA
39
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GENERAL ASSEMBLY
2013
GENERAL ASSEMBLY
Pavillon du Centenaire- Hotel Sofitel
RABAT 3 OCTOBER 2013 18:00-19:30
DRAFT AGENDA
1. Adoption of the Agenda 2. Report from the President on UCLG Activities and Policy Priorities 3. Amendments of the UCLG Constitution 4. Report of the Committee on Statutory Affairs on the nominations of Sections to the World Council and appointment of the World Council of UCLG 5. Reporting of Committees and Working Groups 6. Report of the UCLG Vice-Presidents on the Activities of the Regional and Metropolitan Sections
GENERAL ASSEMBLY
RABAT 3 OCTOBER 2013 18:00-19:30
Item 2
For information
REPORT FROM THE PRESIDENT ON UCLG ACTIVITIES AND POLICY PRIORITIES

The 2010-2013 mandate has been noticeable due to the many international policy processes that have taken place. From the significant conference of the parties of Cancun at the end of 2010 passing through the Rio+20 conference in 2012 and the start of the revision of the Millennium Development Goals in 2012, ending with work on the definition of the Sustainable Development Goals. This has led to frenetic international activity that has greatly impacted on the work of the World Organization and its presidency. This period has also been able to harvest important achievement of the work carried out by the organization which has increasingly been requested to play a role in policy making processes of multilateral partners. The Organization has further made additional efforts to foster ownership, to expand its membership and partners. Work has also been carried out to improve efficiency and to better respond to the requests of a membership suffering from the financial crisis. At the same time, the mandate has been marked by important social unrest leading to increasing violent conflicts, while natural hazards that have demonstrated the fragility of our cities, towns and territories before the effects of climate change. The President will present an oral report on the full mandate. Enclosed detailed yearly reports, for the information of the membership. Additional publications on thematic work areas can be found on line and upon request at the World Secretariat. The General Assembly is invited to: 1. 2. Take note of the report; Provide any comments deemed relevant.
LOCAL AND REGIONAL AUTHORITIES KEY TO DEVELOPMENT

UCLGs leadership and members, supported by the World Secretariat, have focused on the implementation of the Work Plan for 2013 as defined in Dakar. An overview evaluation of the state of implementation is enclosed with this report which provides a summary of key activities organised according to the headings of our work plan. A. REPRESENTATION/INTELLIGENCE/COOPERATION INSTITUTIONAL RELATIONS COMMITTEES AND WORKING GROUPS PROGRAMME AND RESEARCH PROJECTS ACTION LEARNING GOVERNANCE RELATIONS WITH PRESIDENCY AND STATUTORY BODIES RELATION WITH MEMBERS, NETWORKS AND PARTNERS RESOURCE MOBILIZATION COMMUNICATION ORGANISATION FINANCES HUMAN RESOURCES ICT HIGHLIGHTS FROM UCLG SECTIONS ----------------------------------------------------------------------------------------
B.
C.
D.
A. REPRESENTATION/INTELLIGENCE/COOPERATION
INSTITUTIONAL RELATIONS
---------------------------------------------------------------------------------------The New Development Agenda: Post 2015 UCLG World Council: the New Development Agenda at the heart of the work of local and regional leaders 1. UCLG World Council, held in Dakar (Senegal) at the occasion of Africities, from 4th to 6th December 2012 focused on the impact of local and regional governments daily work in global development and called UCLG to work to ensure that this message is convened to the international community in the preparations of the new Millennium Development Goals and Habitat III. Basic services, equality and local development have been identified as areas if we want to improve the quality of life of communities. The UCLG membership recalled that the New Urban Agenda should be based on four key pillars: new methods of partnership between central and local governments in order to regulate the urbanization and metropolization processes; supporting innovation and economic development of towns and cities in order to improve the quality of public services; the promotion of strategic urban planning and resilient towns and cities; the engagement of citizens in local decisions. Special emphasis was put in improving the life of women and empowering them as motors of development. The President of UCLG, Kadir Topbas, Mayor of Istanbul, recalled his determination to have the voice of local and regional authorities heard in the international policy making process, and to follow the mandate and aspirations of UCLG to facilitate the diversity of local and regional voices to enrich the international agenda in particular through the High Level Panel
3
2.
3.
of the United Nations. The Post-2015 Agenda is critical for our Organization, but also for the citizens that we serve. The UN High Level Panel Post 2015 4. The President of UCLG was appointed together with 27 personalities from different parts of the world and society to serve in the Post 2015 HLP. Heads of State, Ministers, Nobel Laureates, Researchers, opinion makers and private sector representatives worked together on recommendations which could serve as reference to define the agenda that will lead the future of humanity. The appointment of President Topba to this group has been experienced as a significant recognition of the role of local authorities in development. It has further enable the broader movement of local and regional authorities to influence discussions and deliver the perspective of this specific constituency. The third meeting of the High-Level Panel on the Post-2015 Development Agenda took place in Monrovia (Liberia), from 29 January to 2 February and was hosted by H.E. Ellen Johnson Sirleaf, President of Liberia and Co-chair of the Panel. The meetings main topic was National Building Blocks for Sustained Prosperity and convened discussions on Affecting economic transformation, Governance and institution building, Infrastructure and Sustainability and the necessity of Green Growth paths. Dr. Kadir Topba stressed that cities are motors of economic growth and that inclusive and sustainable cities are fabrics for future generations. We need to use the power of cities to fight poverty. Cities are places for innovation and harmony among people, he underlined. The messages brought to the panel argued the need to recognise local authorities as critical agents in the achievement of most of the MDGs and future Sustainable Development Goals: planning, monitoring and support for local and regional governments is critical if the post 2015 agenda wants to give greater attention to growing inequalities and sustainable urbanization. Attention must be directed to local institutional capacities in order to deliver their mandated services and responsibilities and important efforts need to be realized in strengthening the collaboration between all levels of government. Engagement in Rio+20 implementation 8. Member States are currently working and negotiating follow up of Rio+20 process. International Conferences and processes led by the United Nations are intergovernmental by nature. However, these processes increasingly involve non state actors participation through among others, the Major Groups. In the follow up of Rio+20 process, the implementation of the main outcomes of the Conference is made through two important mechanisms: The Open Working Group and the High Level Political Forum. These two mechanisms will also play a key role in the definition of the new development agenda and the Post 2015 policy. UCLG has been nominated as organizing partner of the Local Authorities Major Group (LAMG) for the Rio+20 Process (together with nrg4SD and ICLEI), as contact point between the Secretariat and the members of the constituency. UCLG on behalf of the LAMG has prepared 3 statements to be conveyed to the Member States on Urbanization (population dynamics), Culture and Water and Sanitation. Other statements and interventions were delivered by ICLEI and nrg4SD. All statements are negotiated among the Secretariats of the three organizations and build on existing policy. Online thematic consultations 11. UCLG has mobilised membership and directly contributed to the online thematic consultations of high interest for local and regional governments, especially on inequalities, governance, environmental sustainability and population dynamics organised by the UN to gather views from a broad range of stakeholders on what the post-2015 development agenda should look like. The World Secretariat attended the civil society consultation on Population Dynamics in the post-2015 UN development agenda, co-convened by UN-DESA, UNFPA, UN-Habitat and IOM (International Organization for Migration) in partnership with the Government of Switzerland. The meeting aimed at assessing the impact of the urbanisation trend and climate change.
4
5.
6.
7.
9.
10.
12.
Global Taskforce of Local Regional Governments for Post 2015 and Habitat III 13. The Global Taskforce was convened by UCLG aiming at gathering all local and regional government organizations and their partners. Local and Regional Governments organizations expressed their commitment in the first meeting in Istanbul to work towards ending extreme poverty in all its forms, in the context of sustainable development, and to contribute to put in place the building blocks of sustained prosperity for all. As the government bodies with much of the responsibility for meeting many of the MDGs and goals suggested for post 2015, they committed to ensuring local and regional governments address these responsibilities and to demonstrating how poverty reduction, prosperity and sustainable development can be combined. Building on the Rio+20 outcome document that recognizes local and sub-national authorities as key partners, as contribution to the High Level Panel discussions and engaging on the ongoing intergovernmental process on financing, the Organization expressed commitment to support the definition of a new development agenda. Local and regional authorities, stress the need to pay special attention to the following crosscutting issues which are underlining values of any development agenda: Local democratic governance, inclusive, transparent and participatory Peaceful societies and dialogue Human Rights, promoting gender equality, cultural diversity and discrimination Sustainable development that will be planet and people-sensitive
14.
15.
opposing
any
The second meeting of the Taskforce took place in UN Headquarters in New-York. 16. Elected representatives of local and regional governments were welcomed by the Vice President of ECOSOC and the UN Under-Secretary General in New York who read the Secretary General statement: "I welcome the creation of the Global Taskforce of Local and Regional Governments for 2015 and towards Habitat III". The Secretary Generals message also called for greater political representation of local and regional authorities to enable them to participate in global policy making. Muchadeyi Masunda, the Mayor of Harare and Co-President of UCLG, opened the meeting, offering the partnership of local and regional authorities in defining the new development agenda. Over 150 representatives from United Nations Agencies, member states and development partners attended the session, where the members of the Taskforce presented their views on the shape of the Post 2015 agenda and the future agenda of Habitat III. The delegation was hosted by the Friends of Sustainable Cities, a group of member-states that are committed to promoting the city agenda in international policy. Bridging the distance between citizens and their governments, building dialogue that will lead to tolerance, understanding and sustainable peace, and constructing societies based on equality and accountability from the bottom up will be crucial milestones for any development agenda, said Augusto Barrera, Mayor of Quito. He also emphasized the need to change land use and commerce, and to recover public ownership and regulation. The High Level Panel Report: recognition of local authorities 20. The High Level Panel Report has had very positive feedback from different stakeholders. It demonstrates the shared belief by different sectors of our global community that extreme poverty can and should be eradicated. It also demonstrates that, despite all the differences and diverse interests, it is possible to reach agreements on the basic principles that can lead us to the kind of world we want for us and future generations. Its pragmatic approach on tackling poverty, hunger, water, sanitation, education and healthcare, building on the MDGs is also commendable. The Report emphasizes the universality of the Post-2015 Agenda and signals five main transformative shifts that need to be applied to the future global policy. It acknowledges cities as the worlds engines for business and innovation. It further
5
17.
18.
19.
21. 22. 23.
recognises that with good management they can provide jobs, hope and growth, while building sustainability. Local authorities form a vital bridge between national governments, communities and citizens and will have a critical role in a new global partnership. 24.
The report also pointed out that the most pressing issue is not urban versus rural, but how to foster a local, geographic approach to the post-2015 agenda.
It emphasizes the role of local authorities in delivering public services in health, education, policing, water and sanitation. It also stresses their role in providing better life conditions to slum dwellers. It underlines de key role the need to play in acting on resilience and disaster risk reduction.
25.
26.
However, while the acknowledgement of the essential roles of local governments in achieving many of its goals, little or no attention is provided to the financing and capacity needed to fulfil these roles.
UCLG at the DeLOG meeting on Decentralisation and Local Governance in the Post2015 Global Development Agenda
27.
On June 4, UCLG participated in the Development Partners Working Group on Decentralisation and Local Governance (DeLog) meeting in New York. The 8th annual meeting took up the theme of Effective Multi-Level-Governance for improved development results. Member organisations, and local government associations and forums gathered to discuss the inclusion of decentralisation and local governance in the Post 2015 global development framework. The members of DeLog gave their support to the Global Task Force of Local and Regional Governments for the Post-2015 and Habitat III agenda, created by UCLG at its World Council in Dakar in December 2012. UCLG participated in the discussion on entry points for integrating local Governments in the post-2015 framework, making the case that subnational actors also need representation at global level. The Global Taskforce of Regional and Local Governments is advocating for a more prominent role for subnational levels of government in the emerging global sustainable development agenda. Resilience, Disaster and Risk Reduction
28.
29.
30.
The 4th Africa Regional Platform for Disaster and Risk Reduction took place in Arusha, Tanzania from 13 to 15 February and welcomed over 400 participants that evaluated the progress made at national, sub-national and regional level on the implementation of the African Strategy (Hyogo Framework and Programme for Action). UCLG requested African National Platforms to take into consideration the local level and to work in close collaboration with local governments during the drafting of national DRR strategies. UCLG is partner and member of the steering committee of the Making Cities Resilient Campaign lead by UNISDR to which more than 1,600 Local Governments have joined, committing to making their cities and localities resilient to natural hazards. The Making cities Resilient: my City is getting ready Campaign, launched in May 2010, addresses issues of local governance and urban risks. Global Disaster Forum
31.
32.
33.
The Fourth Session of the Global Platform for Disaster Risk Reductions took place from 20th to 21st May in Geneva with participants from several countries and numerous partners of the Platform including over fifty local elected representatives representing various regions of the world. It is calculated that over 13 years 2700 billion US dollars and 2.9 billion people have been affected by disasters. UCLG, ICLEI and UNISDR came together to revise the Hyogo Framework for Action that should be adopted in 2015. Local Authorities called for reinforcing the decentralisation processes to better prepare resilience and reduce disaster risk, support communities in
6
34.
managing and reducing risk at local level; reduce vulnerability by concentrating efforts on inequalities and the fight against poverty, facilitate access to financing. 35. The Deputy Secretary General, Jan Eliasson, commended the work conducted by the UCLG President in the framework of the High Level Panel in order to bring forward the relevance of local governments in development. He acknowledged that the role of elected representatives is furthermore essential in light of the evolution in the decentralisation processes that have taken place in several countries. PLATFORMA releases new publication on development effectiveness at the local and regional level 36. In March, PLATFORMA released a new publication with the support of UCLG on local and regional development cooperation, entitled Development effectiveness at the local and regional level. It includes examples of development cooperation initiatives undertaken by a number of European municipalities and regions. Adoption of the new Communication on local and regional governments in partner countries 37. The Communication carries several key messages that the network had put forward for a number of years now, especially concerning decentralisation, the promotion of the territorial approach to development, decentralised cooperation, building capacities of local and regional activities and the role of the associations of local authorities in partner countries. We are happy to see that the European Commission has measured the potential of local and regional governments in the implementation of public policies addressing the double challenge of poverty alleviation and sustainable development as close as possible to the citizens. We are thus happy that local and regional authorities are now considered political actors that must be associated to the definition and the implementation of national development policies. Over six years after the adoption of Pierre Schapiras report by the European Parliament and the 2008 Communication, which marked the recognition of the work of local and regional authorities for development by the European institutions, the present Communication represents an evolution in the quality of the vision and partnership between the European Commission and local and regional governments in partner countries. The adoption of the Communication puts an end to a year of work and reflection on a subject that has mobilised the entire network. Indeed, at the demand of the European Commission, PLATFORMA led a four-month consultation process, which brought together over 350 elected representatives and cooperation experts.
38.
39.
40.
A glimpse of Platforma Forum 41. With the occasion of the PLATFORMA Forum, local and regional elected representatives had the opportunity to recall that the economic crisis calls for better coordination and joint development actions carried out by European local and regional governments. Transparency and efficiency were also considered vital in order to justify decentralised cooperation budgets to European citizens. In this context, the study on the support of the European Union (EU) to decentralised cooperation (to be published at the beginning of April) should offer interesting reflection opportunities, especially concerning the different financing models for cooperation among local authorities. Elected representatives from partner countries, among whom Fatallah Oualalou, Mayor of Rabat (Morocco), also declared being worried by the consequences of the economic crisis and of the drastic budget cuts that most European countries are faced with. Supported by European elected representatives, namely Alfonso Polanco, Mayor of Palencia (Spain), and Roselyne Lefranois, Deputy Mayor of Rennes (France), he called upon local authorities to enlarge their partnerships to new actors, such as the private sector and Southern countries
7
42.
43.
with a positive balance. 44. The debate on fragile states confirmed this need for coordination and joint action, and especially for the creation of multilateral decentralised cooperation partnerships. The talks also allowed understanding the importance of working with local authorities in fragile states. Aziza Mohammed Kattra, Deputy Mayor of Timbuktu, spoke of the recent experience in Mali, where the state and the international donors completely abandoned the Northern part of the country, and where local elected representatives had to manage displaced populations and service provision on their own. 45. Jean-Claude Kouassi, President of the Bouak general council, explained how local elected representatives from the Ivory Coast contributed to the restoration of the state in conflict zones. The elaboration of a social cohesion charter, the creation of local media, of cultural associations, the depoliticisation of schools and mixing populations in the habitat policies are actions that contributed to pacification. At the level of the European Commission and of the External Action Service, whose representatives took the floor during the Forum, the reflection on working with local authorities in fragile states seems to be advancing in the right direction; the Commission in particular now has a conceptual framework comprising the communication on resilience and a resilience action plan. However, the different accounts underlined the need for the emergence of a new paradigm in conflict prevention, crisis management and reconstruction, to which local authorities should be fully associated. During the closing session of the Forum, Kristian Schmidt, representing Commissioner Piebalgs, reaffirmed the Commissions commitment to continue working with local and regional authorities from Europe and from partner countries, especially by reaffirming their key role in basic service delivery and in the pursuit of the Millennium Development Goals (MDGs). Finally, Imma Buldu Freixa from the Catalan delegation in Brussels and Dave Wilcox, Derbyshire County counsillor, speaking on behalf of PLATFORMA, insisted on the fact that local authorities should not give up on their international commitments despite the crisis, and that the European Commission should support them in doing so. Insisting upon the fact that the MDGs did not allow to reach the populations who most needed it, they called for the future sustainable development objectives to be more local and encouraged the EU to defend this approach at the next summits in the framework of post-2015 development. Shaping the Global Network on Safer Cities 49. 50. On 13-14 March, representatives of the Global Network on Safer Cities (GNSC) gathered in New York City to establish a global agenda for a safer future in the cities of the world. The joint outcome statement acknowledges the decision of Mayors to work for safer cities and public spaces, focusing on the vulnerable categories of population who are the most at risk and on improving urban planning, management and governance. UCLG and UN Women sign a MoU to strengthen collaboration 51. The MoU marks an important step forward as it will structure the relation with UN Women. It places special emphasis to developing information on the participation of women in local leadership. It also provides a framework to develop joint advisory services, trainings and capacity development programmes to empower women. Under the MoU, UCLG will further call partner countries and organizations to work together in the promotion of basic services tailored to women empowerment and will pay particular attention to women safety. Local Governments call for stronger political agenda at UN Habitat Council 53. A delegation of the World Organization of United Cities and Local Governments lead by its Co-President Muchadeyi Masunda, Mayor of Harare, Zimbabwe, and Vice-President Wolfgang Schuster, President of Council of European Municipalities and Regions (CEMR), represented local governments at the 24th Session of the Governing Council of the United Nations Human Settlements Programme, held from 15 to 19 April 2013 in Nairobi, Kenya.
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46.
47.
48.
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Co-President Masunda addressed the Council and stated that the Urban Agenda will need to be people-centred, bridge the rural-urban divide and understand urbanization as a territorial issue not limited to urban centres. It will need to put cohesion among territories at the forefront acknowledging important metropolization processes that are taking place and positive effects in development, as well as the increasing role of intermediate cities in developing countries. It will further need to recognize culture as a fundamental cornerstone for development. Vice-President Schuster debated with, among others, the UN-Habitat Executive Director and Amina Mohamed, Special Advisor to the UN Secretary-General on Post-2015 Development Planning. Dr. Schuster emphasized the need to consider a goal for sustainable cities in the new development agenda and highlighted the interest of building one single agenda incorporating the MDGs and SDGs. He further called for a new international governance architecture that follows the multi-partnership principle and includes local and regional governments in the decision-making table. The United Nations Advisory Committee of Local Authorities (UNACLA) met on 14 April. CoPresident Masunda, Vice-President Schuster, the President of Association of Local Government Authorities of Kenya (ALGAK) Tarayia Kores and the Chair of REFELA Fatimetou Mint Abdelmalick participated in the meeting that also saw the attendance of the Mayor of Kigali (Rwanda), Deputy Mayor of Mogadishu (Somalia), Mayor of Wakatobi (Indonesia), Deputy Mayor of Lusaka (Zambia), Mayor of Asker (Norway), representatives of the cities of Kinshasa (Democratic Republic of Congo), Medelln (Colombia) and Brasilia (Brazil), as well as of the local government organizations of UCLG Eurasia, Metropolis, Global Fund for Development of Cities and ICLEI-Local Governments for Sustainability. The UNACLA thematic focus for 2012/2013 will be Job Creation and Local Productivity. The work aims at emphasizing the role of the public sector in creating decent employment for all, particularly for the youth. Mayors highlighted the need to regain some of the lost competences at local level and of localizing the economy through partnership with small and medium size businesses who share local interests. The Committee also discussed Flood Protection and Environmental Resilience which will be the next thematic focus after Job Creation. Over 15 resolutions were adopted including some of particular importance for local and regional governments, namely: Habitat III Preparations, international guidelines on urban and territorial planning, urbanization in the Post 2015 Agenda, Housing Strategies. Culture for Sustainable Development
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On behalf of UCLG members, and as a member of the Executive Committee of the Ville de Montral and responsible for culture, heritage and design, as well as Co-Chair of the UCLG's Committee on Culture, laine Ayotte urged the UN General Assembly to include a goal specifically related to culture in its Agenda for Post-2015 Development. She also appealed for greater cooperation between policymakers involved in culture and development. In Hangzhou, on 14-17 May 2013, UNESCO and the PR of China organised the largest congress ever on culture and sustainable development. The last paragraph of the Final Declaration states: We recommend that a specific Goal focused on culture be included as part of the post-2015 UN development agenda, to be based on heritage, diversity, creativity and the transmission of knowledge and including clear targets and indicators that relate culture to all dimensions of sustainable development. The Committee on culture of UCLG, the International Federation of Coalitions for Cultural Diversity, Culture Action Europe and International Federation of Arts Councils and Culture Agencies (IFACCA) are working to propose the contents of such a Goal in the next few weeks. The Committee on culture of UCLG is also engaged in actively contributing to the Global Taskforce of Local and Regional Governments for Post-2015 Development Agenda towards Habitat III, launched by UCLG and which brings together several networks, with an explicit cultural component. Contributing to the ECOSOC Ministerial Review
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The annual ministerial review of the ECOCOC (United Nations Economic and Social Council) was dedicated this year to: Science, technology and innovation, and the potential of culture,
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for promoting sustainable development and achieving the Millennium Development Goals. 63. UCLG building on the work developed by the Committee for culture advocated for a stronger role for culture in the Post 2015 development agenda. The written statement presented by the World Organization was distributed to all participants at the High Level Segment and translated into all official languages of the UN. The future we want, based on healthy, safe, tolerant and creative societies cannot be achieved unless the cultural component of sustainability is explicit. In the framework of the Post-2015 Agenda, the members of the UCLG Committee for Culture are advocating for the development of a specific goal on culture.
64.
UCLG COMMITTEES AND WORKING GROUPS

---------------------------------------------------------------------------------------More than 200 local elected women gathered at the International Women Conference in Paris 65. The Global Conference of Local Elected Women took place from Wednesday 30 January to Friday 1 February 2013 at Paris City Hall. This Conference was organised jointly by the womens networks of UCLG, UN-Women, Metropolis, UCLGA (NLEWA), FLACMA (RedLamugol) and CEMR. This Conference, entitled Gender Equality, a Priority for Global Development aimed at proposing ideas for reflection and a roadmap to ensure that the participation of women in decision making in all fields (politics, economy, financial and human development) becomes a priority to the Global Agenda Post-2015. The World Organisation of United Cities and Local Governments approved during its World Council in Florence in 2011 the creation of a Standing Committee on Gender Equality. The Standing Committee is currently chaired by Anne Hidalgo, 1st Deputy Mayor of Paris. The Standing Committee is deeply convinced that gender equality is a fundamental right and an essential value. Not only are these rights to be firmly recognized by law, but they must be applied in aspects of every daily life: political, economic, social and cultural. This equality is essential for the existence of democracy. The commitment of political officials is crucial in order to implement gender equality. In view of this, promoting decision-making by women is one of the Millennium Development Goals, an issue to which UCLG is wholly committed. International Womens Day 2013: zero tolerance of violence against women and girls 70. UCLGs Standing Committee on Gender Equality and the whole of the World Organization of United Cities and Local Governments join all partners, and in particular elected women and their associations, in the celebration of 2013 International Womens Day. UCLG calls local and regional governments worldwide to condemn violence against women and girls and calls its members to promote the Paris Local and Regional Governments Global Agenda for Equality of Women and Men in Local Life. A peaceful sustainable world cannot be conceived with tolerance of violence against women and girls. It is our responsibility to stop this creating policy and changing mentalities Anne Hidalgo, Vice-Mayor of Paris and Chair of the UCLG Standing Committee on Gender Equality Women continue to be under-represented in the decision-making bodies in all aspects of politic, economic and social life but their full participation is critical to answer the challenges that humanity is facing. Local and regional governments should commit to: Fostering increased participation of women in local decision-making, in order to guarantee equal representation and to achieve a successful development agenda Post-2015;
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Situate equality between women and men on the top of the agenda of local public policy making and promote adequate service provision that will contribute to improve the condition of women and to unlashing their power; Contribute to a safe world in particular for women, who are traditionally the most vulnerable to all types of violence. Global solidarity strengthening international cooperation between central, local, regional governments and civil society, in order to help eliminating barriers to womens participation in local decision-making, will be key to a sustainable future. UCLG would like to pay special tribute and celebrate the work done by the local elected women networks of METROPOLIS, CEMR, UCLGA-REFELA, and FLACMA-REDLAMUGOL. It further salutes the work done by the Inter-Parliamentary Union and the Huairou Commission. All of these institutions are fostering female leadership and equality. UCLG looks forward to collaborating with UN Women, UN-Habitat and all other development partners towards a more equal world in 2013. Annual CIB Working Group 2013
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The CIB Working Group members gathered in Ottawa (Canada) on 13 and 14 June. The Capacity and Institution Building (CIB) Working Group discussed the importance of informing our partners about the process of the post 2015 process and the role that they can play towards their national governments. The CIB Working Group noted an increase in South-South cooperation; the Brazilian government launched a call for proposals to support municipal international cooperation. The South African Local Government Association supports neighbouring local government associations, whereas the Association of Local Authorities of Tanzania is supporting the setup of a local government association in Zanzibar, both with support of the ARIAL programme. Implementing the Right to the City
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The UCLG Committee on Social Inclusion, Participatory Democracy and Human Rights and the conurbation authority of Plaine Commune, along with the towns of Saint-Denis and Aubervilliers (France), organized the 1st World Summit of Local Governments for the Right to the City. The event was a global platform of exchange of experiences among local government representatives, members of international networks of social movements and human rights experts. The Summit was attended by around 200 participants and a total of 40 speakers from 16 countries, particularly Austria, Belgium, Bosnia-Herzegovina, Brazil, Burundi, Canada, France, Mexico, Portugal, Senegal, Slovenia, Spain, South Korea, Switzerland, The Netherlands, and the United States of America. The Committee on Urban Strategic Planning coordinates an international learning event on intermediary cities
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Intermediary cities have an important role to play not only in planning the development of fast changing territories, but also in liaising with different government tiers, building powerful rural - urban relations and involving unequal stakeholders. Associations involved in service provision, economic clusters and long term investment alliances for increasing employment opportunities can often be innovative and need to be better informed in order to enable learning. In 2013, the UCLG Strategic Planning Committee will therefore seek to focus on planning intermediary cities in order to discuss priorities and recommendations during the Rabat congress. In addition, in cooperation with the provincial government of Kwa Zulu Natal, the Municipal learning institute MILE and the cities of Newcastle and Kwadukuzu, the UCLG Committee on Urban Strategic Planning will coordinate an international learning event on intermediary cities.
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Syrian refugee crisis: Municipalities on the frontline 84. An international delegation of elected and local government practitioners, under auspices of UCLG and its Middle East Working Group, visited Syrian border municipalities in Turkey, Jordan and Lebanon on 18-26 March. At the initiative of UCLG President Topba, elected officials from French, Turkish, and Dutch local governments and experts from the national associations of local governments in Canada (FCM-Federation of Canadian Municipalities), The Netherlands (VNG-Association of Dutch Municipalities), Turkey (UMT-Union of Municipalities of Turkey) and representatives of United Cities France (CUF-Cits Unies France) and UCLG Middle East and West Asia Section (UCLG-MEWA) have taken part in the mission that visited municipalities having to cope with the great flow of displaced Syrians. Up to 11.000 citizens have moved out of Syria even in the last 24 hours according to the UNHCR. Following the mission, the Lyon Executive Bureau requested the Mayor of Groningen to explore possibilities on the development of a response mechanism for local authorities in crisis. The results of the assessment mission will be presented in the Rabat Executive Bureau. Committee on Local Finances for Development publishes activity report 2012 87. With a mission to promote the financing of local governments, the Committee on Local Finances for Development (CLFD) deploys a number of "pilot" activities on the African continent, with the intention to extend them to all sections of UCLG. Africities Summit in Dakar gave the opportunity to the Committee on Local Finances to encompass and coordinate a network of Chief Financial Officers (CFOs) from over 30 African cities. PEFA, an evaluation framework for financial management, has been presented to the CFOs gathered in Dakar as a tool for capacity building for Local Governments. It has already been implemented in 5 African Local Governments. By highlighting the strengths and weaknesses of local management, this methodology allows better targeting of actions to be taken under a program of capacity building, ensures the possible coordination of donors, as well as identifies national reforms that will help increase local governments capacities for financial management. This evaluation also promotes Local Governments access to loans. A PEFA training program for CFOs is being developed with the CLFD partners. Rio+20 and culture: Advocating for Culture as a Pillar of Sustainability 89. This report from UCLG's Committee of Culture is a summary of the strategy that the Committee developed in 2010-2012 to influence the process towards the UN Conference on Sustainable Development (Rio+20) which took place in Rio de Janeiro on 20-22 June 2012. The report analyses in detail the Outcome Document of Rio+20, and explains why it is insufficient. The gap between development frameworks and cultural actors is still big. A critical mass of actors (in the UN System, at a national level, in the civil society) that explicitly advocate for the role of culture in sustainable development does not yet exist. But, the report says, Rio+20 was useful to better connect actors, to better align their strategies, and to agree on the new opportunities to continue the discussion: the post-2015 Development Agenda of United Nations and Habitat III. The UCLG Committee on Culture has further contributed to the UCLG advocacy before the UN with ECOSOC 2013: the role of culture in sustainable development to be explicitly recognized 3rd Forum of Local and Regional Authorities of the Mediterranean 92. 400 Mediterranean elected officials and policymakers gathered on 3 & 4 April 2013 in Marseille for the 3rd Forum of Local and Regional Authorities of the Mediterranean, organised by the Mediterranean Commission of UCLG. In a troubled and fragile Mediterranean context that at the same time brings new hopes, they placed the challenges of democratic governance for the future of their territories at the heart of their debates.
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In their joint political declaration, adopted at the end of the Forum, local and regional authorities declared they are deeply concerned with on-going conflicts in the Mediterranean region and stressed the urgency of the situation, and they reaffirmed their commitments to build together with the States, civil society, and international institutions and donors, a Mediterranean area based on a renewed form of governance in which citizens are directly involved in the emergence of new political and administrative tiers closer to their aspirations. Finally, they seized the occasion to formalise their commitments and to pursue their mobilisation by creating a Political Council within the Mediterranean Commission of UCLG. The elected officials gathered in Marseille decided to meet again in Rabat at UCLGs World Congress that will draw particular attention to the dynamics of change in the Mediterranean and to its implications in terms of governance. UCLG DAL Committee launches the fifth issue of D+ Magazine
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The Decentralisation and Local Self-Government Committee launches the fifth issue of D+ Magazine, a tool for the dissemination and discussion of topics related to decentralisation and local governance. This issue reports on the decentralisation policies implemented in Cambodia and Macedonia, and the reforms that are taking place in Tunisia after the Arab Spring. Moreover, it describes the local dimension of the Europe 2020 strategy. Finally, the best practice section presents DeLoG, a development partners working group on decentralisation and local governance. D+ Magazine is published in four languages - Catalan, Castilian, English and French UCLG Peripheral Cities Committee: the right to the city, the metropolis and solidarity
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The Forum of the Peripheral Local Authorities (FALP) network held its 3rd congress on June 11th, 12th and 13th, 2013 in Canoas (metropolitan region of Porto Alegre - Brazil) and counted with the presence of Lula da Silva. More than 2200 participants representing more than 200 local authorities from 30 countries and covering the 5 continents came together to debate the theme: "Rights and Democracy for interdependent metropolises". In a context of economic, social and political crisis, the conditions of fast urbanization reveal important challenges for the all aspects of metropolitan territories. The dialogue between peripheral cities and centre cities was organized focussing on the role of each as a full protagonist in the metropolitan future.
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100. The Committee on Development Cooperation and City Diplomacy proposed the establishment of a Peace Prize during UCLG Executive Bureau in Lyon. The Prize would be awarded in 2014 in cooperation with MasterPeace, an innovative, grassroots initiative, whose goal is to actively involve citizens in peace-building. The City of Mexico, Cochair of the Culture Committee, will also promote an Award for Culture, which will be defined in the coming months and officially launched in the World Congress in Rabat. Smart Cities Study on the situation of ICT, innovation and Knowledge in cities 101. 28 cities from all over the world have contributed to the development of the "Smart Cities Study: International study on the situation of ICT, innovation and Knowledge in cities". 102. The Study offers a "holistic" vision of Smart City, which brings together 6 key Areas of performance that affect the development of cities: economy, people, governance, mobility, environment and quality of life. The Study also provides best practices and experiences.
PROGRAMME AND RESEARCH PROJECTS

---------------------------------------------------------------------------------------South-South City Cooperation: enlarging the UCLG-Metropolis network Brazil and Mozambique 103. UCLG, in collaboration with Intermediary Cities Network (CIMES) and Architects without Borders Catalunya (ASF-C) initiated the project on decentralized cooperation between
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cities of Brazil and Mozambique to encourage more exchange between the cities of these countries, particularly between the National Government Associations: National Government Association of Mozambique (ANAMM) and National Front of Mayors (FNP) in Brazil and support the strengthening of both institutions as active drivers of decentralized cooperation. 104. This project, funded by the European Union, is supported by the Government of Norway and Cities Alliance and will be implemented during 28 months. The project builds on the cooperation between UCLG and Cities Alliance under the "CityFuture" programme. South Africa and Brazil 105. The cities of eThekwini (South Africa) and the regional government of Sao Paulo (Brazil) met together with UCLG, the South Africa Local Governments Association (SALGA) and with the National Department of Human Settlements in South Africa (DHS) in Johannesburg on the 18th of July 2013, in the framework of the Metropolis Annual Meeting. 106. The South-South cooperation between cities focused on experiences on quality housing for the poor and implementing social housing programmes, showcasing the Welbedacht East project. The project was initiated by UCLG in Sao Paulo in 2011. Since then, the work of the city officers and experts involved, with the support of the Municipal Institute of Learning (MILE). 107. Regardless of institutional constrains and historical context, important progress is being made in both cities. As a tribute to this partnership and legacy of Nelson Mandela a new residential area developed to replace a slum in Sao Paulo will be named after him. Moreover, the Brazilian Ministry of Cities is taking this initiative forward in the new Indian-BrasilianSouth African partnership initiative. The Third Global Report GOLD III 108. As a part of cities and local governments responsibility and commitment to improve universal access to basic services, reduce poverty and inequalities, UCLG contributes to GOLD (Global Observatory for Local Decentralization) Global Report. 109. This report aims to be an important instrument to achieve one of the strategic objectives of UCLG: to become the world reference for information and knowledge on the situation of local and regional governments, local democracy and decentralization. 110. After GOLD I and II, the preparation of GOLD III (centred on the Governance of Local Basic Services) is producing important inputs to support local and regional governments contributions to the debate on the Millennium Development Goals (MDGs) achievement and on the new UN Development Agenda Post-2015. 111. The third and final Steering Committee of the forthcoming report of the Global Observatory on Local Democracy and Decentralization (GOLD) on basic local services took place on 4-5 July 2013 at the UCLG World Secretariat, in Barcelona. This meeting brought together UCLG Secretary Generals, the team of experts and project partners, to discuss the advanced version of the regional chapters and the reports global conclusions and recommendations. 112. Over 2013 the chapters have gone through a wide consultation process. More than 300 participants from 80 countries discussed the regional reports in workshops in Manila (Philippines), Johannesburg (South Africa), Ahmedabad (India), Saint-Petersburg (Russia), Brussels (Belgium), San Salvador (El Salvador), Gwangju (South-Korea), Montevideo (Uruguay), and Iguazu (Argentina). 113. Building on the success of GOLD I and II, the GOLD III report on local basic services is set to make an important contribution to local and regional governments message in the debates on the Millennium Development Goals (MDGs) and in the UN Post-2015 Development Agenda. The GOLD III report will be an advocacy tool for local governments in communicating the importance of expanding and improving basic service provision to their citizens. 114. The GOLD III Report will be launched at the IV UCLG Congress in Rabat in October, at the 1st thematic round-table on Fostering Wellbeing.
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The Committee on Peripheral metropolitan regions
Cities
launches
global
research
study
on
115. The network of the Forum of the Peripheral Local Authorities (FALP) held its 3rd congress on June 11th, 12th and 13th, 2013 in Canoas (metropolitan region of Porto Alegre - Brazil). 116. More than 2200 participants representing more than 200 local authorities of 30 countries from the 5 continents met themselves on the theme "Rights and Democracy for interdependent metropolises ". 117. In front of challenges for the right to the metropolis, the right for the centrality and for the inclusion, the exchanges of experiences and the confrontation of local practices were in the heart of the debates during these 3 days and have permitted to realize a common politic declaration. 118. These exchanges fed all the reflection of the committee Peripheral Cities of UCLG and a World Report on the metropolitan regions with the look of the peripheries was launched on the occasion of the 3rd congress of the FALP. This Report carried by the FALP network and the committee will be as well a contribution for the work on the MDGs Post 2015 committed by UCLG.
B. GOVERNANCE
RELATIONS WITH PRESIDENCY AND STATUTORY BODIES
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RELATIONS WITH MEMBERS, NETWORKS AND PARTNERS

---------------------------------------------------------------------------------------Centenary of the International Municipal Movement: a look back, a step forward 119. The 4th Congress in Rabat is of particular historical importance as it marks the centenary of the International Municipal Movement. Municipal cooperation began in 1913 in Ghent, Belgium during the World Fair. From its humble founding congress with some 420 participants, the movement continued to grow despite two world wars, uncountable international conflicts, and numerous global crises. In the post-conflict environment of the 1950s, the movement's principle objective was maintaining long-term peace through numerous activities: promotion of bilingualism, municipal training programmes and conferences (IULA) and development cooperation (UTO) to name but a few. 120. As direct inheritors of this movement, UCLG will be tracing the timeline of the last one hundred years of municipal cooperation: highs and lows, challenges and achievements, historical impact and turning points, and presenting them in parallel with the major social, cultural and political events that have shaped the last century and whose influences have shaped our present-day societies. 121. Key figures from the UCLG network, international institutions and international development organisations will share their vision on the past, present and future of this movement: its role in maintaining peace, promoting development and shaping the future. Further focus will be given to the future of the movement in collaboration with the UCLG committees and working groups who will share their vision on the current activities and future events foreseen in the framework of UCLG, its members and partners. 122. Historically, the municipal movement has helped forge the road to peace following the two World Wars, supported change in former-Soviet countries, contributed to the fall of the Berlin wall and built global ties at local level that have become the fabric of international cooperation. Today the movement continues to play a major role in the fight against racism and social exclusion, the struggle for gender equality and the promotion of participatory democracy. As the international community comes together to establish its future agenda, the municipal movement will once again lead the way in this process by finding sustainable and adapted, local solutions to global challenges.
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UCLG members pay homage to Pierre Mauroy, leader from the international 123. Gathered in Lyon on the 6th and 7th of June, the Executive Bureau paid homage to Pierre Mauroy, former French Prime Minister, former Mayor of Lille and founding member of UCLG, who passed away at the age of 84. UCLG pays tribute to Rudolf Hauter, Secretary General of UCLG-ASPAC 124. Rudolf had long-standing experience in the promotion of local democratic government and decentralization. He was a dear colleague and he will be missed. 2013 Call for Candidatures to the Presidency and Treasurer of UCLG 125. Following the Electoral Calendar agreed during the World Council in Dakar, UCLG launched the Call for Candidatures to the Presidency and Treasurer of UCLG on 8 February. The Presidency and Treasurer will be elected by the World Council on 4 October on occasion of the UCLG World Congress in Rabat. Candidacies must be presented by 20 June. 2013 Electoral Process for the UCLG Governing Bodies 126. As per the Electoral Calendar, the Electoral Process for the UCLG Governing Bodies was launched on 26 February. Secretaries General of the Sections have been provided a Manual for the Organization of the Electoral Process which, based on the UCLG Constitution and Electoral Procedure Rules, will be the reference documents for the organization of elections in each Section. The members of the Governing Bodies will be elected during the UCLG World Congress in Rabat in October. Consultation of Members 127. The Secretary General has maintained consultations with members about expectations for the new mandate of the world organization and in particular concerning operational effectiveness of the organization in view of the changing environment of international networks. Cities Alliance moves to Europe 128. The global partnership of cities and its development partners is starting a new phase and will move to Brussels next August under the auspices of UNOPs the Operational Agency of the United Nations. Cities Alliance expects to be closer to the key donors of the programme and to attract new partners from its new location. UCLG will continue to Chair the Executive Bureau of the Alliance and representing local authorities in this mechanism. Call for Candidatures for the UCLG World Congress 129. UCLG launched in January the Call for Candidacies to host the World Congress in 2016. After commemorating in 2013 the 100 year anniversary of the international municipal movement, 2016 will see the celebration of the UN Conference on Housing and Sustainable Urban Development (Habitat III). As the history of UCLG is closely intertwined with the Habitat II Conference in 1996 in Istanbul, the 2016 World Congress will need to set the stage for the next phase of the worldwide movement and contribute to the definition of the new Urban Sustainable Development Agenda. The deadline for candidacies is 20 June 2013. Arab Towns come together in Doha 130. UCLG Secretary General Josep Roig participated in the 16th Conference of The Arab Town Organisation (ATO) held from May 14 to 16 and entitled "Cities and The Challenges of Sustainable Development. The Arab Town Organization is member of UCLG since its outset and has been a longstanding actor of the international municipal movement. 131. Both organizations work together for the construction of the Global Development Agenda after 2015 through the Global Taskforce of Local and Regional Governments convened by
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UCLG and gathering all local government networks. UCLG Executive Bureau in Lyon highlights the importance of making the Rabat Summit inclusive 132. The UCLG Executive Bureau took place in Lyon (France) from 5 - 7 June and was organized jointly by the City of Lyon and the Rhne-Alpes Region. Lyon represented the last major milestone for UCLG statutory bodies before they meet at the World Summit in Rabat from 14 October. 133. The Executive Bureau confirmed the decision to hold the 2014 World Council in Haikou. It proposed 17 - 19 of June as provisional dates for the 2014 Executive Bureau in Liverpool, and confirmed Porto Alegre as the host of its meeting in 2015. 134. UCLG highlighted the special efforts it is undertaking to make the Congress inclusive, extending it beyond UCLG and its membership to include the private sector, civil society representatives and development partners. The Lyon meetings were attended by around 270 participants from 37 countries. 135. The meetings included the second edition of the Forum of Regions, a meeting of the Resource Mobilization Group and a briefing on the Global Taskforce of Local and Regional Governments for Post-2015. Delegation Barcelona of Tunisian Elected Representatives visit UCLG Headquarters in
136. The Mayor of Tunis, Mr Seifallah Lasram, visited the UCLG World Secretariat in Barcelona. He was accompanied by Mr Mohamed Mokini, Mayor of Sousse, Mr. Maher Bouazzi, Mayor of Kasserine, Mr Kamel Gargouri, Deputy Mayor of Sfax, Mr Bouraoui Ouni, Chief of Cabinet for the Ministry of the Interior, Mr Sofian Essid, President of Funding and Local Authorities and Mr Ridha Ben Rabeh, Director General of International Cooperation. 137. Following the Conference on Decentralization jointly organised by the city of Tunis, UCLG and the National Federation of Tunisian Cities in 2012, the Mayor of Tunis reaffirmed during the meeting the need to "extend the decentralization effort in the country, in particular in secondary cities, in order to build a substantial pressure group". To this end, the Mayor recalled the need for greater coordination between towns/cities and international donors.
RESOURCE MOBILIZATION
--------------------------------------------------------------------------------------138. The Group on Resource Mobilization agreed on a specific agreement for each Section. These agreements will be working under a general framework, but will allow for particular situations to be acknowledged and addressed if appropriate by the Financial Management and Committee on Statutory Affairs.
COMMUNICATION
---------------------------------------------------------------------------------------LAUNCH OF THE UCLG WEB PLATFORM RABAT 2013 139. The platform www.uclg.org/Rabat2013 provides information on the strategic and thematic debates of the Summit, and will function as a resource for the exchange of good practices. It will also allow representatives and partners of local and regional governments to follow the Summit live and to participate in the activities of the global network. You will be able to directly access information on registration and your stay in Rabat during the Congress. 140. Communication represents a strategic priority for the United Cities and Local Governments. In 2012, UCLG developed and launched a range of new communication tools which are at the service of local and regional governments. 141. All UCLG publications will be made available on the website (reports and synthesis, articles, bulletins) in both printing and digital formats fit for dissemination in social networks. New
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specialized pages such as the GOLD portal, the Rio+20 blog and a page dedicated to Gender news are now in place. 142. Through the UCLG Newsletter, produced on a monthly basis, UCLG ensures that its global network of members and partners are kept up-to-date with the latest initiatives and news. UCLG has also produced a number of publications and booklets to communicate good practice.
C.
ORGANISATION
FINANCES
---------------------------------------------------------------------------------------WORKING SESSION WITH THE HONORARY AUDITOR
143. Mr. Heikki Telekivi visited headquarters at the occasion of the Resource Mobilization Group and worked on 10 February with the Secretary General on the revision of UCLG finances.
HUMAN RESOURCES
---------------------------------------------------------------------------------------SECONDMENTS FROM THE PRESIDENCY 144. Ms. Echo from Guangzhou has joined UCLG WS in August supporting UCLG Congress organisation and focusing on Chinese presence at UCLG Congress. 145. Mr. Bilal Souda has joined the Secretariat as liaison with MEWA and the Presidency from July and has provided support in the practical organization of missions of the President and Congress organisation.
ICT
---------------------------------------------------------------------------------------UCLG.ORG 146. The e-mail addresses and domain name of UCLG have been changed from citieslocalgovernments.org to uclg.org. This is part of UCLG policy to renew its IT potential with Google applications, the creation of intranets accessible through the Web and increased flexibility in communications with the use of modern platforms such as Yammer, Facebook and Twitter. RAISING THE QUALITY OF RELATIONS WITH SECTIONS 147. The UCLG World Secretariat and the UCLG Sections have agreed to develop team workplanning sessions, at least once a year. Three meetings have taken place with UCLGA, CEMR and METROPOLIS. Opportunities with other Sections will be sought next year. 148. The World Secretariat is currently working on an ICT Platform that will improve the exchange of information with Sections trying to redirect communication from ad-hoc need-bases to intelligence-based continued relations.
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D. HIGHLIGHTS FROM UCLG SECTIONS

AFRICA Africities: a Summit for African local government unity and for a local response to the crisis 149. The Fifth African Summit of local authorities- Africities 5- concluded on 20 December in Marrakesh, Morocco, with a declaration which was unanimously adopted by the participants and which calls for the strengthening of cooperation between African local authorities and local governments. 150. The participants of the Marrakesh Summit also spoke in favour of the strengthening of the role of the African branch of UCLG, United Cities and Local Governments Africa (UCLGA).
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151. They further insisted on the urgency of an African response to the international financial crisis. 152. For Africa, the way out of the crisis is not simply a question of economics and technology, but of the affirmation of its own values of dignity, ethics, and cultural roots, they declared. 153. The Africities Summit, which gathered 3,600 participants from 72 countries, asserts itself as an important space for gathering, exchange and technical and political dialogue on the African continent. 154. On the occasion of the Summit, the participants focused on a number of essential questions related to local development and efficient management of African cities and local authorities, especially with regard to increased decentralisation. 155. A particular emphasis was placed on the importance of the roles of local authorities in development, as well as their capacities to contribute to economic progress and to create new jobs. 156. At the invitation of Cities Alliance and ISTED, the UCLG Committee on Urban Strategic Planning participated in a session on this subject. The Committee was represented by the Deputy Mayor of Marrakesh, Zakia Mirni, who underlined the fact that in Africa, planning, like the participation of the people, needed to be promoted at all levels of government. The Mayor of Ouagadougou, Simon Compaor, emphasised the need to strengthen the capacity of local governments and the essential role of local government associations in order to implement local urban development strategies and share successful experiences. 157. A session on urban risk organised jointly by UCLG and UNISDR and chaired by the Mayor of Dakar, Khalifa Sall, provided an opportunity for Mayors to present the challenges linked to flooding, rising sea levels, long periods of drought and risks of earthquakes. The speakers insisted on the need for participation of all actors, including local governments, in the development and implementation of national risk reduction strategies. 158. Africities also provided the occasion for a tripartite meeting on decentralised cooperation between China, Africa, and France, in the presence of Chen Haosu, President of the Chinese Peoples Association for Friendship with Foreign Countries, during which the participants concurred on the importance of strengthening links and exchange between cities and regions in these three different regions. 159. Chen Haousu also took part in the Closing Ceremony, expressing the mobilization and willingness of the cities of China to work with local and regional African authorities. 160. At this fifth Africities congress, it was decided that the next Africities conference would be held in Dakar, Senegal, from 2 to 8 December 2012. ASIA-PACIFIC UCLG welcomes new Secretary General of UCLG-ASPAC 161. UCLG welcomes the appointment of Mrs. Bernadia Irawati Tjandradewi as Secretary General of UCLG-ASPAC. 162. Mrs. Irawati, from Indonesia, has longstanding experience in the decentralization and the facilitation of networks of local authorities in Asia. EURASIA Urban Forum of CIS countries in Khabarovsk 163. A foundation conference of urban forum of CIS countries was held on July 3 in Khabarovsk. It was organized by the UN - HABITAT (United Nations Program on sustainable development of communities), the secretariat of the Intergovernmental Council for Cooperation in a sphere of construction of CIS countries, International Assembly of capital cities and metropolises. 164. During the event participants chose Sergey Kruglik as the President of Urban Forum of CIS countries, approved the members of the organizing committee, which included Secretary General of UCLG-Eurasia R.K.Sagitov. They also approved a plan of the Forum for the period from July 2013 to March 2016. According to Sergei Kruglik, the preparation for the World
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promotion
of
Conference Habitat III dated in 2016 even today is in high gear. These meetings are held once in twenty years in order to discuss the results and plans for the future. 165. The results of the conference will be registered in Khabarovsks Declaration of Urban Forum of CIS countries. This Forum will become a platform for regional dialogue on urban policy and its work will be built on the basis of the national committees of UN-Habitat activity. EUROPE 166. The European Union declared that 2013 would be the European Year of Citizens. 167. To respond to this invitation, CEMR introduced Citizens in Europe, a common thread found throughout its 2013 work programme which will allow CEMR to call on our partners and take action to restore the actions carried out at European level and within our countries to their rightful permanent context, that of focusing on citizens, on whose behalf local and regional authorities and their elected representatives work every day. 168. CEMR is closely following the financial framework for 20142020 and preparations for European parliamentary elections 169. CEMR commemorates the 60th anniversary of the European Charter of Municipal Liberties which led to the adoption of the European Charter of Local Self-Government which will also be celebrated in 2013 on the occasion of the 25th anniversary of its entry into force. 170. As the level of governance closest to the citizens, CEMR will be actively participating in the debate on the future institutional framework of the European Union LATIN AMERICA UCLG-FLACMA celebrates Congress in Hemispherical Summit of Mayors 171. THE VII LATIN AMERICAN CONGRESS OF UNITED CITIES AND LOCAL GOVERNMENTS ExperienciAmrica 2013, is an open forum for the debate of big topics which currently outline and determine the present and future of Local Governments in Latin America and the Caribbean. 172. The exchange of experiences, the presentation of new tendencies for the management of the administration and the introduction of state-of-the-art technologies make this congress a must for local public decision-makers all around America. 173. The whole activity last for 3 days, in which more than 5,000 public officials (including Mayors, Legislators and authorities from supra-municipal and supra-national bodies) plus businessmen and consultants were part of an ideal and exclusive gathering in which to share ideas, visions and policies. METROPOLIS Johannesburg Hosts Metropolis Annual Meeting 174. The 2013 Metropolis Annual Meeting, held in Johannesburg, was closed with great success on 19 July 2013, having drawn over 400 participants from different cities from around the world. 175. Over the four days of meetings, the Caring Cities theme was present in all of the sessions held. Experts and political representatives acted as the spokespeople for their respective cities to make the meetings a discussion forum for the exchange of knowledge and to give the delegates present a first-hand account of their experiences. 176. Over the course of the first day of sessions, the South African Cities Network panel discussion started, which analysed the Ubuntu concept related to the meetings theme, Caring Cities. The panel analysis initiated the rest of the meetings, which addressed different sub-themes related to these concepts; however, the analysis aimed to go beyond just policies, legislation and figures. 177. The Metropolis Board of Directors approved on two new Metropolis Initiatives: the Cybernarium and the Creation of an Orthotics and Prosthetics Adaptation Center for Victims of Amputation.
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MIDDLE EAST AND WESTERN ASIA UCLG-MEWA elected new Presidency 178. The UCLG-MEWA Congress (Executive Bureau, Council and General Assembly Joint Meeting) was held in Tehran, Iran from 10th to 11th April 2013 and saw the renewal of the Presidential team and of the governing bodies of the UCLG-Middle East and West Asia (MEWA) section of United Cities and Local Governments (UCLG). 179. UCLG-MEWA enters into a new period, with the election of Muhammad Bager Qalibaf, Mayor of Tehran, as the new President succeeding Maged Abu Ramadan, President of APLA (the Association of the Palestinian Local Authority). Accompanying the Mayor of Tehran, as CoPresidents were elected Abdul Hussein Al Murshidi, Mayor of Baghdad, Iraq, Osman Baydemir, Mayor of Diyarbakr, Turkey, Rafiq Mikki Union of Gaza Municipalities, Palestine, Aziz Kocaolu, Mayor of zmir, Turkey and Tahir Akyrek, Mayor of Konya, Turkey. Lokman airici, Mayor of Baclar, Turkey, was elected as Treasurer and UCLG-MEWA Ombudsman, Mr. lgr Gkan, Mayor of anakkale, Turkey. NORTH AMERICA 180. The Secretariat of the North American Section is passes from the USA National League of Cities to the Federation of Canadian Municipalities. The Secretary General of the Section, Brock Carlton has longstanding experience in the UCLG network and is committed to revitalising the section, increasing membership and participation.
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GENERAL ASSEMBLY
RABAT 3 OCTOBER 2013 18:00-19:30
Item 3
For adoption
AMENDMENTS OF THE UCLG CONSTITUTION

The Executive Bureau in Lyon agreed to propose two amendments to the UCLG Constitution and present it to the General Assembly in Rabat. One related to the creation of a Section of regional authorities and another related to including the Chair of the Standing Committee on Gender Equality in the UCLG Presidential team. As per UCLG Constitution, the proposed amendments have been shared with the UCLG membership in July and have been considered by the Committee on Statutory Affairs which recommends its adoption by the General Assembly. The General Assembly is invited to: 1. 2. Take note of the modifications proposed; Adopt the amendments.
BACKGROUND TO THE PROPOSED AMENDMENTS 1. Regional authorities: Amendment of the Chapter on the Metropolitan Section of the Constitution. Creation of the Forum of Regions. UCLG is the result of longstanding efforts of local authorities to unite and have a common voice before the international community. UCLG has always aimed at being fully inclusive and gathering all sub-national spheres of government. The growing interest of regional authorities to act internationally and play a more important role in UCLG has been an historical subject of discussion within the World Organisation. The Dakar Executive Bureau in 2012 approved the creation of a Section dedicated to regional authorities within UCLG, which would be a distinct, legal, independent entity, with its own Governing Bodies and Secretariat. The membership of the Forum is open to the regions, federated states and territorial governments that correspond to the first sub-national level.
Considerations and implications of the amendment on the Creation of the Forum of Regions The political representation of the new Section will need to be determined for the mandate 2016-2019.
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2.
An intermediary solution of appointing a Vice-President for Regional Authorities as per article 62 of the Constitution has been recommended by the Committee on Statutory Affairs. ORU-FOGAR, that has expressed clear interest in leading this Section, will take statutory decisions to this respect in its Assembly in Rabat. The membership fee structure is to be defined for new members and impact on existing members should be clarified.
Gender equality: Amendment concerning article 58 of the Constitution The lack of gender balance in the Governing Bodies of UCLG is a great source of concern for the members. The Chicago Extraordinary General Assembly in 2010 amended the Electoral Rules of Procedure establishing that Sections would make due efforts to promote an equitable gender balance in the electoral process for the Governing Bodies. No gender should represent less than 10% in the Sections nominations in 2010; this percentage should be increased to 20% for 2013, 25% for 2016 and 30% for 2019. The Rabat Executive Bureau in 2011 created the Standing Committee on Gender Equality in order to, among other tasks, ensuring the mainstreaming of gender in the World Organization of UCLG and dealing with it from a truly political perspective. Following the motion of the Standing Committee on Gender Equality, the Lyon Executive Bureau decided that for the period 2013-2016, regardless of the presence of another female candidate for the Presidency, the Chair of the Standing Committee should be able to exercise full functions in the UCLG Presidency.
Considerations and implications of the amendment on increasing the gender balance of the organization The election of the Chair of the Gender Equality Committee is not regulated currently by general rules of the organization: basic criteria will need to be established
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Item 3.1
CONCRETE AMENDMENTS PROPOSED BY THE COMMITTEE New drafting in bold and italic 1. Regional authorities The Committee on Statutory Affairs proposes the amendment of the Chapter on the Metropolitan Section - article 24 as follows.
METROPOLITAN SECTION AND SECTION OF REGIONAL GOVERNMENTS Article 24 a (no amendment to current article) The World Organisation shall have a Metropolitan Section, whose membership shall be open to large metropolitan governments, as defined in the Rules of Procedure. The Metropolitan Section shall promote the specific policies of, and deal with matters of concern to, its members and promote the membership of metropolitan cities in the World Organisation. Article 24 b The World Organisation shall have a Section dedicated to regional governments, known as Forum of Regions, whose membership shall be open to regional authorities, as defined in the Rules of Procedure. The Forum of Regions shall promote the specific policies of, and deal with matters of concern to, its members and promote the membership of regional governments in the World Organisation.
2.
Gender equality The Committee on Statutory Affairs proposes that article 58 be amended as follows.
THE PRESIDENCY Article 58 The Presidency, comprising the President and up to 5 Co-Presidents is elected by the World Council from among local government members for a renewable term between two ordinary sessions of the General Assembly. At least one of the above office-holders must come from an individual local government member; at least one must come from a national association and at least one must come from a member of the Metropolitan Section. The President and Co-Presidents act on behalf of the World Organization, not of a specific Section. In case no gender balance is reached and at the recommendation of the Committee on Statutory Affairs, the Chairperson of the Standing Committee on Gender Equality, appointed as defined in the Rules of Procedure, can become an ex-officio member of the Presidency with full rights. The Treasurer shall participate in the work and deliberations of the Presidency. The members of the Presidency fulfil their function without remuneration.
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GENERAL ASSEMBLY
RABAT 3 OCTOBER 2013 18:00-19:30
Item 4
For adoption
REPORT OF THE COMMITTEE ON STATUTORY AFFAIRS ON THE NOMINATIONS OF SECTIONS TO THE WORLD COUNCIL AND APPOINTMENT OF THE WORLD COUNCIL OF UCLG
In accordance with the mandate provided by the UCLG Rules to supervise the electoral process of the World Organization, the Committee on Statutory Affairs has defined a framework for elections which was approved by the Executive Bureau. It further defined a calendar of elections in close coordination with the UCLG Sections and it has met three times throughout 2013 in order to revise progress. This document presents a summary of the electoral framework and of the proposed nominations by each Section. The World Council will receive an oral report from the Committee on Statutory Affairs in Rabat. The enclosed list is subject to final review by the Committee on Statutory Affairs after its Meeting in Rabat on 2 October. A final list of nominees will be presented to the World Council. The cases where additional information on eligibility is required are underlined. The number of countries represented by the UCLG World Council for the period 2013-2016 is 135. The number of seats remains 341 but its distribution has changed as explained below. The percentage of elected women is as per this preliminary list: 10.5% (number of elected women nominated by Eurasia and Metropolitan Section pending to be confirmed). Special efforts have been made to increase the ration of individual local authorities represented. The General Assembly is invited to: 1. Ratify the nominations for the World Council.
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Overview of the Use of Seats in the UCLG World Council

UCLG Sections Africa Asia-Pacific Euro-Asia Europe Latin America Middle East & West Asia North America Metropolitan Host of the World Secretariat: Barcelona Total
* Including 2 remaining seats pending to be used
Seats allocated 45 66 36 63 +8 39 33 36 -10* 21+1VP 1 341
Seats used 44 66 36 71* 39 33 20 22 1 334
1. As per the report of the Committee on Statutory Affairs, it was decided that given the increasing number of countries represented in some regions and the great interest in participating in the Governing Bodies of UCLG by members, a redistribution of seats among Sections was proposed. This redistribution should be preferably in the benefit of female representatives and individual members. 2. Given the impossibility of the North American Section to occupy all the seats with eligible nominations it was proposed that 10 of the 16 unused seats would be attributed to other Sections. As per the decision of the Committee on Statutory Affairs in Istanbul 8 seats would be given to the European Section to the benefit of individual members. The use of other seats will be further defined in Rabat. 2013 Electoral Process for the UCLG Governing Bodies 3. According to the requirements of the Electoral Process, the Sections are invited to provide before the deadline the following information, in order to enable the Committee on Statutory Affairs to prepare its report to the General Assembly in Rabat: A letter summarizing the arrangements made for the electoral process; The list of nominations for the Section; One contact form dully filled in per nominee; A letter by each nominee agreeing to be part of the UCLG Governing Bodies.
4. Sections will need to actively follow up with members to ensure that eligible nominations are put through, by ensuring compliance in the following issues: Allocation of seats by Section and type of member; Gender equality; Eligibility.
5. Sections should aim at presenting nominations built on consensus and to include in the process all the members of UCLG in the region under their responsibility. Allocation of seats and type of member 6. Within each region, the electoral process shall be conducted so as to ensure that there is an equitable geographical balance in the overall representation from the region, including in relation to each type of local government member. Members from different countries in a region may put forward proposals for common representation.
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7. The boundaries of the Sections are defined in Annex I as per decisions taken in 2004. Members can exercise membership outside of the defined Section but traditionally have refrained from exercising political representation in a Section other than the originally proposed. 8. Where a Section exists within a defined world region, it shall have responsibility for coordinating the electoral process and for liaison with the Committee on Statutory Affairs. If there is more than one regional section for such region, they shall have the duty of co-operating to ensure that the electoral process is properly carried out. 9. According to Article 7 of the Constitution, membership of UCLG is open to two types of local government members: Cities and individual local governments; National Local Government Associations.
10. According to Rule 5 of the Procedures, each type of local government member shall be entitled to at least 30% of the seats on the World Council and Executive Bureau, even if its actual percentage is less. Gender equality 11. Gender equality remains an important goal for the organization and nominations by Sections should take this aim into account. According to Rule 5, no gender should represent less than 20% for 2013 elections, 25% for 2016 and 30% for 2019. 12. The rule should be applied also to the Presidency and Vice-Presidencies. Therefore, the Presidential ticket should include at least one woman. There should be also at least 2 women Vice-Presidents. Eligibility 13. Only members up to date with the payment of membership fees will be eligible. Deadline for payments of membership fees is set for 30 June. The Secretaries General of the Sections received in the launch of the Electoral Process an eligibility reference, indicating the members that, according to the records of the World Secretariat, are able to be nominated as per the membership fee payment. 14. In virtue of the Constitution, representatives of the Governing Bodies must hold a political mandate from a local government.
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List of Nominees to be confirmed by the World Council

In Grey: To be confirmed PRESIDENT Kadir Topba, Mayor of Istanbul (Turkey), President of Union of Municipalities of Turkey CO-PRESIDENTS Augusto Barrera, Mayor of Quito (Ecuador) Chen Jianhua, Mayor of Guangzhou (China) Alain Jupp, President of French Association of Council of European Municipalities and Regions (AFCCRE) (France), Mayor of Bordeaux Ilsur Metshin, Mayor of Kazan (Russian Federation) Jacqueline Moustache Belle, President of Association of Districts of Victoria (Seychelles), Mayor of Victoria Anne Hidalgo, 1st Deputy Mayor of Paris (France), President of UCLG Standing Committee on Gender Equality TREASURER Fathallah Oualalou, Mayor of Rabat (Morocco) Berry Vrbanovic, President Emeritus of Federation of Canadian Municipalities (FCM) (Canada), Councillor of Kitchener VICE-PRESIDENTS AFRICA: Mpho Moruakgomo, President of Botswana Association of Local Authorities (BALA) (Botswana) ASIA-PACIFIC: To be announced EURO-ASIA: Aisen Nikolaev, Mayor of Yakutsk (Russian Federation) EUROPE: To be announced MIDDLE EAST AND WEST ASIA: Mohammed Bager Qalibaf, Mayor of Tehran (Iran), President of UCLG-MEWA LATIN AMERICA: Paulo Ziulkoski, President of National Confederation of Municipalities (CNM) (Brazil) NORTH AMERICA: Laurent Blanchard, Mayor of Montral (Canada) METROPOLITAN: Jean-Paul Huchon, President of Ile de France Region (France), President of Metropolis FORUM OF REGIONS : To be announced HOST OF THE WORLD SECRETARIAT Xavier Trias, Mayor of Barcelona (Spain) [Already included in the distribution of local government member seats overview] Enclosed you will find 8 annexes with nominations received through the Sections. 1. 2. 3. 4. 5. 6. 7. 8. Africa Asia-Pacific Europe Eurasia Middle East & West Asia Latin America North America Metropolitan
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ELECTORAL PROCESS 2013
Distribution of seats:
Sections Africa Asia-Pacific Europe Eurasia Middle East & West Asia Latin America North America Metropolitan Host of the World Secretariat: Barcelona Total World Council 45 66 63 +8 36 33 39 36 -10 21+1VP 1 339 +2 Executive Bureau 15 22 21 +2 12 11 13 12 -3 7+1VP 1 114 +1
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AFRICA: 2013 STATUTORY BODIES NOMINATIONS

List of Nominees
Countries 39 Seats used 44 of 45 Gender quota 11.1%*
* Percentage taking into account the total number of attributed seats
In Italic In Grey
- Members also nominated to the Executive Bureau - Nominations pending to be clarified
WORLD COUNCIL
AFRICA
NORTHERN AFRICA ALGERIA (1) Abdelhakim Bettache, Mayor of Algiers Centre EGYPT (1) Oussama Ahmed Kamal, Governor of Cairo LYBIA (1) Mahmoud Buraziza, President of Municipal Council of Benghazi Substitute: Saad Elseaiti MAURITANIA (2) Ahmed Hamza Ould Hamza, President of Urban Community of Nouakchott, President of Association of Mayors of Mauritania (AMM), Vice Presidency of Northern Africa Substitute: Fassa Yerim, Mayor of Rosso Moussa Demba Sow, Vice President of AMM, Mayor of City of Kadi Substitute: Yacoub O Salem Vall, Mayor of City of Zouerate MOROCCO (3) Fathallah Oualalou, Mayor of City Council of Rabat Substitute: Abdelmounim El Madani, Vice Mayor of City Council of Rabat Mohamed Sajid, Mayor of City of Casablanca Substitute: Ahmed Brija, Deputy Mayor of City of Casablanca Habit Chamad, Mayor of City Council of Fs Substitute: Allal Amraoui, Deputy Mayor of City Council of Fs TUNISIA (1) Seifallah Lasram, President of Federation of Municipalities and Cities of Tunisia (FNVT), Mayor of Tunis
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WESTERN AFRICA CAPE VERDE (1) Jos Ulisses Correia e Silva, Mayor of Praia Substitute: Maria Aleluia Rodrigues Barbosa Andrade, Deputy Mayor of Praia CTE DIVOIRE (1) Franois Albert Amichia, President of Union of Cities and Local Governments of Cte dIvoire (UVICOCI) GAMBIA (1) Abdoulie Bah, Mayor of Banjul City Council Substitute: Yancuba Colley, President of GALGA GUINEA (1) Mamadou Drame, President of National Association of Communes of Guinea (ANCG), Mayor of Kindia Substitute: Hadja Nn NKoya, Vice President of ANCG MALI (2) Adama Sangare, Central Mayor of Bamako District Council Substitute: Harimakan Keita, 1st Deputy Mayor of Bamako Boubacar Bah, President of Association of Municipalities of Mali (AMM) Substitute: Fatoumata Doumbia Konte, Mayor of Bamako Commune I NIGERIA (1) Nwabueze Okafor, President of Association of Local Governments of Nigeria (ALGON) Substitute: Gabriel Onuzulike, Vice President of ALGON SENEGAL (2) Khalifa Sall, Mayor of City Council of Dakar, President of UCLG Africa, Vice Presidency of Western Africa Substitute: Yoro Ba, Deputy Mayor of City Council of Dakar Abdoulaye Balde, President of Association of Mayors of Senegal (AMS) Substitute: Gueye El Hadji, Secretary General of AMS, Mayor CENTRAL AFRICA CONGO (1) Hugues Ngouelondele, President of Association of Mayors of Congo (AMC), Vice Presidency of Central Africa Substitute: Benjamin Alhponse Loukakou, Councillor of AMC CHAD (1) Saleh Abdelaziz Damane, President of National Association of Mayors of Chad (ANCT) Substitute: Kourayo Laoukein Medard, Vice President of ANCT CAMEROON (2) Emile Andze Andze, President of United Councils and Cities of Cameroon (UCCC) Substitute: Albert Anicet Okoa, Vice President of UCCC Gilbert Tsimi Evouna, Delegate of Government of City of Yaound Substitute: Emile Andze Andze, President of UCCC CENTRAL AFRICA (1) Catherine Samba Panza, President of Association of Mayors of Central Africa (AMCA), Mayor of Bangui Substitute: Jules Abezoua, Mayor DEMOCRATIC REPUBLIC OF CONGO (1)
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Andr Kimbuta, Governor of Kinshasa Substitute: Bafiba Zomba, Vice Governor of Clement Patrice
EQUATORIAL GUINEA (1) Coloma Edjang Mbengono, Mayor of Malabo Substitute: Jaime Mandogo Mandogo, Vice Mayor of Malabo GABON (1) Jean Franois Ntoutoume Emane, President of Association of Communes of Gabon (ACG), Mayor of Libreville SAO TOME AND PRINCIPE (1) Hermenegildo Santos, President of Association of Authorities and Autonomous Regions of STP (AARA/STP) Substitute: Americo Pinto, President of AARA/STP, Mayor of Caus City Council EASTERN AFRICA BURUNDI (1) Alexis Nzhohaboninana, President of Burundian Association of Local Elected Officials (ABELO) Substitute: Jean-Claude Matunu, Vice President of ABELO ERITREA (1) Kahsai Ghebrehiwet, Mayor of Asmara ETHIOPIA (1) Deriba Kuma, Mayor of Addis Ababa KENYA (1) TBC RWANDA (1) Justus Kangwagye, President of Rwanda Association of Local Government Authorities (RALGA), Mayor of Rulindo Substitute: Jeanne Nyirahabimana, Vice President of RALGA SEYCHELLES (1) Jacqueline-Moustache Belle, President of Association of Districts of Victoria (ADV), Mayor of Victoria, Vice Presidency of Eastern Africa SOUTH SUDAN (1) Mohamed El Hag Luala, Mayor of Juba TANZANIA (1) Didas Massaburi, President of Association of Local Authorities of Tanzania (ALAT), Mayor of Dar es Salaam Substitute: Daniel Okoka, Deputy Mayor UGANDA (1) Frederick Gume, President of Uganda Local Government Association (ULGA) Substitute: Josephine Kasya, Vice President of ULGA SOUTHERN AFRICA ANGOLA (1) Jos Ferreira Tavares, Mayor of Luanda Substitute: Francisca de Jesus Monteiro Fortes, Deputy Mayor of Luanda
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BOTSWANA (1) Mpho Moruakgomo, President of Botswana Association of Local Authorities (BALA) Substitute: Caroline Lesang, Vice President of BALA LESOTHO (1) Mantai Phaila, Mayor of Maseru MOZAMBIQUE (1) Manuel Cambezo, President of National Association of Municipalities of Mozambique (ANAMM) NAMIBIA (1) Agnes Kafula, President of Association of Local Authorities of Namibia (ALAN) Substitute: Jona Leonard, Vice President of ALAN SOUTH AFRICA (1) Thabo Manyoni, President of South Africa Local Government Association (SALGA), Vice Presidency of Southern Africa SWAZILAND (1) Phiwayinkhosi Ginindza, President of Swaziland Local Governments Association (SWALGA) Substitute: Shongwe Makhosazana, Deputy Mayor ZAMBIA (1) Daniel Chisenga, President of Local Government Association of Zambia (LGAZ) Substitute: Phiri Edward, Vice President of LGAZ ZIMBABWE (1) Nimrod Chiminya, President of Zimbabwe Local Government Association (ZILGA) Substitute: Emmanuel Chiroto, Deputy Mayor
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ASIA-PACIFIC: 2013 STATUTORY BODIES NOMINATIONS

List of Nominees
In Italic In Grey
WORLD COUNCIL
ASIA-PACIFIC
EAST & NORTH EAST ASIA Chinese Peoples Association for Friendship with Foreign Countries (CPAFFC) Li Xiaolin, President Substitute: Zhang Ruoning, Governors Association of Korea (GOAK) Kim, Kwan Yong, President Substitute: Han, Dal-Jun, Executive Director Korean Cities Federation
Beijing Municipal Peoples Government Wang Anshun, Mayor Substitute: Xiang Ping, Deputy Director of Foreign Affairs Office Busan Metropolitan City Hur, Nam-Sik, Mayor Substitute: Kim, Jongahe, Vice Mayor Changwon City Park, Wan-Su, Mayor Substitute: Cho Gi-ho, Deputy Mayor Chongqing Municipal Peoples Government
Chengdu Municipal Peoples Government
Daegu Metropolitan City Kim, Bum-Il, Mayor Substitute: Kim, Yong Chang, Vice Mayor Dalian Municipal Peoples Government Li Wan Cai, Mayor Substitute: Li Yong Jin, President of Peoples Association for Friendship with Foreign Countries Guangzhou Municipal Peoples Government Chen Jianhua, Mayor Substitute: Liu Baochun, Director General Gwangju City
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Kang, Un Tae, Mayor Substitute: Lee, Huyung-Seom, Vice Mayor Gyeonggi Provincial Government Kim, Moon Soo, Governor Substitute: Kim, Heum, Haikou Municipal Peoples Government Ji Wenlin, Mayor Substitute: Han Bin, General Director Hamamatsu Yasutomo Suzuki, Mayor Hangzhou Municipal Peoples Government Tong Gui-Li, Vice Mayor Substitute: Xie Guo Jian, Director of Foreign Affairs Office Harbin Municipal Peoples Government Song Xibin, Mayor Substitute: Liu Deben, Vice President of People's Association for Friendship with Foreign Countries Incheon Metropolitan City Song, Young-Gil, Mayor Substitute: Yu, Byeong-Gum, Director General of International Relations Department Kunming Municipal Peoples Government

Seoul Metropolitan Government Park, Won-soon, Mayor Substitute: Kim, Jongahe, Vice Mayor Shanghai Municipal Peoples Government Tu Guang Shao, Vice Mayor Substitute: Fan Yu Fei, Deputy Director General of Foreign Affairs Office Shenyang Municipal Peoples Government
Taichung City Government Hu Jason C., Mayor Substitute: Huang Kuo-Jung, Deputy Mayor Taipei City Government Hau -Bin, Mayor Substitute: Chen Hsiung-Wen, Deputy Mayor Tianjin Municipal Peoples Government Huang Xingguo, Mayor Substitute: Wang Shuhua, Director of Foreign Affairs Office Xian Municipal Peoples Government Dong, Jun, Mayor Substitute: Liang Wanging, Director General of Foreign and Overseas Chinese Affairs Office Wuhan Municipal Peoples Government Tang Liangzhi, Mayor Substitute: Bian Ling, Vice Chair of Friendship Association Shizuoka Tanabe Nobuhiro, Mayor PACIFIC Australian Local Governments Association (ALGA) Felicity Ann-Lewis, President Local Government of New Zealand (LGNZ) Lawrence Yule, President Substitute: Mike Reid, Principal Policy Advisor Ministry of Internal and Social Affairs of Kiribati Amina Uriam, Director to Local Government
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SOUTH EAST ASIA National League of Commune/Sangkat Say Kosal, President Association of Indonesian Municipal Councils (ADEKSI) Asmin Patros, Vice Chairman Association of Indonesian Municipalities (APEKSI) Vicky Lumentut, Chairman, Mayor of Manado Substitute: Airin Rachmi Diany, Vice Chairman of Cooperation, Mayor of Tangerang Selatan League of Cities of the Philippines Oscar S. Rodriguez, National President Substitute: Jeremy T. Nishimori, Executive Director National Municipal League of Thailand (NMLT) Vichai Bandasak, President Substitute: Suriya Yeekhun, Head of Foreign Relationship Association of Cities of Vietnam (ACVN) Nguyen Van Khoi, President, Vice Chairman of Hanoi Citys People Committee Substitute: Vu Thi Vinh, Deputy Standing General Secretary of ACVN Jakarta Capital City Special Province Joko Widodo, Governor Substitute: Budi Heru Hartono, Head of Bureau for Gubernatorial Affairs and International Cooperation Surabaya City Tri Rismaharini, Mayor Surakarta City F.X. Hadi Rudyatmo, Mayor Cimahi City Atty Suharti Tochija, Mayor Probolinggo City H.M. Buchori, Mayor Wakatobi Regency Government Hugua, Regent Mayor Batam City H. Ahmad Dahlan, Mayor Yogyakarta City Haryadi Suyuti, Mayor Makati City Government Jejemar Erwin S. Binar, Jr, Mayor Petaling Jaya Datin Paduka Alinah Ahmad, Mayor Riau Island Province H. Muhammad Sani, Governor SOUTH & SOUTH WEST ASIA Municipal Association of Bangladesh (MAB) Shamin Al Razi, Secretary General Substitute: Ahmed Dewan Kamal, President, Rangpur Regional Committee All India Institute of Local Self-Government (AIILG) Ranjit Chavan, Director General Substitute: Thomas Lojy, International Relations Manager Association of District Development Committees of Nepal (ADDCN) Jiwan Bahadur Shahi, Member Substitute: Jagannath Thapalia, Member Municipalities Association of Nepal (MuAN) Bormani Local Councils Association of the Punjab (LCAP) Arif Nawaz
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Substitute: Anwar Hussain, Executive Director Federation of Sri Lankan Local Government Authorities (FSLGA) Hilmy Mohamed, President Substitute: Herath Emal Priyantha, Director Kathmandu Metropolitan City
Timphu Kinlay Dorjee, Mayor National Association of Village Development Committees in Nepal (NAVIN) Mahin Limbu, Chairman Pakistan Local Councils Association of Khyber Pakhtunkhwa (PLCAKP) Yousaf Ayub Khan, President Barisal City Md. Showkat Hossain, Mayor Tirupati City Bhumana Karunakar Reddy, Mayor Faisalabad City Naseem Sadiq, Mayor Lahore City District Government Noord-ul-Amin Mengal, Mayor Parsa District Development Committee Janardhan Chhetri, Mayor Dharan Municipality Bhoj Raj Khatiwoda, Mayor Gujranwala City District Government Nazaam, Mayor Visakhapatnam Pulusu Janardhana Rao, Mayor
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EURASIA: 2013 STATUTORY BODIES NOMINATIONS

List of Nominees
Countries 5 Seats used 40 of 36 Gender quota -
In Grey
- Nominations pending to be clarified
WORLD COUNCIL
EURASIA
KYRGYZSTAN, REPUBLIC OF (2) Isa Omurkulov, Bishkek Melisbek Zhooshbaevich, Osh RUSSIAN FEDERATION (34) Mazit Salakhov, Almetevsk Mikhail Buzin, Arzamas Sergei Dzantiyev, Vladikavkaz Irina Solovyova, Volgograd Islam Kadyrov, Grozny Imam Yaraliev, Derbent Alexander Ushakov, Izhesk Victor Kondrashov, Irkutsk Ilsur Metshin, Mayor of Kazan Isaev Abdulvagabovich, Karabudahkent Vladimir Bykov, Kirov Edkham Akbulatov, Krasnoyarsk Vladislav Khovalyg, Kyzyl Ryagat Husainov, Leningorsk Sergei Abramov, Magadan Murtazali Rabadanov, Makhachkala Igor Privalov, Mendeleevsk Natalia Fedotova, Minusinsk Vasil Schayhraziev, Naberezhnye Chelny Tatiana Fedorova, Naryan-Mar Aydar Metshin, Nizhnekamsk Olege Kondrashov, Nizhny Novgorod Igor Sapko, Perm Mikhail Chernyshev, Rostov-na-Dony Dmitry Azarov, Samara Georgy Kolyagin, Stavropol Vladimir Mazur, Tobolsk Alexander Golkov, Ulan-Ude Marina Bespalova, Ulyanovsk
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Alexander Sokolov, Khabarovsk Leonid Cherkesov, Cheboksary Ildus Akhmetzyanov, Chistopol Aisen Nikolaev, Yakutsk Marat Abdrahmanov, Yamyalo Nentsky Autonomous District
TAJIKISTAN (1) Ubaidulloev Mahmadsaid, Dushanbe UKRAINE (1) Alim Shirinsky, Ugledar
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EUROPE: 2013 STATUTORY BODIES NOMINATIONS

List of Nominees
Seats used 69 of 63+8 Countries 29 Gender quota 19%*
* Percentage taking into account the total number of attributed seats. Gender quota is expected to increase with the confirmation of pending seats.
In Italic In Grey
WORLD COUNCIL
EUROPE
ALBANIA (1) Fatbardh Plaku, Chairman of the Albanian Association of Communes, Mayor of Fark
AUSTRIA (2) Johannes Peinsteiner, Austrian Association of Municipalities, Member of the Upper Austrian Parliament, Mayor of St. Wolfgang Substitute: Arnold Marbek, Austrian Association of Municipalities, Mayor of Poggersdorf Michael Hupl, President of the Association of Austrian Cities and Towns, Mayor of Vienna Substitute: Elisabeth Vitouch: Austrian Association of Cities and Towns, Member of the Vienna City Council BELGIUM (3) Marc Cools, President of the Association of the City and the Municipalities of the Brussels-Capital Region, Deputy Mayor of Uccle (Substitute in the EB) Luc Martens, President of the Association of Flemish Towns and Municipalities, Mayor of Roeselare Christie Morreale, Member of the Board of the Union of Cities and Municipalities of Wallonia, Deputy Mayor of Esneux BULGARIA (1) Darin Angelov, Chairman of the Council of Pleven Municipality Substitute: Ivan Asparuhov, Mayor of Mezdra CROATIA (1) Matija Posavec, Member of the Executive Board of the Croatian County Association, Prefect of the Medjimurje County Substitute: Djurdjica Itef Beni, Deputy Prefect of the Bjelovar-Bilogora County CYPRUS (1) Eleni Loucaidou, Deputy Mayor of Nicosia CZECH REPUBLIC (1) Oldich Vlask, Executive President of CEMR, Vice-President of the European Parliament, VicePresident on European Affairs of the Union of Towns and Communities of the Czech Republic (SMOCR), Member of Hradec Krlov City Assembly
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Substitute: Robert Zeman, Chairman of the Committee for Foreign Cooperation of SMOCR, ViceMayor of Prachatice ESTONIA (1) Mihkel Juhkami, Vice-Chair of the Board of the Association of Estonian Cities, Chairman of the Rakvere Town Council Substitute: Pipi-Liis Siemann, Association of Estonian Cities, Mayor of Tri FINLAND (1) Markku Andersson, Vice-President of CEMR, Vice-President of the Association of Finnish Local and Regional Authorities (AFLRA), Mayor of Jyvskyl FRANCE (13) Martine Aubry, Mayor of Lille, President of the Urban Community of Lille Mtropole Jacques Auxiette, President of the Pays de la Loire Regional Council, Member of the La Roche sur Yon Municipal Council Jean-Paul Bachy, President of the Champagne-Ardenne Regional Council Chantal Bourvic, Vice-President of the Val de Marne General Council, representing Christian Favier, President of the Val de Marne General Council (Substitute in the EB) Grard Collomb, Senator-Mayor of Lyon, President of the Urban Community of Lyon Michel Delebarre, Former State Minister, Senator-Mayor of Dunkerque, President of the Urban Community of Dunkerque Grand Littoral, President of Cits Unies France (CUF) Jean-Claude Gaudin, Former Minister, Senator-Mayor of Marseille (Substitute in the EB) Anne Hidalgo, First Deputy Mayor of Paris, Member of the Ile de France Regional Council Alain Jupp, Former Prime Minister, Mayor of Bordeaux, Vice-President of Urban Community of Bordeaux, President of the French Association of the Council of European Municipalities and Regions (AFCCRE) Claudy Lebreton, President of the Ctes d'Armor General Council Roselyne Lefranois, Deputy Mayor of Rennes (Substitute in the EB) Andr Rossinot, Former Minister, Mayor of Nancy, President of the Urban Community of Grand Nancy Michel Vauzelle, President of the Provence Alpes Cte dAzur Regional Council, Member of Parliament for the Bouches du Rhne Substitutes: Patrick Braouezec, President of the Agglomeration Community of Plaine-Commune Michel Destot, Deputy Mayor of Grenoble, Christian Dupuy, Mayor of Suresnes, Vice-President of the Hauts de Seine General Council Christiane Eckert, Deputy Mayor of Mulhouse, representing Jean Rottner, Mayor of Mulhouse Christian Estrosi, Mayor of Nice, President of the Nice Ctes dAzur Mtropole Karine Gloanec Maurin, Vice-President of the Centre Regional Counciil, First Deputy Mayor of SaintAgil Patrick Jarry, Mayor of Nanterre Philippe Laurent, Mayor of Sceaux, Vice-President of the Agglomeration Community of the Hauts de Bivre Louis Le Pensec, Former Minister, Deputy Mayor of Mellac, Honorary President of the AFCCRE Georges Morin, Deputy Member of the Gires Municipal Council Patrick Rimbert, Mayor of Nantes, Vice President of Urban Community of Nantes Mtropole Majdouline Sba, Vice-President of the Nord-Pas de Calais Regional Council, representing Daniel Percheron, President of the Nord-Pas de Calais Regional Council Bernard Soulage, Vice President of the Rhne-Alpes Regional Council, representing Jean-Jack Queyranne, President of the Rhne-Alpes Regional Council GERMANY (4) Thomas Kubendorf, Second Vice-President of the Counties Association of North Rhine-Westphalia, President of the Steinfurt County Jrgen Roters, Mayor of Cologne Substitute: Eva Lohse, Mayor of Ludwigshafen, Vice President of the German Association of Cities Roland Schfer, First Vice-President of the German Association of Towns and Municipalities, Mayor of Bergkamen
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Substitute: Werner Groe, President of the Association of Towns and Municipalities of Brandenburg, Mayor of Werder Bernd Vhringer, Mayor of Sindelfingen Substitute: Karl-Heinz Schfer, President of the German Section of the Council of European Municipalities and Regions (RGRE), Mayor of Polheim
GREECE (2) Apostolos Kimissis, Member of the Board of the Central Union of Municipalities of Greece (KEDE), Mayor of Amfilochia, Konstantinos Tzanakoulis, Vice-President of the Central Union of Municipalities of Greece (KEDE), Mayor of Larissa ICELAND (1) Halldr Halldrsson, President of the Icelandic Association of Local Authorities, Mayor of Isafjaroarbaer ISRAEL (1) Moshe Sinai, Chairman of the International Affairs Committee of the Union of Local Authorities in Israel, Mayor of Rosh Haayin ITALY (3) Michele Picciano, President of Italian Association of the Council of European Municipalities and Regions (AICCRE) Carla Rey, Deputy Mayor of Venice, Vice-President of AICCRE Nicola Zingaretti, President of Regional Council of Lazio Substitutes: Mario Caligiuri, Member of Regional Council of Calabria Fabio Pellegrini, Member of Rapolano Terme Municipal Council Maria Grazia Sassi, Member of Locate Varesino Municipal Council LATVIA (1) Andris Jaunsleinis, President of the Latvian Association of Local and Regional Governments, Member of the Ventspils Municipal Council (Substitute in the EB) LITHUANIA (1) Andrius Kupinskas, Member of the Board of the Association of Local Authorities in Lithuania, Mayor of Kaunas MOLDOVA (1) Dorin Chirtoac, Vice-President of the Congress of Local Authorities of Moldova (CALM), Mayor of Chisinau, Co-Chair of the Conference of Regional and Local Authorities for the Eastern Partnership (CORLEAP) Substitute: Alexei Busuioc, Mayor of Capaclia NETHERLANDS (2) Annemarie Jorritsma, Co-President of CEMR, President of the Association of Netherlands Municipalities (VNG), Mayor of Almere To be appointed in 2014: Vice-President of VNG (Substitute in the EB) Substitute: Peter Rehwinkel, Chair of the Committee on European and International Affairs of VNG, Mayor of Groningen NORWAY (1) Gunn Marit Helgesen, President of the Norwegian Association of Local and Regional Authorities (NALRA), Member of the Porsgrunn Municipal Council Substitute: Mette Gundersen, Vice-President of NALRA, Member of the Kristiansand Municipal Council
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POLAND (1) TBC PORTUGAL (2) City of Cascais (TBC) Antnio Costa, Mayor of Lisbon ROMANIA (2) Emil Draghici, President of the Association of Romanian Communes (ACoR), Mayor of Vulcana-Bi (Substitute in the EB) Substitute: Valeria Dascalu, Mayor of Sabaoni Constantin Nicolescu, Vice President of National Union of County Councils of Romania, President of County Council of Arges SLOVAKIA (1) Michal Bigani, Mayor of Star ubova SPAIN (7) igo de la Serna Herniz, Vice-President of CEMR, President of the Federacin Espaola de Municipios y Provincias (FEMP), Mayor of Santander Substitute: Fernando Martnez Mallo, Second Vice-President of FEMP, President of the Zamora Provincial Council, Member of the Zamora Municipal Council Ana Botella Serrano, Mayor of Madrid Substitute: Lus Partida Brunete, Mayor of Villanueva de la Caada Rita Barber Nolla, Mayor of Valencia Substitute: Juan Zoido lvarez, Member of the Board of FEMP, Mayor of Sevilla (Substitute in the EB) Francisco Javier Len de la Riva, President of the International Relations Committee of FEMP, Mayor of Valladolid Substitute: Enrique Maya Miranda, Mayor of Pamplona Ramn Ropero Mancera, Mayor of Villafranca de los Barros Substitute: Manuel Bustos Garrido, Mayor of Sabadell Jos Lpez Orozco, Mayor of Lugo Substitute: Pilar Varela Daz, Mayor of Avils TBC Substitute: Iaki Azkuna Urteta, Mayor of Bilbao SWEDEN (1) Anders Knape, Executive President of CEMR, President of the Swedish Association of Local Authorities and Regions (SALAR), Councillor of Karlstad Substitute: Ilmar Reepalu, Vice-President of SALAR, Mayor of Malm SWITZERLAND (1) Sandrine Salerno, Mayor of Geneva UNITED KINGDOM (4) Sir Merrick Cockell, Chairman of Local Government Association (LGA), Councillor, London Borough of Kensington & Chelsea Richard Kemp, Vice Chair of LGA European & International Borad, Councillor, City of Liverpool David ONeill, President of the Convention of Scottish Local Authorities (COSLA), Member of the North Ayshire Council TBC Substitute: Dave Wilcox, Councillor, Derbyshire County ADDITIONAL SEATS FOR DIRECT MEMBERS (8) Jordi Ballart i Pastor, Mayor of Terrassa, Spain Huy, Belgium (TBC) Lige, Belgium (TBC) South Dublin, Ireland (TBC) Bilbao, Spain (TBC)
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Diputacin de Barcelona, Spain (TBC) Lausanne, Swtizerland (TBC) TBC
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LATIN AMERICA: 2013 STATUTORY BODIES NOMINATIONS

List of Nominees
In Italic In Grey
WORLD COUNCIL
LATIN AMERICA
ARGENTINA (3) Julio Csar Pereyra, President of Federacin Argentina de Municipios (FAM) Domingo Luis Amaya , Mayor of San Miguel de Tucumn Substitute: Luis Alberto Lobo Chaklian, Deputy Secretary of Urban Planning of San Miguel de Tucumn Mauricio Macri, Mayor of Buenos Aires BOLIVIA (2) Oscar Montes, President of Asociacin de Municipios de Bolivia (AMB) Luis Revilla, Mayor of La Paz BRAZIL (5) Paulo Ziulkoski, President of National Confederation of Municipalities of Brazil (CNM) Arthur Virgilio do Carmo Neto Rivero, Mayor of Manaus Agnelo Queiroz Santos, Governor of Brasilia D.F. Jos Fortunati, Mayor of Porto Alegre Eduardo Paes, Mayor of Rio de Janeiro CHILE (2) Santiago Rebolledo, President of Asociacin Chilena de Municipalidades (ACHM) Carolina Toh, Mayor of Santiago COLOMBIA (3) Elkin Bueno, President of Federacin Colombiana de Municipios (FCM) Anibal Gaviria Correa, Mayor of Medelln Gustavo Petro Urrego, Mayor of Bogot COSTA RICA (1) Sandra Garca Prez, Mayor of San Jos DOMINICAN REPUBLIC (2) Juan De Los Santos, President of Federacin Dominicana de Municipios (FEDOMU) Johnny Alfredo Jones Luciano, Secretary General of Liga Municipal Dominicana
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ECUADOR (3) Jorge Martnez, President of Asociacin de Municipalidades Ecuatorianas (AME) Francisco Asn Wongsan, Mayor of San Francisco de Milagro Pal Granda Lpez, Mayor of Cuenca EL SALVADOR (1) Zoila Milagros Navas , President of Corporacin de Municipalidades de la Repblica de El Salvador (COMURES) HONDURAS (1) Carlos Bendeck, President of Asociacin de Municipios de Honduras (AMHON) MEXICO (3) Mara Barbara Botello, President of Confederacin Nacional de Municipios de Mxico (CONAMM) Miguel ngel Mancera, Mayor of Mxico D.F. Eruviel vila Villegas, Governor of Estado de Mxico PARAGUAY (2) Ricardo Nuez , President of Organizacin Paraguaya de Cooperacin Intermunicipal (OPACI) Substitute: Venancio Daz Escobar, Member of Executive Board of OPACI Arnaldo Samaniego, Mayor of Asuncin PUERTO RICO (3) Jos A. Santiago Rivera, President of Asociacin de Alcaldes de Puerto Rico (AAPR) William Miranda Torres, Mayor of Caguas Substitute: Lydia Isabel Rivera-Denizard Jos Guillermo Rodrguez, Mayor of Mayagez URUGUAY (1) Omar Laflut, President of Congreso Nacional de Intendentes
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MIDDLE EAST & WEST ASIA: 2013 STATUTORY BODIES NOMINATIONS

List of Nominees
Countries 8 Seats used 33* Gender quota 6%**
* 2 nominations to many for the World Council to be clarified * Percentage taking into account the total number of attributed seats
In Italic In Grey
WORLD COUNCIL
MIDDLE EAST & WEST ASIA

BAHRAIN (1) Majed Milad Al Jazeeri, Mayor of Manama Substitute: Mohamed Abdullah Mansouor Abdullah, Vice Mayor of Manama IRAN (2) Seyed Mohammad Pezhman, Mayor of Mashhad Substitute: Mohammad Mahdi Baradan, Deputy Mayor of Mashhad Mohammad Bagher Ghalibaf, Mayor of Tehran Substitute: Goshtasb Mozafari, Deputy Director General for International Relations of Tehran IRAQ (1) Abdalhussain Almorshedi, Mayor of Baghdad Substitute: Hakeem Hasan, General Director of Relations and Media Directorate JORDAN (2) Abdul Haleem M. R. Kailani, Mayor of Amman Substitute: Fawzi Massad, City Manager of Amman Atef Rawahneh, Mayor of Lab-wa-Mleh Substitute: Atef Rawahneh, Mayor of Lab-wa-Mleh LEBANON (4) Bilal Hamad, Mayor of Beirut, President of the Lebanese Mayors Committee Antoine Chakhtoura, Mayor of Dekwaneh Nabil Fawaz, Mayor of Tibnine Edmond Gharious, Mayor of Chiyah PALESTINE (2) Ghassan Shaka, President of Association of Palestinian Local Authorities (APLA), Mayor of Nablus Substitute: Musa Hadid, Vice President of Association of Palestinian Local Authorities (APLA), Mayor of Bireh Rafiq Mekky, President of Union of Municipalities of Gaza, Mayor of Gaza Substitute: Yahya Al-Astal, Vice President of Union of Municipalities of Gaza
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TURKEY (22) Zihni Aldirmaz, Mayor of Adana Substitute: Ozan Aksu, Head of Culture Department of Adana Metropolitan Municipality Melih Gkek, Mayor of Ankara Substitute: Ramazan Kabasakal, Head of Foreign Relations Department of Ankara Metropolitan Municipality Ismail nal, Mayor of Beikta Hasan F. Mani, Deputy Mayor of Beikta Hasan Akgn, Mayor of Bykekmece Substitute: Selin Burak nal, Director of Foreign Relations of Bykekmece Municipality Haki Blent Tanik, Mayor of ankaya Substitute: Hseyin Sava Yorganci, Vice Mayor of ankaya Osman Baydemir, Mayor of Diyarbakir Substitute: Eref Gler, Vice Mayor of Diyarbakir Uur Asm Gzelbey, Mayor of Gaziantep Substitute: brahim Evrim, Deputy Secretary General of Gaziantep Metropolitan Municipality Kadir Topba, Mayor of Istanbul Substitute: Tansel Kaya, Member of Istanbul Metropolitan Municipal Council Aziz Kocaolu, Mayor of Izmir Substitute: Adnan Ouz Akyarli, First Deputy Chairman of Izmir Metropolitan Municipal Council Ibrahim Karaosmanolu, Mayor of Kocaeli Substitute: Mehmet Zekeriya zak, Member of Kocaeli Metropolitan Municipal Council Tahir Akyrek, Mayor of Konya Substitute: Selim Ycel Gle, Head of Foreign Affairs and Tourism Department of Konya Metropolitan Municipality Ahmet akir, Mayor of Malatya Substitute: Ertan Mumcu, Deputy/Acting Mayor of Malatya Hasan nver, Mayor of Nevehir Substitute: Ycel Mustafa Bozbey, Mayor of Nilfer Substitute: Metin Tuncel, Member of Nilfer Municipal Council Aye Gkkan, Mayor of Nusaybin Substitute: Hlya Kok, Member of Nusaybin Municipal Council Zeki Toolu, Mayor of Sakarya Substitute: Hasan Altunta, Town Councillor of Sakarya Metropolitan Municipality Mustafa Tun Soyer, Mayor of Seferihisar Substitute: Nilgn Durmazer, Deputy Mayor of Seferihisar Burhanettin Kocamaz, Mayor of Tarsus Substitute: Burhanettin Kocamaz, Mayor of Tarsus Edibe ahin, Mayor of Tunceli Substitute: Sevim Soylu, Adviser of Tunceli Kadir Topba, President of Union of Municipalities of Turkey Substitute: Hayrettin Gngr, Secretary General of the Union of Municipalities of Turkey Yakup Bilgin Koal, Mayor of Yalova Substitute: Cengiz Dereli, Deputy Mayor of Yalova Murat Aydin, Mayor of Zeytinburnu Substitute: Gkhan Kasap, Member of Zeytinburnu Municipal Council YEMEN (1) Shawki Ahmed Hayel Saeed, Governorate of Taiz Substitute: Shawki Ahmed Hayel Saeed, Governorate of Taiz
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NORTH AMERICA: 2013 STATUTORY BODIES NOMINATIONS

List of Nominees
Countries 3 Seats used 20 of 36-10 Gender quota 16.6%*
In Italic In Grey
WORLD COUNCIL
NORTH AMERICA
CANADA (14) Claude Dauphin, Mayor of Lachine Borough, City of Montreal, Qubec, President of Federation of Canadian Municipalities (FCM) Brad Woodside, Mayor of Fredericton, New Brunswick, Vice President of FCM Clark Somerville, Councillor of Regional Municipality of Halton, Ontario, Vice President of FCM Karen Leibovici, Councillor of City of Edmonton, Alberta, Past-President of FCM Lise Burcher, Councillor of Guelph, Ontario, Chair of FCM Standing Committee on International Relations Garth Frizzell, Councillor of Prince George, Ontario, Vice-Chair of FCM Standing Committee on International Relations Roger Anderson, Chair of Region of Durham, Ontario, Vice-Chair of FCM Standing Committee on International Relations Erin Hogan, Deputy Mayor of Thompson, Manitoba, Chair of FCM Standing Committee on Increasing Womens Participation in Municipal Government Laurent Blanchard, Mayor of Montral, Qubec Pam McConnell, Councillor of Toronto, Ontario City of Toronto, Ontario (representative to be confirmed) Greg Moore, Mayor of Port Coquitlam, Metro Vancouver, British Columbia Raymond Louie, Councillor of Vancouver, Metro Vancouver, British Columbia Dianne Watts, Mayor of Surrey, British Columbia TRINIDAD & TOBAGO (1) Trinidad and Tobago Association of Local Government Authorities (TTALGA) (representative to be confirmed) USA (5) Ted Ellis, Mayor of Bluffton, Indiana Chris Coleman, Mayor of St. Paul, Minnesota, Vice President of NLC Ralph Becker, Mayor of Salt Lake City, Utah, Vice President of NLC National Association of Counties (representative to be confirmed) US Conference of Mayors (representative to be confirmed)
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METROPOLIS: 2013 STATUTORY BODIES NOMINATIONS

List of Nominees
In Italic In Grey
WORLD COUNIL
METROPOLIS
Abidjan Beugr Robert Mambe, Governor Ahmedabad Meenakshi Patel, Mayor Alger Hakime Bettache, Mayor Antananarivo Michele Ratsivalaka, Mayor Athens Giorgios Kaminis, Mayor Bangalore B S Satyanarayana, Mayor Bangkok Sukhumbhand Paribatra, Governor Barcelona Metropolitan Area Xavier Trias, President Berlin Klaus Wowereit, Governing Mayor Colombo Mohommad Muzammil, Mayor Cotonou Nicphoro Soglo, Mayor Durban James Nxumalo, Mayor Guarulhos Sebastiao Almeida, Mayor Harare Obert Gutu, Mayor Hyderabad Mohammed Majid Hussain, Mayor Johannesburg Parks Tau, Mayor Kuala Lumpur Ahmad Phesal Talib, Mayor La Habana Marta Hernndez Romero, Provincial President
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Montevideo Ana Olivera, Mayor Ile de France Region Jean-Paul Huchon, President Sao Paulo (City of) Fernando Haddad, Mayor Surabaya Tri Rismaharini, Mayor
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DESIGNATED REPRESENTATIVES OF INTERNATIONAL LOCAL GOVERNMENTS ORGANISATIONS Arab Towns Organization (ATO) International Association of Francophone Mayors (AIMF) International Association of Educating Cities (AICE)
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GENERAL ASSEMBLY
RABAT 3 OCTOBER 2013 18:00-19:30
Item 5
For information
REPORTING OF COMMITTEES AND WORKING GROUPS

The work developed by the Committees and Working Groups is a significant contribution to the policy and visibility of the World Organization by its members. Throughout the full past mandate, they have contributed to expanding partnerships, to policy development and to broadening the membership base. UCLG currently has 17 Committees and Working Groups and significant efforts have been done to align their work priorities to the World Organizations Strategic Priorities for 2010-2016, approved in the 2011 Florence World Council. These efforts have resulted in important inputs to the UCLG agenda. Members, leading the Committees and Working Groups have made relevant financial and human resources investments to carry out the defined tasks. The present document provides a brief overview of highlights of their work. It is not to be understood as comprehensive and detailed reports of activities are available in a separate document that will be distributed to the General Assembly. The General Assembly: 1. Take note of the activities carried out and assess progress made in support of UCLGs strategic priorities.
I. Activities of the Committees and Working Groups 1. There are 17 active Committees and Working Groups in UCLG, an overview is provided in Annex 1. All of them are chaired by a political representative of a city or an association member and they have either part-time or full-time staff members dedicated to the functioning of the Committees and Working Groups. 2. Although the mandate of the current Committees and Working Groups ends at the IV World Congress, it has been proposed to provide more time to the new leadership of UCLG to evaluate the mechanisms necessary to carry out the work plan. The process will take place throughout 2014.
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II. Achievements of Committees Leadership: 3. Working toward consolidating UCLG as a broadly representative organization, ensuring the participation of political leaders from all spheres of local government in shaping the Organizations agenda. Activities worth highlighting in this area are: global meeting of Local Governments for the right to the city (Saint Denis, December 10-12, 2012) Cities for Mobility Congress ( Stuttgart, July 1-4, 2012) Forum of Local and Regional Authorities of the Mediterranean (Marseille, 3-4 April, 2013)* Conference on Decentralisation in Tunisia: instrument for democracy and local development (28-29 May, 2012, Tunisia) Cities of Excellence in the Public Sector Conference (4-5 June, 2012, Bilbao) Forum of Peripheral Local Authorities (11-13 June, 2013, Porto Alegre)* Local and Regional Government inputs to the UN Commission on the Status of Women taking place in March 2013. World Conference of Local Elected Women (Paris, 31 January-1 February 2013) International seminar on Cities, culture and future (September 2013, Buenos Aires)
Representation: 4. Promoting the shared values of LRA around the world. Committees have been instrumental in supporting the UCLG Work Programme by ensuring representation at international events, including: - VI World Water Forum (Marseille, 12-17 March) - II Forum on the right to the City (15-18 May, Gwangju, South Korea) - PLATAFORMA taskforce on the Mediterranean - World Urban Forum (Naples, 2-5 September) - Conference on Perspectives of Administration of Smart Cities (July 2012, Madrid) - XVII Mercociudades Summit (28-30 November, Quilmes, Argentina) And contributing to the interlocution with key multilateral partners, including: African Development Bank UNESCO UN Women UN Development Cooperation Forum OECD ILO
Intelligence: 5. Building the World Organizations shared know-how and analysis on key issues of importance to local and regional government. Some of the most relevant contributions from Committees can be summarised as follows: Collaboration in the preparation of the Global Report on Decentralization and Local Democracy Production of 4 Policy Papers on: Local Finance, Strategic Planning, Culture as Fourth Pillar of Development, Development Cooperation and Local Government, Promoting the inclusion of Walking Audits Development and Promotion of the Global Charter-Agenda for Human Rights in the City Development of an Observatory on Local Finance
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Development of the Paris Agenda for Gender Equality Leading research in Smart Cities: International study on the situation of ICT, innovation and knowledge in cities Production of short targeted publications on issues of interest (Unlocking knowledge in southern cities; Governance and Urban development; D+ Magazine; Mediterranean cooperation tools after Arab Spring, LRA in Mediterranean political dialogues)
Cooperation: 6. Promoting decentralized cooperation and international cooperation between local governments and their associations and peer-to-peer mutual learning, solidarity and friendship: Participation in the UN Development Cooperation Forum Participation of 9 Committees and Working Groups in the Action Learning event held at the UCLG World Secretariat on 12-13 September Capacity building courses such as: Road safety and bike share program planning course for cities; Online course on Decentralisation and local governance Peer learning programs implemented between cities in: Swakopmund (Namibia) Durban (South Africa), Durban (South Africa) Sao Paolo (Brazil), Lilongwe (Malawi) - Johannesburg (South Africa), Mzuzu (Malawi) Durban (South Africa) And between LGAs: ANAMM (Mozambique) - FRENTE (Brazil) Organisation: 7. Improving the operational role of the Committees to actively participate and contribute to core UCLG activities, the following have been undertaken: Annual meetings with the Committees Secretariats expanded with a content agenda for discussion (14 September 2012, Barcelona) 7 Committees and 3 Working Groups, maintain distinct web pages accessible through the new UCLG Portal. Additional efforts have also been made to increase committee web presence and use of social media including Facebook, Twitter and Blogs. Focus on Committee and Working Group activities in the UCLG monthly newsletter aiming at informing the full membership of the activities underway. Greater inclusion of the Committees in core work on the UCLG World Secretariat, specifically in the development and research efforts underway for GOLD III and in the advocacy work undertaken for Rio+20 and for the Post-2015 Development Agenda process, as well as in the development of the UCLG policy on Action Learning. III. Steps towards Increasing Impact of Committees Activities 8. The Committees and Working Groups need to play an instrumental role in providing policy inputs for the advocacy work developed by the Secretariat. 9. Special attention will be dedicated to ensuring that the intelligence resulting from the work of UCLG Committees and Working Groups intelligence is fully utilised in overall policy work of the World Organizations. A concrete process is currently underway in the framework of the Post-2015 development agenda through both political and technical inputs. We should ensure that we use the tools we already have (concept papers, case studies, observatories, etc.) and reflect upon how to disseminate them and put them to better use. Events organised by the Committees can be used as consultation processes in order to highlight the main concerns and needs of their constituencies but also as text ground to define priorities that will link up with the global agenda. The Committees can help the World Organization build its storyline by sharing their experiences, case studies and best practices.
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The knowledge of the Committees experts can help us deepen our understanding and demands on specific topics. The thematic knowledge of the Committees is particularly useful when analysing outcome documents or negotiating new international policy. 10. An interactive process that will take into account an evaluation of the actual state of affairs UCLG and the changing environment of international networks comparable to the World Organization will be developed throughout 2014. 11. As per the recommendation of the Committee on Statutory Affairs discussions should aim at improving the efficiency and intelligence of the Organization by, among others: Setting up temporary Strategic Committees that will be led by members of the Bureau and that will enjoy technical support but will have a Secretariat within the World Secretariat. Ensure involvement of CEOs of Local Government Associations and Directors of local governments in policy making processes by organising specific meetings for them. Continue fostering communities of practice: groups of members or committees that deal with a specific theme and promote exchange among members. Foster expansion of the network by intensifying collaboration with other organizations in particular through the Global Taskforce for Post-2015 and Habitat III.
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LIST OF COMMITTEES AND WORKING GROUPS

COMMITTEES 1. Development Cooperation and City Diplomacy Co-Chair: Grard Collomb, Mayor of Lyon (France) Co-Chair: Annemarie Jorritsma, Mayor of Almere, President of the Netherlands Association of Municipalities (VNG) (Netherlands) Culture Chair: Catherine Cullen, Deputy Mayor of Lille (France) Decentralisation and Local Self-Government Chair: Salvador Esteve, President of the Province of Barcelona (Spain) Local Finances and Development Chair: Fathallah Oualalou, Mayor of Rabat (Morocco) Social Inclusion, Participatory Democracy and Human Rights Chair: Maite Fandos, Deputy Mayor of Barcelona (Spain) Mediterranean Co-Chair: Michel Vauzelle, President of the Provence-Alpes-Cte dAzur Region (France) Co-Chair: Jean-Claude Gaudin, Mayor of Marseille (France) Digital and Knowledge-Based Cities Chair: Iaki Azkuna, Mayor of Bilbao (Spain) Peripheral Cities Chair: Patrick Jarry, Mayor of Nanterre (France) Urban Mobility Chair: City of Stuttgart (Germany)
2. 3. 4. 5. 6.
7. 8. 9.
10. Strategic Urban Planning Chair: Jose Fortunati, Mayor of Porto Alegre (Brazil) 11. Urban Health Chair: Kadir Topbas, Mayor of Istanbul (Turkey) STANDING COMMMITTEE 12. Gender Equality Chair: Anne Hidalgo, First Deputy Mayor of Paris (France) WORKING GROUPS 13. Capacity and Institution Building (CIB Platform) Technical Chair: Peter Knip, Director of VNG International (The Netherlands) [Liaised with the Committee on Development Cooperation and City Diplomacy] 14. Migration and Co-Development Chair: Meritxell Bud, Mayor of La Garriga and Chair of the Catalan Cooperation Fund (Spain) [Liaised with the Committee on Development Cooperation and City Diplomacy] 15. Responsible Tourism and Sustainable Development Chair: Rolando Rodrigo Zapata Bello, Governor of the State of Yucatan (Mexico) [Liaised with the Committee on Development Cooperation and City Diplomacy] 16. Local Governments and Cooperation in the Middle-East Chair: Marco Vinicio Guasticchi, President of the National Coordination of Local Authorities for Peace and Human Rights, President of the Peruse Province (Italy) [Liaised with the Committee on Development Cooperation and City Diplomacy] 17. Local Economic Development Chair: Fernando Rodrguez Villalobos, Mayor of La Roda de Andaluca, President of the Seville Province, President of the Fondo Andaluz de Municipios para la Solidaridad Internacional (FAMSI) [Linked with the Committee on Social Inclusion, Participatory Democracy and Human Rights]
57
GENERAL ASSEMBLY
RABAT 3 OCTOBER 2013 18:00-19:30
Item 6
For information
REPORT OF THE UCLG VICE-PRESIDENTS ON THE ACTIVITIES OF THE REGIONAL AND METROPOLITAN SECTIONS
The oral report of UCLG Vice-Presidents will provide an overview of the activities carried out in the Regional and Metropolitan Sections during the past three years and will highlight some of the main upcoming events. The General Assembly is invited to: 1. Take note of the priorities and issues raised by the reports.
List of Sections: Africa: United Cities and Local Governments of Africa (UCLG Africa) Asia Pacific: UCLG-Asia Pacific (UCLG-ASPAC) Europe: Council of European Municipalities and Regions (CEMR) Euro-Asia: UCLG Euro-Asia Latin American: Federation of Latin American Cities, Municipalities and Associations (FLACMA) Middle East & West Asia: UCLG-Middle East & West Asia (UCLG-MEWA) North America: UCLG-North America (UCLG-NORAM) Metropolitan Section: Metropolis
58
Friday 4 October
SHAPING THE URBAN FUTURE: THE FUTURE WE WANT
09:00-10:30 STRATEGIC PLENARY 1 POST 2015 DEVELOPMENT AGENDA
VENUE/Room
In the wake of the 68th General Assembly of the United Nations during which there will be an analysis of the MDG and a first draft of the future Post 2015 Development Agenda published, this plenary will be an opportunity to strengthen the dialogue between the international community and local and regional leaders and to address a number of issues, including: What objectives should be set for the new development agenda? How best to integrate the Post 2015 Development Agenda and the Sustainable Development Goals whose key principles were adopted in Rio+20? What are the objectives and key targets that local and regional governments wish to be integrated into the new Agenda? How to construct a new global partnership bringing together all actors to ensure the end goals of this procedure are met? Paul Carrasco, Prefect of the Province of Azuay, Equator, President of the Organisation of United Regions (ORU-FOGAR) Edmond Gharios, Mayor of Chyah, Lebanon, member of the Arab Towns Organisation (ATO) Fatima Zahra Mansouri, Mayor of Marrakech, Morocco, member of the International Association of Francophone Mayors (AIMF) Amina J. Mohammed, Special Advisor of the Secretary General of the United Nations for Post 2015 Development Adolf Mwesige, Minister of Local Governments of Uganda, Vice-President of Commonwealth Local Governments Forum (CLGF) Aromar Revi, Director, Indian Institute for Human Settlements Kadir Topba!, Mayor of Istanbul, Turkey, President of UCLG, and Member of the High Level Panel of Eminent Persons on the Post 2015 Moderator: Femi Oke, Journalist, Al Jazeera
10:30-11:00 11:00-12:30
Break STRATEGIC PLENARY 2: HABITAT III
Htel Sofitel
Defining the strategy of organizations of cities and regions in the framework of the preparation of the Habitat III Summit: What type of consultation processes in conjunction with UN-Habitat? What kind of development for our own agenda to present to Habitat III? Habitat III is the 3rd Conference of the United Nations on Infrastructure and Sustainable Urban Development, scheduled to take place in 2016. The 4th UCLG Congress in Rabat will be an important step towards this major urban meeting in 2016. Augusto Barrera, Mayor of Quito, Equator Antonio Costa, Mayor of Lisbon, Portugal, Co-President of UCLG, Executive President of the Council of European Municipalities and Regions (CEMR) Chen Jianhua, Mayor of Guangzhou, China Alain Jupp, Mayor of Bordeaux, France, President of the French Association of the Council of European Municipalities and Regions (AFCCRE), France Aisa Kacyira Kirabo, Deputy Executive Director of UN Habitat Jeffrey OMalley, Director of policy, UNICEF Sgolne Royal, President of the Region Poitou-Charentes, President of the International Association of Francophone Regions (AIRF) Parks Tau, Mayor of Johannesburg, South Africa Moderator: Femi Oke, Journalist, Al Jazeera
12:30-14:00 14:30-16 :30 16.30-17.30
Lunch UCLG WORLD COUNCIL (Members only) CLOSING PLENARY
Pascal Canfin, Minister Delegate to the Minister of Foreign Affairs, in charge of Development, France Mohand Laenser, Minister of Interior, Morocco Reading of the Final Declaration of the 4th UCLG World Congress Fatima Mernissi, Moroccan sociologist and writer
Htel Sofitel Htel Sofitel Salle Royale Htel Sofitel Pavillon du Centenaire
Newly elected UCLG Presidency Anne Hidalgo, First Deputy Mayor of Paris, France, Chair of UCLG Standing Committee on Gender Equality Jacqueline Moustache-Belle, Mayor of Victoria, Seychelles, President of the Association of Districts of Victoria (ADV), member of the Executive Committee of UCLG Africa Fathallah Oualalou, Mayor of Rabat, Morocco, Vice-President UCLG North Africa, Host of the 4th UCLG World Congress Mayor of the City hosting the 5th UCLG World Congress
Friday, October 4, 2013
Time 7:30 9:00 9:30 10:00 10:30 11:00 11:30 12:00 RABAT EXPO 12:30 13:00 13:30 14:00 14:30 15:00 15:30 16:00 16:30 16:45 17:30 18:15
UCLG Statutory Meetings
Description and Location FCM Delegate Breakfast Strategic Plenary 1 Post 2015 Development Agenda Hotel Sofitel, Pavillon du Centenaire BREAK Strategic Plenary 2 Habitat III Hotel Sofitel LUNCH
UCLG WORLD COUNCIL(MV attending) Hotel Sofitel, Salle Royale
CLOSING PLENARY Hotel Sofitel, Pavillon du Centenaire
UCLG Regional Section Meetings
UCLG Committees and Working Groups
Official Ceremonies and Plenaries
WORLD COUNCIL
2013
RABAT 4 OCTOBER 2013 14:00-16:00 SALLE ROYALE-HOTEL SOFITEL
WORLD COUNCIL
DRAFT AGENDA
1. 2. 3. 4. 5. 6. Adoption of the Draft Agenda Report of Dakar World Council Priorities for the 2013-2016 mandate and 2014 Work Plan The Global Taskforce of Local and Regional Authorities for Post-2015 and towards Habitat III Report of the Financial Management Committee UCLG World Congress 2016
UCLG Elections
7. 8. 9. 10. Appointment of the Executive Bureau of UCLG Ratification of the nominations to Vice-Presidents of UCLG Election of the Treasurer of UCLG Election of the Presidency of UCLG

14:00-16:00
WORLD COUNCIL
Item 2
For adoption
REPORT OF DAKAR WORLD COUNCIL

The UCLG World Council took place in the City of Dakar (Senegal) in conjunction with the Africities Summit which saw a record of participation with 6,000 delegates. The UCLG meetings gathered around 300 participants from over 70 countries and included the first edition of the World Forum of Regions. Over 70 national associations of local governments gathered with partners presenting their cooperation projects. Key partners of UCLG, such as UN-Habitat represented by Under-Secretary General Joan Clos, the World Bank, represented by Director of Finance, Economy and Urban Zoubida Allaoua, the United Nations Office for Risk Reduction represented by Director Helena Molin Valdes, the Millennium Campaign represented by Director of Policy Sering Falu, Cities Alliance, represented by its Director William Cobbett, the European Commission represented by Angelo Baglio, Head of Development and Cooperation Directorate General, and many others participated actively in the UCLG meetings. The business sessions of the Executive Bureau and World Council were preceded by policy debates dedicated to the role of Local and Regional Authorities in the Framework of the International Development Agenda towards Habitat III and to the contributions of local and regional authorities to the new Millennium Development Goals and the so called Post 2015 Agenda. A report of decisions was circulated after the meetings. The enclosed document is the detailed report. The World Council is invited to: 1. Adopt the report.
REPORT OF THE MEETING OF THE UCLG WORLD COUNCIL 6 DECEMBER 2012, DAKAR
INTRODUCTION 1. The UCLG World Council took place in the City of Dakar (Senegal) in conjunction with the Africities Summit and gathered around 300 participants from over 70 countries. The World Council was preceded by policy debates dedicated to the role of Local and Regional Authorities in the Framework of the International Development Agenda towards Habitat III and to the contributions of local and regional authorities to the new Millennium Development Goals and the so called Post 2015 Agenda. The statutory session of the World Council was chaired by VicePresident Wolfgang Schuster. 2. Kadir Topba, Mayor of Istanbul and President of UCLG, provided introductory remarks, reminding of the financial difficulties a lot of members had faced throughout 2012 and stressing that it is more important than ever to provide a local perspective to the global agenda. Rio+20 led to an unprecedented recognition of local authorities. In view of Habitat III and the Post2015 Agenda, there is a need to advocate for a more urban, local and regional perspective, he said. 3. President Topba proposed the creation of a Local and Regional Government Taskforce that would include all relevant sister organizations and would be enlarged with experts and partners working together towards the High Level Session for the Revision of the MDGs in September 2013. 4. He further reminded the delegates of the important tools UCLG already has, such as the GOLD Report and the Learning Agenda. The Guangzhou Award could also be used as a reference for knowledge and good practice. Strengthening relations with partners, such as Cities Alliance and the ILO, but also with the private sector, civil society and sister organizations would be key. The integration of FOGAR in UCLGs work is a good example of how we can broaden our reach and improve our capacities of exchange and communication. 5. Finally he recalled of the celebration of the Congress of our World Organization and encouraged members to participate. He also informed that he would officially present his candidature in 2013 for a new mandate as President of the World Organization. ITEM 1: AGENDA 6. The agenda of the meeting was approved without specific comments from the audience. ITEM 2: REPORT OF THE 2011 FLORENCE WORLD COUNCIL 7. The report of the latest World Council was approved , including the results of the full day dedicated to defining the UCLG strategy for the coming six years and the contribution to the international debate on sustainability around Rio+20. ITEM 3: ADVOCATING THE INTERESTS OF LOCAL AUTHORITIES GENERAL REPORT OF ACTIVITIES 2012 8. The Report of Activities summarising the work conducted by the World Organization throughout 2012 was presented. Members of the Executive Bureau took note of the Report of Activities 2012.
ITEM 4: UPDATES FROM COMMITTEES 9. Dr. Schuster recalled that the work developed by the Committees and Working Groups is a significant contribution to the policy and visibility of the World Organisation. He then invited the representatives of the Committees and Working Groups who wished to do so to briefly present their highlights. 10. Ms. Cullen announced that the chair of the Committee on Culture, held by Barcelona until 2012, would now be taken over by Lille Metropole Urban Community and count with CoPresidencies from Mexico, Buenos Aires and Montreal. She reminded that the Committee based its work on two reference documents: the Agenda 21, adopted in Barcelona in 2004, and the Declaration of Mexico, adopted in 2010. For the coming year, the Committee will focus on revising the Agenda 21, setting up an on-line participatory system, organizing seminars and strengthening links with organizations such as UNESCO. The Committee is also studying the possibility of launching an Award on Culture and Sustainable Development. 11. Mr. Julien-Laferrire reported on the activities led by the Committee on Development Cooperation and City Diplomacy and related Working Groups. The Committee focused in producing a Policy Paper on Development Cooperation and Local Government. He recalled that this Paper is an important advocacy tool to reach out to international organizations, private sector companies and donors. Local authorities must be acknowledged as important stakeholders in the public policies of development. The Committee has also worked with the Capacity and Institution Building Working Group on South-South cooperation and networking projects. 12. As for the Middle East Working Group, it is setting up a mission of hifh-level local elected officials who will visit cities in the Middle-East, faced with the massive migration of Syrian refugees on their territories. Finally, Mr. Julien-Laferrire informed that the Committee is studying the possibility of launching a Peace Prize that would be awarded to local authorities for their role in promoting peace and the culture of peace. The possibilities of developing such an award will be further explored and reported back to the UCLG Executive Bureau. 13. Mr. Perreau-Bezouille, on behalf of the Committee on Peripheral Cities, celebrated the new strategic position of Committees within the World Organization. He informed that his Committee is working on the preparations of the Forum of Peripheral Local Authorities to be celebrated in Canoas on 11-13 June 2013. The main themes will focus on Identities and Metropolis, Governance and Organization, Globalization and Metropolizatin. He also recalled that the Committee would hold its meeting in Pikine, a peripheral city of Dakar, and that the African cities were very involved. 14. Ms. Hidalgo presented updates on the work of the Standing Committee on Gender Equality, reminding that inequalities in development particularly affect women and that the participation and involvement of local authorities are essential to contribute to gender equality and womens empowerment. She celebrated the work of the different networks of local elected women that support the Committee, and in particular the work conducted by the CEMR, whose Charter on Gender Equality in Local Life has been signed by more than 1,000 local governments, and of Metropolis and the network of African Local Elected Women. The Committee will organize an International Conference of Local Elected Women in Paris on 31 January-1 February 2013 and Ms. Hidalgo called on members to actively participate and contribute to the Conference. 15. Ms. Giovannangeli, on behalf of the Committee on Social Inclusion, Participatory Democracy and Human Rights, informed that the Committee had the opportunity to intervene during the International Water Forum on water as a public right. The Committee is further working with the European Commission on an initiative to create a network of cities that would implement free access to public transportation. She also informed that the first International Meeting of Local Authorities for the Right to the City was to be held in the coming weeks.
16. The representative from Marseille reported on behalf of the Mediterranean Committee, reminding first of the dense, unstable context the Mediterranean region is currently facing. In this perspective, the next Forum of Mediterranean Local Authorities, to be celebrated in Marseille in April 2013, will focus on Governance and Democracy in the Mediterranean. Some exchanges will be held with civil society and the overall objectives of the Forum will be to involve Mediterranean local elected officials and give an impulse to the region. Several UCLG Sections and partner organizations are involved in the preparations. 17. Dr. Schuster, on behalf of the Committee on Urban Mobility, encouraged all UCLG members to join the Walk 21, an international charter for walking, that will be proposed for signature in Rabat, centring on issues such as conditions of traffic in cities, safety and general security.The UCLG Committee on Mobility encouraged all UCLG members to join the Walk21: International Charter for Walking. ITEM 5: GOLD III: THE GOVERNANCE OF BASIC SERVICES 18. Renewed support was expressed by the Committee on Decentralization to the development of the III Global Report on Decentralization focusing on the Governance of Local Basic Services, together with the development of an Index on local governments and decentralization, according to the views and experiences of local and regional leaders. The result of the research will contribute to the inputs of local and regional authorities to the new development agenda. Members were called to participate in the regional seminars that will take place in the first half of the year submitting to political advice the findings of the regional studies. ITEM 6: THE INTERNATIONAL DEVELOPMENT AGENDA: 2015-2016 19. The international community is now defining the general development agenda for the coming decades in the so-called Post-2015 process. All development actors are setting priorities and drawing a roadmap to follow. Local and regional authorities need to be at the heart of this agenda to make their voices and priorities heard. 20. Mr. Roig, Secretary General of UCLG, stressed the need to define our own agenda. He further underlined the important role played by the President in the UN High-Level Panel, ensuring that local and regional governments views reach the policy making processes. 21. The President proposed the creation of a Global Taskforce, which would include all relevant sister organizations and would be enlarged with experts and partners working together towards the High Level Session for the Revision of the MDGs in September 2013. Partners such as ORUFOGAR, ICLEI and CLGF have already confirmed their interest in working with UCLG in this Taskforce. AIMF, ATO and NRG4SD have been invited to join. The first meeting of the Taskforce is envisaged to take place in New York on the first half of the year. A preliminary calendar of work was presented by the Secretary General, culminating with concrete proposals for the High Level Segment of the UN General Assembly in September. 22. The Secretary General also referred to the UCLG Position for the Consultation on the EU Communication on the Role of Local Authorities in Development was adopted. This position calls for further structural dialogue and improved quality of exchanges building on the special character of local and regional authorities as sphere of government. 23. Finally, the UCLG leadership called for an inclusive International Governance Framework that would allow for a true multilevel partnership where the sustainability and development agenda would be integrated. They further expressed support for the definition of Sustainable
Development Goals closely related to the Millennium Development Goals and organized around basic services. ITEM 7: UCLG POLICY PAPER: DEVELOPMENT COOPERATION AND LOCAL GOVERNMENT 24. Ms. Leibovici detailed the process undertaken to produce the UCLG Policy Paper on Development Cooperation and Local Government. She stressed the new paradigm of development in a changing world and reminded that local governments work across borders, being among the most effective development actors. She called members to give their support to the Policy Paper. 25. Mr. Vrbanovic recalled that the main recommendations in the Policy Paper were aimed both at our membership and our international partners, in order to bring a new perspective to development cooperation from the local level. More recognition and funding are required in order to complete this advocacy work. An option could be to engage in dialogues with donors, and not only with governments. Members adopted the UCLG Policy Paper on Development Cooperation and Local Government. ITEM 8: WORK PLAN 2013 26. The UCLG Secretary General briefly recalled the main points of the Work Plan, included in the members background document, stressing five main points: (1) The Congress of Rabat will be the main task of the team of the World Secretariat in the coming year; (2) Contributions to the international agenda will be crucial; (3) There is still work to be done to obtain the Observer Status before the UN; (4) UCLG has to be consolidated as the network of networks; and (5) The report of the Resource Mobilization Group will be finished during 2013. Members adopted the Work Plan stressing that the World Organization needs to pay special attention to building on the numerous activities which are being developed in the different parts of the network and particularly in Committees and Working Groups. ITEM 9: UCLG 4TH WORLD CONGRESS, RABAT 2013 27. The main focus of the UCLG World Congress will be Imagine Society, Build Democracy, and the issues dealt with during the sessions will be related to: Fostering Wellbeing, Managing Diversity, Supporting New Governance and the Change in the Mediterranean, Promoting Solidarity among Territories and Shaping the Urban Future. 28. Members expressed the need to provide full fledged discussions on gender equality and culture. There was further agreement to ensure that the World Congress and II Summit of Local and Regional Leaders would include other partners and stakeholders working at the local and regional levels. Members took note of the structure and the preliminary programme of the Congress. ITEM 10: FINANCIAL MANAGEMENT COMMITTEE 29. On behalf of the Treasurer, Mr. Vrbanovic presented the report of the Financial Management
Committee and the accounts and discharge for 2011 were approved. Members of the World Council further approved the draft budget for 2013. 30. Members expressed deep concern with the unbalanced collection of fees and particularly with the lack of payment of certain Sections. Members of the Financial Management Committee called for political action to be undertaken and report back at the Lyon Executive Bureau. 31. The Working Group on Resource Mobilization was mandated to continue its work until the World Congress in Rabat and to report progress in Lyon. ITEM 11: OTHER ISSUES 32. The Secretary General briefly presented the electoral calendar for 2013. The elections will take place according to the rules agreed for the Mexico elections in 2010 within the framework of the UCLG Constitution. Members expressed however the need to ensure strict application of the regulations aiming at ensuring balanced representation of all types of members: individual cities and local governments (direct members), associations and regional authorities. 33. An early deadline (30 June 2013) was agreed for payment of fees in order to ensure proper verification and orderly implementation of rules during the nomination and candidature process for the 2013 elections. 34. It was recalled that the next Executive Bureau would be held in Lyon/Rhne-Alpes, although the exact date is to be confirmed, as the initial proposal coincides with two major events for the UCLG membership. 35. The next World Council will be held at the occasion of the October 2013. CONCLUDING REMARKS 36. President Topba thanked the participants for the intense, interesting debates held during the various meetings in Dakar and celebrated a general event that opened the door to a greater participation from African local and regional authorities. World Congress in Rabat, 1-4

14:00-16:00
WORLD COUNCIL
Item 3
For adoption
2014 WORK PLAN
A new development agenda in the making 2014 will be the start of a new mandate for UCLG with renewed leadership and of the official preparation process for Habitat III. It will be the year of the World Urban Forum and it will be marked by the definition of the Sustainable Development Goals, the new objectives of the development agenda, which would demand local and regional governments positioning. Governance gaps The request of a bigger say in their own future and the need to invest in regaining democratic values, as well as trust between citizens and governments should be high in the agenda in a world where armed conflicts, economic, social and environmental constraints continue to put the current governance systems to the test. The role of local and regional governments in strengthening accountability and bridging governance gaps are being increasingly recognized in international fora. Contradictory trends shape local and regional agendas The local and territorial agendas will probably remain influenced by the difficulties in financing public services, by the increasing gap between citizens demands and available resources and, in many regions, by an insidious trend to restraint local revenues and autonomy that is contradictory with increasing decentralization of responsibilities. Decentralization and self-local governments values should continue to shape our agendas. Urge for innovation to face global challenges The need to reinvent our consumption patterns in order to sustainably make use of our resources, natural, human and financial in an urbanizing world will determine the agendas of communities at all levels. Subnational governments are at the forefront of many of the undergoing changes. After the celebration of its centennial UCLG should also answer this needs by becoming a facilitator of innovation, learning and change between and for subnational governments. Partnership for the future UCLG will need to continue developing strategic partnerships with all stakeholders in development, in particular other local and regional government organizations. The facilitation and promotion of the Global Taskforce of Local and Regional Governments for the Agenda Post 2015 and towards Habitat III will be an important part of the agenda for the World Secretariat and should become instrumental for local and regional authorities beyond UCLG. The reform of the UN and the global governance is still pending, even if the recognition of the role of subnational governments is increasing in many international fora.
Changing local and regional governments and associations that serve them The booming urbanization and increase in intertwined medium-size cities in all parts of the world will require special focus. At the same time the renewed commitment of greater involvement of regional authorities in the World Organization will imply a stronger territorial agenda with more interlinked urban/rural strategies. The changing role of Associations at all levels and renewed governance of networks will be the subject of interactive working sessions with different parts of the membership aiming at ensuring greater ownership of members of the joint actions. An Organization owned by members and embraced by partners None of the above would be possible without committed and growing membership. Strong membership campaigns will be needed to ensure both broad representation and relevant roles internationally. This work plan should lay out the bases for the membership to provide inputs in defining both the agenda and the actions of the World Organization. The World Council is invited to: 1. Adopt the 2014 Work Plan.
A. REPRESENTATION/INTELLIGENCE/COOPERATION A1. Institutional relations (with international organizations) UN HABITAT ISDR, UNEP, UNACLA UNESCO WORLD URBAIN CAMPAIGN UNICEF UNDESA (DCF) UNCDF UNDP ILO, FAO CITIES ALLIANCE OECD WORLD BANK ALLIANCE OF CIVILIZATIONS EUROPEAN COMMISSION WORLD WATER COUNCIL Other multi or bilateral organizations: DeLog, MAE France, MAE Norway, AFD, GIZ, Group of Friends of Sustainable Cities, MoUs and Structural Collaborations Organize a high-level mission to the World Bank to advocate for resource mobilization for local and regional authorities Implementation of the Memorandum of Understanding with UN Women Implementation of the Memorandum of Understanding with ILO Participation in the 2014 Development Cooperation Forum: promoting decentralized cooperation Developing a partnership with UNICEF related to the Sustainability Agenda Ensure dialogue with the EU for the follow-up of the communication on Empowering Local Authorities in partner countries Develop collaborations with UNDP in view of their new Strategy Implementation of MoU with AFD and collaboration with MAE France and Norway Strengthening partnership with DeLog. Support the development of financial mechanisms for local and regional governments, such as the FMDV Concretise the partnership with the Ford Foundation and Rockfeller Foundation; Explore possibilities for the creation of an Advisory Board of International Institutions Supporting Sections in the lobby of regional mechanisms as required Renewed involvement in Cities Alliance Governance UN AGENDA Follow up to the Observer Status Request. Lobby of Governments Contributing to the work of the Open Working Group for SDGs Contribute to the High Level Political Forum Contribute to the ECOSOC reform Prepare contributions to the 2015 Review Conference of the MDGs Facilitate the Work of a Global Task-Force towards Post 2015 and Habitat III Facilitate representation at the thematic consultations Post 2015 Leading the local and regional government inputs in the World Urban Forum and Habitat III. Facilitating contributions to national and regional consultations Habitat III in the framework of the Global Task of Local and Regional Governments Maintaining strong partnership with the Group of Friends of Sustainable Cities Promote the findings of GOLD III in the international policy making processes
1 2 3 4 5 6 7 8 9 10 11 12 13 14 1 2 3 4 5 5 6 7
8 9
A2. Committees and Working Groups coordination DECENTRALIZATION LOCAL FINANCES CULTURE DEVELOPMENT COOPERATION AND CITY DIPLOMACY MEDITERRANEAN REGION SOCIAL INCLUSION & PARTICIPATORY DEMOCRACY PERIPHERAL CITIES URBAN MOBILITY DIGITAL AND KNOWLEDGE BASED
10
URBAN STRATEGIC PLANNING CIB MIGRATIONS AND CO-DEVELOPMENT LOCAL DIMENSION OF THE ALLIANCE OF CIVILIZATIONS RESPONSIBLE TOURISM HEALTH CLIMATE CHANGE GROUP STANDING COMMITTEE ON GENDER EQUALITY GROUP ON WASTE MANAGEMENT
1 2 3 4
Annual Meeting of Committees Secretariats (first quarter of 2014) . Definition of priorities and Strategic Committees Define Communities of Practices and other mechanisms Facilitate involvement of Committees and their findings in the work with international institutions and in particular in the Post 2015 and Habitat III thematic debates
A3. Programs and research Projects Gold III-Gold IV Definition of indicators for local goals of the Post 2014 Agenda Global Report on Decentralization and Local Democracy Promote ownership of GOLD III findings among the membership Development of GOLD IV on key priorities for the Habitat Agenda; Setting up a team of experts Establishment of the Steering Committee and first meeting Support contributions to national and regional consultations Habitat III and to the Global Agenda of Local and Regional Governments for Habitat III Further development of the UCLG-GOLD portal as gateway on decentralization and local democracy. Research on local indicators for the Post 2015 Agenda
1 2 3 4 5 6 7
A4. Action Learning City Future: Global Action Learning and UCLG Competency Building City to City Exchange 1 Continuation of Phase III of City Future with support of the Norwegian government and Cities Alliance 2 Implementation of a peer to peer programme between Mozambique and Brazil local authorities with the support of the EU funding 1 2 3 1 2 3 4 Test new formats for cooperation Support association and networks to structure mentoring groups Support the Committee on development cooperation and CIB Working Group in Identify opportunities for the mobilization of funding for learning Develop action learning Define learning concept following initial exchanges Organize annual meeting of learning agenda partners Define a learning agenda for local governments Develop a space with information concerning available training and capacity building: The Hague Academy; Habitat Training Centre and others Policy Development Development of UCLG Policy on Intermediary Cities Resilience, Crisis and Risk Management
1 2
A5. Manage knowledge, improvement and change 1 2 3 Creation of UCLG Social Network for UCLG leaders Link with the Urban Knowledge Platform of the World Bank, Agencies and other Promote the use of new IT tools to improve knowledge
B. GOVERNANCE B1. Relations with Presidency and Statutory bodies Presidency Exbu & WC Committee on Statutory Affairs Financial Management Committee UCLGA ASPAC FLACMA CEMR EURASIA NORAM MEWA METROPOLIS
11
1 2 3 4 5 6 7 8 9
10
Organization of interactive sessions with UCLG Membership Development of Terms of Reference for the Presidency Meeting of the Presidency for the start of the mandate first quarter of 2014 Acknowledging the Meeting of Secretaries General as a Standing Committee Developing the Sections of Regional Authorities Identify priority work areas for organization of work: define 2014-2016 Cttees Organization of Liverpool Executive Bureau in June 2013 Organization of World Council meeting in Haikou Strengthening the daily political management: expanding the role of the Committee on Statutory Affairs and Financial Management Committees. Composition Establishment of a Committee of Wise Persons to relate to Asses situation in Sections
B2. Relation with members, networks and partners Relations with members Relations with LG Networks Relations with partners 1 Ensure interactive consultations with CEOs of LGAs and Directors of Int. of City members 2 Implement strategic alliances such as World Urban Campaign partners 3 Facilitating contributions to national and regional consultations Habitat III 4 Facilitating the Global Taskforce 5 Finalise Agreements with UCLG Sections B3. Renewed Strategy Development Strategic plan deployment Strategic plan monitoring 1 Monitoring implementation of strategic plan 2 Identifying new priorities for the period 2014-2016 3 Local Governments Crisis Facility/Mechanism 4 UCLG Awards: Peace, Innovation, Culture B4. Resource mobilization Corporate Partners Program Donors relations Membership fees and resource mobilization group 1 Third meeting of the UCLG Corporate Partnership Programme 2 Revise the membership fee structure starting with Euroasia, NORAM, LATAM, MEWA 3 Implement the recommendations of the Group on Resource Mobilization B5. Communication 1 Increase the use of social networks as lobby mechanisms 2 Development of new communication platforms to facilitate agenda debates 3 Working on dissemination of UCLG tools among partners B6. SG Office 1 Develop the use of the communication platform YAMMER to improve knowledge exchange 2 Ensure political follow up of issues 3 Facilitate links with different project teams 4 Meetings with Secretaries General three times a year
12
C. MANAGEMENT C1. Finances 1 2 1 2 Identify new Honorary Auditors Developing specific membership-fee schemes with Sections Training of staff in new IT tools Explore staff exchange programmes with regional sections
C2. Human resources
C3. ICT 1 Creation of Platform for the use of Sections and Committees
C4. Facilities 1 Optimising the meeting space at headquarters
13
PART II
JOINT WORK PLAN WITH THE UCLG SECTIONS
The attached programmes do not include all the activities carried out by the Sections and focus on the joint activities developed in order to contribute to the Strategic Priorities of the UCLG network as a whole. LIST OF UCLG REGIONAL AND METROPOLITAN SECTIONS AFRICA: United Cities and Local Governments of Africa (UCLGA) ASIA-PACIFIC: UCLG-ASPAC EUROPE: Council of European Municipalities and Regions (CEMR) EURO-ASIA: UCLG Euro-Asia MIDDLE EAST AND WEST ASIA: UCLG-Middle-East and West Asia (MEWA) NORTH AMERICA: UCLG-NORAM LATIN AMERICA: Federation of Latin American Cities Municipalities and Associations (FLACMA) METROPOLITAN SECTION: Metropolis
14
AFRICAN SECTION UCLGA

ADVOCACY AND LOBBYING Strengthening the relations with the African Union, the Regional Economic Communities, the African Development Bank (AfDB), Regional Development Banks, and UN Habitat Strengthened dialogue between UCLGA and All Africa Ministerial Conference on Decentralization (AMCOD), All Africa Ministerial Conference on Housing and Urban Development (AMCHUD), and LGA representation within the East African Community and within the West African Economic and Monetary Union (UEMOA), through the formal constitution of a Local Governments Committee within these regional institutions Contribution to the structured dialogue with the European Union Commission on the role of local authorities in development cooperation Contributing to the national and regional consultations Post 2015 and Habitat III Contributing to collective thinking on the international discussions on global agendas Joint lobbying of International Funding Institutions
KNOWLEDGE SHARING AND NETWORKING Peer Review Program Initiation of a peer review pilot program in 5 countries with the technical support of the Local Government Association of the UK. Contributing to the Mentoring program developed by UCLG World Secretariat and UCLGA members in the region. Contribute to the development of the Intermediary Cities Agenda Addressing the challenge of rapid urbanization and informal settlements in Africa Finalizing the implementation of Know Your City Campaign, through a pilot project in the City of Lusaka (Zambia) and in the City of Ouagadougou (Burkina Faso) Collaborating on the implementation of the European Union Communication Development of GOLD Contribute to the promotion of the finding and recommendations in GOLD III Providing political representation of the Steering Committee of GOLD IV INSTITUTIONAL CAPACITY DEVELOPMENT Gender Issues Ensure synergies between the Network of Local Elected Women of Africa and the UCLG Standing Committee on Gender Equality Contribute to the promotion and implementation of the Paris Agenda Management issues Contribute to the implementation of a membership campaign UCLG Awards Contribute to the implementation of: the Guangzhou Award the Culture Award the Peace Award
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ASIA PACIFIC SECTION UCLG-ASPAC

ADVOCACY AND LOBBY Contributing to collective thinking on the international discussions on global agendas Contributing to the regional consultation Post 2015 and towards Habitat III Contributing to the relations with the ASEAN, the Asian Development Bank (ADB) and Cities Development Strategies for Asia (CDIA)
Development of a membership Campaign Jointly with Metropolis and World Secretariat further implement joint strategy for Asian Cities to join and become more active Contribute to the India initiative promoted together with Metropolis Development of GOLD Contribute to the promotion of the finding and recommendations in GOLD III Providing political representation of to the Steering Committee of GOLD IV INSTITUTIONAL CAPACITY DEVELOPMENT Gender Issues Ensure greater participation of Female representatives in the region at the UCLG Standing Committee on Gender Equality Contribute to the promotion and implementation of the Paris Agenda UCLG Awards Contribute to the implementation of: the Guangzhou Award the Culture Award the Peace Award Management Issues Contribute to the work of the Financial Management Committee; in particular to the clarification of the membership fee structure. Appoint an ASPAC member Contributing to the development administration mechanisms for handling membership fees (UCLG-Metropolis-ASPAC) Resilience Seeking a strong involvement of ASPAC on Risk Reduction.
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EUROPEAN SECTION Council of European Municipalities and Regions (CEMR)

Advocacy Contribute to the definition and lobbying of political messages in the global international negotiations processes (Post 2015 Agenda, Climate Change Negotiations, New Urban Agenda) Hold regional consultations on the Post 2015 Agenda and on the preparation of the Habitat III Explore ways to follow up the European Commissions Communication the empowerment of local authorities in EU partner countries Organizational Matters Contribute to the internal thinking process on UCLGs organizational effectiveness, level of political representation and leaderships responsibilities. Participation of Regional Authorities in UCLG Support the establishment of the new section of Regional Authorities. Mobilize European Regional Authorities. Working towards Gender Equality Participate in the Standing Committee on Gender Equality. Contribute to the achievement of equality in UCLG governing bodies. Facilitate synergies with the European Observatory on the Charter of Gender Equality. Contribute to the mapping of women participation in local governments. Working with PLATFORMA Keep supporting the dialogue with the European Union of local and regional authorities active in development cooperation. Development of GOLD Promote the findings and recommendations of the GOLD III Report Contribute to the preparation of the GOLD IV Report and the setting up of its Steering Committee, including the participation of political representatives. UCLG Awards Contribute to the implementation of: the Guangzhou Award the Culture Award the Peace Award Mediterranean and EU Neighborhood Policy Contribute to the promotion and strengthening of the role of LRA in the Mediterranean and in the greater EU neighborhood.
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EURO-ASIA SECTION UCLG Euro-Asia

Development of a membership Campaign Develop a joint strategy to increase membership among Local governments of Kazakhstan, Uzbekistan and Turkmenistan. Representation and Advocacy Contributing to the regional consultation Post 2015 and towards Habitat III Contributing to collective thinking on the international discussions on global agendas World Heritage Cities Seek synergies between UCLG and World Heritage Cities Communication tools Develop Communication tools of interest for the Euro-Asian membership Release of information-analytical bulletin "Local authorities of Euro-Asia" Launch of new website of UCLG-Euro-Asia. Holding a meeting of UCLG members press services UCLG and creation of a network of press services that will facilitate information exchange between cities and UCLG-Euro-Asia. Development of GOLD Contribute to the promotion of the finding and recommendations in GOLD III Providing political representation of to the Steering Committee of GOLD IV Strengthening the Section Contribute to the work of the Committee of Wise persons that will assess the situation of the Section and work towards an agreement between UCLG and Euroasia. Gender Issues Foster participation of Euroasia members in the UCLG Standing Committee on Gender Equality Contribute to the promotion and implementation of the Paris Agenda City to City promotion Organise the 70 year celebration of Twinning in Volvograd UCLG Awards Contribute to the implementation of: the Guangzhou Award the Culture Award the Peace Award
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MIDDLE EAST AND WEST ASIA SECTION UCLG MEWA

Supporting links with the Presidency Secondment of a liaison officer Representation and Advocacy Contributing to the regional consultation Post 2015 and Habitat III Contributing to collective thinking on the international discussions on global agendas Promoting the visibility of UCLG world-wide Supporting Local and Regional Authorities in the MEWA and southern Mediterranean countries Support the transition towards democracy in the MEWA and southern Mediterranean countries. Support democratic local governance in the West Asian countries. Support the strengthening of local authorities in Palestine and contribute to the peace in the Middle East by encouraging cooperation between Palestinian and Israeli local authorities. UCLG-MEWA might try opening discussions between Gaza and APLA; participation in Dunkerque+10 (28-29 November 2013, France) Contribute to and participate in the activities of the UCLG Middle East Committee. Participation in the Syrian mission and in works concerning the Disaster Response Facility. Following the Syrian mission, planning to implement different programs in partnership with relevant institutions and organizations. Development of GOLD Contribute to the promotion of the finding and recommendations in GOLD III Providing political representation of to the Steering Committee of GOLD IV Strengthening the Section Contribute to the work to be developed towards an agreement between UCLG and MEWA. Gender Issues Foster participation of MEWA members in the UCLG Standing Committee on Gender Equality Contribute to the promotion and implementation of the Paris Agenda UCLG Awards Contribute to the implementation of: the Guangzhou Award the Culture Award the Peace Award Development of a membership Campaign Jointly with World Secretariat develop a strategy to increase membership Management Issues Contribute to the work of the Group on Resource Mobilization Contribute to and participate in activities of the UCLG Committee for Urban Health
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NORTH AMERICAN SECTION UCLG NORAM

Development of a membership Campaign Jointly with World Secretariat develop a strategy to increase membership. Communication tools Develop Communication tools of interest for the North-American Members. Development of GOLD Contribute to the promotion of the finding and recommendations in GOLD III Providing representation of to the Steering Committee of GOLD IV Strengthening the Section Contribute to the work to be developed towards an agreement between UCLG and NORAM. Gender Issues Foster participation of NORAM members in the UCLG Standing Committee on Gender Equality Contribute to the promotion and implementation of the Paris Agenda UCLG Awards Contribute to the implementation of: the Guangzhou Award the Culture Award the Peace Award
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LATIN AMERICAN SECTION Federation of Latina American Cities and Municipal Associations (FLACMA)
Development of a membership Campaign Jointly with World Secretariat develop a strategy to increase membership. Representation and Advocacy Contributing to the regional consultation Post 2015 and Habitat III Contributing to collective thinking on the international discussions on global agendas Provide a united voice towards the Ibero-American Secretariat and support the Forum of Local Authorities of Ibero-America Develop relations with the Latin American Parliament Union Development of GOLD Contribute to the promotion of the finding and recommendations in GOLD III Providing political representation of to the Steering Committee of GOLD IV Strengthening the Section Contribute to the work to be developed towards an agreement between UCLG and FLACMA. Gender Issues Foster participation of Latin America members in the UCLG Standing Committee on Gender Equality Contribute to the promotion and implementation of the Paris Agenda UCLG Awards Contribute to the implementation of: the Guangzhou Award the Culture Award the Peace Award
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METROPOLITAN SECTION Metropolis

Joint Definition of Priorities Greater coordination between strategic plans and action plans of both organizations to prevent duplications and benefit from joining forces Representation and Advocacy Contributing to the regional consultation Post 2015 and Habitat III Contributing to collective thinking on the international discussions on global agendas Setting up a Global Campaign on Local Finance as key for Post 2015 and Habitat III Contributing to preparing the delegation of UCLG to the World Bank Contribute to the work of FMDV Management Issues Further develop written agreements with UCLG Regional Sections regarding joint membership fees, with the view to prevent confusion between Metropolis and UCLG Share the capacities of respective regional secretariats ACTIVITIES Improved coordination on respective activities: Gender Equality Coordinate the activities of the Womens Network, organize common events and share results
Metropolis initiatives Metropolis has made a call for initiatives/projects that will support the Organization in the development of its work plan. Collaboration could be envisaged among the sections. The collaboration with UCLG for the Durban-Sao Paulo Initiative and occasionally within other initiatives (i.e. Governance initiative of Sao Paulo State) has a positive impact on the projects, cities and experts involved, and should be shared within Metropolis Learning Sessions. This collaboration should also be extended to other areas like the Guangzhou Innovation Award.
Training and Learning The Metropolis International Learning Training (MITI) counts on headquarters located in Seoul, and four regional centers: Paris (Europe), Mashhad (MEWA) and Mexico (NorAm and LAC). Training courses are open to UCLG members and training session on UCLG technical Commissions are welcome. Development of GOLD Contribute to the promotion of the finding and recommendations in GOLD III Providing political representation of to the Steering Committee of GOLD IV Gender Issues Foster participation of Metropolis members in the UCLG Standing Committee on Gender Equality Contribute to the promotion and implementation of the Paris Agenda UCLG Awards Contribute to the implementation of: the Culture Award the Peace Award the Guangzhou Award the Metropolis Award
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14:00-16:00
WORLD COUNCIL
Item 4
For action
THE GLOBAL TASKFORCE OF LOCAL AND REGIONAL AUTHORITIES FOR POST-2015 AND TOWARDS HABITAT III
Launched in Dakar in December 2012, THE GLOBAL TASKFORCE OF LOCAL AND REGIONAL AUTHORITIES held 2 meetings since the beginning of the year. In Istanbul, in March, it agreed on local and regional authorities priorities and main orientations in the Post-2015 development agenda. In New York in May, the networks committed to engage in the negotiation and implementation process with Member States. They also received the support of the UN system and the UN Secretary General, Ban Ki-moon who welcomes the Taskforce as a key partner. The below provides an overview of relevant policy making processes that are taking place in view of identifying the possible tasks to be undertaken by the members of the Taskforce in the coming period. It further provides a view of the tasks ahead in view of the Habitat III process starting next year. The World Council is invited to: Take note of the work done; Mandate World Secretariat to continue; Encourage members to contribute.
Calendar: 1 October in Rabat, Meeting of the Global Task Force 22 November, 2 days of informal dialogues between Member States and Major Groups to discuss the sustainable development goals organized by Open Working Group Co-chairs. 13 December, special session of local and regional authorities organized by the Friends of Sustainable Cities, the Global Taskforce and UN-Habitat with the support of the Co-Chairs of the Open Working Group. It will aim at providing inputs to the OWG session on sustainable cities and human settlements and sustainable transports taking place on 6-10 January 2014 in New York. World Urban Forum, 4-7 April, 2014, Medellin Habitat III PrepCom 1 September 2014, New York
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I.
Implementation of Outcomes of Rio+20
Two important mechanisms have been put in place aiming at implementing the Rio Summit decisions: 1. The Open Working Group that will report on Sustainable Development Goals to the UN General Assembly during its 68th Session (September 2013-September 2014). The OWG held its first meeting in March this year and has held thematic session on: (1) Food security, nutrition and sustainable agriculture, (2) Water and sanitation, (3) Employment and decent work for all, (4) social protection, youth, education and culture, (5) Health and population dynamics, (6) Global partnership for achieving sustainable development, (7) Human rights, the right to development, global governance, (8) Sustainable consumption and production (including chemicals and waste), (9) Climate change and disaster risk reduction, (10) Promoting equality, including social equity, gender equality and womens empowerment. Interactions of Local and Regional Authorities with the Open Working Group: UCLG is organizing partner of the Local Authorities Major Group, together with ICLEI and nrg4SD. On behalf of the LAMG, the Secretariat prepared 3 statements to be conveyed to the Member States on urbanization (population dynamics), Water and Sanitation and Culture. Next steps: A specific session on Sustainable cities, human settlements and sustainable transport will take place 6-10 January 2014 in New York. A preparatory meeting conveyed by the Friends of Sustainable Cities, the Global Taskforce and UN Habitat will take place 13 December to prepare concrete inputs to this thematic session. 2 full days of dialogue between Major Groups and Member States will be organized by the Co-Chairs in November and onwards. For action: The Global Taskforce should contribute to the definition of Sustainable Development Goals that cover the local and regional responsibilities, including specific local indicators on urban sustainability as well as a stand-alone goal on sustainable cities. Attached initial ideas on possible indicators to be defined. It would be envisaged for the different partners of the Taskforce to assume thematic areas which would contribute to joint inputs as constituencies. A Panel of experts should be put together to facilitate this work which would be validated at political level and followed by lobby activities by the Taskforce. 2. The High Level Political Forum (HLPF): Aiming at strengthening the Institutional Framework for Sustainable Development (IFSD) is mandated to strive for greater integration, efficiency, and coordination of the 3 dimensions of sustainable development: economic, social and environmental. On 24 September, the HLPF hold its first meeting in New York. Next steps: On 23 September, a half day was dedicated to a special event on sustainable cities at the request of the President of the General Assembly and under the organization of UN DESA Secretariat. President Topba and Mayor of Quito, Augusto Barrera, spoke on behalf of Local and regional authorities in the opening of the event. Mayor Topba was appointed rapporteur of the event before the High Level Political Forum by the President of the General Assembly. II. Review of the Millennium Development Goals
The UN Secretary General has set up different bodies to advise him on the report he will deliver to States in September as the High Level Panel Post 2015 and the Sustainable Development Solutions
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Network where local and regional authorities have been very active. The UCLG President voiced the views of Local Governments in the HLP. UCLG shared with its members a first analysis of the report. The Secretary General released a report summarising his vision in September. UCLGs analysis is available upon request. III. The way towards the Habitat III Conference
The General Assembly has decided to convene a Third United Nations Conference on Housing and Sustainable Urban Development (Habitat III) in 2016. The main objective of the conference is to reinvigorate the global commitment to sustainable urban development focusing on the implementation of a New Urban Agenda. This conference will assess the Habitat II commitments in Istanbul 1996, which was a significant moment for the movement of local and regional authorities. The Conference will offer the first global platform after adoption of the new Sustainable Development Goals and provides an opportunity for discussing the challenges that the urban dimension brings to the implementation and achievement of the new Goals. Habitat III should see the acknowledgement of local authorities as full partners for the shaping the global agenda in an increasingly urbanizing world. It will also be the moment to call for governance changes in those agencies dealing directly with local government matters. Local and regional authorities should be actively involved in the consultation process and organise the Second World Assembly of Local and Regional Authorities. Next steps: Local and regional authorities will need to participate in the National Habitat Platforms and in the international preparatory processes namely: - World Urban Forum, 4-7 April; - PrepCom 1 September 2014, New York. For action: UCLGs Third Global Report on Decentralization and Local Government will be dedicated to researching previously identified key topics, such as: Establish new multi-level and multi partnership governance tools Develop legal and financial mechanisms to support local and territorial governments and enable them to appropriately harness their potential Promoting equal access to quality and sustainable basic services Eliminating inequalities and poverty as universal agenda Foster territorial cohesion among territories Urban planning as a tool Promote culture, diversity and creativity as a core element to build sustainable cities IV. Climate Change: The Conference of the Parties
UCLG continues to work closely with ICLEI and other networks within the Local Governments Roadmap for Climate Change. Next steps: COP 2014 will be organised in Lima, COP 2015 will be organised in Paris in 2015 For action: The UCLG Head for the Group on Climate Change, Senator Ronan Dantec, Councillor of Nantes and the President of United Cities France, Michel Delebarre, Mayor of Dunkerque have been commissioned to present a report on behalf of the local government constituency. Members are called to contribute.
25

14:00-16:00
WORLD COUNCIL
Item 4 Annex 1
For information
DEVELOPMENT OF A SET OF GOALS TARGETS AND INDICATORSFOR POST-2015

Objective: Develop a set of Goals, Targets and Indicators to help positioning Local and Regional Authorities in the global debate on the UN Development Agenda Post-2015 Background: The Global Task Force needs to develop a strategy for the positioning of local and regional authorities in the upcoming global debates that are crucial for the definition of the future UN development agenda, namely: the Post-2015 agenda. The contents of this agenda are complementary to various international development debates, the Sustainable Development Goals (follow-up of Rio + 20) and the New Urban Agenda. The Global Taskforce , with the support of other partners, need to identify the best entry points to position local and regional governments in the new development agenda through a proposal to localise the goals, targets and indicators that are currently being discussed in the UN and international Fora. It should be reminded that the roles of local and regional governments are ignored in the current version of the MDGs, even if in all nations some of the MDGs and many of the 18 MDG targets depend heavily on subnational governments and their responsibilities and capacities to deliver basic services and drive local development. The MDGs are also silent about the importance of local and regional government for more democratic, participatory and accountable forms of government as it has been emphasised in the Busan Partnership. A clear entry point to positioning LRG is that disaggregated indicators that are reaching to the subnational and local level need to be established and that a disaggregation is not only between genders but as well between rural and urban is necessary. This approach has been stressed in different reports (e.g. the HLP report, the World Bank Global Monitoring Report 2013, the Commonwealth Local Government Forum in its Kampala Declaration in May 2013, the DeLoG New York Closing Statement in June 2013). However so far there are hardly any relevant studies or literature available on this topic. This is why the Global Task Force is best positioned to elaborate a sound technical input around localising future development goals and to feed it into the international debate, the UN-system and the intergovernmental negotiation process.
26
Objectives and Tasks To produce i) a set of goals relevant for Local and Regionals Governments that complements the current debated set of goals, (ii) provides evidence for the importance of localising the proposed set of development goals, (iii) identify suitable indicators for featuring the work of local and regional governments and to (iv) provide a sound and feasible technical input on how to disaggregate indicators at subnational level including urban and rural. This proposal should be owned by the Global Taskforce to help positioning local and regional authorities in the global debate on the UN Development Agenda Post-2015. Based on the Communique of the Task Force, the following criteria should contribute to define the LRGs proposed goals, targets and indicators: Developing strong and accountable institutions: through improved democratic local governance, participation of the poor and other marginalised groups in decision making, increase capacity of local and regional authorities to lead pro-poor policies, including participative strategic planning; better intergovernmental coordination, harmonisation processes and effective decentralisation Inequalities: Through quality universal access to basic and social services, improving the quality of life of slum dwellers, reducing gender inequalities, ensuring food security, fostering inclusive societies that provide opportunities for youth; Safer and more resilient urbanisation: well-planned, designed and governed cities, including a territorial approach and cohesion, improving environmental health and reducing disaster risk and violence, creating resilience to climate change, Environmental sustainability: in transport and building standards, waste management and support for renewable energy and greenhouse gas emission reduction, protection and sustainable management of the environment biodiversity and natural resources; Local economic development: with a focus on pro-poor policies and decent job creation in a green urban economy which promotes sustainable consumption and production; Culture as driver and enabler of development and people-centered societies; The proposal should: Be based on an assessment of system of goals, targets and indicators proposed todate: Different approaches on goals, targets and indicators are currently being discussed in different forums HLP, UNTT, Global Thematic Consultations, CSOs forum, Sustainable Development Solutions Network (SDSN). Most of them recognise the need to have more disaggregated data at sub-national level to better identify poverty, inequalities, economic growth and monitor progress in sustainability. Contain an analysis on how the proposed indicators can be monitored and embedded into an overall monitoring framework for the measuring progress of the post 2015 goals and targets. Include the messages for Localizing Global Development Goals and next steps With the agreement of the Task Force, UCLG proposes to develop this proposal with members of the Task Force and the support of various partners. The draft of the proposal could be circulated during November and advanced draft of the proposal could be presented and discussed at a meeting that can be held in New York on the eve of the meeting of the Global Task Force and the Open Working Group meeting on December 13, 2013. Timeline: In September: constitution of the group of Expert, UCLG and partners. Kick off meeting (Skype) to define structure of the document Draft Outline - October and feedback of the members of the Task Force. Draft proposal to be submitted in November. Feedback and Comments from the members of the Task Force.. Revision of the paper and submission of the advanced draft to the Global Task Force Presentation of the LRG proposal of Goals, targets and indicators to the UN Agencies and partners in NY December 2013
27

14:00-16:00
WORLD COUNCIL
Item 5
For decision
REPORT OF THE FINANCIAL MANAGEMENT COMMITTEE

Summary and recommendations The Treasurer will orally present to the World Council the recommendations of the Executive Bureau concerning the report of the Financial Management Committee
The World Council is invited to: 1. 2. Take note of the Treasurers report and the recommendations of the Executive Bureau; Approve the decisions submitted;
This Item of the Agenda will deal with the following issues: 1. Approval of the accounts and discharge for 2012 2. Approval of the draft budget for 2014
28

14:00-16:00
WORLD COUNCIL
Item 5.1
For decision
APPROVAL OF THE ACCOUNTS AND DISCHARGE FOR 2012

The accounts for 2012 financial year have been approved by the Executive Bureau in Lyon. The financial year ended with a surplus of 1,551.06. The members of the World Council will find attached the report of the auditors Corts y Asociados Auditores for 2012 financial year. The following noteworthy items occurred in financial year 2012: Membership Fees The collected fees was 354,472 lower than budgeted. The delays in settlements within the year from some regional Sections, as EURASIA, UCLG Africa, MEWA and NORAM) distort the result of the financial year. Programmes In 2012, the budget for programmes was 1,104,390, 24% higher than budgeted as a consequence of new grants received in 2012. Expenses In order to avoid deficit, during the year most of the expenditures have been adjusted to income level.
The World Council is invited to: 1. 2. 3. Note the auditors report Approve the accounts for 2012 Approve the allocation of the result according to the following distribution: - 310.21 to voluntary reserves, - carrying over the remaining balance of 1,240.85 . 4. Give final discharge to the Presidency, the Treasurer and the Secretary General for 2012.
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Audit report of annual accounts (free translation from Spanish audit report).
To the members of the Association WORLD ORGANIZATION OF UNITED CITIES AND LOCAL GOVERNMENTS
We have audited the annual accounts of WORLD ORGANIZATION OF UNITED CITIES AND st LOCAL GOVERNMENTS which consist of the balance sheet at December 31 2012, the profit and loss and the notes thereto for the year ended on that date. The General Secretary of the Association is responsible of the company annual accounts formulation according to the regulatory framework of financial information applicable to the company (which is identified at the 2nd note of the attached notes) and, in particular, with accounting principles and criteria contained therein. Our responsibility is to express an opinion about the aforementioned annual accounts taken as whole, based upon work performed according to the current regulations governing audit activity in Spain, which requires the examination, by performing the selective test, evidence supporting of the annual accounts and if the presentation review, the accounting principles and criteria used and the estimates, are in accordance with the regulatory framework of financial information which is applicable. In our opinion, the enclosed annual accounts of financial year 2012 attached express, in all significant aspects, the true and the fair value of the patrimony and the financial situation of WORLD ORGANIZATION OF UNITED CITIES AND LOCAL GOVERNMENTS, at December 31st 2012, the results of its operations and the budget realization for the financial year ended on mentioned date, according to the regulatory framework, in particular, with the accounting principles and criteria contained therein. In June 15th 2012, other auditors issued their auditors report of annual accounts of financial year 2011 where expressed a favorable opinion. Barcelona, April 19th 2013.
CORTES Y ASOCIADOS AUDITORES, SL
Signed: Juan Corts Gustems
30
WORLD ORGANIZATION OF UNITED CITIES AND LOCAL GOVERNMENTS
BALANCE SHEET FINANCIAL YEAR 2012

CIF G 63327696
ASSETS
5.1 5.2 5.3
NOTES
2012
2011
A) FIXED ASSETS I. Intangible assets. III. Tangible assets. VI. Investments. VII. Deferred tax assets. B) CURRENT ASSETS II. Users and other debtors of the activity III. Short-term receivables. V. Short-term investments. VI. Acrrued revenue. VII. Cash on hand and in banks. TOTAL ASSETS (A + B) 7
79.960,67 0,00 79.059,54 163,96 737,17 3.695.671,47 1.019.822,15 -57,92 0,00 0,00 2.675.907,24 3.775.632,14
71.059,59 0,00 70.895,63 163,96 0,00 2.518.684,06 701.955,00 357,22 65,21 1.090,49 1.815.216,14 2.589.743,65
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LIABILITIES
9
NOTES
2012
2011
12 4.4 8 8 8
A) STOCKHOLDERS EQUITY A-1) Equity. II. Reserves. III. Surplus from previous years. IV. Result for the year. A-2) Subsidies and Grants. B) NON CURRENT LIABILITIES I. Long-term provisions. C) CURRENT LIABILITIES II. Short-term debts. 1. Debts with banks V. Payables. VI. Prepaid expenses. LIABILITIES AND EQUITY TOTAL (A +B + C) BARCELONA, March 30, 2013
3.497.147,67 1.580.016,42 266.918,69 1.311.546,67 1.551,06 1.917.131,25 60.601,59 60.601,59 217.882,88 17.963,26 17.963,26 197.681,62 2.238,00 3.775.632,14
2.364.062,20 1.578.465,36 263.500,09 1.297.872,01 17.093,26 785.596,84 57.632,59 57.632,59 168.048,86 11.444,29 11.444,29 124.676,57 31.928,00 2.589.743,65
Josep Roig Mart
WORLD ORGANIZATION OF UNITED CITIES AND LOCAL GOVERNMENTS

CIF G 63327696
PROFIT AND LOSS ACCOUNT FINANCIAL YEAR 2012

Concept
8 12 11
NOTES
2012
2011
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1. Own operating revenue a. Associate and affiliate fees. c. Income from promotions, sponsors and collaborations. d. Subsidies attributed to the surplus for the year. 2. Monetary aids expenditures and others a. Monetary aids. b. Non Monetary aids. 7. Wages and Salaries a. Wages and Salaries. b. Social Security expenses and others. c. Provisions. 8. Other operating cost and expenses a. External services. b. Taxes. c. Acrrual and Reversal of provisions and bad debt expenses. d. Other operating cost and expenses. 9. Depreciation of fixed assets. 13. Other results - PROFIT OF THE ACTIVITY (1+2+3+4+5+6+7+8+9+10+11+12+13) 14. Financial Income b. From securities and other financial instruments. b2) With third parties. 15. Financial expense b. With third parties debt. 17. Exchange result. - OPERATING PROFIT (14+15+16+17+18+19) - PROFIT BEFORE TAX (A.1+A.2) 20. Income taxes. - VARIATION OF NET EQUITY RECOGNIZED IN PROFIT FOR THE YEAR (A.3+20) - TOTAL RESULT, VARIATION OF NET EQUITY FOR THE YEAR (A.4+A.7+A.8+A.9+A.10) 4y5 11.b BARCELONA, March 30, 2013
2.457.577,06 800.528,00 274.465,32 1.382.583,74 -392.913,17 -392.485,16 -428,01 -1.243.138,81 -1.031.820,58 -211.318,23 0,00 -814.184,25 -803.441,39 -7.773,86 -2.969,00 0,00 -25.478,36 25.825,02 7.687,49 1.561,49 1.561,49 1.561,49 0,00 0,00 -8.099,37 -6.537,88 1.149,61 401,45 1.551,06 1.551,06
2.210.796,43 1.214.368,40 0,00 996.428,03 -150.828,60 -181.487,60 30.659,00 -1.070.959,37 -935.110,17 -176.820,93 40.971,73 -1.065.137,59 -994.368,07 -53.803,70 -16.840,01 -125,81 -24.110,82 97.465,21 -2.774,74 8.017,22 8.017,22 8.017,22 -0,01 -0,01 13.855,10 21.872,31 19.097,57 -2.004,31 17.093,26 17.093,26
Josep Roig Mart
ENTITY: WORLD ORGANIZATION OF UNITED CITIES AND LOCAL GOVERNMENTS NIF: G63327696 CURRENCY: EUROS
ABRIDGED ANNUAL REPORT FOR THE 2012 FINANCIAL YEAR

1. Activity
In October 23rd 2003, in Ginebra, was constituted indefinitely the non-profit association called World Organization of United Cities and Local Governments, established in Aviny Street number 15 in Barcelona (Spain) and registered in the Registro Nacional de Asociaciones del Ministerio del Interior on February 18th 2004, registration sheet number 171605. Its objectives are set out in Articles 2 and 3 of its Statutes, as follows: Article 2 Mission: The mission of the World Organization is: To be the united voice and world advocate of democratic local self-government, promoting its values, objectives and interests, through cooperation between local governments, and within the wider international community. Article 3 Objectives: To achieve this mission, the World Organization shall pursue the following objectives: a. To promote strong, effective and democratic local self-government throughout the world. b. To promote unity and cooperation amongst members. c. To ensure the effective political representation of local government to the international community, in particular the United Nations and its agencies. d. To be the worldwide source of key information and intelligence regarding local government. e. To be the worldwide source of learning, exchange and capacity-building, supporting the establishment and strengthening of free and autonomous local governments and their national associations. f. To promote economic, social, cultural, vocational and environmental development and service to the population based on the principles of good governance, sustainability and social inclusion. g. To promote race and gender equality, and to combat all forms of discrimination that are illegal with regard to international law, and/or illegitimate in relation to the values and internal policies of the organization.
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h. To be a strong democratic organization, reflecting in its composition and functioning the diversity of the local spheres of governance. i. To promote decentralized cooperation and international cooperation between local governments and their associations. j. To promote twinning and partnerships as a means for mutual learning and friendship between peoples. k. To develop policies, programmes and initiatives within the framework of the World Organization's mission, values and objectives, which implies seeking appropriate means to implement them, within the internal rules of the Organization. The entity is not part of any group of companies and has therefore no obligation to present consolidated accounts
2.
Criteria for the presentation of the annual accounts

2.1 Faithful image
The annual accounts are taken from the accounting registers of the entity and are presented in accordance with the present commercial law and with the rules established in the General Chart of Accounts for non-profit making associations, in order to faithfully reflect all significant aspects of the wealth, financial situation and results of the World Organization. There has been followed without exception all the rules and criteria established in the Chart of Accounts for small and medium non-profit entities at the time of the preparation of these accounts. This Accounting Plan was approved by resolution of March 26, 2013 the Institute of Accounting and Auditing. We have applied all the rules and laws on accounting matters to show the true image of the Entity. 2.2 Non-mandatory accounting principles applied
No non-obligatory accounting principles were applied. 2.3 Critical aspects of the measurement and estimation of uncertainty
There are no critical aspects of the measurement and estimation of uncertainty. 2.4 Comparative information
The figures issued have been adapted according to the latest criteria and have been restated and reclassified prior year figures to make them comparable, this has not affected the fulfillment of the goal of fair presentation of the annual accounts for the previous year.
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2.5
Items included in several captions
There are no items of a similar nature included in various captions in the balance sheet. 2.6 Changes in accounting policies
There have been no other changes in accounting for the marked part of the adaptation of accounting to the new General Accounting Plan. 2.7 Error fixes
No errors were found at year-end that required to reformulate the annual accounts, subsequent events known after the closing year that could trigger adjustments in estimates at year-end, have been mentioned in the corresponding notes.
3.
Profit for the financial year
The proposed distribution of the 2012 financial-year profit is as follows: Amount () 1.551,06 0,00 0,00 0,00 1.551,06 310,21 1.240,85 1.551,06
Distribution Base Total profit for the financial year Carried forward from previous fin. year Voluntary reserves Other reserves Total Distribution Voluntary reserves (20%) Remaining balance Total
4.
Valuation criteria
The accounting criteria applied to the main headings are as follows: 4.1 Intangible fixed assets:
In general, intangible assets are recorded at cost and is subsequently measured at cost less, where appropriate, accumulative amortization and / or impairment losses that have experienced if it was the case. These assets are amortized over their useful life. This heading is made up of two computer programs (an accounting program and a Windows server program) valued at their acquisition price. In accordance with Article 11 of Spanish Law 43/1995, Corporate Tax Regulation Annexe (Royal Decree 537/1997) and Article 174 of Law 13/1995, depreciation was carried out following the straight-line method, applying the maximum coefficient of 33%.
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4.2
Tangible fixed assets:
a. Cost: Property, plant and equipment are valued at acquisition. The costs of renovation, expansion or improvements are capitalized as additions to solely when they increased capacity, productivity or prolong its useful life. The Periodic maintenance, upkeep and repairs are charged to income statement on an accrual basis as a cost in the year they are incurred. The assets being acquired free of charge are accounted for at their market value b. Depreciation: Depreciation of these assets starts when the assets are ready for the use for which they were designed. Depreciation is calculated using the straight-line method over the cost of acquisition of the assets less its residual value. Annual provisions for depreciation of tangible assets are charged against the income statement and basically equivalent to the depreciation rates determined based on the estimated useful lives. Tangible fixed assets for the year 2012 consist of: Furniture: Depreciation was carried out following the straight-line method (coefficient: 10%). The furniture received from Barcelona City Council is included under this heading. IT equipment: Depreciation was carried out following the straight-line method (coefficient: 25%). The equipment received for free of charge from Barcelona City Council is included under this heading. Photocopy machines: Depreciation was carried out following the straight-line method (coefficient: 15%). The photocopy machines received from the Barcelona City Council and others were donated during financial year to Associaci de Casals dInfants, and have been written off by their net value as an expense of the exercise by 2.282,36 Euros. Furthermore, under the transfer agreement where Barcelona City Council transferred the assets mentioned above, in 2005 it also granted the UCLG the right to use the offices occupied by the World Organization headquarters for 20 years, free of charge. 4.3. Financial assets and liabilities: According to different categories of financial assets that indicates the General Accounting Plan, it is appropriate to apply the category of financial assets at amortized cost. In this category are included the assets that have originated in the provision of services in the ordinary course of the entity. Also included are financial assets that are not originated in the ordinary course of business and not equity instruments or derivatives, have a collection of fixed or determinable such as amounts receivable of Grants and Programs. These financial assets are valued at their cost. Financial assets are also cash and other equivalent liquid that is deposited in the entitys cash and bank deposits.
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Also, following the same categories of Chart of Accounts for financial liabilities, it is appropriate to apply the category of financial liabilities at amortized cost. In this category are included the financial liabilities that have arisen from the purchase of goods and services in the ordinary course of business and those that are not derivative instruments and do not have commercial origin. Initially, these financial liabilities are recorded at cost which is the fair value of the transaction that originated them plus all costs that are directly attributable. 4.4 Other Group-1 provisions:
This heading includes a provision of 19.937,98 for indemnities, and a provision of 40.663,61 corresponding to the amount that may be claimed from the organization for grants to delegates who participated in the Founding Congress. 4.5 Transactions in foreign currency:
Initial assessment of monetary items is that all foreign currency transaction will be converted into euro by applying to the foreign currency amount, the spot exchange rate, and this is the exchange rate used in spot transactions, between the two currencies on the date of the transaction, defined as the one in which the requirements are accomplished for recognition. At year end they are valued using the closing exchange rate, defined as the average exchange rate for cash, existing at that date. No non-monetary items in foreign currencies at year end. The Entity operates with three bank accounts: Euro currency, USD currency and currency Dirham. In the year 2012 there has been a change loss of 8.099,37 and corresponds mainly to the negative difference of change from the official exchange rate of USD Dollar. 4.6. Grants and Programs: Non-refundable grants are accounted, in general, directly in equity of the entity for subsequent reclassification to the surplus for the year as income on a systematic and rational manner correlated with the costs of the grant. When this is achieved without assignment to a specific purpose is recognized directly in the surplus for the year in recognition. In particular entity applies the following criteria in cases of partial execution of a grant, which will be qualified as no refundable in proportion to the expenses done, whenever it is reasonably certain that it will be completed on the terms set out in the conditions of grant. The criteria for recognition in the balance sheet as non-refundable grant succeeds in contract or recognition of the contract. The attribution to the surplus for the year shall be according to their purpose. In cases where the grant was obtained to finance specific expenses, which is most common in this organization, shall be charged as income in the same year in which the financed expenses are incurred.
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The grants to acquire assets or settle liabilities are valued in accordance with paragraph 3.b NRV 20th General Accounting Plan. 4.7 Profit tax:
The income and expenses of the World Organization are not subject to profit tax, except for bank-account interest. 4.8 Income and expenses:
Expenses: Expenses incurred by the entity are recognized in the income statement in the period in which they are incurred, outside of the date on which financial flow occurs. In particular, the aid granted by the entity is recognized at the time the grant is approved. VAT paid, having no deductible consideration will be considered more expense or cost. Income: For the recognition of revenue, in fulfillment of the purposes of the organization, the following rules shall be considered: The fee for members (affiliates) shall be recognized as income in the period that are charged because it is the time when a) the amount of revenue can be measured reliably, b) is received the benefit from the transaction and c) costs incurred for the transaction and those they may incur to complete the transaction, can be measured reliably. The Grants are recognized at the time of its formal notification (grant or contract) for the amount awarded and amount of the year according to the expenses. There is one exception, the Cities Alliance grants are awarded in USD and are recorded on the date of receipt of funds, in order to reduce exchange rate fluctuations. Adjustment is made at the year end, in order to regularize any eventual modifications. Funds corresponding to programs are recognized to the signature of the contract, and his registration as a surplus for the year is made for the amount of the expenses incurred.
5.
Fixed assets
5.1 Intangible fixed assets The movements of intangible fixed assets during the financial year were as follows:
Account 2150000001 2150000002 2815000001 2815000002
Name LICENSE USE A3CON WINDOWS SERVER ACUM. DEPRE. A3CON ACUM. DEPRE. WIND SERVER TOTAL
31.12.2011 1.096,20 780,80 -1.096,20 -780,80 0,00
Increase 0,00 0,00 0,00 0,00 0,00
Decrease 0,00 0,00 0,00 0,00 0,00
31.12.2012 1.096,20 780,80 -1.096,20 -780,80 0,00
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5.2 Tangible fixed assets The movements of tangible fixed assets during the financial year were as follows:
Account 2250000000 2260000000 2260000001 2390000000 2826000000 2827000000 2827000001 Name FURNITURE HARDWARE PHOTOCOPIER TANG. ASSET ADVANCE ACUM. DEPRE. FURNITURE ACUM. DEPRE. HARDWARE ACUM. DEPRE. OTHER TOTAL 31.12.2011 126.718,71 179.831,15 22.330,82 0,00 -76.259,33 -162.465,69 -19.260,03 70.895,63 Increase 0,00 22.460,07 0,00 13.464,56 0,00 0,00 20.048,46 55.973,09 Decrease 0,00 0,00 22.330,82 0,00 12.671,88 9.987,80 2.818,68 47.809,18 31.12.2012 126.718,71 202.291,22 0,00 13.464,56 -88.931,21 -172.453,49 -2.030,25 79.059,54
In this year there has to be highlighted the donation of some photocopiers to the Associaci Casal dels Infants that caused the decrease of 22.330,82 and their accumulated amortization by 20.048,46, reflecting a loss in the income statement of 2.282,36. Also, due to the refurbishment of the World Secretariat offices in Barcelona, there have been payments which have been considered as tangible assets advances pending to be reclassified to their respective accounts and proceed to the amortization during year 2013. The increase in Hardware corresponds mainly to the acquisition of a server and several computers. In all acquisitions the VAT becomes a part of the acquisition cost because it is not deductible. 5.3 Investments The movements under this heading for the financial year were as follows:
Account 2650000001 2650000003 Name DEPOSIT FUENTE EDEN DEPOSIT BLUE SPACE TOTAL 31.12.2011 60,00 103,96 163,96 Increase 0,00 0,00 0,00 Decrease 0,00 0,00 0,00 31.12.2012 60,00 103,96 163,96
6.
Users and other debtors of the own activity
During the year 2012 the movements of the items in this section that have been, are reflected in the following table:
Account 447 Name Users and other debtors of the own activity 31.12.2011 701.955,00 701.955,00 Increase 2.312.932,95 2.312.932,95 Decrease 1.995.065,80 1.995.065,80 31.12.2012 1.019.822,15 1.019.822,15
TOTAL
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The balance at year end relates entirely to the amounts of grants and / or programs granted receivables. The breakdown and movements of the exercise in relation to grants and / or programs is as follows:
Account 4470000002 4470000006 4470000011 4470000013 4470000015 4470000016 4470000026 4470000030 4470000039 4470000052 4470000053 4470000054 4470000055 4470000056 4470000057 4470000058 4470000059 4470000060 4470000061 Name PPIAF - CITIES ALLIANCE SUBV. GENERALITAT CITIES ALLIANCE - WORLD BAN OIDP - AYUNTAMIENTO BARCELO DIPUTACION BCN CISDP - AJUNTAMENT BARCELON UN- HABITAT AGENCE FRANAISE DEVELOP CONGRESO RABAT2013 AMBASSADE DE FRANCE ESPA BANCO INTERAM.DESARROLLO CISDP - PLAINE COMMUNE CISDP - PAYS D'AUBAGNE CISDP - VILLE DE NANTES MFA NORWAY CITY FUTURE3 MOZAMBIQUE CE KS NORWAY COMMITTEE ON CULTURE FONDOS IULA TOTAL 31.12.2011 185.055,00 168.350,00 0,00 58.550,00 100.000,00 0,00 0,00 100.000,00 90.000,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 701.955,00 Granted 0,00 128.787,75 359.379,70 58.550,00 100.000,00 50.000,00 22.620,80 0,00 330.000,00 65.000,00 23.868,20 20.000,00 10.000,00 10.000,00 243.296,00 622.650,00 18.175,11 10.000,00 240.605,39 2.312.932,95 Collected 171.346,40 168.350,00 359.379,70 117.100,00 100.000,00 0,00 17.945,00 0,00 420.000,00 65.000,00 23.868,20 20.000,00 10.000,00 10.000,00 243.296,00 0,00 18.175,11 10.000,00 240.605,39 1.995.065,80 31.12.2012 13.708,60 128.787,75 0,00 0,00 100.000,00 50.000,00 4.675,80 100.000,00 0,00 0,00 0,00 0,00 0,00 0,00 0,00 622.650,00 0,00 0,00 0,00 1.019.822,1 5
As indicated above in the caption of the valuation of net income for affiliates or memberships fee, revenue is recognized only when the fee is collected, so in this section will never appear outstanding uncollected fees. The contributions have been recognized in this year amount 800.528,00 fully paid, while in the preceding year were 1.214.368,40. Membership fees requested to members an Regional Sections pending to be collected, according to the approved budget for 2012, amounted 354.472,00.
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7.
Financial assets
According to each of the categories identified in the financial asset registration and valuation rules of paragraph 3 of this report, the breakdown at the year end of 2012 compared with the previous year is as follows:
LONG TERM FINANCIAL ASSETS Equity instruments CATEGORIES Financial Assets held for trading Financial Assets amortized cost Financial Asset at cost TOTAL at 2012 0,00 0,00 0,00 0,00 2011 0,00 0,00 0,00 0,00 Debt securities 2012 0,00 0,00 0,00 0,00 2011 0,00 0,00 0,00 0,00 Credit Derivate Other 2012 0,00 163,96 0,00 163,96 2011 0,00 163,96 0,00 163,96
SHORT TERM FINANCIAL ASSETS Credit Equity Debt securities Derivate instruments Other CATEGORIES Financial Assets held for trading Financial Assets amortized cost Financial Asset at cost TOTAL at 2012
0,00 0,00 0,00 0,00
2011
0,00 0,00 0,00 0,00
2012
0,00 0,00 0,00 0,00
2011
0,00 0,00 0,00 0,00
2012
0,00 3.695.671,47 0,00 3.695.671,47
2011
0,00 2.518.684,06 0,00 2.518.684,06
The amount of short-term financial assets amounting 3.695.671,47 corresponds to outstanding balances for grants and programs amounting to 1.019.764,23 and the rest corresponds to 2.675.907,24 liquid in cash or in accounts with financial institutions, primarily in CaixaBank.
8.
Financial liabilities
According to each of the categories of financial liabilities designated at registration and valuation rules of paragraph 3 of this report, the breakdown at the year end of 2012 compared with the previous year is as follows:
41
LONG TERM FINANCIAL LIABILITIES Bank debts CATEGORIES Financial Liabilities amortized cost at 2012 0,00 0,00 0,00 2011 0,00 0,00 0,00 Bonds and other securities 2012 0,00 0,00 0,00 2011 0,00 0,00 0,00 Derivate Other 2012 0,00 0,00 0,00 2011 0,00 0,00 0,00
Financial Liabilities held for trading TOTAL
SHORT TERM FINANCIAL LIABILITIES Bank debts CATEGORIES Financial Liabilities at amortized cost Financial Liabilities held for trading TOTAL 2012 17.963,26 0,00 17.963,26 2011 11.444,29 0,00 11.444,29 Bonds and other securities 2012 0,00 0,00 0,00 2011 0,00 0,00 0,00 Derivate Other 2012 82.192,34 0,00 82.192,34 2011 35.557,86 0,00 35.557,86
Within the financial instruments were not considered the outstanding amounts at yearend with the tax authorities for VAT, Income Tax and Social Security amounting 94.513, 21 and 20.976, 07 respectively. No accruals have been considered by 2.238, 00. In this way the balance of short-term financial instruments for 82.192, 34 fully correspond to balances with suppliers for current activity of the entity and outstanding balances of executed or running programs. On the other hand the balances with credit institutions by 17.963, 26 correspond to outstanding amounts for visas and travel expenses for the month of December.
9.
Equity
The composition and movement of items that are part of the equity caption is as follows:
Account 1170000000 1200040000 1200050000 1200060000 Name Voluntary Reserves Surplus financial year 2004 Surplus financial year 2005 Surplus financial year 2006 31.12.2011 -263.500,09 -438.969,01 -224.478,08 -138.296,63 Decrease 0,00 0,00 0,00 0,00 Increase 3.418,60 0,00 0,00 0,00 31.12.2012 -266.918,69 -438.969,01 -224.478,08 -138.296,63
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1200070000 1200080000 1200090000 1200100000 1200110000 1290000000
Surplus Surplus Surplus Surplus Surplus Surplus year
financial year 2007 financial year 2008 financial year 2009 financial year 2010 financial year 2011 actual financial
-250.766,04 -37.216,46 -20.090,96 -188.054,83 0,00 -17.093,26 1.578.465,36
0,00 0,00 0,00 0,00 3.418,60 17.093,26 20.511,86
0,00 0,00 0,00 0,00 17.093,26 1.551,06 22.062,92
-250.766,04 -37.216,46 -20.090,96 -188.054,83 -13.674,66 -1.551,06 1.580.016,42
Total Equity
The changes in equity corresponds to the distribution of the 2011 surplus by 17.093,26, the 20% is distributed as voluntary reserves and the rest by 13.674,66 is left as remainder of the surplus for the year 2011. Such approval and distribution of the results of 2011 is made as of December 6, 2012 by the World Entity Board celebrated in Dakar (Senegal).
10. Tax situation

According to Article 2.b of Law 49/2002, of December 23rd, the entity cannot apply the Special Taxation of nonprofit entities because it is not registered as an association of public interest, and therefore is subject to corporation tax regime of partially exempt entities taxed at the rate of 25%. The reconciliation between accounting and taxable corporate tax in 2012 is as follows: CORPORATE TAX CALCULATION 2012 PROFIT BEFORE TAX PERMANENT DIFFERENCES: NEGATIVE adjustment, Exempt income POSITIVE adjustment, not deductible expenses TAX BASE TAX RATE (25%) COMPREHENSIVE FEE DONATIONS deduction (35%) DONATION AMOUNT limit 10% TAXABLE INCOME DEDUCTION PENDING TO BE APPLIED IN FOLLOWING 10 YEARS Withholding Installment payments DIFFERENCIAL QUOTA EARNINGS: Profit before tax Current tax (positive) EARNINGS
1.149,61 2.489.187,76 2.489.599,64 1.561,49 25,00% 390,37 -54,65
2.262,36 156,15 2.106,21 -737,17 -327,92 -209,08 -201,28 1.149,61 401,45 1.551,06
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The company can be inspected by the tax authorities for the last 4 years of corporate tax. It is not expected that as a result of the review of these exercises, could become liabilities that significantly affect the financial position or the results of the entity. There is no significant information regarding other taxes.
11. Income and expenses

a. The breakdown of Programs of the caption 2.a) of the annual accounts <monetary aid>, and breakdown of the caption 3.b) 'non monetary Aid" is as follows: Account 6500000000 6500000005 6500000007 6500000026 6500000029 6500000032 6500000034 6500000081 6500000294 6500000299 6500000306 6500000307 6500000308 6500000309 6500000310 6500000311 6500000312 6500000313 Monetary Aids Individual Aid Various Individual Aid Know Your City Individual Aid FM EAU Individual Aid Maputo Cityfutur Individual Aid GOLD Individual Aid City Future Individual Aid Clarence Anthony Individual Aid OIDP Individual Aid Gold Steer.ctte. Individual Aid Taller Cotonou Individual Aid Liason Turkey Individual Aid Mathieu Guerin Individual Aid EU Individual Aid Alessa Bennaton Individual Aid Agathe Cunin Individual Aid. Nathalie le Den Individual Aid Bco. Int. Desarrol Individual Aid CISDP TOTAL 31/12/2012 39.977,56 4.028,71 1.527,12 3.939,41 153.866,07 22.557,99 3.769,16 882,11 28.928,68 -533,57 1.655,25 6.474,62 107.582,19 294,30 3.459,95 5.175,45 5.620,13 3.280,03 392.485,16
Account 6510000002 6510000009
Non monetary Aids EQUIPMENT DONATION EUROPAID CCRE126343/C/ACT/ TOTAL
31/12/2012 2.282,36 -1.854,35 428,01
b. The amount of the income statement "Other income" in the amount of 25.825,02 correspond to adjustments of accounts of suppliers whose balances will not be claimed by them.
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12. Grants programs

a. Grants and / or programs charged to surplus for the year Revenue from grants and / or programs executed during the year and transferred to the surplus for the year is shown in the following table:
Account 7250000005 7250000012 7250000016 7250000018 7250000019 7250000033 7250000035 7250000038 7250000040 7250000044 7250000050 7250000051 7250000052 7250000053 7250000054 7250000056 7260000002 7260000003 7260000004 7260000006 7260000007 7260000008 7260000010 7260000011 7260000012 7400000005 7750000001 Grants / Programs GOLD- GENERALITAT OIDP CISDP UN HABITAT - GOLD FED RED CROSS AFD EUROPEAID PLAT09-10 CITYFUTURE 2ND PHASE NORWAY CITYFUTURE 2 SUBV DIPUTACION BARCELONA KNOW YOUR CITY -CITIES ALLI CA LILONGWE/NAMIBIA AMBASSADE DE FRANCE EN ESPA PPIAF - CITIES ALLIANCE CA ADVOCACY BANCO INTERAM.DESARROLLO GDF SUEZ SUEZ ENVIRONMENT SDAD.GRAL.AGUAS BARCELONA MAKYOL INSAAT RESACTS MNG HOLDING MAEE - DAECT UNIVERSITAT DE LLEIDA ILO - INT.LABOUR ORGANIZATI SUBVENCION GENERALITAT DON AYUNT BCN TRASP. RESULT TOTAL 31/12/2012 -43.001,81 -58.550,43 -89.999,96 -6.589,51 -2.384,96 -34.719,80 -263.607,14 -60.880,44 -65.139,01 -99.999,99 -40.852,61 -26.556,83 -125.234,15 -92.340,79 -72.821,13 -11.557,03 -21.000,00 -30.000,00 -10.000,00 -50.000,00 -8.821,00 -50.000,00 -10.000,00 -4.000,00 -6.072,01 -85.817,94 -12.637,20 1.382.583,74
b.
Balance sheet liabilities Grants and / or Programs:
Grants and / or programs not transferred to the income statement at the end of the year for non-executed of the corresponding expenditure remain in equity of the entity and are shown in the following table:
Account 1311000011 1320000005 1320000011 1320000013 1320000016 1320000022 1320000027
Grants/Programs UNIVERSITAT DE LLEIDA GENERALITAT CA CITY FUTURE OIDP - AYUNTAMIENTO BARCELO CISDP UN HABITAT PPIAF - CITIES ALLIANCE
31/12/2012 4.000,00 32,00 -96.731,56 0,43 -16,19 -16.031,29 -89.787,21
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1320000030 1320000031 1320000034 1320000042 1320000046 1320000050 1320000051 1320000052 1320000053 1320000054 1320000055 1320000056 1320000058 1320000060 1320000061 1320100000
AGENCE FRANAISE DEVELOPPEM ICLEI MFA NORUEGA CITYFUTURE2 FA CE 201-652 APPUI DECENTRALI DIPUTACIO BARCELONA CA KNOW YOUR CITY CA LILONGWE-NAMIBIA AMBASSADE DE FRANCE EN ESPA CONGRESO RABAT 2013 CA ADVOCACY BANCO INTERAM.DESARROLLO MFA NORWAY CITY FUTURE 3 MOZAMBIQUE CE COMMITTEE ON CULTURE IULA -Fondos CESION INMOVILIZADO AYUNT B TOTAL
-115.280,20 12.648,01 -3.705,58 -121.727,83 -0,01 -11.380,45 -5.645,27 -46.708,17 -195.534,68 -84.790,87 -12.311,17 -228.278,72 -622.650,00 -10.000,00 -240.605,39 -32.627,10 1.917.131,25
13. Related parties operations

There was no related party transactions considered binding in the absence of: Parent Company Other group entities. Joint ventures in which the entity is a sharer. Associate Entities. Entities with joint control or significant influence over the entity. Key personnel of the entity or of the parent company. Other related parties.
Members of the Presidency and Treasury have not received any remuneration for the performance of their functions or for attendance at statutory meetings organized by the Institution. The amount of the salaries, allowances and remuneration accrued in the course of 2012 by staff occupationally contracted by the Entity amounted 1.243.138, 01. No obligations relating pensions or payment of life insurance premiums in respect of current and old members of the governing body and senior management personnel have been contracted There are no advances and loans granted to senior management personnel and members of the governing bodies at the end of the financial year.
14. Other information

a. Changes in the governing body, management and representation. During 2012 there were no changes in the organs of government, management or representation.
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b.
The number of employees at the end of the current year is presented in the following table indicating the categories. There are no employees with disabilities greater or equal to 33%: Women Men Category SECRETARY GENERAL 0 1 SENIOR STAFF 3 3 PROGRAMME OFFICER 4 1 ADMINISTRATION 5 3 TOTAL 12 8 The remuneration of the Auditors for the audit services amounted to 10.200, 00. For other services than audit they have received 1.530, 00.
c.
15. Budget realization

The following table shows the budget for the current year, with an indication of the actual figures and differences.
BUDGET 2012 INCOME Membership fees Congress Congress - Franchise Programs Grant Generalitat de Catalunya Other grants Other Income Release of provisions Total Incomes EXPENSES Salaries and Social charges Fees Overheads Travel and representation expenses Communication and publication Communication campaign Congress 2013 Programs Unforeseen Depreciation Total Expenses RESULT REALIZATION
1.155.000 330.000 0 884.000 100.000 13.000 108.000 0 2.590.000
800.528 134.465 90.000 1.104.390 85.818 12.637 259.626 3.285 2.490.749
960.000 125.000 130.000 160.000 40.000 250.000 884.000 14.000 27.000 2.590.000 0
936.721 124.812 91.985 124.189 27.161 54.462 1.104.390 25.478 2.489.198 1.551
16. Audit scope

These financial statements have been subjected to the auditing of accounts whose scope of work performed is determined by the corresponding audit law. In the course of
47
their work we have made available for the controls they found necessary our Administrative Procedures Manual in its November 2011 version, which is the document provided by the Entity to the internal control systems and management. No significant weaknesses in our internal control were revealed in the course of their work.
17. Subsequent events

At the date of formulation of the financial statements there has not been produced any facts that we know that can change substantially the statements, and no relevant facts exist to detail. Barcelona, March 30, 2013
JOSEP ROIG MARTI GENERAL SECRETARY
48

14:00-16:00
WORLD COUNCIL
Item 5.2
For decision
DRAFT BUDGET FOR 2014

This is the draft budget for 2014 presented at the Executive Bureau in Rabat. The Treasurer will inform the World Council of the Executive Bureau recommendations.
The World Council is invited to: 1. Approve the draft budget for 2014
49
DRAFT BUDGET FOR 2014
BUDGET 2012
BUDGET 2013
BUDGET 2014
1,050,000 90,000 825,000 7,000 200,000
INCOME
Membership Fees Congress Promotion Congress 2013 Programmes Grant from Catalan Government Other Grants Other Incomes
1,155,000 80,000 250,000 884,000 100,000 13,000 108,000 2,590,000 1,260,000 75,000 10,000 170,000 2,790,000 1,105,000 170,000
Total Income
2,172,000
960,000 105,000 105,000 120,000 25,000
EXPENDITURE
Salaries and Charges Fees Overheads Travel and Representation Communication and Publications Sponsoring Congress 2013 Promotion Congress 2013 Programmes Depreciation Unforeseen costs
250,000 884,000 27,000 14,000 2,590,000 0 2,790,000 0 1,260,000 30,000 960,000 125,000 130,000 160,000 40,000 960,000 120,000 135,000 160,000 25,000 100,000
825,000 25,000 7,000
Total Expenditure RESULT
2,172,000
0
50

14:00-16:00
WORLD COUNCIL
Item 6
For decision
UCLG WORLD CONGRESS 2016

The venue of the UCLG World Congress should be announced on the occasion of the World Congress on 1-4 October. After celebrating our 100 year anniversary in Rabat, the 2016 gathering will also be marked by a global event of significant importance for the international movement of local and regional authorities: the celebration of the UN Conference on Housing and Sustainable Urban Development (Habitat III). The history of UCLG is closely intertwined with the Habitat II Istanbul Conference where the first World Assembly of Cities and Local Authorities, leading to the creation of the new World Organization, took place. The 2016 World Congress will need to provide the stage for the next phase of the worldwide movement and contribute to the definition of the new Urban Sustainable Development Agenda. The Congress will be the meeting point of the local and regional governments constituency as contribution to the UN Summit. A call for candidatures was launched in January 2013 and as a result several expressions of interest were sent to the World Secretariat resulting in 2 candidatures, namely:
Bogot, Istanbul
Both candidates have been invited to hold a presentation before the World Council in Rabat and have been invited to participate in the Rabat Exhibition. The World Council is invited to: 1. Note the candidatures; 2. Select the host of the 2016 Congress.
51

14:00-16:00
WORLD COUNCIL
Item 7
For adoption
APPOINTMENT OF THE EXECUTIVE BUREAU OF UCLG

In accordance with the mandate provide by the UCLG Rules to supervise the electoral process of the World Organization, the Committee on Statutory Affairs has defined a framework for elections which was approved by the Executive Bureau. It further defined a calendar of elections in close coordination with the UCLG Sections and it has met three times throughout 2013 in order to revise progress. This document presents an overview of the proposed nominations by each Section and it is subject to final review by the Committee on Statutory Affairs after its Meeting in Rabat on 2 October. A final list of nominees will be presented to the World Council. The cases where additional information on eligibility is required are underlined. The number of countries represented by the UCLG Executive Bureau for the period 2013-2016 is 67 (countries represented by Euroasia Section pending to be confirmed). The number of seats remains 115 but its distribution has changed as explained below. The percentage of elected women is, as per this preliminary list: 11.3% (number of elected women nominated by Euroasia and Metropolitan Section pending to be confirmed). Special efforts have been made to increase the ratio of individual local authorities represented. The World Council is invited to: 1. Ratify the nominations for the Executive Bureau
Overview of the Use of Seats in the UCLG Executive Bureau

UCLG Sections Africa Asia-Pacific Euroasia Europe Latin America Middle East & West Asia North America Metropolitan Host of the World Secretariat: Barcelona Total
Seats allocated
15 22 12 21 +2 13 11 12 -3 7+1VP 1 115
Seats used
13 22 12 23 13 11 9 8 1
112
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As per the report of the Committee on Statutory Affairs, it was decided that give the increasing number of countries represented in some regions and the great interest in participating in the Executive Bureau by eligible members, a redistribution of seats among Sections was proposed. This redistribution should be preferably to the benefit of female representatives and individual members. Given the impossibility of the North American Section to occupy all the seats with eligible nominations it was proposed that 3 of the 5 seats usually attributed to USA within North America would be attributed to the European (2) and (1) to the Asia Pacific Section if no alternative solution was found.
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In Grey: To be confirmed PRESIDENT Kadir Topba, Mayor of Istanbul (Turkey), President of Union of Municipalities of Turkey CO-PRESIDENTS Augusto Barrera, Mayor of Quito (Ecuador) Chen Jianhua, Mayor of Guangzhou (China) Alain Jupp, President of French Association of Council of European Municipalities and Regions (AFCCRE) (France), Mayor of Bordeaux Ilsur Metshin, Mayor of Kazan (Russian Federation) Jacqueline Moustache Belle, President of Association of Districts of Victoria (Seychelles), Mayor of Victoria Anne Hidalgo, Deputy Mayor of Paris (France), President of UCLG Standing Committee on Gender Equality TREASURER Fathallah Oualalou, Mayor of Rabat (Morocco) Berry Vrbanovic, President Emeritus of Federation of Canadian Municipalities (FCM) (Canada), Councillor of Kitchener VICE-PRESIDENTS AFRICA: Mpho Moruakgomo, President of Botswana Association of Local Authorities (BALA) (Botswana) ASIA-PACIFIC: To be announced EURO-ASIA: Aisen Nikolaev, Mayor of Yakutsk (Russian Federation) EUROPE: To be announced MIDDLE EAST AND WEST ASIA: Mohammed Bager Qalibaf, Mayor of Tehran (Iran), President of UCLG-MEWA LATIN AMERICA: Paulo Ziulkoski, President of National Confederation of Municipalities (CNM) (Brazil) NORTH AMERICA: Laurent Blanchard, Mayor of Montral (Canada) METROPOLITAN: Jean-Paul Huchon, President of Ile de France Region (France), President of Metropolis FORUM OF REGIONS : To be announced HOST OF THE WORLD SECRETARIAT Xavier Trias, Mayor of Barcelona (Spain) [Already included in the distribution of local government member seats overview] Enclosed you will find 8 annexes with nominations received through the Sections. 1. 2. 3. 4. 5. 6. 7. 8. Africa Asia-Pacific Europe Eurasia Middle East & West Asia Latin America North America Metropolitan
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Distribution of seats:
Sections Africa Asia-Pacific Europe Eurasia Middle East & West Asia Latin America North America Metropolitan Host of the World Secretariat: Barcelona Total World Council 45 66 63 +8 36 33 39 36 -10 21+1VP 1 339 +2 Executive Bureau 15 22 21 +2 12 11 13 12 -3 7+1VP 1 114 +1
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AFRICA: 2013 STATUTORY BODIES NOMINATIONS

List of Nominees
In Grey
EXECUTIVE BUREAU
AFRICA
NORTHERN AFRICA MAURITANIA (1) Ahmed Hamza Ould Hamza, President of Urban Community of Nouakchott, President of Association of Mayors of Mauritania (AMM), Vice Presidency of Northern Africa Substitute: Fassa Yerim, Mayor of Rosso MOROCCO (1) Fathallah Oualalou, Mayor of City Council of Rabat Substitute: Abdelmounim El Madani, Vice Mayor of City Council of Rabat TUNISIA (1) Seifallah Lasram, President of Federation of Municipalities and Cities of Tunisia (FNVT), Mayor of Tunis WESTERN AFRICA SEAT RESERVED TO BE AGREED (1) MALI (1) Adama Sangare, Central Mayor of Bamako District Council Substitute: Harimakan Keita, Deputy Mayor of Bamako SENEGAL (1) Khalifa Sall, Mayor of City Council of Dakar, President of UCLG Africa, Vice Presidency of Western Africa Substitute: Yoro Ba, Deputy Mayor of City Council of Dakar
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CENTRAL AFRICA CONGO (1) Hugues Ngouelondele, President of Association of Mayors of Congo (AMC), Vice Presidency of Central Africa Substitute: Benjamin Alhponse Loukakou, Councillor of AMC CHAD (1) Saleh Abdelaziz Damane, President of National Association of Mayors of Chad (ANCT) Substitute: Kourayo Laoukein Medard, Vice President of ANCT CAMEROON (2) Emile Andze Andze, President of United Councils and Cities of Cameroon (UCCC) Substitute: Albert Anicet Okoa, Vice President of UCCC EASTERN AFRICA KENYA (1) TBC SEYCHELLES (1) Jacqueline-Moustache Belle, President of Association of Districts of Victoria (ADV), Mayor of Victoria, Vice Presidency of Eastern Africa UGANDA (1) Frederick Gume, President of Uganda Local Government Association (ULGA) Substitute: Josephine Kasya, Vice President of ULGA SOUTHERN AFRICA BOTSWANA (1) Mpho Moruakgomo, President of Botswana Association of Local Authorities (BALA) Substitute: Caroline Lesang, Vice President of BALA SOUTH AFRICA (1) Thabo Manyoni, President of South Africa Local Government Association (SALGA), Vice Presidency of Southern Africa ZIMBABWE (1) Nimrod Chiminya, President of Zimbabwe Local Government Association (ZILGA) Substitute: Emmanuel Chiroto, Deputy Mayor
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ASIA-PACIFIC: 2013 STATUTORY BODIES NOMINATIONS

List of Nominees
Countries 9 Seats used 23 of 23* Gender quota 4.5%**
* 1 to many seats of the Executive Bureau to be clarified

** Percentage taking into account the total number of attributed seats
In Grey
EXECUTIVE BUREAU
ASIA-PACIFIC
EAST & NORTH EAST ASIA Chinese Peoples Association for Friendship with Foreign Countries (CPAFFC) Li Xiaolin, President Substitute: Zhang Ruoning, Governors Association of Korea (GOAK) Kim, Kwan Yong, President Substitute: Han, Dal-Jun, Executive Director Beijing Municipal Peoples Government Wang Anshun, Mayor Substitute: Xiang Ping, Deputy Director of Foreign Affairs Office Busan Metropolitan City Hur, Nam-Sik, Mayor Substitute: Kim, Jongahe, Vice Mayor Daegu Metropolitan City Kim, Bum-Il, Mayor Substitute: Kim, Yong Chang, Vice Mayor Dalian Municipal Peoples Government Li Wan Cai, Mayor Substitute: Li Yong Jin, President of Peoples Association for Friendship with Foreign Countries Guangzhou Municipal Peoples Government Chen Jianhua, Mayor Substitute: Liu Baochun, Director General Gwangju City Kang, Un Tae, Mayor Substitute: Lee, Huyung-Seok, Vice Mayor Hamamatsu Yasutomo Suzuki, Mayor Haikou Municipal Peoples Government Ji Wenlin, Mayor Substitute: Han Bin, General Director Harbin Municipal Peoples Government
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Song Xibin, Mayor Substitute: Liu Deben, Vice President of People's Association for Friendship with Foreign Countries Incheon Metropolitan City Song, Young-Gil, Mayor Substitute: Yu, Byeong-Gum, Director General of International Relations Department Shanghai Municipal Peoples Government Tu Guang Shao, Vice Mayor Substitute: Fan, Yu Fei, Deputy Director General of Foreign Affairs Office Taichung City Government Hu Jason C., Mayor Substitute: Huang Kuo-Jung, Deputy Mayor Taipei City Government Hau -Bin, Mayor Substitute: Chen Hsiung-Wen, Deputy Mayor Tianjin Municipal Peoples Government Huang Xingguo, Mayor Substitute: Wang Shuhua, Director of Foreign Affairs Office
SOUTH EAST ASIA National League of Commune/Sangkat Say Kosal, President Association of Indonesian Municipalities (APEKSI) Vicky Lumentut, Chairman, Mayor of Manado Substitute: Airin Rachmi Diany, Vice Chairman of Cooperation, Mayor of Tangerang Selatan National Municipal League of Thailand (NMLT) Vichai Bandasak, President Substitute: Suriya Yeekhum, Head of Foreign Relationship Jakarta Capital City Special Province Joko Widodo, Governor Substitute: Budi Heru Hartono, Head of Bureau for Gubernatorial Affairs and International Cooperation SOUTH & SOUTH WEST ASIA All India Institute of Local Self-Government (AIILSG) Ranjit Chavan, Director General Substitute: Thomas Lojy, International Relations Manager Association of District Development Committees of Nepal (ADDCN) Jiwan Bahadur Shahi, Member Substitute: Jagannath Thapalia, Member Federation of Sri Lankan Local Government Authorities (FSLGA) Hilmy Mohamed, President Substitute: Herath Emal Priyantha, Director
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EUROPE: 2013 STATUTORY BODIES NOMINATIONS

List of Nominees
Seats used 23 of 21+2 Countries 17 Gender quota 23.8%*
EXECUTIVE BUREAU
EUROPE
AUSTRIA (1) Michael Hupl, President of the Association of Austrian Cities and Towns, Mayor of Vienna Substitute: Elisabeth Vitouch: Austrian Association of Cities and Towns, Member of the Vienna City Council BALTIC STATES (1) Mihkel Juhkami, Vice-Chair of the Board of the Association of Estonian Cities, Chairman of the Rakvere Town Council Substitute: Andris Jaunsleinis, President of the Latvian Association of Local and Regional Governments, Member of the Ventspils Municipal Council BELGIUM (2) Christie Morreale, Member of the Board of the Union of Cities and Municipalities of Wallonia, Deputy Mayor of Esneux, President of the Association of the City and the Municipalities of the Brussels-Capital Region, Deputy Mayor of Uccle Luc Martens, President of the Association of Flemish Towns and Municipalities, Mayor of Roeselare Substitute: Marc Cools, President of the Association of the City and the Municipalities of the Brussels-Capital Region, Deputy Mayor of Uccle FINLAND (1) Markku Andersson, Vice-President of CEMR, Vice-President of the Association of Finnish Local and Regional Authorities (AFLRA), Mayor of Jyvskyl FRANCE (6) Martine Aubry, Mayor of Lille, President of the Urban Community of Lille Mtropole Jean-Paul Bachy, President of the Champagne-Ardenne Regional Council Grard Collomb, Senator-Mayor of Lyon, President of the Urban Community of Lyon Michel Delebarre, Former State Minister, Senator-Mayor of Dunkerque, President of the Urban Community of Dunkerque Grand Littoral, President of Cits Unies France (CUF) Anne Hidalgo, First Deputy Mayor of Paris, Member of the Ile de France Regional Council Alain Jupp, Former Prime Minister, Mayor of Bordeaux, Vice-President of Urban Community of Bordeaux, President of the French Association of the Council of European Municipalities and Regions (AFCCRE) Substitutes: Chantal Bourvic, Vice-President of the Val de Marne General Council, representing Christian Favier, President of the Val de Marne General Council Patrick Braouezec, President of the Agglomeration Community of Plaine-Commune Christiane Eckert, Deputy Mayor of Mulhouse, representing Jean Rottner, Mayor of Mulhouse 60
Jean-Claude Gaudin, Former Minister, Senator-Mayor of Marseille Roselyne Lefranois, Deputy Mayor of Rennes Bernard Soulage, Vice President of the Rhne-Alpes Regional Council, representing Jean-Jack Queyranne, President of the Rhne-Alpes Regional Council GERMANY (3) Jurgen Rters, Mayor of Cologne Roland Schfer, First Vice-President of the German Association of Towns and Municipalities, Mayor of Bergkamen Bernd Vhringer, Mayor of Sindelfingen GREECE (1) Konstantinos Tzanakoulis, Vice-President of the Central Union of Municipalities of Greece (KEDE), Mayor of Larissa ITALY (1) Michele Picciano, President of Italian Association of the Council of European Municipalities and Regions (AICCRE) Substitute: Fabio Pellegrini, Member of Rapolano Terme Municipal Council NETHERLANDS (1) Annemarie Jorritsma, Co-President of CEMR, President of the Association of Netherlands Municipalities (VNG), Mayor of Almere Substitute: To be appointed in 2014: Vice-President of VNG NORWAY (1) Gunn Marit Helgesen, President of the Norwegian Association of Local and Regional Authorities (NALRA), Member of the Porsgrunn Municipal Council Substitute: Mette Gundersen, Vice-President of NALRA, Member of the Kristiansand Municipal Council PORTUGAL (1) Antnio Costa, Mayor of Lisbon ROMANIA (1 substitute) Emil Draghici, President of the Association of Romanian Communes (ACoR), Mayor of Vulcana-Bi SPAIN (2) igo de la Serna Herniz, Vice-President of CEMR, President of the Federacin Espaola de Municipios y Provincias (FEMP), Mayor of Santander Substitute: Fernando Martnez Mallo, Second Vice-President of FEMP, President of the Zamora Provincial Council, Member of the Zamora Municipal Council Francisco Javier Len de la Riva, President of the International Relations Committee of FEMP, Mayor of Valladolid Substitute: Juan Zoido lvarez, Member of the Board of FEMP, Mayor of Sevilla SWEDEN (1) Anders Knape, Executive President of CEMR, President of the Swedish Association of Local Authorities and Regions (SALAR), Councillor of Karlstad Substitute: Ilmar Reepalu, Vice-President of SALAR, Mayor of Malm UNITED KINGDOM (1) Richard Kemp, Vice Chair of LGA European & International Borad, Councillor, City of Liverpool Substitute: Dave Wilcox, Councillor, Derbyshire County
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LATIN AMERICA: 2013 STATUTORY BODIES NOMINATIONS

List of Nominees
EXECUTIVE BUREAU
LATIN AMERICA
ARGENTINA (2) Julio Csar Pereyra, President of Federacin Argentina de Municipios (FAM) Mauricio Macri, Mayor of Buenos Aires BRAZIL (1) Paulo Ziulkoski, President of National Confederation of Municipalities of Brazil (CNM) CHILE (2) Santiago Rebolledo, President of Asociacin Chilena de Municipalidades (ACHM) Carolina Toh, Mayor of Santiago COLOMBIA (1) Gustavo Petro Urrego, Mayor of Bogot DOMINICAN REPUBLIC (1) Juan De Los Santos, President of Federacin Dominicana de Municipios (FEDOMU) ECUADOR (2) Jorge Martnez, President of Asociacin de Municipalidades Ecuatorianas (AME) Pal Granda Lpez, Mayor of Cuenca EL SALVADOR (1) Zoila Milagros Navas , President of Corporacin de Municipalidades de la Repblica de El Salvador (COMURES) MEXICO (1) Miguel ngel Mancera, Mayor of Mxico D.F. PARAGUAY (1) Ricardo Nuez , President of Organizacin Paraguaya de Cooperacin Intermunicipal (OPACI) Substitute: Venancio Daz Escobar, Member of Executive Board of OPACI PUERTO RICO (1) Jos Guillermo Rodrguez, Mayor of Mayagez
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MIDDLE EAST & WEST ASIA: 2013 STATUTORY BODIES NOMINATIONS

List of Nominees
Countries 5 Seats used 11 of 11* Gender quota 9%**
* 1 nomination to many for the Executive Bureau to be clarified ** Percentage taking into account the total number of attributed seats
In Grey
EXECUTIVE BUREAU

IRAN (1) Mohammad Bagher Ghalibaf, Mayor of Tehran Substitute: Goshtasb Mozafari, Deputy Director General for International Relations of Tehran IRAQ (1) Abdalhussain Almorshedi, Mayor of Baghdad Substitute: Hakeem Hasan, General Director of Relations and Media Directorate LEBANON (1) Bilal Hamad, Mayor of Beirut, President of the Lebanese Mayors Committee PALESTINE (2) Ghassan Shaka, President of Association of Palestinian Local Authorities (APLA), Mayor of Nablus Substitute: Musa Hadid, Vice President of Association of Palestinian Local Authorities (APLA), Mayor of Bireh Rafiq Mekky, President of Union of Municipalities of Gaza, Mayor of Gaza Substitute: Yahya Al-Astal, Vice President of Union of Municipalities of Gaza TURKEY (7) Zihni Aldirmaz, Mayor of Adana Substitute: Ozan Aksu, Head of Culture Department of Adana Metropolitan Municipality Haki Blent Tanik, Mayor of ankaya Substitute: Hseyin Sava Yorganci, Vice Mayor of ankaya Osman Baydemir, Mayor of Diyarbakir Substitute: Eref Gler, Vice Mayor of Diyarbakir Kadir Topba, Mayor of Istanbul Substitute: Tansel Kaya, Member of Istanbul Metropolitan Municipal Council Aziz Kocaolu, Mayor of Izmir Substitute: Adnan Ouz Akyarli, First Deputy Chairman of Izmir Metropolitan Municipal Council Tahir Akyrek, Mayor of Konya Substitute: Selim Ycel Gle, Head of Foreign Affairs and Tourism Department of Konya Metropolitan Municipality Edibe ahin, Mayor of Tunceli Substitute: Sevim Soylu, Adviser of Tunceli
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NORTH AMERICA: 2013 STATUTORY BODIES NOMINATIONS

List of Nominees
Countries 3 Seats used 12-3 Gender quota 25%*
* 3 to many seats of the Executive Bureau to be clarified

In Grey
EXECUTIVE BUREAU
NORTH AMERICA
CANADA (6) Claude Dauphin, Mayor of Lachine Borough, City of Montreal, Qubec, President of Federation of Canadian Municipalities (FCM) Brad Woodside, Mayor of Fredericton, New Brunswick, Vice President of FCM Lise Burcher, Councillor of Guelph, Ontario, Chair of FCM Standing Committee on International Relations Laurent Blanchard, Mayor of Montral, Qubec Pam McConnell, Councillor of Toronto, Ontario Member at Large (representative to be confirmed) TRINIDAD & TOBAGO (1) Trinidad and Tobago Association of Local Government Authorities (TTALGA) (representative to be confirmed) USA (5) Ted Ellis, Mayor of Bluffton, Indiana Chris Coleman, Mayor of St. Paul, Minnesota, Vice President of NLC Ralph Becker, Mayor of Salt Lake City, Utah, Vice President of NLC National Association of Counties (representative to be confirmed) US Conference of Mayors (representative to be confirmed)
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METROPOLIS: 2013 STATUTORY BODIES NOMINATIONS

List of Nominees
In Grey
EXECUTIVE BUREAU
METROPOLIS
Abidjan Beugr Robert Mambe, Governor Berlin Klaus Wowereit, Governing Mayor Johannesburg Parks Tau, Mayor Mashhad Mohammed Pejman, Mayor Mexico (State of) Eruviel vila, Governor Ile de France Region Jean-Paul Huchon, President Sao Paulo Fernando Haddad, Mayor Seoul Park Won Soon, Mayor
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DESIGNATED REPRESENTATIVES OF INTERNATIONAL LOCAL GOVERNMENTS ORGANISATIONS Arab Towns Organization (ATO) International Association of Francophone Mayors (AIMF) International Association of Educating Cities (AICE)
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14:00-16:00
WORLD COUNCIL
Item 8
For adoption
RATIFICATION OF THE NOMINATIONS TO VICE-PRESIDENTS OF UCLG

According to the decentralized structure of World Organization and as established by the UCLG Constitution in art 62, the nominations for Vice-President of UCLG are put forward by the UCLG Sections. The Vice-Presidents are ratified by the World Council. The World Council is invited to: 1. Ratify the nominations for Vice-President of UCLG
Nominations proposed by Regional and Metropolitan Sections 1. 2. 3. 4. 5. 6. 7. 8. 9. AFRICA: Mpho Moruakgomo, President of Botswana Association of Local Authorities (BALA), Botswana ASIA-PACIFIC: To be announced EURO-ASIA: Aisen Nikolaev, Mayor of Yakutsk, Russian Federation EUROPE: To be announced MIDDLE EAST AND WEST ASIA: Mohammed Bager Qalibaf, Mayor of Tehran, Iran, President of UCLG-MEWA LATIN AMERICA: Paulo Ziulkoski, President of National Conferation of Municipalities (CNM), Brazil NORTH AMERICA: Laurent Blanchard, Mayor of Montral, Canada METROPOLITAN: Jean-Paul Huchon, President of Ile de France Region, France, President of Metropolis FORUM OF REGIONS To be announced
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14:00-16:00
WORLD COUNCIL
Item 9
For election
ELECTION OF THE TREASURER OF UCLG

The call for candidatures for UCLG Treasurer has been announced on the website in February 2013 and disseminated among the UCLG membership by e-mail. Candidates have been invited to submit their manifestos, biography and support letters by 20 June 2013. As per the UCLG constitution, the Treasurer participates in the meetings of the Presidency and has traditionally been considered part of the Presidential team. The election process followed is comparable to the one followed for the Presidency. The Committee on Statutory Affairs confirmed in its meeting in Istanbul on 5 September that 2 candidatures had been received, in alphabetical order: Fathallah Oualalou, Mayor of Rabat (Morocco) Berry Vrbanovic, President Emeritus of Federation of Canadian Municipalities (FCM), Councillor of Kitchener The World Council is invited to: 1. Elect the Treasurer of UCLG for the mandate 2013-2016.
The Committee of Statutory Affairs received the candidatures and checked the eligibility criteria. The eligibility of all candidatures and nominations was confirmed by the Committee. An overview of support letters received by the World Secretariat and brief biographies are attached. The full candidatures files are available upon request. Members of the Committee stressed the importance of the post of Treasurer and the need to continue the tradition, as far as possible, ensuring that a Mayor or President of an Association would fulfil this role. Members agreed on the importance of having as many regions as possible represented in the Presidential Team and praised the strong involvement of both candidates in the work of the World Organization. They further agreed with the strong symbolic value of recognizing Rabats longstanding contribution at the very Congress hosted by the city. Members recommended that thought would be given to ensuring the involvement of both candidates and it was suggested that the figure of Deputy Treasurer would be introduced. The Committee has initiated talks with the candidates and outcomes of these talks will be discussed at the Committee on Statutory Affairs in Rabat on 2 October. Results will be brought forward to the World Council on 4 October.
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14:00-16:00
WORLD COUNCIL
Item 10 ELECTION OF THE PRESIDENCY OF UCLG

The call for candidatures for UCLG Presidency has been announced on the website in February 2013 and disseminated among the UCLG membership by e-mail. Candidates have been invited to submit their manifestos, biography and support letters by 20 June 2013. The Committee on Statutory Affairs confirmed in its meeting in Istanbul on 5 September that 6 candidatures had been received, in alphabetical order: 1 candidature for the post of President: Kadir Topba, Mayor of Istanbul (Turkey), President of Union of Municipalities of Turkey and current President of UCLG 5 candidatures for the post of Co-President, in alphabetical order: Augusto Barrera, Mayor of Quito (Ecuador) Chen Jianhua, Mayor of Guangzhou (China) Alain Jupp, President of French Association of Council of European Municipalities and Regions (AFCCRE), Mayor of Bordeaux (France) Ilsur Metshin, Mayor of Kazan (Russian Federation) Jacqueline Moustache Belle, President of Association of Districts of Victoria (Seychelles), Mayor of Victoria As per the amendment to art. 58 of the Constitution, the Committee on Statutory Affairs recommends the nomination of an Ex-Officio member of the Co-Presidency with full rights: Anne Hidalgo, First Deputy Mayor of Paris (France) The eligibility of all candidatures and nominations has been confirmed by the Committee on Statutory Affairs. An overview of support letters received by the World Secretariat and brief biographies are attached. The full candidatures files are available upon request. The World Council is invited to: 1. Elect the UCLG Presidency For election
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Recalling the rules

1. 2. 3. Composition: As per the UCLG Constitution (art. 58) the Presidency of UCLG comprises the President and up to 5 Co-Presidents plus the Chair of the Gender Equality Committee. The Presidency it is elected by the World Council from among local government members for a renewable term between two ordinary sessions of the General Assembly. At least one of the above office-holders must come from an individual local government member; at least one must come from a national association and at least one must come from a member of the Metropolitan Section. The President and Co-Presidents act on behalf of the World Organization, not of a specific Section. Eligibility: Members of the Presidency shall hold a local electoral mandate; they must also be at the head of a) a local government or b) a national association of local governments. In the case offices described under a) or b) are lost; their function within the Presidency will terminate at the date of the next meeting of the Executive Bureau. The Executive Bureau shall declare the vacancy and hold the responsibility of organising, if need arise, the process for electing his/ her replacement.
4. 5. 6.
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CANDIDATURES TO UCLG PRESIDENCY AND TREASURER

Overview of Support Statements
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. CANDIDATE Kadir Topba Mayor of Istanbul, Turkey AS PRESIDENT Supports from: - 138 cities - 17 associations - 25 countries - From 8 UCLG Sections SUBMISSION - Manifesto - Biography 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. CITIES SUPPORT Brazzaville, Republic of the Congo Tripoli, Libya Rabat, Morocco Nouakchott, Mauritania Cape Town, South Africa Khartoum, Sudan Tunis, Tunis Guangzhou, China Shanghai, China Gujranwala, Pakistan Lahore, Pakistan Multan, Pakistan Punjab Province, Pakistan Rawalpindi, Pakistan Osh, Kyrgyzstan Kazan, Russian Federation Odessa, Ukraine Bregenz, Austria Cologne, Germany Florence, Italy Kabul, Afghanistan Tehran, Iran Amman, Jordan Beirut, Lebanon Roumin, Lebanon Abasan Al-Kabira, Palestinian Authority Al-Buraij, Palestinian Authority Al-Moghraqa, Palestinian Authority Attil, Palestinian Authority Bani-Suhaila, Palestinian Authority Gaza, Palestinian Authority Khan Younis, Palestinian Authority Rafah, Palestinian Authority 71 Adana, Turkey
Item 10 Annex 1
ASSOCIATIONS SUPPORT UCLG Africa AMM, Mauritania ALGAK, Kenya UCLG-ASPAC UCLG-MEWA Asian Mayors Forum Arab Towns Organization Union of Turkish World Municipalities Union of Municipalities of Gaza, Palestine UMT, Turkey Union of Municipalities of South East Anatolia, Turkey CEMR VNG, Netherlands FLACMA FCM, Canada NLC, USA Metropolis
35. 36. 37. 38. 39. 40. 41. 42. 43. 44. 45. 46. 47. 48. 49. 50. 51. 52. 53. 54. 55. 56. 57. 58. 59. 60. 61. 62. 63. 64. 65. 66. 67. 68. 69. 70. 71. 72. 73. 74. 75. 76. 77. 78. 79. 80. 81. 82. 83. 84.
Adyaman, Turkey Akarsu, Turkey Akdeniz, Turkey Aksaray, Turkey Akyazi, Turkey Akyurt, Turkey Alanya, Turkey Amasya, Turkey Antakya, Turkey Arnavutkoy,Turkey Artvin, Turkey Avcilar, Turkey Bagcilar, Turkey Baglar, Turkey Batman, Turkey Beykoz, Turkey Beylikduzu, Turkey Beyoglu,Turkey Bilecik, Turkey Bitlis, Turkey Bursa, Turkey Bursa Yenisehir, Turkey Buyukcekmece, Turkey Canakkale, Turkey Canik, Turkey Cankaya, Turkey Corum, Turkey Denizli, Turkey Diyarbakr, Turkey Dogubayazit, Turkey Dosemealti, Turkey Duzce, Turkey Elazig, Turkey Erenler, Turkey Erzincan, Turkey Erzurum, Turkey Esenyurt, Turkey Fatih, Turkey Gaziantep, Turkey Gaziosmanpasa, Turkey Gemlik, Turkey Golcuk, Turkey Gulpinar, Turkey Gungoren, Turkey Hakkari, Turkey Hendek,Turkey Ilkadim, Turkey Incesu, Turkey Izmir, Turkey Kandira, Turkey
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85. 86. 87. 88. 89. 90. 91. 92. 93. 94. 95. 96. 97. 98. 99. 100. 101. 102. 103. 104. 105. 106. 107. 108. 109. 110. 111. 112. 113. 114. 115. 116. 117. 118. 119. 120. 121. 122. 123. 124. 125. 126. 127. 128. 129. 130. 131. 132. 133. 134.
Karaburun, Turkey Karapurcek, Turkey Karatay, Turkey Kars, Turkey Karsiyaka, Turkey Kartal, Turkey Kartepe, Turkey Kilis, Turkey Kayseri, Turkey Kirsehir, Turkey Kocaeli, Turkey Konak, Turkey Konya, Turkey Kucukcekmece, Turkey Kutahya, Turkey Malatya, Turkey Maltepe, Turkey Mardin, Turkey Melikgazi, Turkey Mudanya, Turkey Mugla, Turkey Mustafakemalpasa, Turkey Nevsehir, Turkey Nilufer, Turkey Odunpazari, Turkey Osmangazi, Turkey Pendik, Turkey Pursaklar, Turkey Rize, Turkey Sakarya, Turkey Sanliurfa, Turkey Seferihisar, Turkey Selcuklu, Turkey Semdinli, Turkey Siirt, Turkey Sinop, Turkey Sultanbeyli, Turkey Sur, Turkey Sultangazi, Turkey Tarsus, Turkey Tatvan, Turkey Tunceli, Turkey Tuzla, Turkey Uchisar, Turkey Umraniye, Turkey Usak, Turkey Usak Special Provincial Administration, Turkey Yenisehir, Turkey Yildirim, Turkey 73 Yozgat, Turkey
Chen Jianhua Mayor of Guangzhou, China AS CO-PRESIDENT Supports from: - 29 cities - 17 associations - 17 countries - From 8 UCLG Sections
- Manifesto - Biography
Ilsur Metshin Mayor of Kazan, Russian Federation AS CO-PRESIDENT
Supports from: - 10 cities - 4 associations - 7 countries - From 6 UCLG Sections
135. 136. 137. 138. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
Yuregir, Turkey Zeytinburnu, Turkey Zonguldak, Turkey Governorate of Aden, Yemen Johannesburg, South Africa Beijing, China Chengdu, China Chongqing, China Dalian, China Fuzhou, China Haikou, China Hangzhou, China Harbin, China Hunan Province, China Jilin, China Kunming, China Nanning, China Shenzhen, China Tianjin, China Wuhan, China Xian, China Zhengzhou, China Jakarta, Indonesia Wakatobi, Indonesia Hamamatsu, Japan Bangkok, Thailand Ekaterinburg, Russian Federation Kazan, Russian Federation Lyon, France Barcelona, Spain Bilbao, Spain Istanbul, Turkey Bluffton, USA Guangzhou, China Jakarta, Indonesia Yerevan, Armenia Bishkek, Kyrgyzstan Khabarovsk, Russian Federation Krasnoyarsk, Russian Federation Samara, Russian Federation Verona, Italy Ankara, Turkey Istanbul, Turkey
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17.
UCLG-ASPAC ALGA, Australia CPAFFC, China AIILSG, India ADEKSI, Indonesia APEKSI, Indonesia GAOK, Republic of Korea ADDCN, Nepal LGNZ, New Zealand FSLGA, Sri Lanka NMLT, Thailand ACV, Vietnam CEMR FLACMA UCLG-MEWA NLC, USA Metropolis
1. 2. 3. 4.
International Assembly of Capitals and Cities Volga Region Cities Association, Russian Federation FLACMA UCLG-MEWA
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Augusto Barrera Mayor of Quito, Ecuador AS CO-PRESIDENT Supports from: - 4 cities - 6 associations - 5 countries - From 8 UCLG Sections Alain Jupp Mayor of Bordeaux, France AS CO-PRESIDENT Supports from: - 4 cities - 8 associations - 7 countries - From 7 UCLG Sections Jacqueline MoustacheBelle President of Association of Districts of Victoria, Seychelles AS CO-PRESIDENT Supports from: - 8 cities - 12 associations - 12 countries - From 5 UCLG Sections Fathallah Oualalou Mayor of Rabat, Morocco AS TREASURER Supports from: - 10 cities - 12 associations - 16 countries - From 3 UCLG Sections
1. 2. 3. 4.
Guangzhou, China Kazan, Russian Federation Lisbon, Portugal Barcelona, Spain
1. 2. 3. 4. 5. 6.
UCLG Africa CEMR FEMP, Spain FLACMA UCLG-MEWA FCM, Canada
- CEMR Presentation - Biography
1. 2. 3. 4.
Rabat, Morocco Lisbon, Portugal Beirut, Lebanon Istanbul, Turkey
1. 2. 3. 4. 5. 6. 7. 8.
UCLG-ASPAC UCLG Eurasia VNG, Netherlands FEMP, Spain FLACMA UCLG-MEWA FCM, Canada Metropolis
1. 2. 3. 4. 5. 6. 7. 8.
Bangangt, Cameroon Praia, Cape Verde Brazzaville, Congo, Republic of the Congo Banjul, Gambia Nouakchott, Mauritania Tevragh-Zeina, Mauritania Rabat, Morocco Guangzhou, China
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.
REFELA BALA, Botswana ACT, Chad AMC, Republic of the Congo REFELA Madagascar AMM, Mauritania AMN, Niger ULGA, Uganda UCLG-ASPAC CEMR FLACMA Metropolis ANCB, Benin CVUC, Cameroon ACT, Chad ANCG, Guinea REFELA Madagascar AMM, Mali AMM, Mauritania AMS, Senegal ADV, Seychelles UCT, Togo ZILGA, Zimbabwe Committee of Lebanese Mayors
- Manifesto
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
Bangangt, Cameroon Yaounde, Cameroon Praia, Cape Verde Brazzaville, Republic of the Congo Alaotra Mangoro Region, Madagascar Casablanca, Morocco Nouakchott, Mauritania Dakar, Senegal Mexico City, Mexico Beirut, Lebanon
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Berry Vrbanovic President Emeritus of FCM, Canada AS TREASURER Supports from: - 3 cities - 7 associations - 9 countries - From 4 UCLG Sections
- Manifesto
1. 2. 3.
Guangzhou, China Lyon, France Quito, Ecuador
1. 2. 3. 4. 5. 6. 7.
AUC, Ukraine VNG, Netherlands LGA, England and Wales FLACMA CNM, Brazil FCM, Canada NLC, USA
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14:00-16:00
WORLD COUNCIL
Item 10 Annex 2 BRIEF BIOGRAPHIES OF THE CANDIDATES TO THE PRESIDENCY AND TREASURER OF UCLG ISTANBUL, TURKEY
Prefecture of the Province of the same name, and the largest city of Turkey Estimated population of Istanbul Metropolitan: 13,8 M
Kadir Topba, Mayor of Metropolitan Istanbul, Turkey

Kadir Topba was born in Artvin, Turkey in 1945. He graduated from Marmara University- Faculty of Theology in 1972, and Mimar Sinan University-Department of Architecture in 1974. Topbas earned his PhD degree from Istanbul UniversityDepartment of Art History and Archaeology In March 2004 he run for Mayor of Istanbul and was elected with a vast majority of votes. He was re-elected in 2009 with a larger majority. President of MEWA and Vice-President of UCLG between 2004 and 2007, and CoPresident of UCLG since 2007, he is President of UCLG since 2010. He is also President of the Union of Municipalities of Turkey.
QUITO, ECUADOR
Capital of Ecuador and of the Province of Pichincha, it is the second most populous city of the country Estimated population of Quito Metropolitan: 2,2 M
Augusto Barrera, Mayor of Metropolitan Quito, Ecuador

Augusto Barrera was born in Quito in 1961. He graduated as doctor from Central University of Ecuador in 1986, and specialized on social sciences in 1999 and IberAmerican political sciences in 2001. He has been academic professor, researcher in a range of subjects such as decentralization, social movements and local development, and consultant on international cooperation and for the United Nations. Member of the Metropolitan Council since 2005, he is Mayor of Quito since 2009
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VICTORIA, SEYCHELLES
Capital city of Seychelles, located in Mal, the archipelagos main island Estimated population of Victoria Metropolitan: 25000
Jacqueline Moustache Belle, Mayor of Victoria

Jacqueline Moustache-Belle was born in 1961 in Seychelles. She studied journalism, radio and television production in France, USA and Mauritius. She attended a course for Commonwealth Diplomats and on public relations. She has worked in the Ministry of Planning and Foreign Affairs, the Ministry of Tourism and Transport, Seychelles Broadcasting Company and National Arts Council. Since 2012, she is Mayor of Victoria and President of the Association of Districts of Victoria.
GUANGZHOU, CHINA
Prefecture of the province Guangdong, and the third most populated city of China Estimated population of Guangzhou area: 14 M
Chen Jianhua, Mayor of Guangzhou

Chen Jianhua was born in 1956 in Lufeng County, Guangdong Province. He graduated as engineer at Beijing University of Science and Technology and then obtained a masters degree as administrator from the School of Administrative Affairs at Sun Yat-sen University. He has been devoted to local governments and public administration for nearly 30 years. He became Acting Mayor of Guangzhou in December 2011. He is Mayor of Guangzhou since January 2012.
BORDEAUX, FRANCE
Capital of the District of Gironde and the Region of Aquitania, the metropolitan area is the 5th of France Estimated population of Bordeaux: 240000
Alain Jupp, Mayor of Bordeaux

Alain Jupp was born in 1945 in Landes District. He studied at the Institute of Political Studies of Paris (1968) and National School of Administration (1972). He was appointed Minister of Foreign Affairs from 2011 to 2012, Minister of Defence and Veteran Affairs in 2010, Minister of Ecology in 2007, Prime Minister of France from 1995 to 1997, Minister of Foreign Affairs in 1993, and in charge of Budget within the Ministry of Economy in 1986. He has been elected Mayor of Bordeaux in 1995, and re-elected in 2001, 2006 and 2008. He is President of the French Association of the Council of European Municipalities and Regions (AFCCRE) since 2012.
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KAZAN, RUSSIA
Capital city of the Republic of Tatarstan in Russian Federation Estimated population of Kazan: 1,1 M
Ilsur Metshin, Mayor of Kazan, Russia

Ilsur Metshin was born in Nizhnekamsk, Russia, in 1969. He graduated in law in 1991 from the Kazan State University. Between 1993 and 2005, he served in the administration of the Soviet district in Kazan, the Vakhitovkiy district the Nizhnekamsk region and the Nizhnekamsk city (Tatarstan). Deputy of the State Council of Tatarstan from 2000 to 2004, he was elected Mayor of Kazan in November 2005. Vice-President of UCLG and President of the Eurasia section of UCLG previously, he is Co-President of UCLG since 2010. Since 2006, Ilsur Metshin is also Vice-President of the Organization of World Heritage; the International Assembly of Capitals and Big Cities; and the Russian Alliance of Historical Cities and Regions.
PARIS, FRANCE
Capital and largest city of France Estimated population within the municipal borders: 2,2 M
Anne Hidalgo, 1st Deputy Mayor of Paris

Anne Hidalgo is the 1st Deputy Mayor of Paris, in charge of Gender Equality (20012008) and of Urbanism and Architecture (since 2008). She also is a regional Councillor for the Ile-de-France Region. With twenty-years experience as an expert in Social Law and Employment, among which ten as a Health & Safety Inspector, she became in 1997 Councillor in the Cabinet of Martine Aubry, the Minister of Employment and Solidarity followed by, from April 1998, the Cabinet of Nicole Pry, the State Secretary for Womens Rights and Training. She took part in the elaboration of laws for Youth Employment, the Fight against Exclusion and Gender Equality. Highly committed to Equality, Anne Hidalgo chairs the Permanent Committee on Gender Equality and is a member of the Executive Bureau of UCLG.
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TREASURER
RABAT, MOROCCO
Capital of Morocco and of the Region of Rabat-Sal-Zemmour-Zar Estimated population of Rabat-Sal: 1,5 M
Fathallah Oualalou, Mayor of Rabat

Fathallah Oualalou was born in 1942 in Rabat. He graduated in economy from Mohammed V University in 1964 and obtained a diploma on economy in 1966 in Paris. He was appointed Ministry of Economy in 1998 and Ministry of Finance in 2002. He is professor at Mohammed V University and chairs the Association of Moroccan Economists and Union of Arab Economists. After over 20 years as member of the Municipal Council, he is Mayor of Rabat since 2009.
KITCHENER, CANADA
City located in the State of Ontario, in Canada Estimated population of Kitchener: 220000
Berry Vrbanovic, Councillor of Kitchener

Berry Vrbanovic was born in Zagreb, Croatia. He graduated in political science and obtained a diploma in business administration from Wilfrid Laurier University. He is Councillor of Kitchener since 1996, has chaired the citys environment committee and is currently chairing the planning committee. He has been President of the Federation of Canadian Municipalities.
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Presentation Note
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UCLG: THE GLOBAL NETWORK OF LOCAL AND REGIONAL GOVERNMENTS

United Cities and Local Governments (UCLG) represents and defends the interests of local and regional governments on the world stage, regardless of the size of the communities they serve. The mission of UCLG is to be the united voice and world advocate of democratic local self-government, promoting its values, objectives and interests, through cooperation between local governments, and within the wider international community. UCLG is present in 155 of the 192 United Nation member states, representing both cities and local government associations. Over 1,000 cities and 112 national associations are direct members of UCLG. The Presidency of UCLG is composed of Mr. Kadir Topba!, President, Mayor of Istanbul (Turkey), and 5 Co-Presidents: Antonio Costa, Mayor of Lisbon, Portugal; Johnny Araya, Mayor of San Jos, Costa Rica; Wan Qingliang, VicePresident of the Association of Chinese Mayors; Muchadeyi Masunda, Mayor of Harare, Zimbabwe; Ilsur Metsin, Kasan, Russia; Ted Ellis, Mayor of Bluffton, United States, is the Treasurer of UCLG. All members of UCLG and our partners meet every three years on the occasion of the UCLG Congress, also the Summit of Local and Regional Leaders. UCLG and the United Nations : In May 2011, the President of UCLG, Mr. Kadir Topba!, personally met the Secretary General of the United Nations and requested a special status for UCLG before the General Assembly of this institution. In April 2012, the Secretary General of the UN, Ban Ki-Moon, welcomed Local and Regional Authorities to the headquarters of the United Nations where they were able to present their key messages with view to the Rio+20 Summit. Rio+20 During the World Summit (Rio+20) in June 2012, the Final Document recognized, for the first time, the key role of local and regional governments in the international development agenda. United Nations process for the Post-2015 Development Agenda : In July 2012, Ban Ki-Moon nominated Mr. Kadir Topba! as member of the High Level Panel on the post-2015 process, a recognition for the role of local and regional authorities in the Millennium Development Goals. In September 2012, during the meetings of the High Level Panel, the President of UCLG called for recognition of local and regional authorities in the Post-2015 process. The HLP will give its conclusions and proposals on the process in September 2013 during the General Assembly of the United Nations.
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FACTS AND FIGURES

! City-based activities account for more than 75% of world energy consumption and 80% of global carbon dioxide. ! 2007: for the first time, the worlds urban population is equal to the worlds rural population. ! In 2010, the worlds population reached 6.85 billion and is increasing by 75 million people each year. 60% of the worlds population will live in urban areas by 2030. ! More than 1.2 billion people - one in every five on Earth - survive on less than $1 a day. In urban areas in Africa 40% of households live below the poverty line, in Latin America this figure is 25%. ! In 1950, there was only one city with a population of over 10 million inhabitants: New York. By 2015, 23 cities will be over 10 million, 19 of them in developing countries. ! In developed countries, cities generate over 80% of national economic output ! Sanitation and health are curcial issues in Africa where less than 20% of housholds are connected to piped water and where water costs are, on average, higher than in any other region of the world. ! Over 6,000 local governments have implemented Local Agenda 21 strategies to develop projects to improve the quality of life with for local citizens. ! Although they are responsible for addressing development problems, UCLG estimates that less than 1% of development funding is channeled through local governments.
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THE SUMMIT AT A GLANCE

! The World Summit will take place from 1st - 4th October 2013 in Rabat, Morocco ! For the first time in history, the African continent will host a UCLG World Congress ! The World Summit of Local and Regional Leaders is the 4th UCLG Congress following the Founding Congress in Paris in 2004, the Jeju Summit in 2007 and the 3rd Congress in Mexico City in 2010 ! The Summit is organized by UCLG and hosted by the City of Rabat and the Moroccan Government ! The World Summit will is an opportunity to celebrate the one hundredth anniversary of the municipal movement, which was born in 1913 ! Over 3,000 participants from over 100 countries will attend the Summit, including local and regional leaders and representatives from international organisations and financial institutions along with partners from civil society and the public and private sector are expected at the Summit ! The Sumit is a great assembly of representatives from across the globe local and regional elected
! The theme for this Summit is, Imagine Society, Build Democracy, incorporating topics such as fostering wellbeing, managing diversity, new governance and dynamics of change and solidarity between territories ! The deabtes and exchanges will be structured into: 1 introductory plenary session, 4 thematic roundtables, 12 parallel sessions, 2 strategic plenaries. ! Three staturory meeting of the UCLG Congress will be held at the Summit to define the strategic priorities of the World Organisation for the coming three years: the Executive Bureau, the World Council and the General Assembly. ! Exhibition space "RABAT EXPO" : A large space will be dedicated to the exhibition RABAT EXPO. The exhibition will made up of several pavilions hosted by UCLG partners including fund providers, international organisations, private sector partners and civil society associations. In this exhibition, agoras will be reserved for short speeches, parallel events and presentations of our partners experiences of innovative projects.
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OBJECTIVES OF SUMMIT
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A unique occasion to define the vision and agenda of cities and regions for the 21st century An ideal opportunity to mobilise a large number of political decision makers at local, regional, national and global level Define the strategy and international action of local and regional authorities vis--vis the strategic objectives of the international agenda for development Define concrete local actions solutions to global challenges and
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during the Habitat II Conference in 1996 and prepare the path toward the Habitat III Conference in 2016 Mobilize the UCLG network to work toward an interactive, participatory and dynamic model Bring members of UCLG closer to the organisations partner institutions. UCLG members will take important steps in defining the strategic direction of the World Organisation and the renewal of governing bodies of UCLG for a mandate of three years This Summit will also see the renewal of the mandates of the Committees and Working Groups of UCLG
Conduct an analysis on the implementation of the agenda approved
THEMES OF THE SUMMIT

As the United Nations and the international community redefine the Millennium Development Goals for the next 15-20 years, local and regional authorites will come together to define the agenda for cities and regions for the 21st century. There are many challenges for local and regional governments: ensuring access to basic services; building plural societies open to young people and innovation; promoting tolerance, solidarity and exchange; ensuring gender equality at political, economic and social level; reinforcing of the role of culture in our society these issues should lead the actions of local and regional authorities Imagine society, build democracy, the main thread of the Summit, should fuel an extended and permanent dialogue between local and regional authorities with all partners international organisations, development agencies, experts and practioners as well as with organization of civil society in order to analyse and evaluate which development objectives have been reached and jointly define new priorities. The Summit will be a moment to positively share and contribute to shed light on the innovative policies and programmes that local and regional governments implement on a daily basis to address the key challenges they face. The plenaries and the workshops will therefore be previliged opportunities to exchange, reflect and present solutions. The Summit will identify possible objectives in the framework of the Post 2015 Development Goals and prepare the way towards Habitat III, converting these priorities into action frameworks for the world organization.
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MAJOR CHALLENGES
TACKLING THE MAJOR CHANGES OF OUR ERA FROM OUR CITIES AND REGIONS Analyse current and future challenges: foreseeing the future impact of the current turmoil, in particular the political, economic, social and environmental crisis on the cities and territories in different regions of the world. Are we facing irreversible ruptures or are they systematic adjustments? Reflect on the impact for local democracy: retrace the contribution of the international municipal movement in the construction of local democracy throughout the 20th century, and reflect on the issues for local democracy for the 21st century and take into account the impact of the Arab Spring and the attempts to recentralize certain regions. What dimension should governance and democracy take in the debates on the Post 2015 Agenda and Habitat III? FOSTERING WELLBEING Innovate for an improved quality of life: the improvement of local public services health, education, housing, mobility, leisure has greatly contributed to the improvement of our quality of life. However our societies are increasingly confronted with ever more insecurity economic, social, environmental, cultural and in the area of food security. To respond to these evolutions, local and regional authorities, with their partners, innovate to combat insecurity (violence, exclusion), the response to changes in society (urabnisation, aging populations). Their innovation is helping ensure that our lifestyles and consumer habits evolve in terms of its impact on the environment, and that all citizens have the right to dignified life. Are these local policies contributing to reduce growing global uncertainty? Governance of basic services presentation of the 3rd World Report of UCLG on Decentralisation and Local Democracy. During the session will be presented conclusions from this report analysing the links between the quality of life and essential services. While there has undoubtedly been progress in access to services, inequalities persist and are, in some cases, have widened. If access to basic services is central to the debate on inqualities, shouldnt the governance of these services therefore at the heart of the debate? STRENGTHENING SOLIDARITY AMONG TERRITORIES The past decades have seen important changes with the transformation from a rural to an urban world and increased interrelations between territories. In the meantime, inequalities between territories within countries are growing: the implementation of national strategies with the participation of all actors is essential in order to ensure coherence between sub-national levels of governance and national dynamics. Experience around the world shows that any change impacting people at local level challenges local and regional governments in their capacity to coordinate actions beyond a sector approach: it calls them to mobilize stakeholders, to address inclusive growth and development, and to interface with the other spheres of public governance for more efficiency. This roundtable will address the following issues: migration and governance, food security, energy and mobility, transborder territories issues.
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SUPPORTING NEW LOCAL GOVERNANCE AND DYNAMICS OF CHANGE Local governance, decentralization and democratization are at the centre of international debates in the current context of political, economic and social transition. Citizen action in the Mediterranean has triggered fundamental changes in the political and social landscape. The questioning of the systems of governance in this region will most likely have an impact and further inspire citizen action other regions of the world. With view to analyzing new governance and the dynamics of change that are being implemented throughout the world, particular attention will be given to local and regional governance in the Mediterranean and the lessons that can be learned internationally from this region on local democracy and decentralization in the world. This thematic round-table will aim to identify new social movements and the forms of social mobilization (notably through social networks) have emerged, in particular Mediterranean since 2011. The thematic round-table will throw light on new models of local governance and the role of civil society that are taking place since the Arab Spring. What are the expectations of citizen organisations, often moblised, towards local authorities? How social movements are giving birth to new forms of governance and how local governments are adapting themselves? PROMOTING DIVERSITY Identify the different dimensions of diversity: the concept of diversity will be examined in all its dimensions: political diversity (diverse forms of organising and representing residents of a city), social diversity (in socio-economic, educational, professional terms), ethnic and cultural diversity, gender diversity, inter-generational diversity, diversity relative to urban landscapes (constructed and natural), diversity of urban territories ("formal" city vs informal settlements; centre vs periphery). Evaluate diversity as a political opportunity. Recognising and evaluating diversity, in its multiple dimensions through local and regional public policy can lead to the construction of cities that benefit from greater economic, social, cultural, political and territorial potential. The degree to which a city recognises its diversity is reflected, fundamentally, in the following aspects: (i) in the political participation of all its residents (women and men; the youth and the elderly; migrants and native; entrepreneurs and informal workers; housholds and organisations of informal settlements; cultural actors); (ii) in the priority given to social policies aiming to combat social and spacial exclusion (iii) in the running of economic measures that stimulate initiatives that generate spaces of trust for economic investment at various levels; (iv) in the integrated planning that guarantees diverse and decentralized use of spaces, public services and installations; (v) in the consideration given to culture as a key factor for human development, democratic governance and sustainable development.
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SHAPING THE URBAN FUTURE: THE FUTURE WE WANT POST-2015 DEVELOPMENT AGENDA Following the 68th General Assembly session of the United Nations during which the analysis of the MDG will be presented and a first draft proposal on the future Development Agenda of the United Nations Post-2015, this plenary will seek to strengthen the dialogue between the international community and local and regional leaders to respond to different questions, in particular: What objectives to give to this new Agenda? How to integrate the Post-2015 Development Agenda and the Sustainable Development Agenda whose principles were adopted in Rio+20? What objectives and priority targets should local and regional governments seek to integrate into this new Agenda? How to build a new global partnership bringing together all actors to ensure this process achieves its objectives? HABITAT III Define the strategy of the organization of cities and regions in the framework of the Habitat III summit. What type of consultation process in cooperation with UN Habitat? What type of development of our own agenda to present to Habitat III? Habitat III is the 3rd Conference of the Untied Nations on Infrastructure and Sustainable Urban Development that wil take place in 2016. The 4th UCLG Congress in Rabat will be an important step towards this large-scale urban meeting in 2016. During Habitat II, local governments were recognised as major partners of UN-Habitat in the implementation of the Habitat agenda, this was also an important step in the recognition of local authority networks. During the General Assembly of Cities and Local Authorities organised in the framework of Habitat II in 1996, local authoritites committed to constructing a united voice of local governments and their associations that led to the creation of United Cities and Local Governments in May 2004. This partnership between local authorities and UN Habitat has, over the past 20 years, expanded and been reinforced. Habitat III should be the opportunity to make a firm advancement in the relations between the United Nations and local governments, recognising them with a special status and including a more direct role and responsabilities with the governing bodies of UN Habitat. Habitat III will also be an occasion to consolidate the international movement of local and regional authorities, genuine political spokesbody for the international community.
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SUMMIT FORMAT IN BRIEF

Introductory Plenary (2 hours, 2500 participants) Thematic Roundtables (4 roundtables, 90minutes each, 1200 participants + online participants) Parallel Sessions - Each of the thematic roundtables will be linked to 3 parallel sessions with a view to promoting exchanges and debate between participants, sharing best practices, knowledge, tools and building proposals. (90 minutes each) Strategic Plenaries (90 minutes each) The aim of the strategic plenaries is to guide the future path that Local Governments will follow towards the new international development agenda. There will be 2 plenary sessions: 1. Post-2015 development agenda 2. Habitat III international conference
UN Millennium Project | About the MDGs
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About MDGs What they are Goals, targets & indicators Core MDG documents Other MDG-related sites
What they are

At the Millennium Summit in September 2000 the largest gathering of world leaders in history adopted the UN Millennium Declaration, committing their nations to a new global partnership to reduce extreme poverty and setting out a series of time-bound targets, with a deadline of 2015, that have become known as the Millennium Development Goals. The Millennium Development Goals (MDGs) are the world's time-bound and quantified targets for addressing extreme poverty in its many dimensions-income poverty, hunger, disease, lack of adequate shelter, and exclusion-while promoting gender equality, education, and environmental sustainability. They are also basic human rights-the rights of each person on the planet to health, education, shelter, and security. As of Jan 1, 2007, the advisory work formerly carried out by the Millennium Project secretariat team is being continued by an MDG Support team integrated under the United Nations Development Program. Please visit MDG Support to get the latest information.
Goal 1: Eradicate Extreme Hunger and Poverty
Goal 2: Achieve Universal Primary Education
Goal 3: Promote Gender Equality and Empower Women
Investing in Development: A Practical Plan to Achieve the Millennium Development Goals "Investing in Development brings together the core recommendations of the UN Millennium Project. By outlining practical investment strategies and approaches to financing them, the report presents an operational framework that will allow even the poorest countries to achieve the Millennium Development Goals by 2015."
Goal 4: Reduce Child Mortality
Goal 5: Improve Maternal Health
Goal 6: Combat HIV/AIDS, Malaria and other diseases
Goal 7: Ensure Environmental Sustainability
Goal 8: Develop a Global Partnership for Development
The world has made significant progress in achieving many of the Goals. Between 1990 and 2002 average overall incomes increased by approximately 21 percent. The number of people in extreme poverty declined by an estimated 130 million 1. Child mortality rates fell from 103 deaths per 1,000 live births a year to 88. Life expectancy rose from 63 years to nearly 65 years. An additional 8 percent of the developing world's people received access to water. And an additional 15 percent acquired access to improved sanitation services. But progress has been far from uniform across the world-or across the Goals. There are huge disparities across and within countries. Within
http://www.unmillenniumproject.org/goals/index.htm
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UN Millennium Project | About the MDGs
Page 2 of 2
countries, poverty is greatest for rural areas, though urban poverty is also extensive, growing, and underreported by traditional indicators. Sub-Saharan Africa is the epicenter of crisis, with continuing food insecurity, a rise of extreme poverty, stunningly high child and maternal mortality, and large numbers of people living in slums, and a widespread shortfall for most of the MDGs. Asia is the region with the fastest progress, but even there hundreds of millions of people remain in extreme poverty, and even fast-growing countries fail to achieve some of the non-income Goals. Other regions have mixed records, notably Latin America, the transition economies, and the Middle East and North Africa, often with slow or no progress on some of the Goals and persistent inequalities undermining progress on others.
Copyright 2006 Millennium Project [Historic Site] | Disclaimer | Sitemap
http://www.unmillenniumproject.org/goals/index.htm
11/28/2012
UCLG POSITION PAPER First DRAFT
DECEMBER 2012
THE ROLE OF LOCAL AND REGIONAL AUTHORITIES IN THE UN DEVELOPMENT AGENDA POST-2015: Paving the way to Habitat III
Summary of the paper prepared by David Satterthwaite, Sheridan Bartlett, Yves Cabannes and Donald Brown. UCLG particularly acknowledge the support of the Development Partners Working Group on Decentralization and Local Governance (DeLog) for the elaboration of this paper.
Context
Following the intensive discussions on what should enhance or replace the Millennium Development Goals (MDGs) and on a new Sustainable Development Agenda (defined in Rio+20), the international community is now defining the general development agenda for the coming decades, in the so-called Post-2015 process. As this new agenda is very closely related to the work and daily responsibilities of local and regional authorities, UCLG is closely following the discussions and trying to influence the policy debates. Building on the lessons learned from the MDGs, all development actors are setting priorities and drawing a roadmap to follow. Local and Regional Authorities will need to be at the heart of this agenda if MDG and post-MDG goals and targets are to be met. This paper has been produced as a first input for UCLG members to reflect on our joint position toward the Post-2015 Development Agenda. A task force, made up of a group of mayors and regional presidents supported by a group of experts and partners will be mandated by the World Council in Dakar to continue to develop and refine our position. This task force will gather the input of local and regional authorities and add to this first input, developing additional contributions covering such issues as: Sustainable Urban Development, Human Rights with a special focus on the right to the city, the role of women, youth among other issues. We invite you to participate in this process of joint reflection.
www.uclg.org
The role of Local and Regional Authorities in the UN Development Agenda Post-2015
Wherever living standards are high, local and regional governments have played, and continue to play, a major role in their achievement often the primary role. This can be seen in the wide range of responsibilities they have for infrastructure and services. They also generally have key roles in ensuring health and safety in buildings and enterprises, in disaster prevention and preparedness and, more generally, in promoting local development and more inclusive societies, engaging with citizens and civil society. The importance of local and regional governments for development in low- and middleincome nations is recognized. Indeed, this is emphasized in the MDGs-5 Summit, in Rio+20 Summit, the 2011 Busan Declaration and the High Level Panel of Eminent Persons on Post2015 Agenda. But the pivotal involvement of local and regional governments in implementing and localizing the Millennium Development Goals (MDGs) and sustainable development goals is rarely acted on by national governments and international agencies.
The need for a more coherent approach at national and sub-national levels
Those who are discussing and determining the post-2015 agenda tend to be at a vast distance from local realities. When they talk about localizing the MDGs, they mean at national level, not within local and regional jurisdictions. When they discuss good governance, they refer to the activities of national governments, not the vital relationships between citizens and their local administrations. When they measure progress, they use nationally representative datasets, relying on aggregate data to demonstrate success, but failing to reveal who is being left out and where they live. Moving forward, a much sharper focus is needed on the roles and responsibilities of sub-national governments and on the support they need to fulfil their critical responsibilities. Most of the MDGs depend directly or indirectly on the provision of infrastructure and services for, for instance, health, education, water, sanitation, emergency services, waste management, environment protection or gender equality. And most infrastructure and services depend to a greater or lesser degree on local and regional governments doing their job. All development interventions are local in the sense that they depend on local institutions utility companies, solid-waste collection services, schools, day-care centres, health-care clinics, public transport systems, police stations, risk prevention, policies to reduce energy consumption and green house gas emissions, support to medium and small enterprises. Reaching the most disadvantaged requires local institutions and action. Even where interventions are the responsibility of national ministries, or infrastructure or services delivered through private enterprises or international NGOs, their effectiveness usually depends on local and regional government support, coordination and oversight. In its discussion of concerns and problems with the MDG framework, the UN Task Team does not specifically point to the role of local government as having been overlooked. However, most of the weaknesses it describes relate very specifically to local government, its relevance to this process, and the absence of attention to its role.
Bridging the gap between national and local levels

The MDGs are most likely to be met where local and regional governments have the competence and capacity to fulfill their responsibilities, and where their residents are able to make demands for accountability and transparency, especially those residents whose MDG needs are not yet realized. Many local and regional governments have been pioneers and implementers of inclusive development innovations including participatory budgeting and co-production with urban poor organizations and federations. Where substantive progress is being made on most of the MDGs, it is more likely to be because local and regional governments are doing their job than because of specially designed national campaigns or policies. But in low-income and most middle-income nations the roles and responsibilities assigned to local and regional governments are usually far beyond their capacities, as many decentralization processes implemented in recent periods in different countries are incomplete or poorly defined. This helps explain the failure in many nations to meet many of the MDGs. Getting the best out of local and regional governments is fundamental not only to the MDGs but also to most of the goals and targets being discussed for post 2015. Local and regional government is specifically mentioned in two of the 20 thematic think pieces prepared by the UN Task Force, and other stakeholders, for considering the post 2015 process. A deeper understanding of the role of local and regional authorities is needed within the UN system, the official aid agencies and development banks to recognize, and thus be in a position to support the contributions of local governments. The MDGs may be clear about what they want to achieve but they say very little about who needs to act to meet the goals and targets and how they get resourced and supported to do so. Post MDG goals and targets need to pay far more attention to this.
Urbanization of poverty a core challenge for the new development agenda

The lack of attention to local and regional government is also mirrored by the lack of attention to urban development. Improving the future of more than half of humanity, requires good local and regional governance. Many of the MDG targets and indicators are designed for rural contexts and so under-report the scale of deprivation in urban areas for instance in regard to poverty (the US$1.25 a day poverty line is unrealistically low for many urban areas) and to the criteria used to define improved provision for water and sanitation. For many low-income nations, the proportion of the urban population with water and sanitation has declined since 1990. It is widely assumed that the most intransigent poverty is in rural areas, since urban averages point on the whole to healthier, better educated, less poor populations. There is strong evidence, however, that poverty, hunger, disease, a lack of schooling, together with violence are increasing in many urban areas. As urban populations grow, there are growing backlogs in basic provision, growing inequalities, growing social problems and growing vulnerability to disasters. The achievement of the MDGs may well become most difficult in urban areas where the disrespect for the basic needs and rights for one billon slum dwellers generates insecurity and uncertainty in the future.1 Part of the failure to address urban realities has been related to the more general lack of attention to population dynamics. The only target in the MDGs that makes specific reference to the urban situation is the significant improvement sought in the lives of at least 100 3
million slum dwellers (by 2020). Apparently, this has been met; UN Habitat reported that more than 200 million slum dwellers moved out of slum conditions from 2000 to 2010 largely due to slum upgrading 2 but this apparent success may be largely the result of changes in the criteria for defining slums. Even if the target of significant improvements in the lives of at least 100 million slum dwellers has been exceeded, it fails to offset the growth in the target population. The significant growth in the number of poor urban dwellers has been identified as an obstacle in the way of MDG achievement, and it is one that will continue to block progress if it is not assertively addressed. This is especially significant for local and regional governments because of their substantially greater role and power in the urban areas of many countries. The growing burdens that urban local authorities face are hugely challenging, yet the resources available to them to tackle these challenges remain limited. When the major urban donors met in 2006, almost all of their representatives said that investment in urban development was a shrinking proportion of their agencys budget because of competing claims from such politically important issues as climate change and food aid.3
Moving Post-2015 development agenda toward more ownership and accountability

Post-2015 process success can only be guaranteed if it develops a sense of ownership and accountability at all levels, international, national and also sub-national. To contribute to this end, three primary concerns can be highlighted within all facets and levels of post 2015 preparations: i) The explicit recognition of local and regional authorities as critical agents in the achievement of most of the MDGs and SDGs, Attention to local and regional governments capacity to deliver on their mandated responsibilities, Attention to the capacity of local citizens and civil society to hold their local governments accountable.
Recognizing the role of local governance: This means explicitly conceptualizing ownership and localization as bottom-up processes that pertain to citizens, the administrative bodies closest to them and other stakeholders in local provision. It means recognizing that: Planning, monitoring and support to local and regional governments is critical if the post 2015 agenda wants to give greater attention to growing inequalities than has been the case to date. Reinforcing participatory processes at local level is necessary for translating and adapting a global agenda and its national implications to local settings. The UN Task Team governance report acknowledges that this is needed to make Post-2015 Agenda most effectively.4
ii) Attention to the capacity of local and regional governments: Achieving the MDGs (or related goals) means that local governments have to be equipped to do their job. Analyses of decentralization and local governance point repeatedly to the gap between responsibilities and the fiscal and technical capacities to tackle them.5 Local politicians and civil servants can often do very little to address large deficiencies in infrastructure and service provision because they lack the power, funding and revenue-raising capacity.
There is no single blueprint for improving the effectiveness of local and regional governments, but:
Clearly attention needs to be directed towards the funding framework under which local governments operate both through fiscal decentralization and national devolution of resources to better match the decentralization of tasks, and improved mechanisms geared towards local level support by international agencies. Strong efforts need to be made to improve human resources, technical capacity and management and strengthen the capacity to involve citizens in planning and decision making, with special attention to the most excluded Specific support to associations of local government to support the more systematic development of policies such as effective cooperation and exchange on technical and management capacities.
iii) Social accountability: Over the last decade there has been increasing interest on the part of international agencies in the assertion that service provision will improve if the providers are more accountable to their clients.6 The failure of government to provide this in efficient, equitable, transparent ways is linked to the limited voice of citizens to hold their governments accountable. This is why:
Poor groups need mechanisms and channels other than voting through which to hold politicians and civil servants to account. Collective organizations are often the most effective means for increasing their influence. The partnership between local governments and civil society organizations has to be reinforced to go beyond service provision to the fundamental structural problems of development, in order to overcome important structural constraints on the ability of the poor to exercise their voice.7 The interest of the international development world in social accountability should be accompanied by greater attention to ways of supporting this partnership within the post-2015 development priorities.
Going further to end with poverty and setting new objectives

There is a need to rethink existing goals and targets to include the (national and local) governance capacity to ensure the end of poverty is linked with a more sustainable future. Goals can be universal but many targets and most indicators need to recognize differences between national and sub-national contexts, and rural and urban realities. Below are a set of thinking points intended as first inputs towards building concrete recommendations on the part of local and regional governments for areas to be tackled by the Post-2015 development agenda: Reduce inequalities, build inclusive cities and territories, minimise risk: The reduction of inequalities needs increased effort towards a more inclusive provision of basic services. This will involve a closer collaboration between national and local levels and major investments in infrastructure to ensure access for: 1) safe sufficient water, 2) sanitation, 3) health care, 4) primary education and 5) emergency services. Not to leave anyone by the wayside, specific indicators for urban areas will be necessary to take into account their distinct context and internal disparities, and in particular: ensuring 5
ongoing improvement in the lives of slum dwellers, through access to the basic services mentioned above, secure tenure, decent work, and safe communities. The goals should also include objectives to build more resilient cities and territories, to reduce disaster risks and the impacts of climate change. In addition to infrastructure, one of the main priorities should be to assure food security for all. Include new objectives on governance and targets for sub-national governments
Governance frameworks, including intergovernmental coordination and harmonisation, should be strengthened. Local and regional development planning should be supported by national development strategies, and include specific targets for addressing inequalities, as well as concrete actions to reduce identified disaster risks and to assure climate change adaptation. In urban areas, a special focus on low-income groups to ensure they can find or build accommodation without increasing slum populations would be important. More attention needs to be paid to the roles and responsibilities of local governments in addressing MDG and post-MDG goals and targets and in monitoring systems that monitor this within each locality. Strengthening local and regional government capacities to ensure they are able to work with their populations and civil society organisations to meet the above challenges, and implement local development plans will be essential. Mechanisms and funding to support local and regional governments to commit to relevant goals and targets will also be essential to ensure concrete actions are taken at the local level. These will necessarily lead to a broader discussion on international financial institutions that can support governments (at all levels) that have the responsibility of addressing citizen needs and managing local development. Monitoring and Indicators Reforms to official data collection services will be necessary so that these may serve subnational governments (for instance with data identifying where needs are concentrated within each local jurisdiction) and are able to monitor progress within local and regional governments. With regard to the development goals themselves it will be important to determine a variety of indicators, which distinguish between the very different context of territories, reflecting both rural and urban communities. It may be necessary to set different base lines, and benchmarks for progress to ensure a more accurate reflection of the wellbeing of populations and to provide a more detailed sub-national picture of progress. Building a new Global Partnership Under the lead of UN System, identification, coordination and enabling of a wide spectrum of actors (international agencies and national governments, but also local and regional governments, CSOs, and community based groups), at different levels will be essential in ensuring progress to attaining the post 2015 development goals. 6
The success of alternative development strategies depends on a fundamental revision of this global partnership and the institutional and financial framework that should underpin the goals and targets. The new framework should be supported by a stronger and more democratic international governance structure that includes new stakeholders and covers issues and regulations not being addressed at present.
NEXT STEPS Calendar towards Post-2015 Development Agenda and Habitat III
June 2012 May 2013 December 4- 6, 2012 January 20, 2013 (tbc) February - March, 2013 (tbc) March, 2013 May 13-17, 2013 (tbc) Country and Global Thematic consultations UCLG World Council & Africities Dakar, Senegal Constitution of the UCLG Post-2015 Task Force 3rd meeting of the Post-2015 High level Panel - Monrovia, Liberia 2nd meeting of the Task Force for the Post-2015 Development Position of Local and Regional Governments - New York, USA (tbc) 4th Meeting of the Post-2015 High level Panel Indonesia UCLG Executive Bureau Lyon, France 3rd of the Task Force for the Post-2015 Development Position of Local and Regional Governments HLP report to the Secretary-General New York, USA Millennium Development Goals Summit Review 2013 World Summit of Local and Regional Leaders - 4th UCLG World Congress - Rabat, Morocco Imagine Society, Build Democracy Organized by UCLG and Hosted by the City of Rabat, the Moroccan Government VII World Urban Forum (Medellin, Colombia) UN Millennium Goals High-level Summit Habitat III Summit 2nd Global Assembly of Local and Regional Governments
May 31, 2013 September 2013 1-4 October 2013
Second Semester 2014 September 2015 2016
UNDESA, UNDP, UNESCO (2012) Governance and development: Thematic think piece, UN System Task Force on the post 2015 UN Development Agenda, page 3
4 5
Urban Management Programme (2004) Urban Millennium Partnership: Localizing MDGs, UMP, UN Habitat 2 UN-Habitat (2010), State of the World's Cities 2010/11: Cities for All: Bridging the Urban Divide, Earthscan Publications, London, 240 pages. 3 Stren, Richard (2012) Donor Assistance and Urban Service Delivery in Africa, Working Paper No. 2012/49, UNU-WIDER
UCLG (2008), 1st Global Report on Decentralization and Local Democracy, The World Bank, Washington DC; UCLG (2011); 2nd Global Report on Decentralization and Local Democracy, Edward Elgar Publishing Ltd, Cheltenham (UK) & Northampton (USA), ; Shah, Anwar (ed) (2006) Local Governance in Developing Countries, Public Sector Governance and Accountability Series, The World Bank, Washington DC; Development Partners Working Group on Decentralization and Local Governance DeLoG (2011), Busan and Beyond: Localizing Paris Principles for More Effective Support to Decentralization and Local Government Reforms, DeLoG Secretariat, Bonn,; Stren 2012 6 See for instance World Development Report 2004: Making Services Work for Poor People, The World Bank and Oxford University Press, Washington D.C.; UNDP (2010), Fostering Social Accountability: From Principle to Practice, Guidance Note, United Nations Development Programme, Democratic Governance Group 7 Satterthwaite, David, Sheela Patel and Diana Mitlin (2011), Engaging with the urban poor and their organizations for poverty reduction and urban governance, An issues paper for the United Nations Development Programme.
New York Communiqu, May 2013

The members of the Global Taskforce gathered at UN Headquarters at the occasion of the presentation of the report of the HLP Post 2015
Local and Regional Governments organizations, in their capacity as governmental stakeholders and gathered in a Global Taskforce for Post 2015 Development Agenda and Towards Habitat III, are fully committed to end extreme poverty in all its forms, to reduce inequalities, in the context of sustainable development, and to contribute to put in place the building blocks of sustained prosperity for all. As the government bodies with much of the responsibility for meeting many of the MDGs and goals suggested for post 2015, we commit to ensuring local and regional governments address these responsibilities and to demonstrating how poverty reduction, prosperity and sustainable development can be combined. Meeting in New York with UN Agencies, development partners and civil society organizations, the Global Taskforce confirms its willingness to contribute to the definition and implementation and monitoring of the global agenda at the local level and contributing to tackling the challenges of our time to ensure a sustainable, peaceful and fair future. As the High Level Panel Post 2015 presents its report to the Secretary General the Taskforce celebrates that it highlights the importance of sub-national authorities as pillars for development and acknowledges raising urbanization as an important swift in the world as we know it. The members of the Global Taskforce would like to further stress that only with democratic, inclusive, accountable and well-resourced institutions that develop policies with the people and in the interest of the communities; we will be able to achieve the goals for 2015 and beyond. Local and regional governments need to be acknowledged as political actors. Bridging the distance between the citizens and their governments, building dialogue that will lead to tolerance understanding and sustainable peace and constructing societies based on equality and accountability from the bottom up will be crucial milestones for any development agenda. The future we want should enable individuals "to live and be what they choose", mindful of all the common goods of our planet, including cultural diversity and the environment. Local and Regional Governments and their associations call upon the national governments and the international institutions to be bold in their objectives and offer their full support for successful implementation of policies as well as finding innovative solutions. As the level of government closest to the people they fully support the responsibility of leaving no body behind and ensure inclusion of the most vulnerable. The members of the Global Taskforce would like to emphasize that if these global objectives and our resilience as communities are to be achieved, special attention will need to be paid to local finance that will enable solid partnership for infrastructure development and universal basic service provision.
Local and Regional Governments call on their partners to support sub-national institutions to develop the kind of governance and capacity they need to face the increasing challenges and to better respond to its responsibilities towards the community. A new global partnership for development including all stakeholders is a prerequisite and the Global Taksforce is committed to actively contributing to this partnership through among others: Developing a set of goals and targets reflecting the vision of Local and Regional Governments and/or define targets and indicators that localize the global agenda. Support the Open Working Group and the High Level Political Forum on SDGs and setting. Articulating the voice of sub-national governments to the Habitat III Conference
The Global Taskforce would like to put itself to the service of partners as counterpart and sounding board of local and regional governments.
AbouttheGlobalTaskforce
LocalandRegionalGovernmentsorganizationshavecreatedaGlobalTaskforceinordertobuildajointstrategytocontributeto theinternationalpolicymakingdebateswithintheframeworkofthePost2015,Rio+20andtowardsHabitatIII. TheTaskforceaimsatrepresentingtheworldwidemunicipalandregional(subnational)movementwhichiscelebratingits hundredyearsin2013andhasrepresentationinallthecountriesoftheworld. LocalandRegionalGovernmentmembers UCLG WorldOrganizationofUnitedCitiesandLocalGovernmentsanditsThematicCommittees (CEMR,UCLGASPAC,UCLGEuroAsia,UCLGMEWA,UCLGNORAMFLACMA,UCLGA) UCLGsRegionalSections METROPOLIS, MetropolitanSectionofUCLG AIMF InternationalAssociationofFrancophoneMayors ATO ArabTownsOrganization CLGF CommonwealthLocalGovernmentForum ORUFOGAR WorldOrganizationofRegions ICLEI LocalGovernmentsforSustainability nrg4SD NetworkofRegionalGovernmentsforSustainableDevelopment UNACLA UnitedNationsAdvisoryCommitteeforLocalAuthorities Theinitiativeaimsatbeinginclusiveandothernetworksareinvitedtojointheworks. PartnersofLocalandRegionalGovernments UNHabitat,UNDP,CitiesAlliance,UNCDF,ILO,EuropeanCommission,MillenniumCampaign,OneUNSecretariat,HLPPost2015, DeLog,SUEZ,DCF,HabitatforHumanity,SlumDwellersInternational. Theinitiativeaimsatbeinginclusiveandotherpartnersareinvitedtojointheworks.
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MDGs Post-2015
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The deadline for the achievement of the 2005 Millennium Development Goals is coming up in 2015. The United Nations and the international community are getting ready to define a new agenda which will follow the MDGs and started the socalled 2015 agenda. The Post 2015 process cannot be considered without taking into account the outcomes of Rio+20 and the general international agenda concerning aid effectiveness and the handling of the economic crisis. The Post 2015 process will be crucial to define the UN Development Agenda for the next 25-30 years, to continue the fight against poverty and diseases, and to the support sustainable development as a focus of the international community. Local and regional authorities, which have been identified as crucial actors for the Rio+20 implementation and achievement of the original MDGs will need to play an important role in the definition of the this new global agenda, to include urban and local issues. UCLG and its members have actively pursued the achievement of the MDGs since the creation of the World Organization.
http://www.uclg.org/en/issues/mdgs-post-2015
9/19/2013

Please find out information on the Millenium Development Goals on the related issue page. GRAPHICS SOURCE: SUSTAINABLE DEVELOPMENT 2015
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Habitat III
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Habitat III is the Third United Nations Conference on Housing and Sustainable Urban Development, to take place in 2016. Habitat III will bring together cities, governments, civil society, the private sector, education institutions and interest groups to review urban and housing policies affecting the future of cities within an international governance architecture and to generate a 'New Urban Agenda' for the 21st century which recognizes the ever-changing dynamics of human civilization. Habitat III will benefit from recent experiences of cities and their partnerships with different stakeholders, including city-to-city partnerships, private sector participation and engagement of different types of grassroots federations that demonstrate the potential to create greener, more resilient and more liveable cities. UCLG together with the UN and the international community is working in the definition of this new Habitat agenda which will need to distance itself from the dichotomy of rural versus urban. It will need to put cohesion among territories at the forefront, acknowledging the important metropolization processes that are taking place.
http://www.uclg.org/es/temas/habitat-iii
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Habitat III | UCLG

A new Habitat development agenda is needed one rooted in the needs of the people and applicable to both developed and developing countries.
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To the Members of UCLG To the Secretaries General To the Vice-Presidents of United Cities and Local Governments For information: To the Presidency
CIRCULAR 23/2013
Barcelona, 10 July 2013
ENGAGING IN THE RIO+20 FOLLOW-UP Local authorities engagement in Rio+20 implementation

Dear Members, As you are aware, the Member States are currently working and negotiating, in the follow up of Rio+20 process, on the implementation of the main outcomes of the Conference through two important mechanisms: The Open Working Group and the High Level Political Forum. These two mechanisms will also play a key role in the definition of the new development agenda and the Post 2015 policy. The present document provides basic information on the above and an overview of the work already being done by the World Organization on behalf of its members. The Open Working Group is composed of 30 seats, shared by almost 70 UN member country representatives. It will produce a report on sustainable development goals to the General Assembly during its 68th session (September 2013-September 2014). The OWG held its first meeting mid-March 2013. In mid-May it started working sessions on specific themes identified by the Group on: (1) Food security, nutrition and sustainable agriculture, (2) Water and sanitation, (3) Employment and decent work for all, (4) Social protection, youth, education and culture, (5) Health and population dynamics, (6) Global partnership for achieving sustainable development, (7) Human rights, the right to development, global governance, (8) Sustainable consumption and production (including chemicals and waste), (9) Climate change and disaster risk reduction, (10) Promoting equality, including social equity, gender equality and womens empowerment. A specific session on Sustainable cities, human settlements and sustainable transport will take place on 6-10 January 2014 in New York.
International Conferences and processes led by the United Nations are intergovernmental by nature as the only official actors of the UN international processes are the States. However, these processes increasingly involve non state actors participation through the Major Groups. Local authorities are recognized by Agenda 21 as one of the 9 Major Groups [1] gathering 9 categories of civil society organisations, with which UN and Member States should particularly foster the relationships and collaboration in decision making and implementation of sustainable development policies. In the Rio+20 Process, Major Groups participation to the negotiations has been coordinated by a Secretariat within the Division for Sustainable Development attached to the UN Department of Economic and Social Affairs (UNDESA). UCLG has been nominated as organizing partner of the Local Authorities Major Group (LAMG) for the Rio+20 Process (together with nrg4SD and ICLEI), as contact point between the Secretariat and the members of the constituency. Interactions of Local and Regional Authorities with the Open Working Group (OWG) UCLG on behalf of the LAMG has prepared 3 statements to be conveyed to the Member States on Urbanization (population dynamics), Culture and Water and Sanitation. Other statements and interventions were delivered by ICLEI and nrg4SD. All statements are negotiated among the Secretariats of the three organizations and build on existing policy. (See annexes) Working methodology of the OWG All working sessions of the OWG are preceded by a session that allows Major Groups and other stakeholders to convey their expertise, views and proposals to the Group and Members States. 2 panelists (5 mn each) and 8 to 10 speakers (1 to 2 mn each) are selected among the proposals put forward by all stakeholders to address the Co-Chairs and Member States. 2 full days of dialogues on the same model will also be organized. Major Groups and other stakeholders have further the possibility to raise their flags during the sessions themselves to react to the debates. Time allocated is generally very short (1-2 mn) and always depends on the time remaining given that Member states, as the only official actors of the process, have the priority to intervene in the debates. The high level political forum (hlpf): Aiming at strengthening the Institutional Framework for Sustainable Development (IFSD), the Rio Outcome Document agreed to the creation of a universal intergovernmental high-level political forum. The Forums mandate is to follow up on the implementation of sustainable development and to strive for greater integration, efficiency, and coordination of the 3 dimensions of sustainable development: economic, social and environmental.
[1]
For more information see Agenda 21, Chapter 28,Local authorities initiatives in support of Agenda 21 : http://www.un-documents.net/a21-28.htm
This institution is the inheritor of the CSD (Commission for Sustainable Development). A resolution agreed on by the General Assembly on 26 June 2013 defines its format and organizational aspects, including the way in which Major Groups can engage. Major groups should have the capacity to attend meetings, access information and documents, as well as present oral and written contributions to the States. Further proposal of coordination mechanisms for participation in the high-level political forum and for actions derived from that participation at global, regional and national levels are expected from Major Groups and other stakeholders. Where the Rio+20 and MDGs agenda merge: The high level political forum will hold its first meeting in September in New York A special event on MDGs will also take place on the week of 23 September in New York during the opening week of the 68th General assembly The Secretary General will present his vision for the worlds next development agenda, based on the reports delivered by the High Level Panel and the Sustainable Development Solutions Network, to UN Member States in September 2013. A special session of local and regional authorities is envisaged in December to provide inputs to the OWG. One day of informal dialogues between Member States and Major Groups to discuss the sustainable development goals is organized by the Co-chairs of the Open Working Group and should take place on 7-8 October or 7-8 December 2013. A second day of consultation should be organized later on. Open Working Group session on Sustainable cities, human settlements and sustainable transport will take place on 6-10 January 2014 in New York.
We will keep you updated on the implementation processes of Rio+20 and progress in the negotiations for the sustainable development agenda and post-2015 policies. In the meantime we remain at your disposal for further information. Sincerely, The UCLG World Secretariat
ENGAGING IN THE RIO+20 FOLLOW-UP

UCLG World Secretariat, July 2013
THE RIO+20 FOLLOW UP AND THE NEW DEVELOPMENT AGENDA In the follow up of Rio+20 process, the Member States are currently working and negotiating on the implementation of the main outcomes of the Conference through two important mechanisms: The Open Working Group and the High Level Political Forum. These two mechanisms will also play a key role in the definition of the new development agenda and the Post 2015 policy. The present document provides basic information on the above and an overview of the work already being done by the World Organization on behalf of its members. The Open Working Group is composed of 30 seats, shared by almost 70 UN member country representatives. It will produce a report on sustainable development goals to the General Assembly during its 68th session (September 2013-September 2014). The OWG held its first meeting mid-March 2013. In mid-May it started working sessions on specific themes identified by the Group on: (1) Food security, nutrition and sustainable agriculture, (2) Water and sanitation, (3) Employment and decent work for all, (4) Social protection, youth, education and culture, (5) Health and population dynamics, (6) Global partnership for achieving sustainable development, (7) Human rights, the right to development, global governance, (8) Sustainable consumption and production (including chemicals and waste), (9) Climate change and disaster risk reduction, (10) Promoting equality, including social equity, gender equality and womens empowerment. A specific session on Sustainable cities, human settlements and sustainable transport will take place on 6-10 January 2014 in New York. International Conferences and processes led by the United Nations are intergovernmental by nature, the only official actors of the UN international processes are the States. However, these processes increasingly involve non state actors participation through the Major Groups. Local authorities are recognized by Agenda 21 as one of the 9 Major Groups1 gathering 9 categories of civil society organisations, with which UN and Member States should particularly foster the relationships and collaboration in decision making and implementation of sustainable development policies. In the Rio+20 Process, Major Groups participation to the negotiations has been coordinated by a Secretariat within the Division for Sustainable Development attached to the UN Department of Economic and Social Affairs (UNDESA). UCLG has been nominated as organizing partner of the Local Authorities Major Group (LAMG) for the Rio+20 Process (together with nrg4SD and ICLEI), as contact point between the Secretariat and the members of the constituency.
For more information see Agenda 21, Chapter 28,Local authorities initiatives in support of Agenda 21 : http://www.un-documents.net/a21-28.htm
Interactions of Local and Regional Authorities with the Open Working Group (OWG) UCLG on behalf of the LAMG has prepared 3 statements to be conveyed to the Member States on urbanization (population dynamics), Culture and Water and Sanitation. Other statements and interventions were delivered by ICLEI and nrg4SD. All statements are negotiated among the Secretariats of the three organizations and build on existing policy. (See annexes) Working methodology of the OWG All working sessions of the OWG are preceded by a session that allows Major Groups and other stakeholders to convey their expertise, views and proposals to the Group and Members States. 2 panelists (5 mn each) and 8 to 10 speakers (1 to 2 mn each) are selected among the proposals put forward by all stakeholders to address the Co-Chairs and Member States. 2 full days of dialogues on the same model will also be organized. Major Groups and other stakeholders have further the possibility to raise their flags during the sessions themselves to react to the debates. Time allocated is generally very short (1-2 mn) and always depends on the time remaining given that Member states, as the only official actors of the process, have the priority to intervene in the debates. The High Level Political Forum (hlpf): Aiming at strengthening the Institutional Framework for Sustainable Development (IFSD), the Rio Outcome Document agreed to the creation of a universal intergovernmental high-level political forum. The Forums mandate is to follow up on the implementation of sustainable development and to strive for greater integration, efficiency, and coordination of the 3 dimensions of sustainable development: economic, social and environmental. This institution is the inheritor of the CSD (Commission for Sustainable Development). A resolution agreed on by the General Assembly on 26 June 2013 defines its format and organizational aspects, including the way in which Major Groups can engage. Major groups should have the capacity to attend meetings, access information and documents, as well as present oral and written contributions to the States. Further proposal of coordination mechanisms for participation in the high-level political forum and for actions derived from that participation at global, regional and national levels are expected from Major Groups and other stakeholders. Where the Rio+20 and MDGs agenda merge: The High Level Political Forum will hold its first meeting in September in New-York A High Level Event on MDGs will also take place on the week of 23 September in New-York during the opening week of the 68th General assembly The Secretary General will present his vision for the worlds next development agenda, based on the reports delivered by the High Level Panel and the Sustainable Development Solutions Network, to U.N. Member states in September 2013. A special session of local and regional authorities is envisaged in December to provide inputs to the OWG. One day of informal dialogues between Member States and Major Groups to discuss the sustainable development goals is organized by the Co-chairs of the Open Working Group and should take place on 7-8 October or 7-8 December 2013. A second day of consultation should be organized later on. Open Working Group session on Sustainable cities and human settlements and sustainable transport will take place 6-10 January 2014 in New-York.
Annex 1
HOW DO THE UNITED NATIONS WORK? International Conferences and processes led by the United Nations are intergovernmental by nature: United Nations were created as a forum for the Nations to discuss international issues and promote cooperation among them. The only official actors of the UN international processes are the States. Two other categories of actors can engage in the processes: Actors granted a consultative status through a decision of the ECOSOC and fall under the denomination of Non Governmental Organisation (NGO). This category actually includes various types of organizations such as trade unions, business, academics and local authorities. The rights of this category are limited (see ECOSOC resolution 1996/31) but the possibilities to engage have been gaining momentum since 1992 and the adoption of the Agenda 21 at the first conference on Sustainable Development that took place in Rio in 1992. Local authorities have obtained a particular recognition in different processes, given their specific nature and role as intermediary actors between populations and national governments. For instance, Local authorities, through UCLG, are part of the Advisory Group to the UN Development Cooperation Forum. They are also engaged in UNACLA, the United Nations Advisory Committee of Local Authorities and have special status before UN Habitat. Furthermore, the 10th Conference of the Parties on Biodiversity adopted in 2010 The plan of Action on Sub-national Governments, Cities and local authorities on Biodiversity2 and the climate negotiations address the local authorities as partners of governmental nature. International organisations can be granted the observer status through a United Nations General Assembly resolution given their intergovernmental membership. The status of Permanent Observer is based purely on practice, and there are no provisions for it in the United Nations Charter. Observers have the right to speak at United Nations General Assembly meetings, participate in procedural votes, and to sponsor and sign resolutions but not to vote on resolutions and other substantive matters. The Inter-Parliamentary Union, which is similar in nature to UCLG has been granted this status in 2002. UCLG has launched the procedure to obtain this status in 2012, based on the precedent of the Inter-Parliamentary Union (IPU). The memberships of these two organizations are not States but they could be considered as inter-governmental organizations of a specific nature. The request will be examined by the General Assembly in its 68th session starting September 2013.
Decision X/22, COP10 on Biodiversity, Nagoya, Japan, 2010, http://www.cbd.int/en/subnational/about
Annex 2 Third Session of the General Assembly Open Working Group on Sustainable Development Goals 22-24 May 2013
Local Authority Major Groups statement: Informal dialogue on Food security and nutrition, delivered by Mr Andrew Davis, Head of the Delegation of Catalonia to the United States, nrg4SD representative
Thank you Mr./Madam Chair. Mr./Madam Chair, Excellencies, ladies and gentlemen, it gives me great pleasure to address the third session of the Open Working Group on Sustainable Development Goals. I will make my statement today on behalf of the Local Authorities Major Group. The Rio+20 outcome document reaffirms the right of everyone to have access to safe, sufficient and nutritious food, and the fundamental right of everyone to be free from hunger. It furthers acknowledges that food security and nutrition has become a pressing global challenge and, in this regard, reaffirms the commitment to enhancing food security and access to adequate, safe and nutritious food for present and future generations. In this regard, we want to note that 16 years after the commitment at the First World Food Summit to half the then level of undernourished people by 2015, progress in this area has remained limited and the world food situation remains critical. Taking this into account: We would like to stress the paramount role played by the sub-national level in anticipating crises and concretely improving food security and nutrition. This underscores the need for a global territorial approach which takes into account the whole food chain. Indeed, regions and local Governments are enablers that build partnership relations to act against food insecurity through: support for stakeholders in the development sector; structuring professional organizations; exchanges of know-how and expertise; political involvement and building up capabilities. In addition, there is a wealth of expertise in local and regional governments on land issues, and on access to and competition in the use of farming or urban land. It has also been demonstrated that setting up short supply chains that encourage local consumption of local products, will act in favour of food self-sufficiency because it will bring down the level of reliance on imports. Because of their knowledge and close proximity to territories, farmers and all stakeholders of the food chain, subnational governments are legitimately to play their full part in designing and implementing food security policies launched by the National States. Besides, management and distribution of food stocks must be done at the level of regions and local Governments. Regarding urban food systems, a holistic approach which integrates all aspects of the food system, not just periurban agriculture, is required. To further advance, we recommend assisting cities with knowledge sharing and training on planning for such an approach. This must also focus on synergies between work already being undertaken by local governments, for example on biodiversity and ecosystem services in cities, green building design and implementation, green urban economy, ICTs and public procurement. Besides, considering the city-region and being informed of regional and global food supplies and issues is essential. This means local governments will be better prepared and able to withstand a disaster, bounce back, and rapidly move on afterwards. Strengthening the rural-urban interface for food systems will require creative ways to ensure connections between rural supplies and urban contexts, for the city-region and taking into account local food production, street food, retailers, food processing, nutrition and health. It is clear that a secure supply of food is an essential element of a healthy, sustainable and resilient city-region. Local and regional governments require training and new skills on synergies with existing work on the topic, including rural-urban connections, so they can achieve strengthened food systems for their communities. Considering these challenges, we want to affirm their commitment to work collaboratively to further the Sustainable Development Goals and the agenda post-2015 on food security and nutrition. We are encouraged by the opportunity provided to us to address these issues in the Open Working Group and hope that these concerns will be taken into account. Thank you.
Annex 3
Third Session of the General Assembly Open Working Group on Sustainable Development Goals 22-24 May 2013
Local Authorities Major Group Statement: Informal dialogue on water and sanitation, Delivered by Ms. Alyie Celik, UCLG representative (United Cities and Local Governments)
Thank you Mr./Madam Chair. Mr./Madam Chair, Excellencies, ladies and gentlemen, it gives me great pleasure to address the third session of the Open Working Group on Sustainable Development Goals. In our ever more challenging global context, the questions surrounding water and sanitation governance have become increasingly pressing. Climate change is threatening the hydrological cycle, while population and urban growth are putting pressure on existing resources. Local and regional authorities consider Water and Sanitation Management as a Global Issue and request that access to water and sanitation be ensured as a basic service, a strong tool to reduce poverty and tackle inequalities. The Post-2015 agenda should address the issue of access to basic services and a special focus should be given to access to water, recognized as an international human right by a resolution of the General Assembly (A/RES/64/292) in July 2010. The resolution is calling on States and international organizations to provide financial resources, build capacity and transfer technology, particularly to developing countries, in scaling up efforts to provide safe, clean, accessible and affordable drinking water and sanitation for all. Cities and local authorities are key actors in the development and implementation of basic services based on their strong convening power and their potential to develop key partnership with the civil society and private sector. Following the International guidelines on decentralization and access to basic services for all adopted by UN Habitat, the Post-2015 agenda should implement an effective decentralization of responsibilities, policy management, decision-making authority and sufficient resources, including revenue collection authority. Local and regional authorities are already greatly involved in water and sanitation services provision. The 6th edition of the World Water Forum, held in Marseille in 2012, saw the participation of 350 local and regional elected officials from across the 5 continents mobilized on the issues of water and sanitation and to reinforce the commitments agreed upon in the Istanbul Water Consensus. This forum reasserted the trend initiated in Kyoto in 2003 and upheld in Mexico in 2006 and Istanbul in 2009: the increasing participation of local and regional authorities in the assembly of actors in the area of water. Outlining the key challenges faced in the sustainable provision of water and sanitation, the Istanbul Water Consensus was adopted during the 5th World Water Forum in 2009. It is a political engagement and call to action to make water an instrument for peace and development. The Consensus calls on States and international institutions, and commits local and regional governments to create local plans to improve water and sanitation management. Its originality lies in that it allows commitments to achieving concrete actions to be made. It highlights: The need for effective and transparent management of services and particularly for public control regardless of the management approach; The great difficulties (financial, technical and in terms of infrastructure) faced by local and regional elected representatives in certain developing regions to ensure minimum service provision for their citizens; and, finally, Points out the urgency of certain situations such as cities in island countries, for instance, in the face of climate change and large-scale natural disasters. The governance issue of Water and Sanitation remains a priority. If it falls under the States remit to ensure equitable access to the resource throughout national territory and to define the general organisation of the water and sanitation sector, then it is the responsibility of local authorities to come together or cooperate on the level of territories which are pertinent with regard to management and preservation of the water resource, and to bear the responsibility of organising local service delivery. The Open Working group should consider including water and sanitation in the Sustainable development goals, building on the MDGs, ensuring universal access to water and further taking into account the essential role of local governments to reach it. We are encouraged by the opportunity provided to us to address these issues in the Open Working Group and hope that these concerns will be taken into account. Thank you.
Annex 4 Fourth Session of the Open Working Group on Sustainable Development Goals 17-19 June 2013
Local Authorities Major Group Statement: informal dialogues on health and population dynamics, delivered by Mrs Aliye Celik, UCLG representative
Dear Co-Chairs, Dear Member States and colleagues, As part of the population trends the world is currently facing, urbanisation is one of the most important and universal. Half of the world population is now living in cities and this rate should rise to 75 % by 2050, with the fastest growing urbanisation process in middle income countries. In parallel, cities are hosting more and more population, with 23 cities from all continents hosting today more than 10 million inhabitants. Rapid rural-urban migration has accelerated urbanization in many of the poorest countries, without the benefits that effective urban planning in advance provides. As a result, by 2030, 1/3rd (one third) of the global population will live in slums, creating an urgent need to address the immediate challenges linked to urban growth and informal settlements such as environmental sustainability, climate change, and water, food and energy security. However growing urbanisation also affects local, regional and national governments and requires territorial cohesion based on planification and supported by legal, financial, and technical means. Urban planning This new urban partnership should contribute to promoting strategic urban planning as a way to engage a wider platform of stakeholders in the development process of the city, articulating physical, economic, social and cultural dimensions, and mobilizing local and national resources to improve the quality of life and promote territorial cohesion. Well planned and managed urbanisation is a critical component of sustainable development. National and local plans should rely on inclusion policies on guarantee universal access to basic services and the safeguard of citizens rights; guided by the values of equality, solidarity and respect for differences. Instruments enabling local governments to undertake long term planning and control of critical land resources for agriculture (Food security) and environment (health and natural resources), but also to finance urban development as well as for efficient organization of urban services, should be explored in consultation with all levels of governments from local to national. Transparent and inclusive governance will be key to work towards a healthy, safe, tolerant and creative society, ensuring the universal enjoyment of culture and its components, and protecting and enhancing the rights of citizens. Given the increasing diversity of their population, and ongoing migrations towards cities, local and regional authorities must commit to the promotion of culture as a vital part of development and as an unavoidable prerequisite for a diverse and peaceful society. Participatory governance including citizens and civil society will ensure the most adequate policies for all at local level. To those ends, to effectively manage urban growth we recommend national governments: Develop national policies that take into account demographic changes, plans for managed urbanization that strengthens cities and protects rural environments, in collaboration with local and regional authorities from development phase to implementation. National strategies should integrate the urban, suburban, peri-urban and rural areas. Establish national investment programs in urban infrastructure to improve service provision and provide populations with economic opportunities.
The particularity of urban challenges necessitate national frameworks that decentralize local policy development, following the principle of subsidiarity: the level of government closest to the people most affected by it is empowered and resourced to develop, implement and monitor approaches specific to local needs and opportunities. Strengthen urban governance structures recognizing the role of the hinterlands that surround them, ensuring that regional concerns are well integrated in local policies and working beyond administrative borders on aspects such as public services infrastructure, protection against ecosystems fragmentation, internal connectivity and food systems. Support city governments to prepare, implement and monitor city development plans that accommodate a growing number of urban residents, including the poor and slum dwellers, and provide them with access to land, housing, water, sanitation, energy, Information and Communication Technology (ICT) and transport as well as health, education and other public services. Ensure evolutive and flexible public services agenda, based on partnerships with all relevant stakeholders (local governments, civil society and private sector) and ensuring the investment needed in improving, for example waste management, energy use and transport systems. Indeed the agenda of public services is highly dynamic, due to advancing evolution in demography, regular technological progress and the need to tackle climate change and ensure disaster risks prevention.
Annex 5 Fourth Session of the Open Working Group on Sustainable Development Goals 17-19 June 2013 Local Authorities Major Group statement: informal dialogues on Youth and Culture Delivered by Mrs Aliye Celik, UCLG representative
Dear Co-Chairs, Dear Member States and colleagues,
Building on the Rio+20 outcome document that recognizes local and sub-national authorities as key partners, Local and Regional Governments organizations gathered in a Global Taskforce for Post 2015. As the closest level of government to the populations, local and regional governments have key roles in bringing sustainable development issues to the knowledge of their citizens. Local and regional governments have long been advocating for culture to be recognised as the fourth pillar of development, looking at it in all its dimensions as essentials to reach healthy, safe, tolerant and creative societies. With strong culture and innovation local and regional governments are key drivers for sustainable and inclusive growth necessary for structural transformation of the economy. A culturally and innovative reliable approach can foster decent jobs and resilience, through energy efficient building, development of multimodal and alternatives transports, bringing back to the city or close to it the food supply, as urban agriculture.
CULTURE Local governments have made great progress in developing culturally sound policies that will contribute to resilient and innovative societies. Hundreds of cities around the world have adopted the Agenda 21 for culture, which builds on the relationship between local cultural policies and human rights, governance, sustainable development, participatory democracy and peace. In 2010, the international associations of local governments agreed to advocate for Culture, Fourth Pillar of Sustainable Development, engaging local governments to explicitly include culture in the model of development, as well as ensuring the enjoyment of culture and its components by all inhabitants. This approach includes the protection of citizens rights to freedom of expression and access to information and resources. A holistic and integrated approach to development needs to take creativity, heritage, knowledge and diversity into account: poverty is not just a question of material conditions and income, but also of lack of capabilities and opportunities, including in cultural terms. We believe sustainable development policies and goals will only be achieved if rooted in culture and sensitive to local contexts: Culture boosts the economic dimension: it generates income and employment, it has impact on entrepreneurship, new technologies and tourism. Culture brings creativity and innovation to the economy. Culture is linked to the social dimension: it provides tools to fight against poverty, it facilitates participation of citizens, and ensures a sense of dignity of all while enhancing intercultural dialogue and equality of rights and is contributing to peaceful societies. Culture embraces the environmental dimension raising awareness on individual responsibility to protect the environment and act against climate change. Successful sustainable development policies should build on Culture as driver and enabler of development and people-centered societies.
Annex 6
26June2013
Formatandorganizationalaspectsofthehighlevelpoliticalforumonsustainabledevelopment
(Agreedadref) OP14. Stresses the need for the forum to promote transparency and implementation through further enhancing the consultative role and participation of Major Groups and other relevant stakeholders at the international level in order to better make use of their expertise, while retaining the intergovernmentalnatureofdiscussions,andinthisregarddecidesthattheforumwillbeopentoMajor Groups, other relevant stakeholders and entities having received a standing invitation to participate as observers in the GA, building on arrangements and practices observed by the Commission on Sustainable Development, including Economic and Social Council decision 1993/215 and Economic and SocialCouncilresolution1996/31of25July1996,whichwillbeapplicabletotheforum;(Agreedadref) OP15. Decides, in this regard, that, while retaining the intergovernmental character of the forum, the representativesofMajorGroupsandotherrelevantstakeholderswillbeallowedto:(Agreedadref) a)attendallofficialmeetingsoftheforum;(Agreedadref) b)accesstoallofficialinformationanddocuments;(Agreedadref) c)interveneinofficialmeetings;(Agreedadref) d)submitdocumentsandpresentwrittenandoralcontributions;(Agreedadref) e)makerecommendations;(Agreedadref) f) organize sideevents and roundtables, in cooperation with Member States and the UN Secretariat; (Agreedadref) OP16. Encourages Major Groups as identified in Agenda 21 and other stakeholders, such as private philanthropicorganizations,educationandacademicentities,personswithdisabilities,volunteergroups and other stakeholders active in areas related to sustainable development, to autonomously establish and maintain effective coordination mechanisms for participation in the highlevel political forum and for actions derived from that participation at global, regional and national levels, in a way that ensures effective,broadandbalancedparticipationbyregionsandtypesoforganizations;(Agreedadref)
UCLG
3RD CONGRESS
MEXICO CITY
World Summit of Local and Regional Leaders, 16-20 November 2010
The City of 2030 - Our Manifesto

Adopted in Mexico City, 20 November 2010
We have met here in Mexico City at a time when local and regional governments across the world face severe challenges and crises. Nonetheless we have a clear responsibility to look ahead and create the conditions for a better future for all. Our future is not only globally intertwined, but increasingly urban. In the next 20 years Africa and Asia will see by far the fastest growth in urban settlements. In Africa alone, the growth in population will equal the current entire population of the USA. It is the worlds medium and smaller towns and cities, far more than the largest cities, which will be responsible for receiving and looking after these millions of new urban dwellers. Moreover, as the worlds urban population grows, the interdependence of town and countryside become even tighter. We know of course that the challenges facing city leaders differ from region to region, from country to country, and that those in low-income countries face stresses and problems on a vastly greater scale. But we share many common goals as well as problems, and are united in a common determination to make our urban world a better, more inclusive world. Here, therefore, is our Manifesto for the City of 2030.
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A DEMOCRATIC, SELF-GOVERNING CITY

The city of 2030 cannot be successfully managed from above or outside it requires a democratic city government and leadership, chosen by the people and accountable to them. A city, where women and men play an equal role in decision-making. A city government which has the right powers, finances and human resources to enable it to develop high quality public policies; and which works with other levels of government, as well as with neighbouring municipalities, to develop common approaches to successful development.
AN INCLUSIVE CITY OF PARTICIPATION

Representative democracy is essential, but has to be complemented by a vibrant participatory democracy. Our city of 2030 is based on the participation of all its inhabitants, ensuring that all groups poor as well as rich, women and men, young and old, migrant as well as multi-generation residents are able to take an equal part. A city, which values and recognises the role that migrants play as a bridge between their host city and the city of origin. To make the urban mix work for the common good, city governments must, through active participation, design and implement powerful policies for social cohesion, based on its democratic values, on gender equality, human rights, and the peoples right to the city.
A CITY WITH A VISION FOR ITS FUTURE

Our city of 2030 knows where it wants to go, knows what it wants to be. It has a clear outward- looking strategic vision, based on an accurate diagnosis of its potential and its resources, and a plan of action to make it a reality. The vision and the plan are developed and implemented in partnership with the citizens, as well as the public and private partners. The vision and plan must, of course, be realistically aligned with the citys foreseen resources, public and private; to play its leading role, the city government in particular must have adequate, diversified, well-managed finances.
A LIVEABLE CITY
A successful city is a blend of the positively planned and the creatively organic. Planned to enable infrastructure, facilities, services and investments to take place in the right place, at the right time, with coherence and aesthetic in urban design and fabric, and resilience to natural hazards. Organic - to enable the city to develop and enhance its own life, culture, economic and social diversity without overweening regulation, and favouring mixed uses wherever this can be done without harm. In sum, to promote an inclusive and dynamic city, from neighbourhood to metropolitan scale.
A CREATIVE CITY, A CITY OF CULTURE

The city of 2030 constantly inspires and nurtures creativity and innovation, while cultivating knowledge, heritage and memory. The city will also strive for excellence and creativity in its cultural programmes, giving full recognition to the role of its artists. It places a high value on education, at all levels and for all ages, endowing its children and adults with the skills, knowledge, and qualities they require. It fosters and promotes culture, the essential fourth pillar of the sustainable city. For culture is at once an expression of the human spirit, a means of bringing people together across divides, and a powerful factor in the citys economic and social life and development.
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A SECURE CITY, A CITY OF PEACE

The city of 2030 places a high premium on security, knowing that crime and fear of crime are destructive of citizens confidence and aspirations. A city where women can live without fear of any kind of violence. It will, moreover, actively support initiatives for dialogue, reconciliation and peace among communities and nations.
A MOBILE CITY
The city of 2030 is one in which people are able to circulate freely and efficiently, for work, education, shopping, and leisure; where goods can be delivered and moved at the right times and in the right modes. The city will give priority to non-polluting, affordable and safe forms of transport, enabling women and men, rich and poor, to have equal access to the city, and favouring changes between modes of transport. To these ends, it will in particular support an integrated and accessible public transport system, well connected to all key points within the city and the region.
A CITY FIT FOR WORK

The city of 2030 will gear its economic development to the needs and technologies of the future, favouring a climate of enterprise for businesses of all sizes, and offering decent jobs. The city will not, in general, have a stand-alone economy, but will form part of a network of cities favouring a cluster of connected activities and research. Therefore, its economic development strategy will need to fit into a broader urban-regional strategy, with urban land use, transport and service planning adapted to this strategy. The successful city will understand that issues of liveability and mobility, together with a supportive network of local relationships, are closely linked to economic competitiveness. The city will encourage social and cooperative enterprises; local public enterprises may also play a valuable role.
A CITY WITH PRIDE IN ITS PUBLIC SERVICES

The city of 2030 recognizes that public services and public goods play an essential role in promoting the wellbeing of all its citizens, reducing inequality and fostering social cohesion. High quality, accessible, affordable public services strengthen the citys economic as well as social life, and help to create a common sense of belonging. The citys staff and administration at all levels will have a strong public service ethos, and a commitment to quality, effective management, transparency and accountability.
A CITY WITHOUT SLUMS

The city of 2030 is a city in which the poor are not exported to slums on the urban periphery or unsafe land, nor isolated in inner city ghettos, but where their needs (present and anticipated) are integrated into the citys planning systems for land use, infrastructure development and public services. A city where land tenure rights and protections are defined and enforced, the right to decent housing is recognised, and where slum prevention and upgrading are given priority, wherever slums exist. A city, therefore, which values its strong social fabric, and where the voice of the powerless is listened to.
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A CLEANER, GREENER, MORE COMPACT CITY

The city of 2030 will strive to reduce its urban environmental footprint. It will aim to become more compact - we cannot afford to use more and more of the earths surface for low-density, resource-intensive settlements, in which mobility depends almost wholly on the car. The city will give priority to energy efficiency, to renewable energies and nonpolluting technologies. The citys government and people will understand, more clearly than ever, the need to minimise and mitigate climate change, and protect themselves from its adverse impacts.
THE CITY OF 2030 - A SHARED RESPONSIBILITY OF GOVERNANCE

The future of the city is, by definition, the responsibility principally of the city government. But cities do not stand alone. They are strengthened through cooperation with neighbouring municipalities. They form part of metropolitan or wider regions or provinces, and the regional government through its policies, financial contributions and the quality of its partnership - is also an essential partner in the citys development. The success of the city of 2030 depends substantially on this co-operation between city and region.
WITH UCLG, FULL PARTNERS IN GLOBAL GOVERNANCE

The cities, towns and regions of 2030 will have, must have, a strong presence and role in the new global governance. This is already the task of our world organisation, United Cities and Local Governments. But the task becomes more and more vital as our planet continues to urbanize, and as our futures intertwine ever more intricately. UCLG, our representative and advocate at world level, must both in formal status and in daily practice be involved as full partner by the UN and wider international community, in all issues concerning the future of our cities and human settlements.
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United Cities and Local Governments Cits et Gouvernements Locaux Unis Ciudades y Gobiernos Locales Unidos
World Secretariat Carrer Aviny, 15 08002 Barcelona Espaa Tel + 34 933 428 750 Fax + 34 933 428 760 info@cities-localgovernments.org www.cities-localgovernments.org
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About UCLG United Cities and Local Governments (UCLG) represents and defends the interests of local governments on the world stage, regardless of the size of the communities they serve. Headquartered in Barcelona, the organisations stated mission is: To be the united voice and world advocate of democratic local self-government, promoting its values, objectives and interests, through cooperation between local governments, and within the wider international community. A targeted work programme UCLGs work programme focuses on: - Increasing the role and influence of local government and its representative organisations in global governance; - Becoming the main source of support for democratic, effective, innovative local government close to the citizen; - Ensuring an effective and democratic global organisation. United Cities and Local Governments supports international cooperation between cities and their associations, and facilitates programmes, networks and partnerships to build the capacity of local governments. It promotes the role of women in local decision-making, and is a gateway to relevant information on local government across the world. UCLGs members represent over half of the worlds total population Present in 140 of the 191 UN members states in seven world regions, UCLGs members include individual cities and national associations of local governments, which represent all the cities and local governments in a single country. Over 1000 cities across 95 countries are direct members of UCLG. 112 Local Government Associations (LGAs) are members of UCLG, representing almost every existing LGA in the world. Europe boasts the largest number of LGAs, which represent around 80 per 100 of the total European population.
Municipal Centenary - a look back, a step forward

This year, UCLG celebrates the 100th anniversary of the International Municipal Movement. The celebration will culminate at our World Summit of Local and Regional Leaders and 4th Congress in Rabat, Morocco. Our 4th Congress in Rabat will be of particular historical importance as it marks the centenary of the International Municipal Movement. As direct inheritors of this movement, UCLG will be tracing the timeline of the last one hundred years of municipal cooperation: highs and lows, challenges and achievements, historical impact and turning points, and presenting them in parallel with the major social, cultural and political events that have shaped the last century and whose influences have shaped our present-day societies. Key figures from the UCLG network, international institutions and international development organisations will share their vision on the past, present and future of this movement: its role in maintaining peace, promoting development and shaping the future. Further focus will be given to the future of the movement in collaboration with the UCLG committees and working groups who will share their vision on the current activities and future events foreseen in the framework of UCLG, its members and partners. Historically, the municipal movement has helped forge the road to peace following the two World Wars, supported change in former-Soviet countries, contributed to the fall of the Berlin wall and built global ties at local level that have become the fabric of international cooperation. Today the movement continues to play a major role in the fight against racism and social exclusion, the struggle for gender equality and the promotion of participatory democracy. As the international community comes together to establish its future agenda, the municipal movement will once again lead the way in this process by finding sustainable and adapted, local solutions to global challenges. 1913: Founding Congress (27 July 01 August) Ghent, Belgium The International Congress of the Art of Building Cities and Organising Community Life takes place during the Universal Exhibition. Creation of Union Internationale des Villes (UIV), headquarters in Brussels, promoting inter-community cooperation in the name of democracy and peaceful agreement in the construction and administration of cities. 1914 1918: World War I This newly established movement has little time to blossom. Many of the founding members of the movement seek refuge in France during the war. 1914: Belgium is invaded. The Union internationale des Villes is given a provisional seat at the Hague at the headquarters of Vereening Van Neerlandsche Gemeenten (Association of Netherlands Municipalities - VNG). 1920: Meeting held for UIV promoters during the Quinzaine Internationale. Mr. Henri Sellier (France) and Dr. Florentinus Marinus Wibaut (Netherlands) from the founding Congress are present. Decision taken to hold a UIV Congress in Paris, scheduled for 1922. The Union's work resumes. 1921: The ambition of the Union was the same: collect, through the national unions of cities, information and analyses concerning technical administrations in municipalities and redistribute them to all members. Emile Vinck, Secretary General of UIV, creates the first Tablettes Documentaires Municipales (Documentary Newsletter on Municipal Affairs) to re-cap information and distribute it. 1922: September, UIV meeting is held in Paris entitled, Preparatory Conference of the Promotors of the International Union of Local Authorities. Meeting aims to take stock of the Union.
1923: Inter-municipal cooperation is on the agenda of 4th Assembly of the League of Nations. 1924: 30th June, 2nd UIV Congress, Amsterdam, Netherlands. Agenda: Action of international organisations on municipal terrain. 75 delegates from France, Gemany, Belgium, the Netherlands, Britain, Poland, Italy, Austria, Romania, Bulgaria, Lithuania, Yugoslavia, Czechoslovakia, Sweden, Finland and Switzerland participate. Over ten years after the founding congress, members are finally able to unite and reinforce the fragile links and decide upon a Constitution. Dr. Wibaut - alderman of Amsterdam- is President and Emile Vinck is Secretary General. 1925: 3rd UIV Congress, Paris, France. Agenda: Municipal regime in various countries; Land policy of communities; Big agglomerations. Direct membership by the City of London, a reference city for all municipalities throughout the world. Emile Vinck (Head of UIV Secretariat) travels the UK and North America recruiting new members to raise the profile of UIV. 1926: General Council meeting of Dusseldorf in October creates and normalises the permanent representative bodies of UIV. UIV boasts a network bringing together 52,000 cities in 30 different countries. 1927: Membership of the Americans and the British, the return of the Germans and the expansion towards the East marks a period of prosperity for the Union. The IUV newsletter re-adopts a new name to become lAdministration Locale. 1928: The Union changes name to become the International Union of Local Authorities (IULA). 1929: 4th IULA Congress, Seville Barcelona. Agenda: Financial organisation of local authorities; Community enterprises of an economic nature; Expropriation of land for public utility. 1930: IULA, Lige-Antwerp Conference, Belgium during the International Exhibition. Agenda: Insurances of local authorities against all risk; Enterprises and Communal services of a mixed nature. 1931: Key figures from the American Municipal movement tour Europe over several weeks scouring potential European partners, including Bearsdley Ruml (Executive Director of the Spelman Fund) and Luther Gulick (Public Administration Specialist) from the Chicago based societies later grouped under PACH Public Administration Clearing House. 1932: 5th IULA Congress, London, UK. Agenda: The practical working of Local Authorities; Training and strengthening municipal employees. 1934: IULA Conference, Lyon, France. Agenda: Teaching topics of interest to municipalities; Creating a communal science; Collecting and destruction of home refuse Beginning of involvement in IULA activity and organisation by the American group - American Committee for the International Union of Local Authorities - funded by the Rockefeller foundation. This group changes the way IULA operates and becomes the link between the Chicago based 1913 movement and the Union. Their goal is to create a European version of its American clearing house.
1935: Membership totalled 32 national unions belonging to 22 countries representing 54,158 local authorities. 1936: 6th IULA Congress, Berlin-Munich, Germany. This Congress marked the beginning of a wider, more international membership for the IULA outside of Europe and North America. The cost of the German Congress was almost exclusively covered by the German association as part of the Nazi programme to take charge of structures deemed useful for propaganda of Nazi efficiency. 1937: IULA Conference, Paris, France. Agenda: The fight against smoke; Dust and toxic gas; Control of milk. 1938: IULA Congress, Glasgow, UK. Agenda: Treatment of sewage water and industrial waste; Pollution prevention of running water. 1939 1945 World War II Work on the movement ceases as World War II divides the globe. A report from Emile Vinck states that limited research work continued during the war with the help of the Belgian Association. 1945: George Montagu Harris, English Civil Servant and IULA President, on the main objective of municipal movement: the cultivation of friendliness between peoples 1946: International Conference organised in Brussels by IULA, 12 unions or national committees were represented,some having survived the war, some not. A total of 120 participants attended. Secretary General Emile Vinck described it as, a primary international conference It is decided that a Congress will be held the following year. Symbolic post war locations are chosen to symbolize peace and the reconstruction of democratic Europe. 1947: IULA Congress, Paris, France held in UNESCO building. During this Congress, a group of French and German Mayors establish the Union International des Maires (UIM). Nicholas Arkema, Director-General of the VNG, made a propaganda trip to the USA in 1947, at Emile Vincks request, in order to re-establish IULA links with the US. 1948: Nicholas Arkema and Emile Vinck, Director-General of the VNG, decided to move the whole Secretariat to The Hague. Emile Vinck and Emile Braun cease their career in IULA - We pass the torch on to you, keep it burning. 1949: IULA Congress, Geneva, Switzerland. Swedish, Danish and Norwegian unions re-join the Union as do the Germans and the Italians and the new state of Israel. Four years after WWII the movement continues to focus on activities aimed at maintaining peace and strengthen relations between countries. 250 delegates participated in this congress. The IULA Bulletin or Bulletin de lUIV is created: shorter publication summarising news and IULA events and released every three months. 1950: Period of rapprochement between IULA and the International Federation for Housing and Town Planning in response to requirements for cooperation by their US partners.
1951: Creation of le Monde Bilingue by, among others, Jean Marie Bressand, aiming to promote bilingual education and knowledge of a second language. IULA Congress, Brighton, UK. Water Supply and Sewerage; Local Authorities and Education. Mr Montagu Harris attends this congress, unfortunately he passes away shorty after this conference. Union Internationale des Maires inspires French, West German, Italian and Swiss town councillors and pro-European members of IULA to draw together a Twinning Network - Council of European Municipalities (CEM). 1952: The first twinning is formalized between Luchon (France) and Harrogate (England) as part of the le Monde Bilingue scheme. 1953: Le Monde Bilingue first General Meeting in Versailles: charter is published focusing on the intentions of Mayors to establish a municipal input to future supranational consultations or significant political or economic agreements between nation-states. IULA Congres, Vienna The Big City and the Small Municipality, their Strengh and their Weaknesses. Inaugural meeting attended and addressed by the Austrian Head of State, Dr. Theodore Krner. 1954: The CEM draws up standardised twinning contracts embodying many of the ritualistic traditions of marriage. 1955: Le Monde Bilingues direct cooperation between municipaliteis denounced as, anti-European, progressive and almost communist as they cooperate with soviet countries. IULA Congress, Rome, Italy. The location of this congress symbolises reconstruction of former fascist cities. Special address by His Holiness Pope Pius XII. 1956: People-to-People programme established by the US Government. Le Monde Bilingue announces intention to hold a World Twinning Congress and inadventantly starts a twinning war with CEM. CEM undermines le Monde Bilingues strategy by launching an anti-Communist campaign. American and British support shifts from le Monde Bilingue to CEM for twinning activities. 1957: Le Monde bilingue is extended to FMCU Fdration Mondiale de Villes Jumeles or United Towns Organisation (UTO). President Chanoine Flix Kir Deputy Mayor of Dijon, France. IULA Congress, The Hague, Netherlands. Problems of Expanding Towns; Traffic congestion in the City Centre; Local Authorities and European Economic Integration. 1958: First Franco-Soviet twinning conducted between Dijon (France) and Stalingrad (USSR). Sister Cities International is created as a clearing-house for the sister city movement USA. UTO holds its second Congress in Harrogate, UK. President Raymond Bazerque (Mayor of Toulouse, France) 1959: IULA Congress, Berlin, Germany. Local Services for Young People; Care of the Aged; Education for Europe; Africa-Asia, Municipal problems in developing countries Large international presence from Asia and Africa. 1960: Autonomy of local authorities is featured in the 3rd UTO Congress in Aosta (Italy) and a call is made by UNESCO to take into account the value of cultural exchanges at local level as the level closest to citizens. The fifteenth Congress of IULA meets in Tel Aviv, Israel in November: tasks of Local Authorities in Development Areas.
1961: IULA Conference, Washington, USA. Local Government in the USA - recent trends and development; Local Government structure and organization - problems of metropolitan areas; More than 50 countries are represented. IULA publications reworked into a single publication issued 5 times a year, Local Government Throughout the World - almost exclusively English. Inter-municipal Technical Assistance Programme initiated by IULA with the cooperation of the United Nations and funding from the Ford Foundation. 1962: 4th UTO Congress held in Coventry, UK. President: Doudou Thiam (Minister of Foreign Affairs, Senegal) and Co-President Valdiodo NDiaye. Ms. H. Revers appointed Secretary General of IULA, first female Secretary General of IULA. 1963: IULA Jubilee Congress, Brussels. Local Governments in the Twentieth Century; The story of fifty years of International Municipal Co-operation. 1964: 5th UTO Congress is held in Varsovie, Poland: President: Doudou Thiam (Mayor of MBack, Senegal). 1965: 17th IULA Congress, Belgrade. United Nations Year of International Cooperation 1966: UTO Conference in Monastir (Tunisia) addresses the issue of cooperation between towns/cities through the direct collaboration of elected representatives and technical actors in twinned towns/cities. The UTO obtains status A as nongovernmental organization. 1967: UTO celebrates 10 years, Paris Congress. Summarise of previous ten years: Decentralization and free action of local/regional authorities in their actions; right for citizens to move and meet freely; the permanent fight against all forms of racism, fascism, imperialism and discrimination; call for halt in the race to arms. 1970: UTO Congress in Leningrad, Giorgio La Pira (Mayor of Florence) re-elected as President for another three years. 1971: 20th IULA Congress Toronto, Canada, July 19-23. 1972: UTO Congress, Sofia, Bulgaria. Agenda: water, air, noise and waste in the City (negative effects of urbanization) 1973: UTO is recognized as, positive with regards to European construction and given consultant status within the Council of Europe. 1975: 15 - 19 April, 22nd IULA Congress, Teheran Cits Unies France created by Bernard Stasi: action based on peace, development and solidarity. 1976:
Habitat conference in Vancouver leading to the establishment of the Nairobi-based United Nations Human Settlements Programme (UNHABITAT). 31 March, a Dclaration Commune was signed between IULA and the FMCU (Jean-Marie Bressand - FMCU and Mr. Slavick IULA) as collaborations begin. 1977: UTO holds its ninth Congress in Guadeloupe at Pointe--pitre. President for the year 1977: Philippe Malaud (Mayor of Dompierre-les-Ormes, France), Minister of Information. 19-23 September, 23rd IULA Congress, Hamburg, Germany. "Improving the Quality of Life: a Challenge to Local Government" 1978: President of UTO, Amadou Cisse-Dia 1978-1980 (Deputy Mayor of Kaolack, Senegal), President of the Senegalese Assemble Nationale. 1980: President of UTO Diego Novelli (Mayor of Turin, Italy) 1980-1981 1981: 10th UTO Congress held in Casablanca, Morocco. President Enrique Tierno-Galvan (Mayor of Madrid, Spain) 1981-1984. 17 November, Latin American Regional Section of IULA founded with headquarter in Quito, Equador. 1984: 11th UTO Congress held in Montreal, Canada followed by an Assembly General held in Turin, Italy. President of UTO Pierre Mauroy (Deputy Mayor of Lille, France) 1984-1992. Creation of the provisional commission of Metropolis. CEM becomes CEMR - Council of European Municipalities and Regions. 1985: Official creation of the World Association of Major Metropolises (Metropolis), in Montreal. 27th IULA Congress, Rio de Janeiro, Universal Declaration of Local Autonomy. Creation of SUMMIT (Conference of Major Cities of the World) in Tokyo at the invitation of Mr Suzuki, Administrator of Tokyo. Composed of the biggest and most influential cities of the world. 1987: 28th World Congress of IULA in September with special address by the Pope to participants. Jacek Zapasnik appointed Secretary General of IULA. 12th UTO Congress is held in Grenoble, France. UTO is distinguished as Messenger of Peace by the United Nations. Metropolis 2nd World Congress in Mexico City "A Better Life for All in Metropolises. CITYNET officially established at the Nagoya Congress (N'LAP) in Japan with the support of UNESCAP, UNDP, UNHABITAT, the City of Nagoya and 27 members. 1989: Creation of Cities United Development (CUD): technical structure specializing in the implementation of policies and the objectives of the UTO. 29th IULA Congress, Western Australia, Perth. The CITYNET Charter adopted. 1990: 13th UTO Congress held in Cordoba, Argentina. Metropolis 3rd World Congress in Melbourne entitled Metropolises in Ascendancy? 1991:
23-27 June, 30th IULA Congress, Oslo. Merger between CEMR and European Affairs Committee of IULA. 1992: Conference marks a major mobilization of non-governmental organisations and local authorities and new recognition for these actors. They participate in the drafting of Chapter 28 of Action 21, commonly called Agenda 21 that recognises their key role in sustainable development. The creation of G4 composed of FMCU, IULA, Metropolis and SUMMIT marks this mobilization as all actors in development are brought together around the topic sustainable development. CITYNET Secretariat was established with the support of the City of Yokohama 1993: Cities United Development received the prize of model for decentralized Cooperation given by UNCHS Habitat. Metropolis 4th World Congress in Montreal, Citizens and Sustainable Development. IULA 31st World Congress in Toronto, Canada. 1994: UTO 14th Congress, Lisbon, Portugal. President of IULA, Mr Riccardo Triglia, addressed UTO participants. Annual Meeting of Twin Cities International Association (TCIA) with invited guests IULA Secretary General Drew Horgan and UTO Secretary General Hubert Lisire Ogrel. SUMMIT third conference, Berlin (16-18 may): 25 city leaders came together to discuss the future of cities on the eve of the Millennium. 1995: UTO President Jon Trickett (Leader of Leeds, UK) 1995-1996. IULA World Congress, the Hague. 1996: Habitat II meeting breaks new ground for UN conferences as innovative official dialogue sessions are held with Local Authorities leading to the adoption of the Habitat Agenda that includes recognition of the vital roles of nongovernmental partners: NGOs, municipal governments / local authorities, professionals, scientists and others. World Associations of Cities and Local Authorities Coordination (WACLAC) established at the Istanbul City Summit International Union of Local Authorities (IULA), United Towns Organisation (UTO) and eight other associations represented to provide the United Nations with one point of contact for local authorities. Metropolis 5th World Congress in Tokyo, entitled Metropolis for the People: Seeking a Solidarity among World Citizens 1997: IULA Congress, Mauritius, 6-10 April. Agenda: Local Governance for the Third Millennium: Decentralisation, Diversity, Partnership in the Global Village. Second WACLAC Council of Presidents meeting, Nairobi, April. 1998: UTO and IULA begin working in cooperation with the implementation of the WACLAC. UTO fifteenth Congress held in Lille, France. 1999: IULA and Metropolis Congress in Barcelona, A network of cities for World Citizens Jacques Jobin appointed Secretary General. 2001: UTO and IULA Unity, Joint Congress in Rio de Janeiro. 2002:
Metropolis 7th World Congress held in Seoul, Metropolitan Governance in the new Millennium 2004: May, Founding Congress in Paris, France. Biggest gathering of mayors, councillors and elected representatives leading to creation of United Cities and Local Governments, to represent and defend the interests of local governments on the world stage. An unprecedented framework agreement signed between UCLG and the World Bank to collaborate in fighting poverty and improving the living standards of people in the developing world. Agenda 21 for Culture was agreed in May by 198 cities linking culture to development: local government commitment to human rights, cultural diversity and participatory democracy. June: although never implemented, Cardoso Report on United Nations-Civil Society Relations recommended that the United Nations should regard UCLG as an advisory body on governance matters.
2005: March, Beijing +10 review. UN recognizes increased participation of women in local decision-making is a strategic factor for the achievement of gender equality. June, UCLG World Council in Beijing, China: first Committees and Working groups of UCLG established covering over 18 different topics. Local Governments are recognized an advisory role at the UN. UCLG holds the majority of seats in the United Nations Advisory Committee of Local Authorities (UNACLA). August, Millennium+5 Summit in New York, the United Nations Secretary General Kofi Annan and the President of the United Nations General Assembly Jan Eliasson met a UCLG Mayors delegation. The final declaration recognises local authorities as actors in the achievement of the Millennium Development. November, The Bilbao Declaration included 10 principles focusing on the universal access to information and the fight against all forms of discrimination in the use of information technologies. 2006: February, UCLG Executive Bureau, Washington. World Bank President Paul Wolfowitz expressed the interest of the World Bank in strengthening relations with UCLG and committed in developing new instruments to support city development. March, The Declaration of the Local Governments of UCLG was included in the final declaration of the World Forum on Water in March 2006. October, World Council in Marrakech, Morrocco. Over 500 local government leaders agreed to Support the United Nations Alliance of Civilisations in promoting peace and dialogue between communities and expressed their commitment to Access to Basic Services and the achievement of the Millennium Development Goals. 2007: March, the Paris Declaration therefore encouraged cities to set up plans and studies to assess the impact of climate change in urban areas. April, The International Guidelines on Decentralisation constituted an important step forward towards the adoption of an international legal framework on decentralisation. For the first time ever, the decentralisation process was at the forefront of international policies. October, Second World Congress in Jeju, South Korea: 2,000 mayors and local governors gather to discuss the consequences of urban expansion, cooperation with regions and the challenges for the City of tomorrow. UCLG constitutes the first ever comprehensive study project on the state of decentralization by setting up the Global Observatory on Local Democracy and Decentralisation (GOLD). GOLD I Report put an emphasis on the contemporary situation of local governments in all regions of the world and demonstrated the progress of local autonomy throughout the world during the two previous decades.
2008: June, slum upgrading: UCLG becomes Chair of the Executive Committee of Cities Alliance for 3 years, a unique partnership coordinated by UN Habitat and the World Bank and gathering the main international donors. September, UCLG becomes a stakeholder in international aid effectiveness becoming member of the advisory group of the UN First Forum for Development Cooperation in New York, and participating in the Third OECD High Level Forum on Aid Effectiveness in Accra. November, Platforma, under the aegis of the CEMR, European section of UCLG, was created to facilitate dialogue between the European institutions and local and regional authorities. November World Council in Istanbul, Turkey. Policy Paper on Social Inclusion adopted setting out the first global political guidelines on local public policies for social inclusion. Policy Paper on the Impact of the Global Crisis on Local Governments featuring some of the challenges that local authorities face in the economic and financial context. 2009: April, adoption of the International Guidelines of Access to Basics Services is a major step forward towards the recognition of Local Authorities contribution to the achievement of the Millennium Development Goals. April, Local and Regional Authorities stressed their role for peace and dialogue at the Second Forum of the UN Alliance of Civilizations. June, the local governments spoke with one voice during the COP 15 on Climate Change, thanks to the Local Government Climate Change Leadership Summit gathered by UCLG and partners in June. November, World Council in Guangzhou, China. UCLG unanimously adopts the UCLG Position Paper on Aid Effectiveness and Local Government, which reminds the contribution of Local and Regional Authorities in the field of aid and development through decentralized cooperation and peer-to-peer partnerships. 2010: 16th to 20th November, Third World Congress in Mexico FD. Over 3,000 delegates gather at the Third UCLG Congress of and First World Summit of Local and Regional Leaders. The Manifesto of the City for 2030, the UCLG Policy Paper on Urban Strategic Planning, Culture as 4th Pillar for Development, and the GOLD II Report on Local Finances were adopted. 2011: March, UCLG organized a side-event on the 4th High Level Forum on Aid Effectiveness in Busan (Korea), for an adequate decentralisation, strengthened local governance and increased promotion of decentralised cooperation in order to improve aid effectiveness. May, UCLG President , Kadir Topbas meeet personally with UN Secretary General Ban Ki-Moon, and advocated for a special status for UCLG before the General Assembly of the United Nations. June, Companies such as IBM, Suez, GDF-Suez and Agbar join the UCLG Corporate Partnership Programme to develop common solutions to some of the challenges that cities face, such as water management. June, Josep Roig, was appointed as the new Secretary General of UCLG. A Standing Committee on Gender Equality was created in order to push forward the participation of women in local decision making. December, UCLG World Council in Florence, Italy. UCLG defined its new Strategy for 2010-2016 and paid particular attention to the contribution of local and regional authorities to the international debate on sustainability and Rio+20 as well as the definition of an agenda for the next six years. The Global-Charter for Human Rights in the City was adopted and is a tool for local governments to build more inclusive, democratic and solidarity-based societies. 2012: April, the UN Secretary General, Ban Ki-Moon welcomes Local and Regional Authorities, including UCLG, at the UN Headquarters. The groups presented their key messages for Rio+20. June, At the Earth Summit (Rio+20), the Outcome Document acknowledged for the first time the role that local and regional governments play in the sustainable development agenda. July, Ban Ki-moon nominates Kadir Topba as a member of the post-MDGs High-Level Panel of Eminent Persons, as a recognition of local and regional governments role in the Millenium Development Goals. September, At the first meeting of the post-MDGs High-Level Panel of Eminent Persons, UCLG President, Kadir Topbas offered to facilitate a meeting of the Panel members with local and regional authorities.
December, UCLG World Council in Dakar, Senegal. The New Development Agenda was at the heart of the UCLG World Council meetings held in Dakar (Senegal). A Task-Force was set up to face the revision of the Millennium Development Goals. UCLG adopted the Policy Paper on Local Governments and Cooperation and Development calling for a sufficient financing that would allow local governments to participate to the cooperation and development.
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Presidency
The World Council meeting, held on 20th November 2010 in Mexico, elected a new UCLG presidential team for a three
President
Kadir Topbas, Mayor of Istanbul (Turkey), President of UCLG
Co-Presidents
Antonio Costa, Mayor of Lisbon (Portugal), Co-President of UCLG
Johnny Araya Monge, Mayor of San Jose (Costa Rica), Co-President of UCLG
Muchadeyi Masunda, Mayor of Harare (Zimbabwe), Co-President of UCLG
Ilsur Metshin, Mayor of Kazan (Russia), Co-President of UCLG
Wan Qingliang, Mayor of Guangzhou (China), Co-President of UCLG
Tresarurer
Ted Ellis, Mayor of Bluffton (USA), Treasurer of UCLG
http://www.cities-localgovernments.org/sections.asp
11/17/2011
Secretary General Josep Roig, UCLG World Secretariat
UCLG Sections
United Cities and Local Governments has a decentralized structure with 7 Regional Sections in Africa, Asia-Pacific, Euro-Asia, Europe, Latin America, Middle East and West Asia, North America and a Metropolitan section. These Regional and Metropolitan Sections are independant legal entites which conduct thier own regional activites. United Cities and Local Governments of Africa (UCLG Africa/CGLU Afrique) UCLG-ASPAC UCLG Eurasian Regional Section Council of European Municipalities and Regions (CEMR) Federacin Latinoamericana de Ciudades, Municipios y Asociaciones (FLACMA) UCLG-Middle East and West Asia (MEWA) UCLG-North America President: Michael Applebaum, Mayor of Montreal, Qubec (Canada) Secretary General: Brock Carlton Metropolitan Section - Metropolis President: Jean-Paul Huchon, President of Ile-de-France (France) Secretary General: Alain Le Saux
VICE PRESIDENTS FOR UCLG REGIONAL SECTIONS

AFRICA: Khalifa Sall, Mayor of Dakar, Senegal, President of United Cities and Local Governments of Africa (UCLGA) ASIA-PACIFIC: TBC EURO-ASIA: TBC EUROPE: Wolfgang Schuster, Regional Councillor of Stuttgart, Germany, President of Council of European Municipalities and Regions (CEMR) MIDDLE EAST AND WEST ASIA: Maged Abu Ramadan, President of Association of Palestinian Local Authorities (APLA), Palestine LATIN AMERICA: Julio Csar Pereyra, Mayor of Florencio Varela, Argentina, Co-President of Federacin Argentina de Municipios (FAM), President of Federacin Latinoamericana de Ciudades, Municipios y Asociaciones de Gobiernos Locales (FLACMA) NORTH AMERICA: TBC METROPOLIS: Jean-Paul Huchon, President of Conseil Rgional dle-de-France, France, President of Metropolis
STRATEGIC PRIORITIES 2010 2016
Document adopted by the World Council Florence, Italy, 10-11 December 2011
CONTENTS
Introduction Bringing the added value of local and regional authorities to the global discussions The Vision of the Funders: a Current Vision The vision of CGLU New Times; Focused Objectives A summary of key objectives Development of the Objectives I. II. III. IV. V. Leadership and Governance Representation Intelligence Cooperation Organization 9 11 13 15 17 3
INTRODUCTION
Bringing the added value of local and regional authorities to the global discussions
The creation of United Cities and Local Governments in 2004 was the fruition of many years of exchanges among the local and regional leaders of the world. They were working internationally through different organizations but for a common cause.
Unity
The ideals that united us all were based on the conviction that a world advocate of democratic local self-government, promoting the values, objectives and interests of local and regional governments of all shapes and sizes, through joint action was possible and highly necessary. UCLGs work programme during the first six years of existence has emphasized the need to create a respected organization before the international community; it has focused on enabling the contacts among members and has tried to put in place a flexible structure at the service of its heterogeneous membership.
A special perspective: Our shared value

The Habitat II conference in Istanbul in 1996 was the moment that triggered the thought of going from joint values to joint action. The shared conviction about the unique perspective that the proximity to the citizens of local and regional governments provides to the discussions and solutions on global issues is of great relevance now, more than ever before. The past decades have seen important changes in the international institutional framework; we have also witness the transformation from a rural to an urban world. Local governments are more and more at the forefront in facing many of the global challenges. In this context, it is not surprising that our organization has been granted access to new spaces in the international decision-making processes. We have also seen important disappointments, with insufficient tangible commitments about the role of local and regional authorities in international agreements; with worrying trends towards recentralization of powers and resources in some parts of the world and serious suffering of our citizens due to the world financial and economic crisis.
New challenges
We are further experiencing innovation and hope. We see the youth in our cities wanting to promote change. We enjoy the capacity of rethinking ourselves and discovering new ways forward. Our ability to acknowledge change and opportunities will be pivotal for a sustainable future. This will happen only if we work together in our united organization, UCLG.
On our way to the Third United Nations Conference on Habitat

Our Mexico Manifesto on the City of 2030 provides already a clear picture of the work before us. The organization has done collective thinking on what local and regional authorities around the world need to achieve for their citizens. It is now time for self evaluation and for daring proposals on our way towards the Third United Nations Conference on Housing and Sustainable Urban Development (Habitat III). The questions the present document tries to address are: What are we together for and what are the priorities we need to establish to promote our shared value? What kind of global organization do we need?
UCLG gathers the governments of proximity, the governments more closely responsible for the daily life of the citizens. In the work of local and regional governments all issues are intertwined and priorities should be defined taking into account their impact on the local territories and the populations they house. Experience around the world shows that any change impacting people at local level challenges local and regional governments in their capacity to coordinate actions beyond a sector approach: It calls them to mobilize stakeholders, to address inclusive growth and development, and to interface with the other spheres of public governance for more efficiency. Local governments are called upon to achieve a broader global understanding of the important perspectives that the proximity brings to solutions of global issues. This is why UCLG strives to promote and consolidate decentralization as a way to democratize and modernize public governance at all levels. It is also the reason behind UCLGs advocacy for local self-government as a requisite for true participation of people in the management of their own business. The perspective put forward by UCLG is that development and improvement of the peoples living conditions should be witnessed primarily at the local level. The Organization needs to be flexible and build on strong political leadership to ensure that these values are largely shared among the members and gain momentum in the general debate on good governance. In this era of global networks, UCLG, as the global network of local and regional governments, needs to expand its contacts and allow for exchanges beyond the membership. It needs to build on local and global knowledge and intelligence to ensure access to diverse views and innovative solutions. UCLG should become more proactive in setting agendas. It should become a broadly respected stakeholder on the international arena, so that the local and regional government perspective inspires and nurtures the definition and implementation of global international agendas on issues influencing the lives of communities.
THE VISION OF THE FOUNDERS: A CURRENT VISION

Our founders created UCLG as the united voice and world advocate of democratic local self-government- promoting its values, objectives and interests, through cooperation between local governments, and within the wider international community. Representatives of local and regional governments the world over, serving the populations of rural and urban communities; small, medium and large towns, metropolises and regions; gather in UCLG to bring to the international community the following message: The proximity we have to citizens and the multi-sectoral approach in managing the living environment provides us with a unique vision when approaching global issues. We share the conviction that many global issues find their solutions in local commitments and engagements. We pledge that any efficient solution to global issues should build on the perspective and inputs of local and regional governments. UCLG, as their network, should be formally recognized as a full party in all global debates. Having to cope with the daily demands and needs of the people we represent at local level and being at the forefront in addressing the Millennium Development Goals as well as the Climate Change and sustainable development agendas, local governments enjoy governance and professionals skills that should be considered as a critical asset when it comes to addressing the peaceful cohabitation of people the world round. Therefore acknowledging a greater role to decentralized cooperation and further dedicated financial resources is highly desirable and will only contribute to improve the development effectiveness agenda. In summary, UCLG brings to the world its commitment to contributing to the peaceful sustainable development of our planet and fostering the wellbeing of the billions of citizens settled in our territories through their mobilization and participation in the management of their own lives and business at local level, and through the continuing improvement in the provision of public services.
NEW TIMES; FOCUSED OBJECTIVES

A strong leadership with sound intelligence, generated and building on the skills of the network expresses the special vision of local governments before the international community, influencing global governance and cooperating together in the spirit of solidarity. The tasks ahead: Leadership and governance: To develop a strong democratic organization to ensure the active participation of political leaders from all spheres and diversity of local governments who will shape the agenda of the organization and drive its actions working towards collective positions; Representation: To promote local and regional self-government as well as other shared values around the world, and increase their influence on global governance and policy-making at all levels in issues of interest. Intelligence: To gather, analyze and share knowhow and information at the service of members and stakeholders. Cooperation: To promote decentralized cooperation and international cooperation between local governments and their associations; to promote peer to peer ties as a means for mutual learning, solidarity and friendship between people and help mobilizing resources for cooperation. Organization: To strengthen UCLG's organization, through the operational role of Committees, Sections and the World Secretariat, and its relation with other networks and institutions.
I. LEADERSHIP AND GOVERNANCE

UCLGs existence cannot be understood without the full presence and participation of political leadership from: mayors, councillors, presidents of regional authorities and local government associations from around the world. It is their visions, convictions and commitment that has driven UCLGs creation but also its priorities. The participation of local and regional political leaders in UCLG has been a significant trademark and added value of our organization over the past years. An added value that has been acknowledged and appreciated by partners the world round. Building on this strength, consolidating the participation of political representatives and improving and fostering the creation of new leadership are the aims underlining the objective set out in the following pages. UCLG does not only need leadership to define its actions and to ensure representation for the global movement of local and regional authorities. UCLG also carries the responsibility to foster new leadership. It needs to promote the idea that our membership can bring important contributions to the definition, understanding and implementation of the international agendas. With this in mind, efforts will be necessary to bring further clarity in our governance, further democracy in decision-making and greater commitment to active participation at the political level. UCLGs leadership participation in articulating international messages, highlighting local government perspective and providing hands-on local government experience, should be at the heart of UCLG action. UCLGs message is legitimized by daily local experiences of its members at the service of the citizens around the world. UCLGs leadership is not to be understood under institutional headings, it is not limited to the statutory bodies, but rather to the totality of the political representation throughout the membership. UCLGs leadership will continue undersigning UCLGs principles and global aims aiming at becoming even more inclusive and balanced, sensitive to shared values but also pioneer of change.
LEADERSHIP AND GOVERNANCE

Objective I To develop a strong democratic organization to ensure the active participation of political leaders from all spheres and diversity of local governments who will shape the agenda of the organization and drive its actions working towards collective positions
FUNCTIONS Leadership; visioning and strategy; communication; resource mobilization Strategies:

1. Enhancing political participation and shared leadership Actions to undertake 1.1. Promote political debates at statutory meetings and the full political participation in all structures 1.2. Facilitate possibilities for international balanced representation throughout the membership 1.3. Foster exchange mechanisms (i.e. forums) among UCLG leadership 2. Strengthen UCLGs governance Actions to undertake 2.2. Revise the format of statutory meetings 2.3. Provide solution for representation of regional governments 2.4. Increase representation of women 2.5. Enhance clarity on decision making processes 2.6. Update and redefine the composition and functions existing standing comities such as Financial Management Committee,Statutory Affairs 3. Develop vision and strategy and align stakeholders Actions to undertake 3.1. Proactively develop an International Local and Regional Agenda towards Habitat III 3.2. Deploy the implementation of the strategic plan 3.3. Reach strategic alliances with selected partners 3.4. Create opportunities for interaction among members and partners 4. Developing an effective communication system Actions to undertake 4.1. Update the communication tools 4.2. Foster global conversations to create common understanding and action to address global issues 4.3. Define communication tools for leaders to increase UCLG visibility internationally 5. Promoting resource mobilization for the local and regional government movement Actions to undertake 5.1. Create a Resource Mobilization Group to analyze sustainability of UCLG
RESOURCES Members - World Council - Executive Bureau Presidency Sections Financial Management Committee- Committee on Statutory Affairs Committees and working groups - World Secretariat
II.
REPRESENTATION
Voicing local and regional governments needs and interests is at the outset of the international movement of local governments that is almost a hundred years. The creation of UCLG responded to the demand of further strengthened representation and answer to the motto united voice: stronger voice. Achieving recognition of local governments as a self-governing and distinct sphere of government before national authorities and the international community, in particular the United Nations, has been and will remain at the top of UCLGs agenda. Local and regional leaders advocate for granting special status to UCLG before the UN. This would allow them to play their full part in the international decision making processes. At a continental level similar efforts will be made by the UCLG Sections to gain the same kind of recognition before the relevant regional institutions. Through its balanced representation of all types and levels of sub-national governments, UCLG provides a privileged channel to link the agendas of the international community to the concerns of people at local level. It can ensure that the experience and skills of local and regional governments reach and inspire the international community in its agenda setting. Through our informed leadership we will promote shared values and visions around local and regional self-government with adequate competences and means. With acknowledged roles and voice. At the moment when the earth welcomes 7 billion inhabitants and when the majority of humanity is urban, we need to ensure that the experience and skills of local and regional authorities reach the international decisions. The current international agenda for urban settlements (deriving from Habitat II) is outdated. In the XXI century the rise of cities is broadly acknowledged, Urbanization is recognized to be unavoidable and can be positively managed. UCLG will invest its efforts in shaping the international agenda, in particular that of Habitat III. The current agreements on sustainability do not reflect the effects of the urban explosion in the past decades and the new urban-rural linkages as well as the prominent role of secondary cities and regional authorities. The network will develop and renew policy positions that will be presented before all relevant international actors.
REPRESENTATION
Objective II To promote local and regional self-government around the world and increase its influence on global governance and policy-making at all levels in issues of interest.
FUNCTIONS Recognition, policy and advocacy Strategies:

1. Achieving recognition of UCLG as the voice of the local and regional government movement Actions to undertake 1.1. Establish a road map for obtaining a special status for UCLG before the United Nations UCLG 1.2. Regional Sections will strive to be awarded the same kind of status before the regional institutions 1.3. Enhance UCLG's role in UNACLA 1.4. Ensure UCLG representation before Habitat III and the preparation of a Second World Assembly of cities, local/regional authorities and their associations. 2. DEVELOPING INTERNATIONAL POLICY: Contribute to the development of an international local and regional government policy agenda Actions to undertake 2.1. Gathering and making accessible existing local and regional policy 2.2. Develop new policy positions in particular aiming at Habitat III 2.3. Ensure a relevant role of local and regional governments in the MDGs review 3. ADVOCACY: Fostering decentralization and other shared values; Promoting knowledge of UCLGs agenda among partners; Promoting ownership of the UCLG agenda by members; Local and regional financial mobilization at national, regional and international level Actions to undertake 3.1. Enhancing information opportunities for members 3.2. Lobbying multilateral organizations, including UN and Banking institutions 3.3. Lobbying national governments 3.4. Lobbying local governments 3.5. Lobbying civil society 3.6. Lobbying private sector 3.7. Developing strategic partnerships with other networks
RESOURCES Presidency - Members - Sections - Committees and working groups Relations with other international local government networks Lessons learned from Programmes developed by the network - Relations with multilateral organizations - Relations with national governments - World Secretariat
III. INTELLIGENCE
Leadership and representation need to be built on sound cornerstones around information and analyses. UCLG should to develop its capacity to gather existing intelligence and producing new positions. This exercise should reflect the variety of cultures, potentials and skills within the membership. The work of Committees and Working Groups should be an integral part of the intelligence and knowledge management of the organization. Greater efforts should be invested in fostering ownership of products within and outside of the membership. Our capacity to operate as a network of networks will be strongly linked with the capacity to promote ownership of messages that are produced both within and outside of the Organization . These messages however should carry our values and convictions. It is imperative to make full use of the modern communication technologies to both gather and disseminate knowledge. The generalized access to information will request further engagement from the UCLG network to provide a safe-port and content analyses. The Global Observatory on Decentralization and Local Democracy (GOLD) should consolidate and expand in three different dimensions: as source of information, and knowledge, as advocacy tool and mobilization mechanism around focus areas. GOLD should build on and contribute to develop UCLGs added value. UCLG should further consolidate its capacity to determine the trends, topics of interest and opinions of the membership. The possibilities of social networking and online exchange among peers will need to be further developed.
INTELLIGENCE
Objective III
To become an important source of knowhow at the service of the membership and partners
FUNCTIONS Gathering, analysing and sharing knowledge and information Strategies

1. Gathering and analysing information and knowledge: Becoming the key reference on the state of the art regarding decentralization and democratic local and regional governments in the world Actions to undertake 1.1. Develop GOLD as a multidimensional research and collective thinking process with different products, including a global triennial report. 1.2. Develop Indicators on Decentralization 2. Sharing: Making local government knowledge available to members Actions to undertake 2.1. Develop a comprehensive portal and gateway on decentralization and local democracy 2.2. Enhance information tools such as the International Municipal Library 2.3. Providing access to local government knowledge produced worldwide 2.4. Develop communication systems (social networks, publications) 2.5. Function as a virtual gateway on information concerning available training and capacity building 3. Identifying key topics of interest for the membership Actions to undertake 3.1. Developing surveys 3.2. Analyzing trends
RESOURCES Knowledge produced by our members and partners Observatories on Local Government Topics - Products by Sections Content developed in Committees and working groups Lessons learned from Programmes - World Secretariat
IV. COOPERATION
Exchanging experiences with peers and finding joint solutions to complex problems have also been at the heart of the birth of the international movement. UCLG should contribute to local governments supporting other local governments throughout the world. The principles of solidarity, the promotion of dialogue and friendship among people are important pillars of our World Organization. These values have been developed through many decades of joint work, technical exchanges and cooperation. Decentralized cooperation, in all its formats, has proven to be an excellent vehicle for innovation and renewal. Sharing the lessons learned, good or bad, with colleagues and peers has an added value for the political leaders and their teams that cannot be equalled by any other capacity building method. UCLG needs to be a safe-port where new ideas and methodologies can be tested; where specific thematic learning circles and communities of practice are developed addressing the concrete urgencies and interests of the members. UCLG as a whole should be dedicated to promoting cooperation. In times when the global financial crisis leads to restricting the cooperation commitments of the international community, UCLG should safeguard international solidarity and cooperation among members. It should develop innovative ideas and partnerships, with the ultimate goal of continuously bettering the living conditions of all, in full respect of diversity and dignity. Lessons learned in these experiences will feed into the intelligence and representation work. UCLG should take advantage of the experience accumulated by its members and partners in this domain, in particular through successful implementation of decentralized cooperation initiatives, to plead for a significant increase of international funding to be channeled through decentralized cooperation mechanisms.
COOPERATION
Objective IV
To promote decentralized cooperation and international cooperation between local governments and their associations; to promote, peer to peer ties as a means for mutual learning, solidarity and friendship between people and help mobilizing resources for cooperation.
FUNCTIONS Develop concepts; implement capacity building and resource mobilization Strategies:
1. To promote decentralized cooperation and international cooperation between local governments and their associations Actions to undertake 1.1. Develop a position on Municipal International Cooperation 1.2. Organize lobby sessions before international community 2. To promote peer to peer ties, such as mentoring, as a means for mutual learning and friendship between peoples Actions to undertake 2.1. Develop mutual training programs 2.2. Test new formats for cooperation 2.3. Promote the implementation of best practices and lessons learned 3. Defining thematic calendars for learning Actions to undertake 3.1. Develop action learning 4. Fostering funding and resource mobilization for local governments Actions to undertake 4.1. Develop corporate partners programme 4.2. Support the development of financial mechanisms for local and regional governments, such as the FMDV
RESOURCES Municipal International Cooperation activities developed by members Programmes developed by partners Programmes developed by the Sections Programmes developed by the World Secretariat Committees and Working Groups - Existing training institutions
V.
ORGANIZATION
UCLG is and should be perceived beyond its World Secretariat and its Sections. These will need to be structured in a way that allows its members to fully engage in different thematic activities at different geographic levels. The network will need to further develop its ties with the Sections through the development of joint priorities. Additional efforts will need to be made to ensure crossfertilization and develop joint work programmes among the different components of the network, including the Committees and Working Groups. This would enable greater coherence in policy development and significantly increase our capacity of action. Developing further working relations with other types of partners, from national governments to civil society and other networks of local authorities will represent a distinct mark of this period of UCLG. Experimentation with new technological tools will be promoted in order to ensure further communication with members. Facilitating the work in thematic areas, through: committees, thematic networks, forums or think tanks, is at the core of the work of the organization as a whole. UCLG will need to guarantee the continuity of a motivated and flexible team of professionals reflecting the variety of the membership and able to adapt to the changing demands both at the World Secretariat and the UCLG Sections. The changing financial environment and the growing aspirations of the network will require finding new means to ensure financial sustainability and identifying alternative sources of funding.
ORGANIZATION
Objective V Ensuring an effective world network, reinforcing UCLG's organization, through the operational role of committees, regional sections and the world secretariat, and its relation with other networks, partners and institutions
FUNCTIONS Finances, Human Resources; ICT; Relation with members, Committees and Section, Networks and Partners Strategies
1. Defining how to work as a network of networks Actions to undertake 1.1. Develop joint work programmes with regional sections 1.2. Enhance relations with other networks and partners 1.3. Corporate Partners Program 2. Develop membership relations Actions to undertake 2.1. Clarify membership-fees contributions to the organization as a whole 2.2. Define a membership campaign 3. Strengthen role of committees and working groups Actions to undertake 3.1. Ensure links with the international agenda 3.2. Facilitate inputs to UCLGs strategies and global work programme 3.3. Enhancing the ownership of work developed by Committees and Working Groups 4. Enhancing Communications Actions to undertake 4.1 Develop new communication tools 4.2 Further expand the UCLG portals 4.3 Enhance communication flows on issues of relevance for the network 5. Achieving a sound financial system Actions to undertake 4.1. Implement new methods of resource mobilization 6. Strengthening and developing human resources Actions to undertake 6.1. Provide renewed opportunities 6.2. Monitoring of career development possibilities 6.3. Training 7. Renewal of ICT facilities Actions to undertake 7.1. Identify useful new ICT 7.2. Renew equipment 7.3. Acquire new tools for communication with network
RESOURCES Members - World Council - Executive Bureau Presidency Financial Management Committee Auditors Committees and working groups Sections - World Secretariat
Committees&WorkingGroups AtitsmeetingsinSaoPaolo,Brasil,on78October2004andinBeijing,China,on910June 2005,theUCLGExecutiveBureauagreedtoestablishCommitteesandWorkingGroups.During the3rdUCLGWorldCongressinMexicoinNovember2010,themandateoftheCommittees andWorkingGroupswasrenewed.TheCommitteesprepareandimplementpolicieswithin priorityareas,asdefinedbytheExecutiveBureauandtheworkprogrammeforthecurrent period.EachCommitteecanestablishoneormoreWorkingGroups.TheWorkingGroups developproposalsand/orcooperationinitiativesbetweenlocalgovernmentsandtheir associationsinordertoenrichthediscussionswithinUCLG.TheOperationoftheUCLG CommitteesandWorkingGroupssetsouttheirtermsofreference.Theirmandateisforthree years,untilthenextUCLGCongressin2013.Ifyouwanttoparticipatetotheworksofa CommitteeoraWorkingGroup,pleasedownloadtheregistrationformatthebottomofthis page. Committees DecentralisationandLocalSelfGovernment Chair:SalvadorEsteve,ChairoftheBarcelonaProvince Contact:JordiCastellesiMasans,DirectorofInternationalRelationoftheBarcelonaProvince. Tel:+34934022055 dal.cglu@diba.cat|gutierrezca@diba.cat LocalFinanceandDevelopment Chair:FathallahOualalou,MayorofRabat,Morocco Contact:UCLGWorldSecretariat Tel:+34933428750 info@uclg.org Culture Chair:CityofBarcelona,CatalunyaSpain Contact:JordiPascual,BarcelonaInstituteofCulture
Tel:+34933161009 agenda21cultura@bcn.cat info@uclg.org DevelopmentCooperationandCityDiplomacy CoChair:GrardCollomb,MayorofLyon,France;AnneMarieJorritsma,MayorofAlmere, PresidentoftheNetherlandsAssociationofMunicipalities(VNG),TheNetherlands Contact:ValriedeRosa Tel:+33426993474 vderosa@grandlyon.org info@uclg.org SocialInclusion,ParticipativeDemocracyandHumanRights Chair:MaiteFandos,DeputyMayorofBarcelona,Spain Contact:EvaGarciaChueca Tel:+34933428770 e.chueva@uclg.org info@uclg.org Genderequality Chair:AnneHidalgo,DeputyMayorofParis,France Contact:UCLGWorldSecretariat Tel:+34933428750 info@uclg.org MediterraneanInterregionalCommittee Chair:renewalpending Contact:LaurenceGriette Tel:+33469663687 l.griette@territoiressolidaires.fr info@uclg.org
UrbanHealth Chair:Istanbul,Turkey Contact:Mr.DincerCetintas,IstanbulMetropolitanMunicipality,GeneralDirectorofSaglikAS Tel:00902123694343 dcetintas@istanbulsaglik.com PeripheralCities Chair:PatrickJarry,MayorofNanterre,France Contact:DjamelSandid,RelationsetCooprationsaveclemonde.Nanterre,France. Tel:+33147295902/+33619437682 djamel.sandid@mairienanterre.fr UrbanMobility Chair:WolfgangSchuster,MayorofStuttgart,Germany Contact:WofgangForderer Tel:+49(0)711/2161788 Fax:+49(0)711/2166105 wolfgang.forderer@stuttgart.de info@uclg.org DigitalandKnowledgeBasedCities Chair:InakiAzkuna,MayorofBilbao,Spain Contact:JuanFlixMadariaga,DirectorGeneralofBilbaoNext,CityCouncilofBilbao,Spain Tel:+34944205315 Fax:+34944205399 jfmadariaga@ayto.bilbao.net info@uclg.org
UrbanStrategicPlanning Chair:MiguelLifschitz,MayorofRosario,Argentina Contact:SergioBarrios,HeadofIntl.Relations,MunicipalityofRosario Tel:+543414802273 Fax:+543414802274 sbarrios@rosario.gov.ar s.hoeflich@uclg.org WorkingGroups CapacityandInstitutionBuilding(CIBACBplatform) ThisWorkingGroupisrelatedtotheCommitteeonDecentralisedCooperation. TechnicalChair:VNGInternational Tel:+31703738707 renske.steenbergen@vng.nl MigrationandCodevelopment ThisWorkingGroupisrelatedtotheCommitteeonDecentralisedCooperation. Chair:MeritxellBud,MayoroflaGarriga(Spain), ChairoftheCatalanCooperationFund Contact:ArayaGriso Tel:+34934122602 agriso@fonscatala.org ThelocaldimensionoftheAllianceofCivilizations ThisWorkingGroupisrelatedtotheCommitteeonCityDiplomacy,PeaceBuildingandHuman Rights. Chair:SpanishFederationofMunicipalitiesandProvinces(FEMP)
Contact:JuanaLpezPagn Tel:+34913643700 internacional@femp.es ResponsibleTourismandSustainableDevelopment ThisWorkingGroupisrelatedtotheCommitteeonDecentralisedCooperation. Chair:IvonneOrtega,GovernorofYucatan(Mexico) Contact:ManuelCarrilloEsquivel,DirectorGeneraldelaOficinadeAsuntosInternacionales Tel:+529999441135 ofaiyucatan@gmail.com EconomicDevelopment Presidencia:FAMSI(AndalousiaMunicipalitiesFundforInternationalSolidarity) LocalgovernmentsandCooperationinMiddleEast Presidency:Perugia(Italy) Contact:SimonGiovetti s.giovetti@citesuniesfrance.org Tel:0033153418187
TERMS OF REFERENCE FOR THE OPERATION OF COMMITTEES AND WORKING GROUPS

Amended by UCLG Executive Bureau, 26-27 April 2010, Chicago, USA
The UCLG Committees and Working Groups are mandated by the World Council within the framework of the UCLG Activity Programme to facilitate networking, foster policy debate and to support sharing of expertise between UCLG members on specific themes identified as priorities of the global agenda of the World Organization Committee Objectives The Committees participate in the preparation and their implementation within the sphere defined by the Executive Bureau and the framework of the Activities Programme for the period in progress. The results of their work shall be presented before the UCLG Executive Bureau and/or World Council. Each Committee can establish one or various working groups. Working Group Objectives The Working Groups contribute to the development of proposals with the aim of enriching the discussion in a Committee and/or developing cooperation initiatives between local governments and their associations. All of this within the framework of action agreed by the Executive Bureau. The UCLG Committees and Working Groups are bound by the following principles: 1. Where necessary and ad referendum of the ratification of the World Council, the Executive Bureau may create a Committee or Working Group, or put an end to their activities. The Committees and Working Groups shall operate in accordance with the organisations statutes and principles.
2.
Composition: 3. The Committees and Working Groups shall be formed in their majority by members of local governments (individual members or associations) that belong to at least three different UCLG sections (regional and metropolitan). UCLG members shall be invited to express in writing their interest in participating in the work of the Committees or Working Groups. The Secretariats of the Committees and Working Groups shall annually submit an updated membership list to the World Council, which will be accessible through the UCLG website. The formal local government members of Committees shall be political officials. They may be assisted in their work by their advisors. The local government members of Working Groups may be represented by advisors with or without a political mandate. Each Committee and Working Group shall elect a President and at least one Vice President from among UCLG local government members. The Presidents of Committees or Working Groups shall be invited to the meetings of the Executive Bureau and World Council.
4.
5. 6. 7.
8. 9.
The Secretary Generals of the regional and metropolitan sections shall be full members of the Committees and Working Groups. The other categories of UCLG members (international organisations, associate members and honorary members) shall also be invited to participate in the Committees and Working Groups according to their specific competences. Non-member institutions and organisations may be invited to attend Committee or Working Group meetings in the capacity of observers.
10.
Work Methodology Annual report 11. Annually, each Committee and Working Group shall submit to the World Council: a. an annual report b. the composition (presidency, vice-presidency and secretariat) c. a list of active members The Committee and Working Group work plan shall be included in the UCLG work plan. Committee Documents 12. Committee decisions and declaration proposals may only be published as Committee documents and should be signed by the Committee President, who shall inform the UCLG Executive Bureau about the work carried out. Documents shall be presented to the World Secretariat and be submitted through the Executive Bureau for information and/or ratification in the first meeting after a decision is taken or declaration proposal made by the Committee.
13.
The Secretariat 14. The Secretariat of each Committee and/or Working Group shall be provided by a member of the Committee or Working Group in liaison with the UCLG World Secretariat. They are both responsible for: - Preparing meetings and sending calls for meetings - Guaranteeing the writing up of reports or verbal processes of the meetings - Guaranteeing the relationship between members - Ensuring tracking of the matters dealt with - All other activities defined by the Committee or Working Group The Secretariat shall work closely with the President of the Committee or Working Group. The Secretariat agrees to regularly inform all the organisations members about the activities of the network through a section or page on the UCLG website: regular communications addressed to all Committee or Working Group members shall be made via the UCLG information system. To this end, Committee and Working Group members should provide the World Secretariat with all the necessary data. The Secretariat shall also ensure that the work languages of the Committees and Working Groups shall be, as far as possible, English, French and Spanish.
15. 16.
17.
Resources 18. UCLG shall not be held responsible for Committee or Working Group activities. The leaders of Committees and Working Groups should make funding available to allow the implementation of activities.
DAL - Comisin de Descentralizacin y Autonoma Local
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THE COMMITTEE
TRAINING
RESOURCES
NEWS
ACTIVITIES
EVENTS
BEST PRACTICES
THE COMMITTEE
The Committee on Decentralisation and Local Self-Government, chaired by the Government of the Province of Barcelona, has as its main objective to strengthen decentralisation and local-self government processes with the aim of improving local governance in every region of the world. The work of the Committee contributes to the strategy of the World organisation of United Cities and Local Governments on this field. This virtual space would like to encourage debate on the current situation of decentralisation as well as its future challenges. The achievement of such an ambitious goal requires the application of coordinated efforts. Therefore, this space welcomes contributions form all local and regional governments and their associations, as well as our partners central and regional governments, international organisms and research and academic institutions, who work for an effective decentralisation and good and democratic governance, in favour of local populations. The Committee members focus their work in the following specific objectives: Promoting effective decentralisation and local-self-government The Committee fosters the exchange of knowledge and the analysis of experiences on decentralisation policies and the implementation of local self-government. Supporting the Global Observatory on Decentralisation and Local Democracy The Committee supports the implementation of the UCLG Global Observatory on Decentralisation and Local Democracy and its subsequent development. It follows the monitoring of decentralisation processes in the different regions of the world carried out within the framework of the Observatory. The Committee is member of the network of institutions and experts working with UCLG on the issues of decentralisation and strengthening of local self-government. Lobbying for the adoption of international principles on decentralisation Another important focus of the Committee has been lobbying for the adoption of the draft Guidelines on Decentralisation by the UNHABITAT Governing Council in 2007. It is currently working for the effective implementation of the Guidelines in all the world regions.
NEWS
more
05/11/2012
Decentralization and local policies of business promotion for job creation in Latin America
On 18 and 19 October was held in Madrid the 7th Ibero-American Forum of Local Governments. This initiative, created in 2006 under the leadership of the Province of Barcelona, brings together mayors and local representatives from Latin America and the Iberian Peninsula. The Forum is linked to the process of Ibero-American Summits of Heads of State through the Secretaria General Iberoamericana ...
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Innovating in 3D
05/11/2012
Under the title "Decentralization, Democracy and Development: innovating in 3D" it was held from 26 to 28 September the General Assembly of the European Council of Municipalities and Regions in Cadiz. This conference brought together more than 500 mayors and local governments as well as prominent figures such as the Vice-President of the European Commission and
http://www.cities-localgovernments.org/committees/DAL/
11/13/2012
Page 2 of 3
Commissioner for Justice, Fundamental ...

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Indian expert on decentralization named President of UCLG-ASPAC

05/11/2012
The Asia-Pacific regional section of UCLG has chosen Jatin V. Modi, current President of the All India Institute of Local Self Government (Institute of Local Self-Government of India) as its new president for the period 2012-14. The All India Institute of Local Self Government is a research and research on urban development and municipal government established in 1926 and based in over 20 Indian ...
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Publications on decentralization in Latin America

05/11/2012
Latin America is a region that, due to its heterogeneity, has multiple experiences on decentralization and local management. Thus, local governments in the region have to face great challenges and find common initiatives of regional development. In this regard, the importance of local finance should be emphasised as one of the key issues, especially when considering that the limited degree of local ...
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Finalists of the Guangzhou award on urban innovation

05/11/2012
The technical committee of the Guangzhou International Prize for Urban Innovation has announced the list of finalists based on the criteria of effectiveness, replicability, innovation and content. This biannual award, organized by UCLG, Metropolis and the Chinese city of Guangzhou, aims to recognize innovative initiatives in the field of urban governance. This year, 255 initiatives from 153 cities ...
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05/11/2012
The Committee at the 6th World Urban Forum
The World Urban Forum is a meeting of local government representatives, international organizations and experts organized every two years by the United Nations Program for Human Settlements (UN Habitat). The 2012 edition, titled "For a urban future", gathered in Naples more that 3.000 people this past September. The UCLG Committee of Decentralisation and Local Self-Government, chaired by the Province ...
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05/11/2012
Coordination meeting of UCLG committees and working groups
11/13/2012
Page 3 of 3
The Committee on Decentralization and Local Self Government participated in the meeting of UCLG committees and working groups held in Barcelona last September. As part of this meeting, each committee put forward ideas and activities to contribute to the global strategy of the World Organization of Local Governments. It was also discussed how to position UCLG on future debates of great impact to the ...
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05/11/2012
Online Course on Decentralization and Local Governance
This month both versions of the 3rd Online Course on Decentralization and Local Governance of the UCLG Committee of Decentralisation and Local Self-Government have started in its two versions (one in English and one in Spanish). This edition includes the participation of officials and experts from 28 different countries. Decentralisation and local governance are crucial to the advancement of territorial ...
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Next meeting of the Decentralisation and Local Self-Government Committee

05/11/2012
This coming 5 December, 2012, it will be held the annual meeting of the Decentralisation and Local Self-Government Committee. At this meeting, which will take place during UCLG World Council in Dakar (Senegal), there will be presented the activities performed in 2012 and it will be discussed a roadmap for 2013. In addition, the advances in the preparation of the Third Global Report on Decentralisation ...
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AfriCities and UCLG World Council in Dakar

05/11/2012
From 4 to 7 December, the UCLG World Council and the African Summit City, AfriCities, will be held in Dakar (Senegal). These meetings, which are expected to be attended by more than 5,000 local government representatives, will be an opportunity to discuss the role of local governments in a situation characterised by the global economic crisis. Under the title "Africa building from its territories," ...
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11/13/2012
Local Finance and Development Committee
Chair: Fathallah Oualalou, Mayor of Rabat, Morocco
Promoting local government financial autonomy

There is no decentralisation process without local government financial autonomy. In the same time, local governments can not contribute effectively to the achievement of the Millennium goals without accessing or developing additional financial resources. Within this context, the UCLG Local Finance Committee, chaired by Eneas da Conceiao Comiche, Mayor of Maputo, aims at advising the UCLG members on matters related to municipal finance and resource mobilization.
Advice and innovation in municipal finance

The Committee will assist UCLG members in accessing current thinking and innovation on four topics of fiscal decentralization: - Are local governments being given the necessary expenditure responsibilities to carry out their functions? - What type of tax and revenue sources are assigned to local governments? How can local governments increase their own revenue sources and strengthen their financial autonomy? - How efficient are central-local fiscal transfers in bridging the gap in local authorities financial needs? - How can cities access credit in order to develop their infrastructure? How can the flows of domestic and international long-term capital to developing country cities be increased?
Strengthening city access to financing

The long-term aim is to improve the local governments financial capacities and resource mobilization in order to increase their investment in city infrastructure. The Committee will provide advice and act as a sounding board to the Municipal Finance Taskforce within Cities Alliance, in order to strengthen the linkages between the finance needs of cities and their options to access financing.
DECENTRALISATION AND LOCAL SELF-GOVERNMENT COMMITTEE LOCAL FINANCE AND DEVELOPMENT COMMITTEE Working Meeting Draft Agenda 1 October 201 ! 11"00-12" 0 Sofitel #otel! room $o%ale 1 $abat! &orocco
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11"1+alance de activities: Decentralisation and Local Self-Government Committee Local ,inance and Develo(ment Committee 11"/'or.ing (lan initiatives: Decentralisation and Local Self-Government Committee Local ,inance and Develo(ment Committee 12"1Debate 0ssues submitted for discussion b% Committee members and (artici(ants 12" 0 Conclusion and Closing
Decentralisation and Local Self-Government Committee: dal.cglu@diba.cat.
CULTURECOMMITTEE
(TheCulturecommitteewillbeholdingaparallelsession(Cultureinsustainabledevelopment)on October3,2013,4pmto5:30pm.ThecontentofthissessionisincludedintheProgrammeTabofthis binder)
TheAgenda21forcultureisthefirstdocumentwithworldwidemissionthatadvocatesestablishingthe groundworkofanundertakingbycitiesandlocalgovernmentsforculturaldevelopment. TheAgenda21forculturewasagreedbycitiesandlocalgovernmentsfromallovertheworldto enshrinetheircommitmenttohumanrights,culturaldiversity,sustainability,participatorydemocracy andcreatingconditionsforpeace. Itwasapprovedbythe4thForumofLocalAuthoritiesforSocialInclusionofPortoAlegre,heldin Barcelonaon8May2004aspartofthefirstUniversalForumofCultures. UnitedCitiesandLocalGovernments(UCLG)adoptedtheAgenda21forcultureasareference documentforitsprogrammesoncultureandassumedtheroleofcoordinatoroftheprocess subsequenttoitsapproval.UCLGsWorkingGrouponCulture,constitutedinBeijingon9June2005,is themeetingpointforcities,localgovernmentsandnetworksthatplacecultureattheheartoftheir developmentprocesses. AgrowingnumberofcitiesandlocalgovernmentstheworldoverhaveadheredtotheAgenda21for cultureintheirlocalcouncils.Theprocesshasraisedtheinterestofinternationalorganisations,national governmentsandcivilsociety.
Chair: Lille-Mtropole, Catalunya-Spain Contact: Jordi Pascual, Barcelona Institute of Culture agenda21cultura@bcn.cat
United Cities and Local Governments - Committee on culture
Agenda 21 for culture
UNITED CITIES AND LOCAL GOVERNMENTS -COMMITTEE ON CULTURE
Agenda 21 for culture
The Agenda 21 for culture is the first document with worldwide mission that advocates establishing the groundwork of an undertaking by cities and local governments for cultural development. The Agenda 21 for culture was agreed by cities and local governments from all over the world to enshrine their commitment to human rights, cultural diversity, sustainability, participatory democracy and creating conditions for peace. It was approved by the 4th Forum of Local Authorities for Social Inclusion of Porto Alegre, held in Barcelona on 8 May 2004 as part of the first Universal Forum of Cultures. United Cities and Local Governments (UCLG) adopted the Agenda 21 for culture as a reference document for its programmes on culture and assumed the role of coordinator of the process subsequent to its approval. UCLGs Committee on Culture is the meeting point for cities, local governments and networks that place culture at the heart of their development processes. A growing number of cities and local governments the world over have adhered to the Agenda 21 for culture in their local councils. The process has raised the interest of international organisations, national governments and civil society.
How to adopt Agenda 21 for culture in your municipality

Around 300 cities, local governments and organisations from all over the world are linked to Agenda 21 for culture. A complete list is periodically updated on the website. The formal adoption of Agenda 21 for culture by a local government is of major importance: it expresses the undertaking with the citizens so as to ensure that culture takes a key role in urban policies, and it shows a sign of solidarity and cooperation with the cities and local governments of the world. A standard form for adoption of Agenda 21 for culture is found on the website. In order to ensure that adoptions are kept up-to-date, cities and local governments are kindly requested to send a copy of the resolution adopted in a plenary council meeting to: The World Secretariat of United Cities and Local Governments: info@cities-localgovernments.org The Secretariat of the Committee on culture: agenda21cultura@bcn.cat
Furthermore, it is advisable to send a copy of the resolution to: The Secretary General of the Association of Cities or Municipalities of your country The Ministry for Culture of your country
How to implement Agenda 21 for culture in your municipality

Agenda 21 for culture provides an opportunity for every city to create a long-term vision of culture as a basic pillar in its development. The document Advice on local implementation of Agenda 21 for culture draws up general concepts and considerations, and suggests four specific tools: Local cultural strategy Charter of cultural rights and responsibilities Culture council Cultural impact assessment
You can download the full document Advice on local implementation of Agenda 21 for culture from the website.
How to join UCLGs Committee on Culture

Registration to UCLGs Committee on Culture is possible through the form you may obtain from info@cities-localgovernments.org
The contents of Agenda 21 for culture

The Agenda 21 for culture has 67 articles, divided into three large sections. The principles section (16 articles) describes the relationship between culture and human rights, diversity, sustainability, participatory democracy and peace. The undertakings (29 articles) concentrates on the scope of local government responsibilities, and gives a detailed description of the request for centrality of cultural policies. The section on recommendations (22 articles) advocates for the renewed importance of culture, and demands that this importance be recognised in the programmes, budgets and organisational charts of the various levels of government (local, national / State) and by international organisations. The contents of Agenda 21 for culture can also be summarised thematically. Culture and human rights Culture and human development. Cultural diversity as a means to achieve a more satisfactory intellectual, emotional, moral and spiritual existence. Cultural rights are an integral part of human rights. No one may invoke cultural diversity to infringe upon the human rights guaranteed by international law, nor to limit their scope. Mechanisms, instruments and resources for guaranteeing freedom of speech Invitation to artists to commit themselves with the city, improving coexistence and quality of life, increasing the creative and critical capacity of all citizens Culture and governance New central role of culture in society. Legitimacy of cultural policies Quality of local development depends on the interweaving of cultural policies and other public policies Local governance: a joint responsibility of citizens, civil society and governments Improvement of assessment mechanisms in culture. System of cultural indicators Importance of networks and international cooperation Participation of local governments in national cultural policies and programmes
Culture, sustainability and territory Cultural diversity, as necessary for humankind as biodiversity is for nature Diversity of cultural expressions brings wealth. Importance of a wide cultural ecosystem, with diversity of origins, actors and content Dialogue, coexistence and interculturality as basic principles for the dynamics of citizen relationships Public spaces as cultural spaces
Culture and social inclusion Access to culture at all stages of life Expressiveness as a basic dimension of human dignity and social inclusion without any prejudice to gender, origin, poverty or any other kind of discrimination Building audiences and encouraging cultural participation as vital elements of citizenship
Culture and economy Recognition of the economic dimension of culture. Importance of culture as a factor in the creation of wealth and economic development Funding culture with various sources, such as subsidies, venture capital funds, micro-credits or tax incentives. Strategic role of the cultural industries and the local media for their contribution to local identity, creative continuity and job creation Relations between cultural facilities and the organisations of the knowledge economy Respect and guarantee rights of authors and artists and ensure their fair remuneration
The website http://www.agenda21culture.net hosts all the resources, including translations of the document into several languages, articles, publications, news and events.
AGENDA 21 FOR CULTURE

An undertaking by cities and local governments for cultural development
We, cities and local governments of the world, committed to human rights, cultural diversity, sustainability, participatory democracy and the creation of the conditions for peace, assembled in Barcelona on 7 and 8 May 2004, at the IV Porto Alegre Forum of Local Authorities for Social Inclusion, in the framework of the Universal Forum of Cultures Barcelona 2004, agree on this Agenda 21 for Culture as a guiding document for our public cultural policies and as a contribution to the cultural development of humanity.
I. Principles
1. Cultural diversity is the main heritage of humanity. It is the product of thousands of years of history, the fruit of the collective contribution of all peoples through their languages, imaginations, technologies, practices and creations. Culture takes on different forms, responding to dynamic models of relationship between societies and territories. Cultural diversity is a means to achieve a more satisfactory intellectual, emotional, moral and spiritual existence (UNESCO Universal Declaration on Cultural Diversity, article 3), and is one of the essential elements in the transformation of urban and social reality. Clear political analogies exist between cultural and ecological questions, as both culture and the environment are common assets of all humanity. The current economic development models, which prey excessively on natural resources and common goods of humanity, are the cause of increasing concern for the environment. Rio de Janeiro 1992, Aalborg 1994, and Johannesburg 2002, have been the milestones in a process of answering one of the most important challenges facing humanity: environmental sustainability. The current situation also provides sufficient evidence that cultural diversity in the world is in danger due to a globalization that standardizes and excludes. UNESCO says: A source of exchange, innovation and creativity, cultural diversity is as necessary for humankind as biodiversity is for nature (UNESCO Universal Declaration on Cultural Diversity, article 1). Local governments recognize that cultural rights are an integral part of human rights, taking as their reference the Universal Declaration of Human Rights (1948), the International Covenant on Economic, Social and Cultural Rights (1966) and the UNESCO Universal Declaration on Cultural Diversity (2001). They recognize that the cultural freedom of individuals and communities is an essential condition for democracy. No one may invoke cultural diversity to infringe upon the human rights guaranteed by international law, nor to limit their scope. Local governments are worldwide agents of prime importance as defenders and promoters of the advance of human rights. They also represent the citizens of the world and speak out in favour of international democratic systems and institutions. Local governments work together in networks, exchanging practices and experiences and coordinating their actions. Cultural development relies on a host of social agents. The main principles of good governance include transparency of information and public participation in the conception of cultural policies, decisionmaking processes and the assessment of programmes and projects.
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The indispensable need to create the conditions for peace must go hand in hand with cultural development strategies. War, terrorism, oppression and discrimination are expressions of intolerance which must be condemned and eradicated. Cities and local spaces are a privileged setting for cultural invention which is in constant evolution, and provide the environment for creative diversity, where encounters amongst everything that is different and distinct (origins, visions, ages, genders, ethnic groups and social classes) are what makes full human development possible. Dialogue between identity and diversity, individual and group, is a vital tool for guaranteeing both a planetary cultural citizenship as well as the survival of linguistic diversity and the development of cultures. Coexistence in cities is a joint responsibility of citizens, civil society and local governments. Laws are fundamental, but cannot be the only way of regulating coexistence in cities. As the Universal Declaration of Human Rights (article 29) states: Everyone has duties to the community in which alone the free and full development of his (/her) personality is possible. Cultural heritage, tangible and intangible, testifies to human creativity and forms the bedrock underlying the identity of peoples. Cultural life contains both the wealth of being able to appreciate and treasure traditions of all peoples and an opportunity to enable the creation and innovation of endogenous cultural forms. These qualities preclude any imposition of rigid cultural models.
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10. The affirmation of cultures, and the policies which support their recognition and viability, are an essential factor in the sustainable development of cities and territories and its human, economic, political and social dimension. The central nature of public cultural policies is a demand of societies in the contemporary world. The quality of local development depends on the interweaving of cultural and other public policies social, economic, educational, environmental and urban planning. 11. Cultural policies must strike a balance between public and private interest, public functions and the institutionalization of culture. Excessive institutionalization or the excessive prevalence of the market as the sole distributor of cultural resources involves risks and hampers the dynamic development of cultural systems. The autonomous initiative of the citizens, individually or in social entities and movements, is the basis of cultural freedom. 12. Proper economic assessment of the creation and distribution of cultural goods amateur or professional, craft or industrial, individual or collective becomes, in the contemporary world, a decisive factor in emancipation, a guarantee of diversity and, therefore, an attainment of the democratic right of peoples to affirm their identities in the relations between cultures. Cultural goods and services, as stated in the UNESCO Universal Declaration on Cultural Diversity (article 8), as vectors of identity, values and meaning, must not be treated as mere commodities or consumer goods. It is necessary to emphasize the importance of culture as a factor in the creation of wealth and economic development. 13. Access to the cultural and symbolic universe at all stages of life, from childhood to old age, is a fundamental element in the shaping of sensitivity, expressiveness and coexistence and the construction of citizenship. The cultural identity of each individual is dynamic. 14. The appropriation of information and its transformation into knowledge by the citizens is a cultural act. Therefore access without discrimination to expressive, technological and communication resources and the constitution of horizontal networks strengthens and nourishes the collective heritage of a knowledge-based society.
15. Work is one of the principal spheres of human creativity. Its cultural dimension must be recognized and developed. The organization of work and the involvement of businesses in the city or territory must respect this dimension as one of the basic elements in human dignity and sustainable development. 16. Public spaces are collective goods that belong to all citizens. No individual or group can be deprived of free use of them, providing they respect the rules adopted by each city.
II. Undertakings
17. To establish policies that foster cultural diversity in order to guarantee a broad supply and to promote the presence of all cultures especially minority or unprotected cultures, in the media and to support co-productions and exchanges avoiding hegemonic positions. 18. To support and promote, through different means and instruments, the maintenance and expansion of cultural goods and services, ensuring universal access to them, increasing the creative capacity of all citizens, the wealth represented by linguistic diversity, promoting artistic quality, searching new forms of expression and the experimentation with new art languages, as well as the reformulation and the interaction between traditions, and the implementation of mechanisms of cultural management which detect new cultural movements and new artistic talent and encourage them to reach fulfillment. Local governments state their commitment to creating and increasing cultural audiences and encouraging cultural participation as a vital element of citizenship. 19. To implement the appropriate instruments to guarantee the democratic participation of citizens in the formulation, exercise and evaluation of public cultural policies. 20. To guarantee the public funding of culture by means of the necessary instruments. Notable among these are the direct funding of public programmes and services, support for private enterprise activities through subsidies, and newer models such as micro-credits, risk-capital funds, etc. It is also possible to consider establishing legal systems to facilitate tax incentives for companies investing in culture, providing these respect the public interest. 21. To open up spaces for dialogue between different spiritual and religious choices living side by side in the local area, and between these groups and the public authorities to ensure the right to free speech and harmonious coexistence. 22. To promote expression as a basic dimension of human dignity and social inclusion without prejudice by gender, age, ethnic origin, disability, poverty or any other kind of discrimination which hinders the full exercise of freedoms. The struggle against exclusion is a struggle for the dignity of all people. 23. To promote the continuity and the development of indigenous local cultures, which are bearers of a historic and interactive relation with the territory. 24. To guarantee the cultural expression and participation of people with cultures from immigration or originally rooted in other areas. At the same time, local governments undertake to provide the means for immigrants to have access to and participate in the culture of the host community. That reciprocal commitment is the foundation of coexistence and intercultural processes, which in fact, without that name, have contributed to creating the identity of each city.
25. To promote the implementation of forms of cultural impact assessment as a mandatory consideration of the public or private initiatives that involve significant changes in the cultural life of cities. 26. To consider cultural parameters in all urban and regional planning, establishing the laws, rules and regulations required to ensure protection of local cultural heritage and the legacy of previous generations. 27. To promote the existence of the public spaces of the city and foster their use as cultural places for interaction and coexistence. To foster concern for the aesthetics of public spaces and collective amenities. 28. To implement measures to decentralize cultural policies and resources, legitimating the creative originality of the so-called peripheries, favoring the vulnerable sectors of society and defending the principle of the right of all citizens to culture and knowledge without discrimination. That determination does not mean avoiding central responsibilities and, in particular, responsibility for funding any decentralization project. 29. To particularly promote coordination between the cultural policies of local governments that share a territory, creating a dialogue that values the identity of each authority, their contribution to the whole and the efficiency of the services for citizens. 30. To boost the strategic role of the cultural industries and the local media for their contribution to local identity, creative continuity and job creation. 31. To promote the socialization of and access to the digital dimension of projects and the local or global cultural heritage. The information and communication technologies should be used as tools for bringing cultural knowledge within the reach of all citizens. 32. To implement policies whose aim is the promote access to local public media and to develop these media in accordance with the interests of the community, following the principles of plurality, transparency and responsibility. 33. To generate the mechanisms, instruments and resources for guaranteeing freedom of speech. 34. To respect and guarantee the moral rights of authors and artists and ensure their fair remuneration. 35. To invite creators and artists to commit themselves to the city and the territory by identifying the problems and conflicts of our society, improving coexistence and quality of life, increasing the creative and critical capacity of all citizens and, especially, cooperating to contribute to the resolution of the challenges faced by the cities. 36. To establish policies and investments to encourage reading and the diffusion of books, as well as full access for all citizens to global and local literary production. 37. To foster the public and collective character of culture, promoting the contact of all sectors of the city with all forms of expression that favour conviviality: live shows, films, festivals, etc. 38. To generate coordination between cultural and education policies, encouraging the promotion of creativity and sensitivity and the relations between cultural expressions of the territory and the education system. 39. To guarantee that people with disabilities can enjoy cultural goods and services, facilitating their access to cultural services and activities. 40. To promote relations between the cultural facilities and other entities working with knowledge, such as universities, research centers and research companies.
41. To promote programmes aimed at popularizing scientific and technical culture among all citizens, especially taking into account that the ethical, social, economic and political issues raised by possible applications of new scientific knowledge are of public interest. 42. To establish legal instruments and implement actions to protect the cultural heritage by means of inventories, registers, catalogues and to promote and popularize heritage appreciation through activities such as exhibitions, museums or itineraries. 43. To protect, valorize and popularize the local documentary heritage generated in the public local/regional sphere, on their own initiative or in association with public and private entities, providing incentives for the creation of municipal and regional systems for that purpose. 44. To encourage the free exploration of cultural heritage by all citizens in all parts of the world. To promote, in relation with the professionals in the sector, forms of tourism that respect the cultures and customs of the localities and territories visited. 45. To develop and implement policies that deepen multilateral processes based on the principle of reciprocity. International cultural cooperation is an indispensable tool for the constitution of a supportive human community which promotes the free circulation of artists and cultural operators, especially across the north-south frontier, as an essential contribution to dialogue between peoples to overcome the imbalances brought about by colonialism and for interregional integration.
III. Recommendations
TO LOCAL GOVERNMENTS 46. All local governments are invited to submit this document for the approval of their legislative bodies and to carry out a wider debate with local society. 47. Ensure the central place of culture in local policies and promote the drafting of an Agenda 21 for culture in each city or territory, in close coordination with processes of public participation and strategic planning. 48. Make proposals for agreeing the mechanisms for cultural management with other institutional levels, always respecting the principle of subsidiarity. 49. Fulfill, before 2006, a proposal for a system of cultural indicators that support the deployment of this Agenda 21 for culture, including methods to facilitate monitoring and comparability. TO STATE AND NATIONAL GOVERNMENTS 50. Establish instruments for public intervention in the cultural field, bearing in mind the increase in citizens cultural needs, current deficiencies of cultural programmes and resources and the importance of devolving budgetary allocations. Moreover, it is necessary to work to allocate a minimum of 1% of the national budget for culture. 51. Establish mechanisms for consultation and agreement with local governments, directly or through their networks and federations, to make new legislation, rules and systems for funding in the cultural field. 52. Avoid trade agreements that constrain the free development of culture and the exchange of cultural goods and services on equal terms.
53. Approve legal provisions to avoid the concentration of cultural and communication industries and to promote cooperation, particularly in the field of production, with local and regional representatives and agents. 54. Guarantee appropriate mention of the origin of cultural goods exhibited in our territories and adopt measures to prevent illegal trafficking of goods belonging to the historic heritage of other peoples. 55. Implement at state or national level international agreements on cultural diversity, especially the UNESCO Universal Declaration on Cultural Diversity, approved at the 31st General Conference, in November 2001, and the Plan of Action on Cultural Policies for Development agreed at the Intergovernmental Conference in Stockholm (1998). TO INTERNATIONAL ORGANISATIONS
ORGANIZATIONS OF CITIES
56. To United Cities and Local Governments: adopt this Agenda 21 for Culture as a reference document for their cultural programmes and also assume their role as coordinators of the process after their adoption. 57. To continental networks of cities and local governments (especially the ones that promoted this Agenda 21 such as Interlocal, Eurocities, Sigma or Mercociudades): consider this document within their technical action and policy programmes.
UNITED NATIONS PROGRAMMES AND AGENCIES
59. To UNESCO: recognize this Agenda 21 for Culture as a reference document in its work preparing the international legal instrument or Convention on Cultural Diversity planned for 2005. 59. To UNESCO: recognize cities as the territories where the principles of cultural diversity are applied, especially those aspects related to coexistence, democracy and participation; and to establish the means for local governments to participate in its programmes. 60. To the United Nations Development Programme (UNDP): deepen its analysis of culture and development and incorporate cultural indicators into the calculation of the human development index (HDI). 61. To the Department of Economic and Social Affairs Sustainable Development Section, which is responsible for the monitoring of Agenda 21: develop the cultural dimension of sustainability following the principles and commitments of this Agenda 21 for Culture. 62. To United Nations HABITAT: consider this document as a basis for the establishing the importance of the cultural dimension of urban policies. 63. To the United Nations Committee on Economic, Social and Cultural Rights: include the urban dimension in its analysis of the relations between cultural rights and other human rights.
INTERGOVERNMENTAL AND SUPRANATIONAL ORGANISATIONS
64. To the World Trade Organizations: exclude cultural goods and services from their negotiation rounds. The bases for exchanges of cultural goods and services must be established in a new international legal instrument such as the Convention on Cultural Diversity planned for 2005. 65. To the continental organizations (European Union, Mercosur, African Union, Association of Southeast Asian Nations): incorporate culture as a pillar of their construction. Respecting the national competences and subsidiarity, there is a need for a continental cultural policy based on the principles of the legitimacy of public intervention in culture, diversity, participation, democracy and networking.
66. To the multilateral bodies established on principles of cultural affinity (for example, the Council of Europe, the League of Arab States, the Organization of Iberoamerican States, the International Francophone Organisation, the Commonwealth, the Community of Portuguese Language Countries, the Latin Union): promote dialogue and joint projects which lead to a greater understanding between civilizations and the generation of mutual knowledge and trust, the basis of peace. 67. To the International Network for Cultural Policies (states and ministers of culture) and the International Network for Cultural Diversity (artists associations): consider the cities as fundamental territories of cultural diversity, to establish the mechanisms for the participation of local governments in their work and to include the principles set out in this Agenda 21 for culture in their plans of action.
Barcelona, 8 de mayo de 2004
Committee on culture United Cities and Local Governments UCLG Commission de culture Cits et Gouvernements Locaux Unis CGLU Comisin de cultura Ciudades y Gobiernos Locales Unidos CGLU http://www.agenda21culture.net http://www.cities-localgovernments.org agenda21cultura@bcn.cat info@cities-localgovernments.org The Agenda 21 for culture is available in English, French, Spanish, Arabic, Bulgarian, Catalan, Galician, German, Italian, Japanese, Portuguese and Turkish. Committed to cultural and linguistic diversity, the Committee on culture encourages its translation into more languages. L'Agenda 21 de la culture est disponible en anglais, franais, espagnol, allemand, arabe, bulgare, catalan, galicien, italien, japonais, portugais et turc. Engag la diversit culturelle et linguistique, la Commission de culture encourage sa traduction dans dautres langues. La Agenda 21 de la cultura est disponible en ingls, francs, espaol, alemn, rabe, blgaro, cataln, gallego, italiano, japons, portugus y turco. Comprometido con la diversidad cultural y lingstica, la Comisin de cultura anima a su traduccin a otras lenguas.
Edited: 31 January 2008
With the support of
DEVELOPMENT COOPERATION AND CITY DIPLOMACY (Barry Vrbanovic, FCM, is the Vice-President for North America)
Creation of the Committee on Development Cooperation and City Diplomacy The Committee on Development Cooperation and City Diplomacy of United Cities and Local Governments (UCLG) was created in November 2010, being the result of the merger of two previously existing committees: the Decentralized Cooperation Committee and the Committee on City Diplomacy, Peace building and Human Rights. The merger took place as a result of the close relation of the topics and activities of the two Committees and in order to react to the need within UCLG to work towards a more compact governance structure. The members of the Committees agreed to set up a joint work plan, in which also important aspects of the Millennium Development Goals are included. A political committee to advise the World Organization The Committee on Development Cooperation and City Diplomacy is a political Committee which proposes and develops policies and gives advice to the World Organization on issues related to local government international development cooperation and city diplomacy. The Committee on Development Cooperation and City Diplomacy is formally liaised with various Working Groups, such as the Capacity and Institution Building Working Group, the Working Group on Migration and CoDevelopment and the Working Group on Responsible Tourism and Sustainable Development, the Municipal Alliance for Peace (MAP) and the European Platform for Peace in the Middle East. It also has close ties with the UCLG Working Group on the Local Dimension of the Alliance of Civilizations. Main objectives of the Committee 1. To inform and support UCLGs reflection on the importance and added value of local government development cooperation within the debate on the new aid architecture and to achieve the Millennium Development Goals; 2. To support the reflection and the positioning of UCLG in the debate on development effectiveness; 3. To advise UCLG on the role of local governments should play in fostering peace building and stability and in preventing and resolving violent conflicts; 4. To inform UCLGs lobby for increased multilateral and bilateral support for local government development and city diplomacy programmes; 5. To ensure exchange, information sharing, coordination and collaboration among UCLG members that are active in development cooperation.
Presidents: Grard Collomb, Mayor of Lyon, France and Annemarie Jorritsma-Lebbink, Chair of the Association of Netherlands Municipalities (VNG), The Netherlands
REPORT 2012
COMMITTEE DEVELOPMENT COOPERATION

AND CITY DIPLOMACY
WORK PLAN 2013
Report 2012 Work Plan 2013
Progress 2012
I - Structure of the Committee Presidency and vice presidency The Development Cooperation and City Diplomacy Committee is chaired by two co-presidents: Mr. Grard Collomb, Mayor of Lyon, is responsible for issues related to Development Cooperation; Ms. Annemarie Jorritsma, Mayor of Almere and President of the Association of Netherlands Municipalities (VNG) is responsible for City Diplomacy matters.
The Committee aimed at having Vice-Presidents from all regions of the world. All vice presidents were assigned during 2011 and 2012 with the cooperation of the regional sections The main responsibilities of Vice Presidents are to: Consult the regional members about policy and activity proposals of the Committee; Feed into the work plan of the Committee, in consultation with regional members; Monitor the implementation of the annual work plan in the region; Represent the Committee in regional organizations and meetings; Represent the region in matters on development cooperation and city diplomacy.
From North America, the Vice President of the Committee is Mr. Berry Vrbanovic, Past President of the Federation of Canadian Municipalities. From the Middle East and West Asia, the Vice President is Mr. Osman Baydemir, Mayor of Diyarbakir, Turkey. From Europe, the Vice President is Mr. Fernando Rodrguez Villalobos, President of the Andalusian Municipalities Fund for International Solidarity (FAMSI), Spain.
From Africa, the Vice President is M. Boubacar BAH, President of the Association of Malian Municipalities, Mali. From the Asia Pacific, the Vice Prsident is Madam Dr. Selina Hayat Ivy, Mayor of Narayangonj City Corporation, Bangladesh. From the Latin America, the vice President is M. Mauricio Macri, Chief of Government of Buenos Aires, Argentina. The Vice Presidents are being involved in the process of the policy paper by inviting them to help us to carry our messages forward throughout their regional sections.
Meetings The committee meetings coincide with the agenda of UCLG, in order to reduce travel expenditure of members of UCLG. The committee didnt have a meeting during the first half of 2012 due to the cancellation of the Executive Bureau in Rio in June.
Coordination with the Working Groups The coordination with the working groups is still in its infancy stage. The Working Groups and committee try to coordinate interventions during committee meetings and foreseen validation on agenda. Concerning the policy paper, letters have been sent to each working group to invite them, as one of the Working Groups of the Committee on Development Cooperation and City Diplomacy, to identify from their network a Champion that could carry the messages forward. These Champions will be equipped with specific communication tools such as a power point presentation, copies of the position paper, and one-page document with key messages
II - Priorities UCLG Policy Paper on Local Government and Development Cooperation The UCLG Decentralised Cooperation and City Diplomacy (DCCD) Committee and the Capacity and Institution Building (CIB) Working Group, in coordination with our World Secretariat, have taken the initiative to develop a UCLG policy paper and advocacy strategy for development cooperation. The Federation of Canadian Municipalities (FCM), as Vice-Chair of the Committee, is taking the lead in the development of this product, together with some other members that have expressed an interest to be closely involved in the discussions. The Paper focuses on the critical role that local and regional governments play in the development of a country - particularly in the context of increasing urbanization - , and the importance and effectiveness of development cooperation to build local government capacity to play this role.
City Diplomacy : Update of the Municipal Alliance for Peace in the Middle East (MAP) The political context in the Middle East is still very complex and is far from conducive for a constructive dialogue between local governments in Israel and the Palestinian Territories. Having said that official delegations of APLA (Association of Palestinian Local Authorities) and ULAI (Union of Local Authorities in Israel) expressed their strong willingness to continue their cooperation in the framework of the MAP process during the International Mayors meeting organized by the City of Cologne, the Deutsche Stdtetag and the Association of Netherlands Municipalities (VNG) in Cologne in the beginning of December 2011. In Cologne it was agreed that UNDP/PAPP would take the lead in the formulation of a new programme design for MAP in the coming years in order to re-energize the MAP process and to upscale the international efforts. It was the intention that, based on this new programme UNDP and Habitat together with APLA and ULAI as well as the Friends of MAP (which are the original stakeholders of MAP: Cities of Cologne, Barcelona, Deventer, the Federation of Canadian Municipalities (FCM), United Cities France (CUF), the Deutsche Stdtetag, the Association of Netherlands Municipalities (VNG) and UCLG) should approach the donors to raise sufficient funding. It was envisaged that UNDP would become the implementing agency of MAP taking the responsibility for the day-to-day coordination of MAP. The new project plan has been written but its progress has been seriously affected by the political situation. ULAI and APLA committed themselves to get a joint Mayors Forum running which would work as a kind of regular contact platform between the two associations. ULAI succeeded to get a modest amount of 40.000 USD for this activity from their Ministry for Regional Cooperation in the beginning of May 2012. A new meeting of the Friends of MAP (including ULAI and APLA) would gather during the next UCLG World Council meeting in Dakar, however on the 28th of May, Isam Akel announced on behalf of APLA the decision that at this stage and under the prevailing conditions, APLA cannot get engaged
3
in any dialogue or meetings currently. Though the letter also states that APLA remains committed to MAP and cross border cooperation when the situation allows and once the enabling environment of such activities is available, this statement about the MAP process seriously affected the continuation of the dialogue and the possibilities for involvement of foreign partners. Taking into account this situation we decided to postpone a general newsletter till APLA has had its General Assembly meeting, so that we can get clarity from the newly legitimated leadership of APLA about their perspectives on the future of the MAP process. Although APLA succeeded to have a General Assembly meeting on the 14th of July 2012, it became clear that further decisions should be taken after the local elections which as you know took place in October. As soon as the national associations of local governments in Israel (ULAI) and Palestine (APLA) would decide to continue their active dialogue and cooperation, the UNDP/PAPP project plan could be revived and the Association of Netherlands Municipalities (VNG) is still willing to fulfill its contribution as the chair of the Friends of MAP. It is also good to know that the German Association of Municipalities, the Deutsche Stdtetag, recently decided to cooperate closely with VNG to activate the network as soon as the situation allows us to do so. Both the German Stdtetag and VNG are in favor of a good meeting during UCLGs World Council in Dakar of the Working Group on Palestine/Israel (the working group established on the initiative of CUF as part of the political Decentralised Cooperation and City Diplomacy Committee which should bring together all UCLG members interested in efforts to bring peace to the Middle East) and bring up a discussion how local governments outside the region can contribute to the peace process at this highly complicated and difficult stage of affairs. The Deutsche Stdtetag has taken the initiative to investigate the possibility to organize a joint mayors visit from Germany and The Netherlands to local governments in Palestine (and APLA) in order to revitalize the communication and to listen to the views of local Palestinian leaders on further international cooperation. The German government has expressed its interest in financing such a visit. Further information will follow as soon as things are more clear and certain.
Lobbying in (inter)national debates Currently, two parallel processes are being initiated: both the identification of the post-2015 Global Development Goals (UN), for which national dialogues in 50 countries will be organized, and the identification of indicators of progress of the Global Partnership for Effective Development (OECD/UNDP).
Lobbying for recognition of role and added value of local and regional authorities in development cooperation. The Co-chairs of the committee have participated to international debates on behalf of UCLG organisation. - Cologne, December 2011: International Mayors meeting on the Municipal Alliance for Peace in the Middle-East - Hebron, West Bank, January 2012: Conference of French Palestinian local authorities on decentralised cooperation - Vera Cruz, Mexico, February - March 2012 : Conference of Mexicans local authorities - New York, USA : July 2012: UN Development Cooperation Forum - Naples, Italy, September 2012: World Urban Forum - Cadiz, France, October 2012 : General Assembly of CEMR - Beirut, Lebanon, October 2012 : Conference French-Lebanon-European authorities on decentralised cooperation and decentralization. - Dakar, Senegal, December 2012 : UCLG World Council and Africits
Work Plan 2013

UCLG Policy Paper on Local Government and Development Cooperation Policy paper will be adopted during the World Council meeting in December in Dakar. Publication and diffusion of the document will be organised in 2013
Raising awareness on the role of local government in conflict prevention and resolution Working closely with the UCLG Middle East working group, and nationals or internationals initiatives on local authorities facing the violence situation due to wars or politics conflicts. VNG International will, together with MasterPeace, assess possibilities of setting up an international Peace Prize for good practice in city diplomacy or conflict prevention and resolution.
Advise on advocacy activities in (inter)national debates Members of the Committee are committed to support UCLG in their advocacy work and to advocate on behalf of UCLG in (inter)national debates on development cooperation and city diplomacy when there is a clear mandate of the world organization. The Committee will inform policies and will examine information and tools that assist members to get involved in dialogues in their countries on development cooperation, in coordination with the Capacity and Institution Building Working Group members and, where possible, in coordination with the dialogues on decentralization organized by the Committee on Decentralization and Local SelfGovernment.
SOCIAL INCLUSION, PARTICIPATORY DEMOCRACY AND HUMAN RIGHTS

The Committee aims to contribute to articulating a common voice for cities in UCLG on social inclusion, participatory democracy and human rights, and to advise local governments on the design of these policies. To that end, the Committee fosters political debate, exchange of experiences and the collective generation of new knowledge in order to establish guidelines for designing and implementing innovative local policies on social inclusion, participatory democracy and human rights. To date, the main outputs of the Committee on Social Inclusion, Participatory Democracy and Human Rights have been:
The document For a world of inclusive cities, which is now the UCLG's political position on social inclusion. The Inclusive Cities Observatory, a virtual platform that contains 65 case studies on innovative policies for community development, access to public services, gender equality, environmental protection and poverty eradication, among other issues. The Global Charter-Agenda for Human Rights in the City, adopted by UCLG in 2011 at the World Council in Florence (Italy). The political promotion of the European Charter for Human Rights in the City, adopted in SaintDenis (France) in 2000. Participation in and organisation of many debates and conferences on social inclusion, participatory democracy and human rights. Institutional coordination with several city networks, including the FAL (the Forum of Local Authorities for Social Inclusion and Participatory Democracy), the FALP (the World Forum for Suburban Local Authorities) and the OIDP (International Observatory on Participatory Democracy). The establishment of regular communication and collaboration channels with international organizations including UNESCO, UN-HABITAT, the International Labour Organisation (ILO), the European Union (EU) Fundamental Rights Agency (FRA) and the Council of Europe (CoE). Communication tools (a website, quarterly newsletters, presence on social networks, brochures, etc.) in order to raise the profile of our work and increase the number of member cities.
STRATEGIC PRIORITIES After an extensive process of collective reflection that took place at the plenary meetings in Getafe (June 2010) and Mexico City (November 2010), the members of the Committee defined several strategic
priorities, which have been reformulated as follows to align them with the UCLG Strategic Plan 2010 2016 : LEADERSHIP AND GOVERNANCE. Leadership, vision and strategy, communication.
Promote political participation and shared leadership of the Committee. To that end, the Committee will collaborate with UCLG on the preparatory processes for the various international summits. It will also seek to ensure gender equality in its representative bodies (Presidency and Vice-presidencies) and will organize its working meetings using participatory methodologies. Reinforce the strategy of communication and international visibility. The web platform will be reinforced and equipped with virtual and interactive media for communication/networking. Efforts will also be made to ensure that the Committee participates in international events, especially in Africa and Asia, which can contribute to raising the profile of its work and increasing the number of members.
REPRESENTATION. Recognition, political positioning and promotion of policies.

Promote social inclusion policies. Disseminate the political document for a world of inclusive cities, adopted by the UCLG World Council in 2008 on the initiative of the Committee. Promote human rights policies through the Global Charter-Agenda for Human Rights in the City (adopted by the UCLG World Council in 2011 on the initiative of the Committee) and the European Charter for the Safeguarding of Human Rights in the City (adopted in Saint-Denis in 2000). Increase the Committee's contacts with United Nations agencies and with other international organisations in the areas of local policies for social inclusion, participation and human rights.
INTELLIGENCE. Compilation, analysis and socialization of knowledge and information.
Consolidate the Inclusive Cities Observatory as a space for analysis and reflection on local social inclusion policies that contribute to providing inspiration for other cities when designing and implementing its social inclusion policies. Establish mechanisms for cooperation with leading research centres in the field of local policies for social inclusion, participatory democracy and human rights.
COOPERATION.Development of concepts, strengthening of capacities of local governments and mobilization of resources.
Examine the possibility of implementing cooperation initiatives, for the direct transfer of experiences relating to the design and implementation of policies for social inclusion, participatory democracy and human rights. The Committee will thereby make the transition from promoting policies to building them on the ground, thanks to the multinodal transfer of experiences and practices and North-South and South-South cooperation. Seek the financing sources necessary to undertake projects of this nature, which will be carried out by means of city-city relationships and/or between groups of cities.
ORGANIZATION. Relations with the UCLG's members, regional committees and sections, networks of cities and other international partners.
Consolidate dialogue with other UCLG regional committees and sections. Invite them to participate in the development of the Committee's initiatives and at the same time, be at their disposal to cooperate in the activities they promote. Contribute to the development of the UCLG Strategic Plan 2010 2016. Analyse which initiatives and activities arising from the Strategic Plan 2010 2016 the Committee can cooperate with.
Consolidate links with other networks of cities. Continue the normal line of cooperation with the FAL, FALP and IOPD. Start a close relationship with Brazilian the Participative Budget Network, with other Participatory Budgeting networks in the region and with Mercociudades. Explore ways of cooperation with existing networks in Africa and Asia.
(The Committee will meet on Tuesday, October 1 at 9am. FCM will be represented by Clr. Burcher and Clr McConnell might be one of the speakers) The UCLG Standing Committee on Gender Equality was established at the meeting of the UCLG Executive Bureau in Rabat in June 2011. Following the request by women political representatives, it was decided to transform the existing UCLG Committee on Gender Equality into a Standing Committee that would not only ensure follow up of issues of relevance for the international gender agenda but that would also ensure the mainstreaming of gender in the organization of UCLG. BACKGROUND INFORMATION The Work of UCLG in gender equality has built on longstanding work developed by our founding organizations on the advancement of the participation of women in decision making. The World Organization implemented in 2004 and 2005 a programme for the creation of women elected networks in the different continents and within UCLG Sections. This work is translated today in the existence and renewal of networks in African and Latin America. UCLG has further gathered information on the participation of women at local level throughout the world and has also supported the development of the Charter for Gender Equality of its European Section CEMR. UCLG has further promoted the collaboration between grassroots women associations and elected women groups. Throughout the process of the Millennium Development Goals Summit, UCLG and its members have highlighted the importance of women in decision making for the eradication of poverty and the achievement of the Millennium Development Goals. The UCLG Standing Committee on Gender Equality is chaired by Anne Hidalgo, 1st Deputy Mayor of Paris (France), and counts on different local government women's networks from across the world.
STANDING COMMITTEE ON GENDER EQUALITY
PERIPHERAL CITIES COMMITTEE

Peripheral cities have common characteristics The cities in the periphery are complex, varied and changing realities. Although situations across the world vary, these peripheral cities share common characteristics. They are at the core of basic questions such as relations between the centre and the periphery for the governance of metropolitan areas, infrastructure, living environment, the spatial dimension of activities, regional planning, social and territorial segregation, social integration, the relationships between urgent immediate needs and longterm projections of space, democracy and the role of the citizen. Peripheral cities exchanging experiences and practices The UCLG Committee on Peripheral Cities, chaired by Jaime Zea Usca, Mayor of Villa El Salvador, Peru, aims to facilitate the exchange of experience and practices, and develop a common approach by peripheral cities. In March 2006, a Forum of Peripheral Cities took place where members looked at three main themes: Democratic governance of metropolises, a metropolis for all and the sustainable metropolis. Rethinking the notion of centrality The Committee brings together the members of the worldwide network Cities in the periphery & participatory democracy. It shows the need for recognition of the social and political situations of peripheral cities within their conurbations and within the world of cities. This does not mean opposition to the capital city, but rather that it is necessary to question and rethink the notion of centrality in these urban zones. Chair: Patrick Jarry, Mayor of Nanterre, France
(The Committee will meet on October 1 with the Urban Strategic Planning Committee. Agenda is included in this section) The Committee consider that it is necessary that the Cities and Municipalities of all over the world, create a virtual space of interaction between the citizens, the private sector and the public administrations, that promotes an inclusive Information Society and that uses Internet and the Information and Communication Technologies (ICT) as a support mean for the creation of an advanced model of community, that fosters a sustainable economic and social development of the City based on ICT. In this context, the Digital Local Agenda still represents a strategic tool for achieving that a City becomes digital in a planned and structured way. The Committee of Digital and Knowledge-based Cities (CDC) of UCLG aims to create an efficient network of cooperation integrated by Local Authorities to take advantage of the opportunities that the new information and communication technologies (ICT), innovation and knowledge bring, and to share, assimilate and adapt them to local needs, and create new opportunities for all the cities and municipalities. The main objective is to reach an alliance among all the Committee members to achieve a competitive economy driven by the Local Authorities in which knowledge, innovation and new technologies (ICT) are created, transmitted, acquired and used to promote the economic and social development of the own community. One of the main activities carried out by the Committee in 2012 has been the elaboration of the "Smart Cities Study: International study on the situation of ICT, innovation and Knowledge in cities" - a work that we have developed with a lot of excitement and that represents a milestone in the committee, since it is the first publication developed by the committee. The last few decades have seen rapid development in information and communication technologies (ICTs), innovation and knowledge, which has increased their presence in day-to-day life and made them basic elements for the social and economic progress of territories. Being aware of this tendency, from the Committee we have been working in 2012 in the development of the "Smart Cities Study: International study on the situation of ICT, innovation and Knowledge in cities" in which 28 cities from all over the world have collaborated. A Study that makes a follow-up to the commitment acquired by the Local Authorities that took part in the II World Summit of Local Authorities on the Information Society held in 2005 in Bilbao for boosting the information society in their territories. The world is becoming increasingly digital and no-one can afford to be left out of the changes taking place. This rapid change has given as a result a new model of city, the so called "Smart City". A city, that seeks to become more livable, functional, competitive and modern through the use of new technologies, the promotion of innovation and the management knowledge.
DIGITAL AND KNOWLEDGE-BASED CITIES (CDC)
We talk about a "holistic" vision of Smart City, which brings together 6 key Areas of performance that affect the development of cities: economy, people, governance, mobility, environment y quality of life. It is important to remark that the Study does not seek to make a ranking of cities. With this Study, from the Committee we want to provide a reference document for UCLG members that show the degree of progress made by the members in regards to ICT, innovation and knowledge, in each of the previously mentioned Areas. Through the Study we analyse the information that was made available by the 28 cities, related to these 6 areas and the key factors that they include. This has allowed us to have a global vision of the situation of cities in each of the action fields, but also a vision at a regional level. The Study also provides many best practices and experiences that will help to boost the knowledgesharing between cities.
URBAN STRATEGIC PLANNING

Urban Development is the key responsibility of local governments and has to respond to trends and dynamics of high complexity. The fight against poverty, improving the quality of life, the management of urban growth and administrative reforms are constant challenges for urban development. Within this context, the UCLG Committee on Strategic Urban Planning, chaired by Miguel Lifschitz, Mayor of Rosario, aims at promoting worldwide experiences related to strategic planning and urban development. The Urban Strategic Planning Commission will respond to the growing need of creating spaces for discussion and exchange. Furthermore, the commission will offer advice to improve the quality of local policies on urban strategic planning. Special emphasis is placed on a South - South cooperation, in response to the need to share first hand experiences on pro-poor policies and informality. It will also facilitate the visibility and worldwide appreciation of urban management experiences that have accomplished relevant transformations, with positive and significant impacts on the quality of life in cities. International agenda for strengthening the effectiveness of strategic development The long-term goal is to improve local governments planning knowledge and the relationship with international development partners. The Commission will serve as a political forum which presents recommendations related to sustainable urban development. The Committee will provide guidance for strengthening the global linkages between cities, existing CDS networks and international institutions. Chair: Miguel Lifschitz, Mayor of Rosario, Argentina
(This Working Group is related to the Committee on Decentralised Cooperation. The Vice-Chair of this Working Group is Sebastien Hamel, Director of FCM International Program) The UCLG Working Group on Capacity and Institution Building, chaired by Peter Knip, Director of VNG International the Netherlands, builds on a practitioners tradition within UCLGs founding organisations. The Working Group brings together professional practitioners from Local Government Associations (LGA) and individual local governments active in the field of development cooperation, for example through Municipal International Cooperation (MIC) and Association Capacity Building (ACB) programmes. The committee serves as a technical resource base for political committees of UCLG, and is linked to the Committee on Development Cooperation and City Diplomacy. Exchange and coordination of programmes The CIB Working Group aims to discuss and exchange information on developments in local government development cooperation, in order to enhance the quality of this work, and to coordinate activities and programmes in order to avoid overlap and duplication of efforts. This website provides information about the programmes of CIB members and contains a compendium of key tools and publications.
CAPACITY AND INSTITUTION BUILDING (CIB) WORKING GROUP
MIGRATION AND CO-DEVELOPMENT WORKING GROUP
(This Working Group is related to the Committee on Decentralised Cooperation.) Fons Catal de Cooperaci al Desenvolupament (FCCD) is a non-profit organization of public interest which is composed of more than 300 municipalities and other local institutions in Catalonia. FCCD manages a fund for the promotion and implementation of decentralized cooperation initiatives. FCCD is member and chairs the Confederation of Funds for Cooperation and Solidarity in Spain. Due to its experience and distinguished trajectory, FCCD is a current point of reference in political debates over local issues, decentralized cooperation and participatory democracy. The FCCD has also pioneered the design, execution and implementation of co-development projects. The FCCD has extensive experience within the framework of co-development. Over the past 15 years FCCD has carried out multiple co-development projects in different geographic areas worldwide. Its broad experience in this field of action as well as its direct link with local governments allowed FCCD to start an initiative like this, a Working Group on Migration and Development Cooperation within a broad local network worldwide as it is the United Cities and Local Governments (UCLG) Organization. This initiative represents an opportunity for sharing critical readings and experiences around the concept of codevelopment. This is also an opportunity to identify and define strategic lines on migration and cooperation which will be useful to local government actors of migration, both recipients and issuers. His experience in this field of action and its direct link with the local world today turn allows an initiative like this, a Working Group on migration and development cooperation within a broad local network worldwide and is the organization of United Cities and Local Governments (UCLG). An opportunity also for a critical reading and experiences around the concept of co-development as well as the opportunity to identify and define strategic lines on migration and cooperation that will be useful to local government actors of migration, both recipients and issuers. The Working Group on Migration and Co-developments goal is the development of a framework agreement on the role of municipalities and local governments in the area of intervention of cities, migration and cooperation. This agreement is aimed to serve as a point of reference for UCLG members and partners and to establish a clear distinction between Policies for Development Cooperation vs. Integration Policies in the field of joint development. Chair: Meritxell Bud, Mayor of la Garriga (Spain), Chair of the Catalan Cooperation Fund
UCLG EXECUTIVE BUREAU MEMBERS 2010-2013
PRESIDENT
Kadir Topba, Mayor of Istanbul, Turkey
CO-PRESIDENTS
Johnny Araya, Mayor of San Jos, Costa Rica Antonio Costa, Mayor of Lisbon, Portugal Muchadeyi Masunda, Mayor of Harare, Zimbabwe Ilsur Metshin, Mayor of Kazan, Russia Wan Qingliang, Mayor of Guangzhou, China

AFRICA: Khalifa Sall, Mayor of Dakar, Senegal ASIA-PACIFIC: Fauzi Bowo, Governor of Jakarta, Indonesia EURO-ASIA: tbc EUROPE: Wolfgang Schuster, Mayor of Stuttgart, Germany, President of the German Section of Council of European Municipalities and Regions (RGRE), President of Council of European Municipalities and Regions (CEMR) MIDDLE EAST AND WEST ASIA: Maged Abu Ramadan, Mayor of Gaza, Palestine, President of Association of Palestinian Local Authorities (APLA) LATIN AMERICA: Julio Csar Pereyra, Mayor of Florencio Varela, Argentina, President of Federacin Argentina de Municipios (FAM), President of Federacin Latinoamericana de Ciudades, Municipios y Asociaciones de Gobiernos Locales (FLACMA) NORTH AMERICA: Grald Tremblay, Mayor of Montral, Qubec, Canada, President of UCLG North America METROPOLIS: Jean- Paul Huchon, President of Conseil Rgional dle-de-France, France, President of Metropolis
TREASURER
Ted Ellis, Mayor of Bluffton, Indiana, USA
HOST OF UCLG WORLD SECRETARIAT

Xavier Trias, Mayor of Barcelona, Spain
AFRICA
CENTRAL AFRICA CAMEROON Emile Andze-Andze, President of Association des Cits et Villes Unies du Cameroun (CVUC) Substitute: Albert Anicet Akoa, Vice President of CVUC REPUBLIC OF THE CONGO Hugues Ngoulondl, Mayor of Brazzaville, President of Association des Maires du Congo (AMC), Vice President for UCLG Central Africa Substitute: Benjamin Loukakou, Councillor of Brazzaville SO TOM E PRNCIPE Jorge Dias Correia, Mayor of Agua Grande, President of Associao das Autarquias e Regio Autnoma de So Tom e Prncipe (AARA/STP) Substitute: Helder Menezes, Vice President of AARA/STP
EASTERN AFRICA KENYA Tarayia Kores, President of Association of Local Government Authorities of Kenya (ALGAK), Vice President for UCLG Eastern Africa, President of United Cities and Local Governments of Africa (UCLGA) Substitute: Antony Mackaria, Vice President of ALGAK SEYCHELLES Marie-Antoinette Alexis, Mayor of Victoria, President of Association of the Districts of Victoria (ADV) NORTHERN AFRICA MAURITANIA Ahmed Ould Hamza, Mayor of Nouakchott, President of Association des Maires de Mauritanie (AMM) Substitute: Moussa Demba Sow, Vice President of AMM MOROCCO Fathallah Oualalou, Mayor of Rabat, Vice President for UCLG Northern Africa Substitute: Abdelmounim El Madani, Vice Mayor of Rabat TUNISIA Beji Ben Mami, Mayor of Tunis, President of Fdration Nationale des Villes Tunisiennes (FNVT) SOUTHERN AFRICA
MOZAMBIQUE Manuel Cambezo, President of National Association of Local Authorities of Mozambique (ANAMM)
ZAMBIA Charles Mumena, President of Local Government Association of Zambia (LGAZ) ZIMBABWE Muchadeyi Masunda, Mayor of Harare, Vice President for UCLG Southern Africa WESTERN AFRICA NIGER Id Seyni, President of Association des Maires du Niger (AMN) Substitute: Kamay Maliki, Vice President of AMN NIGERIA Felix Akhabue, President of Association of Local Governments of Nigeria (ALGON), Vice President for UCLG Western Africa Substitute: Musa Ahijo, Mayor of Takum SENEGAL Khalifa Sall, Mayor of Dakar Substitute: Abdoulaye Bald, President of Association des Maires du Sngal (AMS)
ASIA-PACIFIC
EAST & NORTH EAST ASIA Chinese Peoples Association for Friendship with Foreign Countries (CPAFFC) Chen Haosu, President Governors Association of Korea (GOAK) Hur, Nam Sik, President Substitute: Kim, Tae-Kyum, Secretary General Beijing Municipal Peoples Government Guo Jinlong, Mayor Substitute: Xiang Ping, Deputy Counsel of Beijing Foreign Affairs Office Daegu Metropolitan City Kim, Bum-Il, Mayor Substitute: Koo Bonwoo, Vice Mayor Gunsan City Moon, Dong-Shin, Mayor Substitute: Lee, Hak-Jin, Deputy Mayor Haikou Municipal Peoples Government Xu Tangxian, Mayor Substitute: Han Bin, Director of Haikou Foreign Affairs Office Hamamatsu City Yasutomo Suzuki, Mayor Harbin Municipal Peoples Government Zhang Xiaolian, Mayor Substitute: Liu Deben, Vice President of Harbin People's Association for Friendship with Foreign Countries Jeollanam-do Provincial Government Park, Joon-yung, Governor Substitute: Eunyoung Lee, International Relations Officer Seoul Metropolitan Government Oh, Se-hoon, Mayor Substitute: Kim, Heung Kwon, Vice Mayor Shanghai Municipal Peoples Government Han Zheng, Mayor Substitute: Tang Deng Jie, Vice Mayor Taichung City Government Jason C. Hu, Mayor Substitute: Chia-Chi Hsiao, Deputy Mayor Taipei City Government Lung-Bin Hau, Mayor Substitute: Yeh Ching Yuan, Executive Secretary of International Affairs Advisory Council Taipei County Government Chou Hsi-Wei, Governor Tianjin Municipal Peoples Government Huang Xingguo, Mayor PACIFIC Australian Local Governments Association (ALGA) Genia McCaffery, President
SOUTH EAST ASIA Jakarta Capital City Special Province Fauzi Bowo, Governor Substitute: Prijanto, Vice Governor SOUTH & SOUTH WEST ASIA Municipal Association of Bangladesh (MAB) Asmatullah Khan, President Association of District Development Committees of Nepal (ADDCN) Krishna Prasad Jaishi, Spokesperson Substitute: Poudel Madhav Prasad, Member National Association of Village Development Committees in Nepal (NAVIN) Mahin Limbu, Chief Substitute: Bhim Prasad Dhungana, General Secretary Local Councils Association of the Punjab (LCAP) Asghar Shah Gillani, President Federation of Sri Lankan Local Government Authorities Nimal Chandrasiri De Silva, President
EURO-ASIA
GEORGIA Mamuka Chikovani, Mayor of Rustavi
KYRGYZSTAN, REPUBLIC OF Melisbek Myrzakmatov, Mayor of Osh
MONGOLIA Munkhbayar Gombosuren, Mayor of Ulan Bator Substitute: Byambadorj Batsuren, Member of Mongol National Khural
RUSSIAN FEDERATION Said Amirov, Mayor of Makhachkala Substitute: Mikhail Gokzhaev, Deputy Mayor Mikhail Chernyshev, Mayor of Rostov-na-Donu Muslim Huchiev, Mayor of Grozny Evgeny Kuyvashev, Mayor of Tyumen llsur Metshin, Mayor of Kazan Anatoly Migunov, Mayor of Arzamas Isa Omurkulov, Mayor of Bishkek Substitute: Bakytbek Diushembiev, Vice Mayor Sergey Sobyanin, Mayor of Moscow Substitute: Vladimir Platonov, Chairman of Moscow Duma
UKRANIA Alexander Lukyanchenko, Mayor of Donetsk Substitute: Yuri Bobrov, Vice Mayor
EUROPE
AUSTRIA Michael Hupl, Mayor and Governor of Vienna, President of Association of Austrian Cities and Towns, Honorary President of CEMR
BENELUX Belgium Luc Martens, Mayor of Roeselare, President of Association of Flemish Cities and Municipalities (VVSG), Vice President of Union of Belgian Cities and Municipalities (UVCB-VBSG) Marc Cools, Deputy Mayor of Uccle, President of Association de la Ville et des Communes de la Rgion de Bruxelles-Capitale (AVCB-VSGB), Vice President of UVCB-VBSG Substitute: Jacques Gobert, Mayor of La Louvire, Belgium, President of UVCB-VBSG Netherlands Anne Marie Jorritsma, Mayor of Almere, President of Association of Netherlands Municipalities (VNG), Co-President of CEMR Substitute: Cor Lamers, Mayor of Houten, Vice President of VNG DENMARK / FINLAND /ICELAND/ NORWAY / SWEDEN Finland Markku Andersson, Mayor of Jyvaskyla, Vice President of Association of Finnish Local and Regional Authorities (AFLRA), Vice President of CEMR Norway Halvdan Skard, Member of Brum Municipal Council, President of Norwegian Association of Local and Regional Authorities (NALRA) Substitute: Bjorg Tysdal Moe, Deputy Mayor of Stavanger, Member of the Executive Board of NALRA Sweden Anders Knape, Councillor of Karlstad, President of Swedish Association of Local Authorities and Regions (SALAR), Executive President of CEMR Substitute: Ilmar Reepalu, Mayor of Malmo, Vice President of SALAR FRANCE Martine Aubry, Mayor of Lille, President of Communaut Urbaine de Lille Jean-Paul Bachy, President of Conseil Rgional Champagne Ardenne Grard Collomb, Mayor of Lyon, President of Communaut Urbaine de Lyon, Senator Anne Hidalgo, 1st Deputy Mayor of Paris Alain Jupp, Mayor of Bordeaux, Vice President of Communaut Urbaine de Bordeaux, Minister, Former Prime Minister Substitutes: Patrick Braouezec, President of Communaut dAgglomration Plaine-Commune, Parliamentarian Jean-Claude Gaudin, Mayor of Marseille, Senator, Former Minister Charles Josselin, President of Cits Unies France (CUF), Vice President of Conseil Gnral des Ctes dArmor, Former Minister Louis Le Pensec, President of the French Section of Council of European Municipalities and Regions (AFCCRE), Vice President of CEMR, Former Minister Jean-Jacques Queyranne, President of Conseil Rgional de Rhne-Alpes, Former Minister
GERMANY Roland Schfer, Mayor of Bergkamen, President of German Association of Municipalities Wolfgang Schuster, Mayor of Stuttgart, President of RGRE, President of CEMR Substitutes: Jrgen Roters, Mayor of Kln Thomas Kubendorff, Kreis Steinfurt, President of Counties Association of Northrhine Westphalia GREECE Konstantinos Tzanakoulis, Mayor of Larissa, Vice President of the Bureau of Central Union of Municipalities and Communities of Greece (KEDKE) ITALY Michele Picciano, President of Region of Molise, President of the Italian Section of Council of European Municipalities and Regions (AICCRE) Substitute: Fabio Pellegrini, Councillor of Rapolano Terme, 1st Vice President of AICCRE, Member of Congress of Local and Regional Authorities of the Council of Europe (CLRAE) PORTUGAL Fernando Ruas, Mayor of Viseu, President of National Association of Portuguese Municipalities (ANMP) Antnio Costa, Mayor of Lisbon, Executive President of CEMR Substitutes: Berta de Melo Cabral, Mayor of Ponta Delgada Antnio Magalhes da Silva, Mayor of Guimaraes SPAIN Pedro Castro Vzquez, Mayor of Getafe, President of Federacin Espaola de Municipios y Provincias (FEMP), Vice President of CEMR Substitute: Manuel Bustos Garrido, Mayor of Sabadell, President of Federacin de Municipios de Catalua (FMC) Ramn Ropero Mancera, Mayor of Villafranca de los Barros Substitute: Paz Fernndez Felgueroso, Mayor of Gijn UNITED KINGDOM Richard Kemp, Councillor of Liverpool, Deputy Chairman of Local Government Association (LGA)
LATIN AMERICA
ARGENTINA Mauricio Macri, Mayor of Buenos Aires Substitute: Hermes Juan Binner, Governor of State of Santa Fe Julio Csar Pereyra, Mayor of Florencio Varela, President of FAM, President of FLACMA Substitute: Marcelo Bisogni, Mayor of Concepcin de Uruguay BOLIVIA Edwin Castellanos Mendoza, Mayor of Cochabamba, President of Asociaciones de Municipios de Bolivia (FAMB), Vice President of FLACMA Substitute: Domingo Martnez Cceres, Mayor of Sucre BRAZIL Amazonino Armando Mendes, Mayor of Manaus, Vice President of FLACMA Substitute: Osvaldo Baptista Duarte Filho, Mayor of Sao Carlos Paulo Ziulkoski, President of National Confederation of Municipalities (CNM) Substitute: Aidan Ravin, Mayor of Santo Andre CHILE Claudio Arriagada Macaya, Mayor of La Granja, President of Asociacin Chilena de Municipalidades (ACHM) COLOMBIA Ramiro Navia Daz, Mayor of Popayn, President of Federacin Colombiana de Municipios (FCM), Co-President of FLACMA Substitute: Jos Gustavo Moreno Porras, Mayor of La Mesa DOMINICAN REPUBLIC Felix Manuel Rodriguez Grullon, Mayor of San Francisco de Macoris, President of Federacin Dominicana de Municipios (FEDOMU), Co-President of FLACMA Substitute: Jos Enrique Sued, Mayor of Santiago de los Caballeros ECUADOR Paul Granda, Mayor of Cuenca, President of Asociacin de Municipalidades Ecuatorianas (AME) Substitute: Jorge Martnez Vsquez, Mayor of Ibarra EL SALVADOR Zoila Milagros Navas, Mayor of Antiguo Cuscatln, President of Corporacin de Municipalidades de la Repblica de El Salvador (COMURES), Vice President of FLACMA Substitute: Alberto Faustino Ortz, Mayor of Palpal, Argentina MEXICO Marcelo Luis Ebrard Casaubon, Mayor of Mxico D.F., Vice President of FLACMA Substitute: Miguel Alonso Reyes, Governor of State of Zacatecas PARAGUAY Basilio Nuez, Mayor of Villa Hayes, President of Organizacin Paraguaya de Cooperacin Intermunicipal (OPACI), Vice President of FLACMA Substitute: Arnaldo Samaniego, Mayor of Asuncin Federacin de
PUERTO RICO Jos Santiago Rivera, Mayor of Comero, President of Asociacin de Alcaldes de Puerto Rico (AAPR) Substitute: Amado Acosta Garca, Mayor of Texcoco, Mexico

IRAN Mohammad-Bagher Ghalibaf, Mayor of Tehran Substitute: Ismail Bayram, Mayor of Duzce, Turkey JORDAN (1) To be appointed LEBANON Bilal Hamad, Mayor of Beirut Substitute: Bouchra Itani, Deputy Mayor of Beirut PALESTINE Maged Abu Ramadan, Mayor of Gaza, President of APLA Substitute: Khaled Osaily, Mayor of Hebron SYRIA Maan Chibli, Mayor of Aleppo Substitute: Firas Masri, Councillor of Aleppo TURKEY Osman Baydemir, Mayor of Metropolitan Diyarbakr Substitute: lhan Diken, Councillor of Metropolitan Diyarbakr Kadir Topba, Mayor of Metropolitan Istanbul, President of Union of Municipalities of Turkey (UMT) Substitute: Lokman arc, Mayor of Baclar/Istanbul Aziz Kocaolu, Mayor of Metropolitan Izmir Substitute: Adnan Ouz Akyarl, Vice Mayor of Metropolitan Izmir Ibrahim Karaosmanolu, Mayor of Metropolitan Kocaeli Substitute: Zekeriya zak, Councillor of Metropolitan Kocaeli Zeki Toolu, Mayor of Metropolitan Sakarya Substitute: Hasan Altunta, Councillor of Metropolitan Sakarya Blent Tank, Mayor of ankaya Substitute: Edibe ahin, Mayor of Tunceli
NORTH AMERICA
CANADA Marvin Hunt, Councillor of Surrey, British Columbia, Chair of Federation of Canadian Municipalities (FCM) Standing Committee on International Relations Substitute: Lise Burcher, Councillor of Guelph, Ontario, Vice Chair of FCM Standing Committee on International Relations Hans Cunningham, Regional District of Central Kootenay, British Colombia, President of FCM Substitute: Karen Leibovici, Councillor of Edmonton, Alberta, 2nd Vice President of FCM Representative, City of Toronto, Ontario (to be determined) Substitute: pending tbd Grald Tremblay, Mayor of Montral, Qubec, President of UCLG North America Substitute: Michel Bissonet, Member of Executive Committee of Montral, Qubec Berry Vrbanovic, Councillor of Kitchener, Ontario, 1st Vice President of FCM Substitute: Claude Dauphin, President of Montral City Council, Qubec, 3rd Vice-President of FCM TRINIDAD & TOBAGO Pending tbd USA Valerie Brown, Commissioner of Sonoma County, California, Immediate Past President of National Association of Counties (NACo) Substitute: Don Stapley, Commissioner of Maricopa County, Arizona Joe Davis, Alderman of Milwaukee, Wisconsin, Board Member of National League of Cities (NLC) Ted Ellis, Mayor of Bluffton, Indiana, Advisory Council of NLC James Jim Hunt, Councilmember of Clarksburg, West Virginia, Immediate Past President of NLC Leonard Eliason, Commissioner of Athens County, Ohio, 1st Vice President of NACo Substitute: B. Glen Whitley, Commissioner of Tarant County, Texas, President of NACo
METROPOLITAN SECTION
VICE PRESIDENCE Jean-Paul Huchon, President of Conseil Rgional dle-de-France, President of Metropolis Substitute: Eduardo Rihan Cypel, Councillor of Conseil Rgional dle-de-France
AFRICA IVORY COAST Pierre Djdji Amondji, Governor of District of Abidjan, Executive Vice President of Metropolis ASIA-PACIFIC AUSTRALIA Justin Madden, Minister for Planning of State of Victoria (Melbourne), Executive Vice President of Metropolis EURO-ASIA
RUSSIA Sergey Sobyanin, Mayor of Moscow
EUROPE SWEDEN Sten Nordin, Mayor of Stockholm Substitute: Ewa Samuelsson, Vice Mayor of Stockholm MIDDLE EAST- WEST ASIA TURKEY Kadir Topba, Mayor of Istanbul Metropolitan Municipality, Member of Metropolis Board of Directors LATIN AMERICA BRAZIL Alberto Goldman, Governor of State of Sao Paulo, Executive Vice President of Metropolis NORTH AMERICA CANADA Grald Tremblay, Mayor of Montreal, Executive Vice President and Treasurer of Metropolis
UCLG WORLD COUNCIL MEMBERS 2010-2013

In blue representatives who are also members of the Executive Bureau
PRESIDENT
Kadir Topba, Mayor of Istanbul, Turkey
CO-PRESIDENTS
Johnny Araya, Mayor of San Jos, Costa Rica Antonio Costa, Mayor of Lisbon, Portugal Muchadeyi Masunda, Mayor of Harare, Zimbabwe Ilsur Metshin, Mayor of Kazan, Russia Wan Qingliang, Mayor of Guangzhou, China

AFRICA: Khalifa Sall, Mayor of Dakar, Senegal ASIA-PACIFIC: Fauzi Bowo, Governor of Jakarta, Indonesia EURO-ASIA: tbc EUROPE: Wolfgang Schuster, Mayor of Stuttgart, Germany, President of the German Section of Council of European Municipalities and Regions (RGRE), President of Council of European Municipalities and Regions (CEMR) MIDDLE EAST AND WEST ASIA: Maged Abu Ramadan, Mayor of Gaza, Palestine, President of Association of Palestinian Local Authorities (APLA) LATIN AMERICA: Julio Csar Pereyra, Mayor of Florencio Varela, Argentina, President of Federacin Argentina de Municipios (FAM), President of Federacin Latinoamericana de Ciudades, Municipios y Asociaciones de Gobiernos Locales (FLACMA) NORTH AMERICA: Grald Tremblay, Mayor of Montral, Qubec, Canada, President of UCLG North America METROPOLIS: Jean-Paul Huchon, President of Conseil Rgional dle-de-France, France, President of Metropolis
TREASURER
Ted Ellis, Mayor of Bluffton, Indiana, USA
HOST OF UCLG WORLD SECRETARIAT

Xavier Trias, Mayor of Barcelona, Spain
AFRICA
CENTRAL AFRICA CAMEROON Emile Andze-Andze, President of Association des Cits et Villes Unies du Cameroun (CVUC) Substitute: Albert Anicet Akoa, Vice President of CVUC Gilbert Tsimi Evouna, Government Delegate of Communaut Urbaine de Yaound Substitute: Emile Andze-Andze, President of CVUC CENTRAL AFRICAN REPUBLIC Jean Barkes Gombe-Kette, Mayor of Bangui, President of Association des Maires de Centrafrique (AMCA) Substitute: Basile Akelolo, Vice President of AMCA CHAD Marie-Thrse Mbailemdana, Mayor of NDjamena, President of Association des Communes du Tchad (ACT)
DEMOCRATIC REPUBLIC OF THE CONGO Andr Kimbuta, Governor of Kinshasa Substitute: Clment Bafiba Zomba, Deputy of Kinshasa GABON Jean Franois Ntoutoume Emane, Mayor of Libreville, President of Association des Communes du Gabon (ACG) Substitute: Marguerite Virginius Makaga, Councillor of Libreville GUINEA ECUATORIAL Coloma Edjang Mbengono, Mayor of Malabo Substitute: Purificacion Envo Bela, Deputy Mayor of Malabo REPUBLIC OF THE CONGO Hugues Ngoulondl, Mayor of Brazzaville, President of Association des Maires du Congo (AMC), Vice President for UCLG Central Africa Substitute: Benjamin Loukakou, Councillor of Brazzaville SO TOM E PRNCIPE Jorge Dias Correia, Mayor of Agua Grande, President of Associao das Autarquias e Regio Autnoma de So Tom e Prncipe (AARA/STP) Substitute: Helder Menezes, Vice President of AARA/STP EASTERN AFRICA BURUNDI Alexis Nzohabonimana, President of Association Burundaise des Elus Locaux (ABELO) Substitute: Jean Samandari, Vice President of ABELO COMOROS Sad Ahmed Said Ali, Mayor of Moroni ERITREA Kahsai Ghebrehiwet, Mayor of Asmara
ETHIOPIA Kuma Demeksa, Mayor of Addis Ababa Substitute: Kefyalew Azeze, Deputy Mayor of Addis Ababa KENYA Tarayia Kores, President of Association of Local Government Authorities of Kenya (ALGAK), Vice President for UCLG Eastern Africa, President of United Cities and Local Governments of Africa (UCLGA) Substitute: Antony Mackaria, Vice President of ALGAK MADAGASCAR Richard Ramendehamanan, President of Rgion dAlaotra Mangoro Substitute: Jacques Nirina Nampoizina Andriamanirison, Mayor of Commune Urbaine Ambatondrazaka SEYCHELLES Marie-Antoinette Alexis, Mayor of Victoria, President of Association of the Districts of Victoria (ADV)
TANZANIA Leonard Bihondo, Mayor of Mwanza, Chairperson of Association of Local Authorities of Tanzania (ALAT) Substitute: Anna Msola, Deputy Chairperson of ALAT UGANDA John W. Karazaarwe, President of Uganda Local Governments Association (ULGA) NORTHERN AFRICA ALGERIA Sbia Nourredine, President of Forum Algrien pour la Citoyennet et la Modernit (FACM) Substitute: Ahmed Mezmaz, Member of the National Bureau of FACM Nacira Boumezoura, Deputy Mayor of Douera EGYPT Adly Hussein, Governor of Qualyubiya
LYBIA Saad Mustapha El Asfar, Secretary General of Peoples Congress of Benghazi
MAURITANIA Ahmed Ould Hamza, Mayor of Nouakchott, President of Association des Maires de Mauritanie (AMM) Substitute: Moussa Demba Sow, Vice President of AMM Moussa Demba Sow, Vice President of AMM Substitute: Fassa Yerime, Mayor of Rosso MOROCCO Fathallah Oualalou, Mayor of Rabat, Vice President for UCLG Northern Africa Substitute: Abdelmounim El Madani, Vice Mayor of Rabat Mohamed Sajid, Mayor of Casablanca, 1st Vice President of Association Nationale des Collectivits Locales du Maroc (ANCLM) Substitute: Hamid Chabat, Mayor of Fes
TUNISIA Beji Ben Mami, Mayor of Tunis, President of Fdration Nationale des Villes Tunisiennes (FNVT) SOUTHERN AFRICA
BOTSWANA Mpho Moruakgomo, President of Botswana Association of Local Authorities (BALA) MOZAMBIQUE Manuel Cambezo, President of National Association of Local Authorities of Mozambique (ANAMM) David Simango, Mayor of Maputo Substitute: Luis Bernardo Nhaca, Councillor of Urban Planning of Maputo NAMIBIA Rosina Hoabes, Chairperson of Association of Local Authorities of Namibia (ALAN) SOUTH AFRICA Amos Masondo, Mayor of Johannesbourg, President of South African Local Government Association (SALGA) SWAZILAND Bennedict Bennett, President of Swaziland Local Government Association (SWALGA) ZAMBIA Charles Mumena, President of Local Government Association of Zambia (LGAZ) ZIMBABWE Muchadeyi Masunda, Mayor of Harare, Vice President for UCLG Southern Africa Nimrod Chiminya, President of Zimbabwe Local Government Association (ZILGA) Substitute: Emmanuel Chiroto, Vice President of ZILGA WESTERN AFRICA CAPE VERDE Jos Correia e Silva, Mayor of Praia Substitute: Oscar Santos, Councillor of Praia CTE D'IVOIRE Franois Amichia, Mayor of Trenchville, President of Union des Villes et Communes de Cte dIvoire (UVICOCI) GAMBIA Samba Faal, Mayor of Banjul Substitute: Winston Shygle, Deputy Mayor of Banjul GHANA Theophilus Aidoo-Mensah, President of National Association of Local Authorities of Ghana (NALAG) Substitute: Abah Alhadj Mohammed Issah, 2nd Vice President of NALAG
GUINEA Mamadou Drame, President of Association Nationale des Communes de Guine (ANCG)
MALI Adama Sangar, Mayor of Bamako Substitute: Harimakan Keita, Deputy Mayor of Bamako
NIGER Id Seyni, President of Association des Maires du Niger (AMN) Substitute: Kamay Maliki, Vice President of AMN
NIGERIA Felix Akhabue, President of Association of Local Governments of Nigeria (ALGON), Vice President for UCLG Western Africa Substitute: Musa Ahijo, Mayor of Takum SENEGAL Khalifa Sall, Mayor of Dakar Substitute: Abdoulaye Bald, President of Association des Maires du Sngal (AMS)
ASIA-PACIFIC
EAST & NORTH EAST ASIA Chinese Peoples Association for Friendship with Foreign Countries (CPAFFC) Chen Haosu, President Governors Association of Korea (GOAK) Hur, Nam Sik, President Substitute: Kim, Tae-Kyum, Secretary General Beijing Municipal Peoples Government Guo Jinlong, Mayor Substitute: Xiang Ping, Deputy Counsel of Beijing Foreign Affairs Office Busan Metropolitan City Hur, Nam-Sik, Mayor Substitute: Jeong Lak Hyeong, Vice Mayor Changwon City Park, Wan-Su, Mayor Substitute: Kim, Yoon-su, Deputy Mayor Daegu Metropolitan City Kim, Bum-Il, Mayor Substitute: Koo Bonwoo, Vice Mayor Geumsan County Government Park, Dong-cheol, Governor Guangzhou Municipal Peoples Government Wan Qingliang, Mayor Substitute: Li Ming, Director General of Guangzhou Foreign Affairs Office Gunsan City Moon, Dong-Shin, Mayor Substitute: Lee, Hak-Jin, Deputy Mayor Gwangju City Kang, Un Tae, Mayor Substitute: Kim Yong Hwan, General Director of Economy & Ind Bureau Gyeonggi Provincial Government Kim, Moon Soo, Governor Substitute: You Yeon-Chae Haikou Municipal Peoples Government Xu Tangxian, Mayor Substitute: Han Bin, Director of Haikou Foreign Affairs Office Hamamatsu City Yasutomo Suzuki, Mayor Hangzhou Municipal Peoples Government Qi Cai, Mayor Harbin Municipal Peoples Government Zhang Xiaolian, Mayor Substitute: Liu Deben, Vice President of Harbin People's Association for Friendship with Foreign Countries Incheon Metropolitan City Song, Young-Gil, Mayor Substitute: Kim, Kyung-Mi, Manager Jeollanam-do Provincial Government Park, Joon-yung, Governor Substitute: Eunyoung Lee, International Relations Officer
Seoul Metropolitan Government Oh, Se-hoon, Mayor Substitute: Kim, Heung Kwon, Vice Mayor Shanghai Municipal Peoples Government Han Zheng, Mayor Substitute: Tang Deng Jie, Vice Mayor Shenyang Municipal Peoples Government Li Yingjie, Mayor Taichung City Government Jason C. Hu, Mayor Substitute: Chia-Chi Hsiao, Deputy Mayor Taipei City Government Lung-Bin Hau, Mayor Substitute: Yeh Ching Yuan, Executive Secretary of International Affairs Advisory Council Taipei County Government Chou Hsi-Wei, Governor Tianjin Municipal Peoples Government Huang Xingguo, Mayor Wuhan Municipal Peoples Government Ruan Chengfa, Mayor PACIFIC Australian Local Governments Association (ALGA) Genia McCaffery, President Local Government of New Zealand (LGNZ) Lawrence Yule, President Melbourne Robert Doyle, Mayor
SOUTH EAST ASIA National League of Association of Commune/Sangkat Councils Say Kosal, President Indonesian Association of Regency Government (APKASI) Sujono, Chairman League of Cities of the Philippines Oscar Rodriguez, President National Municipal League of Thailand (NMLT) Prai Pattano, President Association of Cities of Vietnam Nguyen The Tao, Chairman Bangkok Metropolitan Administration Sukhumbhand Paribatra, Governor/Chief Executive Jakarta Capital City Special Province Fauzi Bowo, Governor Substitute: Prijanto, Vice Governor Kuala Lumpur City Hall Datuk Ahmad Fuad Ismail, Mayor Lucena Local Government Unit Ramon Y. Talaga, Mayor Makati City Government Jejomar Erwin S. Binay, Mayor
Probolinggo City Buchori Soeryo, Mayor Substitute: Johny Haryanto, Regional Secretary Surabaya City Government Tri Rismaharini, Mayor Substitute: Bambang Dwi Hartono, Vice Mayor Yogyakarta City Herry Zudianto, Mayor Substitute: Haryadi Suyudi, Vice Mayor SOUTH & SOUTH WEST ASIA Municipal Association of Bangladesh (MAB) Asmatullah Khan, President Association of District Development Committees of Nepal (ADDCN) Krishna Prasad Jaishi, Spokesperson Substitute: Poudel Madhav Prasad, Member Municipalities Association of Nepal (MuAN) Dora Mani Paudel, President National Association of Village Development Committees in Nepal (NAVIN) Mahin Limbu, Chief Substitute: Bhim Prasad Dhungana, General Secretary Local Councils Association of the Punjab (LCAP) Asghar Shah Gillani, President Federation of Sri Lankan Local Government Authorities Nimal Chandrasiri De Silva, President District Development Committee of Chitwan Uddab Prasad Timalsena, Mayor Kathmandu Metropolitan City Ananda Raj Pokhrel, Chief Executive Officer
EURO-ASIA
ARMENIA, REPUBLIC OF Gagik Beglaryan, Mayor of Erevan Substitute: Lomali Murtazov, Deputy Mayor GEORGIA Mamuka Chikovani, Mayor of Rustavi KAZAKHSTAN, REPUBLIC OF Meyramkhat Aynabekov, Mayor of Semey Substitute: Sergey Panteleev, Deputy Mayor KYRGYZSTAN, REPUBLIC OF Melisbek Myrzakmatov, Mayor of Osh Baatyrbek Zheenaliev, Mayor of Naryn Substitute: Nurbek Moldokadyrov, Vice Mayor MONGOLIA Munkhbayar Gombosuren, Mayor of Ulan Bator Substitute: Byambadorj Batsuren, Member of Mongol National Khural RUSSIAN FEDERATION Said Amirov, Mayor of Makhachkala Substitute: Mikhail Gokzhaev, Deputy Mayor Sergey Batin, Mayor of Zelenodolsk Sergey Bozhenov, Mayor of Astrakan Substitute: Zoya Stepanova, Deputy of State Duma Vladimir Bykov, Mayor of Kirov Substitute: Saida Sagitova, Deputy Mayor Mikhail Chernyshev, Mayor of Rostov-na-Donu Sergey Dzantiev, Mayor of Vladikavkaz Substitute: Alimzhan Baygazakov, Deputy Mayor Nikolay Emelyanov, Mayor of Cheboksary Substitute: Valentina Shumlyanskaya, Deputy Mayor Muslim Huchiev, Mayor of Grozny Kapur Isaev, Head of Administration of Karabudahkentsky Area of Republic of Dagestan Victor Kondrashov, Mayor of Irkutsk Substitute: Aleksey Almukhamedov, Vice Mayor Evgeny Kuyvashev, Mayor of Tyumen Andrey Lobkin, Mayor of Yuzhno-Sakhalinsk Substitute: Igor Zholud, Deputy Mayor Aydar Metshin, Mayor of Nizhnekamsk llsur Metshin, Mayor of Kazan Anatoly Migunov, Mayor of Arzamas Vladimir Mikhalev, Mayor of Komsomolsk-na-Amure Substitute: Rustam Abdulin, Deputy Mayor Isa Omurkulov, Mayor of Bishkek Substitute: Bakytbek Diushembiev, Vice Mayor Beyel Ozdoev, Mayor of Nazran Substitute: Mamed Larsanov, Deputy Mayor Nikolay Paltsev, Mayor of Stavropol Substitute: Dmitry Sudavtsov, Vice Mayor Petr Pimashkov, Mayor of Krasnoyarsk
Substitute: Viktor Shevchenko, 1st Deputy Mayor Alexander Pinkov, Mayor of Ulyanovsk Substitute: Valery Shaposhnikov, Deputy of City Duma Vasil Shaykhraziev, Mayor of Naberezhnye Chekny Substitute: Sergey Yudakov, Deputy of Regional Duma Igor Shubin, Mayor of Perm Substitute: Rassik Sagitov, Deputy Mayor Vladislav Skvortsov, Mayor of Petropavlovsk-Kamchatsky Substitute: Elvira Shiralieva, Deputy Mayor Sergey Sobyanin, Mayor of Moscow Substitute: Vladimir Platonov, Chairman of Moscow Duma Alexander Sokolov, Mayor of Habarovsk Substitute: Natalia Abdulina, Deputy Mayor Viktor Volochunas, Mayor of Yaroslavl Substitute: Sergey Ivanov, Deputy Mayor Yuri Zabolev, Mayor of Yakutsk Substitute: Georgy Ivanov, Vice Mayor
TAJIKISTAN Mahmadsaid Ubaidulloev, Mayor of Dushanbe City Substitute: Tolkun Nurbaeva, Deputy Mayor UKRANIA Alexander Lukyanchenko, Mayor of Donetsk Substitute: Yuri Bobrov, Vice Mayor
EUROPE
AUSTRIA Michael Hupl, Mayor and Governor of Vienna, President of Association of Austrian Cities and Towns, Honorary President of CEMR Substitute: Ernt Woller, Member of Vienna Municipal Council Johannes Peinsteiner, Mayor of St. Wolfgang Substitute: Arnold Marbek, Mayor of Poggersdorf
BENELUX Belgium Luc Martens, Mayor of Roeselare, President of Association of Flemish Cities and Municipalities (VVSG), Vice President of Union of Belgian Cities and Municipalities (UVCB-VBSG) Marc Cools, Deputy Mayor of Uccle, President of Association de la Ville et des Communes de la Rgion de Bruxelles-Capitale (AVCB-VSGB), Vice President of UVCB-VBSG Jacques Gobert, Mayor of La Louvire, President of UVCB-VBSG (Substitute in the EB) Netherlands Anne Marie Jorritsma, Mayor of Almere, President of Association of Netherlands Municipalities (VNG), Co-President of CEMR Cor Lamers, Mayor of Houten, Vice President of VNG (Substitute in the EB) Substitute: Peter Rehwinkel, Mayor of Groningen BULGARIA Ivan Asparuhov, Mayor of Mezdra, Deputy President of National Association of Municipalities in the Republic of Bulgaria (NAMRB) Substitute: pending CYPRUS Eleni Loucaides, Member of Nicosia City Council CZECH REPUBLIC Oldich Vlask, Member of Hradec Kralov City Council, President of Union of Towns and Communities of the Czech Republic (SMOCR), Executive President of CEMR DENMARK / FINLAND /ICELAND/ NORWAY / SWEDEN Denmark (1) To be appointed Finland Markku Andersson, Mayor of Jyvaskyla, Vice President of Association of Finnish Local and Regional Authorities (AFLRA), Vice President of CEMR Iceland Halldor Halldorsson, Mayor of Isafjordur, President of Icelandic Association of Local Authorities Norway Halvdan Skard, Member of Brum Municipal Council, President of Norwegian Association of Local and Regional Authorities (NALRA) Substitute: Bjorg Tysdal Moe, Deputy Mayor of Stavanger, Member of the Executive Board of NALRA Sweden Anders Knape, Councillor of Karlstad, President of Swedish Association of Local Authorities and Regions (SALAR), Executive President of CEMR Substitute: Ilmar Reepalu, Mayor of Malmo, Vice President of SALAR
BALTIC STATES Estonia Urve Tiidus, Mayor of Kuressaare, Member of Association of Estonian Cities Lithuania Andrius Kupinskas, Councilmember of Kaunas FRANCE Martine Aubry, Mayor of Lille, President of Communaut Urbaine de Lille Jacques Auxiette, President of Conseil Rgional des Pays de la Loire, Councillor of La Roche sur Yon Jean-Paul Bachy, President of Conseil Rgional Champagne Ardenne Patrick Braouezec, President of Communaut dAgglomration Plaine-Commune, Parliamentarian (Substitute in the EB) Grard Collomb, Mayor of Lyon, President of Communaut Urbaine de Lyon, Senator Jean-Claude Gaudin, Mayor of Marseille, Senator, Former Minister (Substitute in the EB) Anne Hidalgo, 1st Deputy Mayor of Paris Charles Josselin, President of Cits Unies France (CUF), Vice President of Conseil Gnral des Ctes dArmor, Former Minister (Substitute in the EB) Alain Jupp, Mayor of Bordeaux, Vice President of Communaut Urbaine de Bordeaux, Minister, Former Prime Minister Claudy Lebreton, President of Conseil Gnral des Ctes-d'Armor Louis Le Pensec, President of the French Section of Council of European Municipalities and Regions (AFCCRE), Vice President of CEMR, Former Minister (Substitute in the EB) Andr Rossinot, Mayor of Nancy, Former Minister Michel Vauzelle, President of Conseil Rgional Provence-Alpes-Cte dAzur Substitutes: Jean-Marc Ayrault, Mayor of Nantes, President of Communaut Urbaine de Nantes, Parliamentarian Michel Delebarre, Mayor of Dunkerque, President of Communaut Urbaine de Dunkerque, Parliamentarian, Former Minister Bernard Derosier, President of Conseil Gnral du Nord, Parliamentarian Michel Destot, Mayor of Grenoble, Parliamentarian Christian Dupuis, Mayor of Suresnes, Vice President of Conseil Gnral des Hauts-de-Seine Christian Estrosi, Mayor of Nice Christian Favier, President of Conseil Gnral du Val-de-Marne Karine Gloanec Maurin, Vice President of Conseil Rgional du Centre Daniel Groscolas, Mayor of L'Houmeau, Vice President of Communaut d'Agglomration de La Rochelle Patrick Jarry, Mayor of Nanterre Philippe Laurent, Mayor of Sceaux Georges Morin, Vice Mayor of Gires Jean-Jacques Queyranne, President of Conseil Rgional de Rhne-Alpes, Former Minister GERMANY Thomas Kubendorff, Kreis Steinfurt, President of Counties Association of Northrhine Westphalia (Substitute in the EB) Jrgen Roters, Mayor of Kln (Substitute in the EB) Substitute: Petra Roth, Mayor of Frankfurt am Main, Vice President of Association of German Cities Roland Schfer, Mayor of Bergkamen, President of German Association of Municipalities Substitute: Werner Groe, Mayor of Werder Wolfgang Schuster, Mayor of Stuttgart, President of RGRE, President of CEMR Substitute: Karl-Heinz Schfer, Mayor of Pohlheim
GREECE Apostolos Kimissis, Mayor of Amfilochia, Member of the Administrative Board of Central Union of Municipalities and Communities of Greece (KEDKE) Konstantinos Tzanakoulis, Mayor of Larissa, Vice President of the Bureau of KEDKE ISRAEL (1 WC member TBC) ITALY Gianni Alemanno, Mayor of Rome Substitute: Mario Caligiuri, Vice President of Region of Calabria Patrizia Casagrande, President of Province of Ancona Substitute: Fabio Filippi, Councillor of Region of Emilia-Romagna Marco Vinicio Guasticchi, President of Province of Perugia Substitute: Lorenzo Guerini, Mayor of Lodi Letizia Moratti, Mayor of Milan Substitute: Laura Puppato, Councillor of Region of Veneto Michele Picciano, President of Region of Molise, President of the Italian Section of Council of European Municipalities and Regions (AICCRE) Substitute: Fabio Pellegrini, Councillor of Rapolano Terme, 1st Vice President of AICCRE, Member of Congress of Local and Regional Authorities of the Council of Europe (CLRAE) Matteo Renzi, Mayor of Florence Substitute: Osvaldo Mangone, Deputy Mayor of Monza PORTUGAL Fernando Ruas, Mayor of Viseu, President of National Association of Portuguese Municipalities (ANMP) Substitute: Francisco Moita Flores, Mayor of Santarem Antnio Costa, Mayor of Lisbon, Executive President of CEMR Substitute: Maria Amlia Antunes, Mayor of Montijo Berta de Melo Cabral, Mayor of Ponta Delgada (Substitute in the EB) Substitute: Maria Isabel Soares, Mayor of Silves Antnio Magalhes da Silva, Mayor of Guimaraes (Substitute in the EB) Substitute: Ana Teresa S, Mayor of Palmela ROMANIA Emil Draghici, Mayor of Vulcana-Bi, President of Association of Romanian Communes (ACoR) Mircea Gheorghe Hava, Mayor of Alba-Iulia, President of Romanian Association of Municipalities (AMR) SPAIN Pedro Castro Vzquez, Mayor of Getafe, President of Federacin Espaola de Municipios y Provincias (FEMP), Vice President of CEMR Substitute: Paz Fernndez Felgueroso, Mayor of Gijn (Substitute in the EB) Ramn Ropero Mancera, Mayor of Villafranca de los Barros Substitute: Pilar Snchez Muoz, Mayor of Jerez de la Frontera Manuel Bustos Garrido, Mayor of Sabadell, President of Federacin de Municipios de Catalua (FMC) (Substitute in the EB) Substitute: Alejandro Soler Mur, Mayor of Elche Andrs Ocaa Rabadn, Mayor of Crdoba Substitute: Iaki Azkuna Urreta, Mayor of Bilbao Rita Barber Nolla, Mayor of Valencia Substitute: Francisco Javier Len de la Riva, Mayor of Valladolid Yolanda Barcina Angulo, Mayor of Pamplona Substitute: Iigo Joaqun de la Serna Herniz, Mayor of Santander
Alberto Ruiz Gallardn, Mayor of Madrid Substitute: Lus Partida Brunete, Mayor of Villanueva de la Caada
SWITZERLAND Sandrine Salerno, Mayor of Genve To be appointed UNITED KINGDOM Margaret Eaton, Mayor of Bradford, Chairman of Local Government Association (LGA) Substitute: David Shakespeare, Leader of Buckinghamshire County Council, Vice Chairman of LGA Richard Kemp, Councillor of Liverpool, Deputy Chairman of LGA Pat Watters, Member of South Lanarkshire Council, President of Convention of Scottish Local Authorities (COSLA) David Wilcox, Member of Derbyshire County Council, Chair of European and International Programme Board of LGA
LATIN AMERICA
ARGENTINA Domingo Luis Amaya, Mayor of San Miguel de Tucumn Substitute: Roberto Brandn, Mayor of Villa Atamisqui Gerardo Osvaldo Amieiro, Mayor of San Fernando Substitute: Carlos Alejandro Engel, Mayor of La Cumbre Tomas Fernando Espinoza, Mayor of La Matanza Substitute: Ivonne Ortega Pacheco, Governor of State of Yucatn, Mexico Miguel Lifschitz, Mayor of Rosario Substitute: Jorge Ferraresi, Mayor of Avellaneda Mauricio Macri, Mayor of Buenos Aires Substitute: Hermes Juan Binner, Governor of State of Santa Fe Mario Meoni, Mayor of Junin Substitute: Enrique Gabriel Busso, Mayor of Serrano Julio Csar Pereyra, Mayor of Florencio Varela, President of FAM, President of FLACMA Substitute: Marcelo Bisogni, Mayor of Concepcin de Uruguay Marcos Sestopal, Mayor of La Falda Substitute: Nstor Daniel Salibi, Mayor of Mendiolaza BOLIVIA Edwin Castellanos Mendoza, Mayor of Cochabamba, President Asociaciones de Municipios de Bolivia (FAMB), Vice President of FLACMA Substitute: Domingo Martnez Cceres, Mayor of Sucre of Federacin de
BRAZIL Sebastiao Almeida, Mayor of Guarulhos Substitute: Drio Elias Berger, Mayor of Florianopolis Amazonino Armando Mendes, Mayor of Manaus, Vice President of FLACMA Substitute: Osvaldo Baptista Duarte Filho, Mayor of Sao Carlos Jos Fortunati, Mayor of Porto Alegre Substitute: Jairo Jorge Da Silva, Mayor of Canoas Gilberto Kassab, Mayor of Sao Paulo Substitute: Marilia Campos, Mayor of Contagem Luizianne Lins, Mayor of Fortaleza, Vice President of National Front of Mayors (FNP) Substitute: Joao Carlos Coser, President of FNP Eduardo Paes, Mayor of Rio de Janeiro Substitute: Juan Manuel Llano Uribe, Mayor of Manizales, Colombia Jair Souto, President of Amazonian Association of Municipalities Substitute: Estela Oton, Mayor of Brasilia Eduardo Tadeo Pereira, Mayor of Varzea Paulista Substitute: Marcio Lacerda, Mayor of Belo Horizonte Paulo Ziulkoski, President of National Confederation of Municipalities (CNM) Substitute: Aidan Ravin, Mayor of Santo Andre CHILE Claudio Arriagada Macaya, Mayor of La Granja, President of Asociacin Chilena de Municipalidades (ACHM) Substitute: Gerardo Blyde, President of Asociacin de Alcaldes de Venezuela (ADAVE) Pablo Zalaquett, Mayor of Santiago Substitute: Paul Granda, Mayor of Cuenca, President of Asociacin de Municipalidades Ecuatorianas (AME)
COLOMBIA Gabriel Jaime Cadavid Bedoya, Mayor of Itag Substitute: Susana Villarn, Mayor of Lima, Peru Samuel Gustavo Moreno Rojas, Mayor of Bogot Substitute: Edwin Castellanos Mendoza, Mayor of Cochabamba, President of FAMB, Vice President of FLACMA Ramiro Navia Daz, Mayor of Popayn, President of Federacin Colombiana de Municipios (FCM), Co-President of FLACMA Substitute: Jos Gustavo Moreno Porras, Mayor of La Mesa COSTA RICA Johnny Araya, Mayor of San Jos Substitute: Osvaldo Vottero, Mayor of Oncativo, Argentina DOMINICAN REPUBLIC Felix Manuel Rodriguez Grullon, Mayor of San Francisco de Macoris, President of Federacin Dominicana de Municipios (FEDOMU), Co-President of FLACMA Substitute: Jos Enrique Sued, Mayor of Santiago de los Caballeros ECUADOR Jos Francisco Asn Wongsan, Mayor of San Francisco de Milagro Substitute: Mario Conejo, Mayor of Otavalo Paul Granda, Mayor of Cuenca, President of AME Substitute: Jorge Martnez Vsquez, Mayor of Ibarra Augusto Barrera Guarderas, Mayor of Quito Substitute: Jaime Nebot Saadi, Mayor of Guayaquil Ernesto Estupian Quintero, Mayor of Esmeralda Substitute: Jorge Jess Rodriguez, Mayor of Libertador-Caracas, Venezuela EL SALVADOR Zoila Milagros Navas, Mayor of Antiguo Cuscatln, President of Corporacin de Municipalidades de la Repblica de El Salvador (COMURES), Vice President of FLACMA Substitute: Alberto Faustino Ortz, Mayor of Palpal, Argentina MEXICO Jaime Valls Esponda, Mayor of Tuxtla, President of Asociacin de Autoridades Locales de Mxico (AALMAC) Substitute: Alcides Gotia, Mayor of Carirubana, Venezuela Azucena Olivares, Mayor of Naucalpan, President of Asociacin de Municipios de Mxico (AMMAC) Substitute: Hctor Ortz Ortz, Governor of State of Tlaxcala Marcelo Luis Ebrard Casaubon, Mayor of Mxico D.F., Vice President of FLACMA Substitute: Miguel Alonso Reyes, Governor of State of Zacatecas NICARAGUA Daysi Torres Bosques, Mayor of Managua Substitute: Johnny Araya, President of Federacin Metropolitana de Municipalidades de San Jos (FEMETRON) PARAGUAY Basilio Nuez, Mayor of Villa Hayes, President of Organizacin Paraguaya de Cooperacin Intermunicipal (OPACI), Vice President of FLACMA Substitute: Arnaldo Samaniego, Mayor of Asuncin
PERU Juan Enrique Dupuy Garcia, Mayor of Ate Substitute: Blanca Alcal, Mayor of Puebla, Mexico PUERTO RICO William Miranda Torres, Mayor of Caguas Substitute: Jos Luis Avila Snchez, Mayor of Acapulco, Mexico Jos Santiago Rivera, Mayor of Comero, President of Asociacin de Alcaldes de Puerto Rico (AAPR) Substitute: Amado Acosta Garca, Mayor of Texcoco, Mexico URUGUAY Ana Oliveira, Mayor of Montevideo Substitute: Wilson Ezquerra, President of Congreso de Intendentes

AFGHANISTAN Mohammad Yunus Noandesh, Mayor of Kabul Substitute: Mehmet Besir Ayanoglu, Mayor of Mardin, Turkey IRAN Mohammad-Bagher Ghalibaf, Mayor of Tehran Substitute: Ismail Bayram, Mayor of Duzce, Turkey Sayed Mohammad, Mayor of Mashad Substitute: Muhammed Necip Buyukaslan, Mayor of Adyaman, Turkey Alireza Novin, Mayor of Tabriz Substitute: Bekir Kaya, Mayor of Van, Turkey JORDAN (4) To be appointed LEBANON Bilal Hamad, Mayor of Beirut Substitute: Bouchra Itani, Deputy Mayor of Beirut Joseph Diab Maalouf, Mayor of Zahl Substitute: Assad Barrak, Deputy Mayor of Zahl Mohamed Khansa, Mayor of Ghbayr Substitute: Mohamed Dergham, Deputy Mayor of Ghbayr Ziad Hawat, Mayor of Jbeil-Byblos Substitute: Najwa Bassil, Deputy Mayor of Jbeil-Byblos PALESTINE Maged Abu Ramadan, Mayor of Gaza, President of APLA Substitute: Khaled Osaily, Mayor of Hebron Hani Al Hayek, Mayor of Beit Sahour, Secretary General of APLA Substitute: Hassan S. Hussein, Mayor of Jericho SYRIA Maan Chibli, Mayor of Aleppo Substitute: Firas Masri, Councillor of Aleppo Beshr Al-Sabban, Mayor and Governor of Damascus Substitute: (to be nominated subsequently) TURKEY Recep Altepe, Mayor of Metropolitan Bursa Substitute: Blent Hamdi Cingil, Mayor of Yeniehir/Bursa Hasan Akgn, Mayor of Bykekmece Substitute: Sedat Pekel, Mayor of Bandrma lgr Gkhan, Mayor of anakkale Substitute: Tun Soyer, Mayor of Seferihisar/Izmir Blent Tank, Mayor of ankaya Substitute: Erturul Senoglu, Councillor of ankaya Osman Baydemir, Mayor of Metropolitan Diyarbakr Substitute: lhan Diken, Councillor of Metropolitan Diyarbakr Mehmet Ellibe, Mayor of Glck Substitute: Sedat Ycel, Councillor of Glck
Kadir Topba, Mayor of Metropolitan Istanbul, President of Union of Municipalities of Turkey (UMT) Substitute: Lokman arc, Mayor of Baclar/Istanbul Aziz Kocaolu, Mayor of Metropolitan Izmir Substitute: Adnan Ouz Akyarl, Vice Mayor of Metropolitan Izmir Ibrahim Karaosmanolu, Mayor of Metropolitan Kocaeli Substitute: Zekeriya zak, Councillor of Metropolitan Kocaeli Ahmet akr, Mayor of Malatya Substitute: Ertan Mumcu, Deputy Mayor and Councillor of Malatya Hasan nver, Mayor of Nevehir Substitute: Ycel Meneke, Councillor of Nevehir Mustafa Bozbey, Mayor of Nilfer Substitute: Ceyhun rgil, Councillor of Nilfer Zeki Toolu, Mayor of Metropolitan Sakarya Substitute: Hasan Altunta, Councillor of Metropolitan Sakarya Burhanettin Kocamaz, Mayor of Tarsus Substitute: Kerim Tufan, Deputy Mayor and Councillor of Tarsus Edibe ahin, Mayor of Tunceli (Substitute in the EB) Substitute: Nezahat Ergne, Mayor of Bostanii Yakup Koal, Mayor of Yalova Substitute: Ahmet zsmer, Deputy Mayor and Councillor of Yalova Murat Aydn, Mayor of Zeytinburnu Substitute: Gkhan Kasap, Deputy Mayor and Councillor of Zeytinburnu
NORTH AMERICA
CANADA Len Bracko, Councillor of St Albert, Alberta Lise Burcher, Councillor of Guelph, Ontario, Vice Chair of Federation of Canadian Municipalities (FCM) Standing Committee on International Relations (substitute in the EB) Claude Dauphin, President of Montral City Council, Quebec, 3rd Vice President of FCM (substitute in the EB) Marvin Hunt, Councillor of Surrey, British Columbia, Chair of FCM Standing Committee on International Relations Derek Corrigan, Mayor of Burnaby, British Columbia Hans Cunningham, Regional District of Central Kootenay, British Colombia, President of FCM Lois Jackson, Mayor of Delta, British Columbia Representative, City of Toronto, Ontario (to be determined) Karen Leibovici, Councillor of Edmonton, Alberta, 2nd Vice President of FCM (substitute in the EB) Pam McConnell, Councillor of Toronto, Ontario Grald Tremblay, Mayor of Montral, Qubec, President of UCLG North America Substitute: Michel Bissonet, Member of Executive Committee of Montral, Quebc Berry Vrbanovic, Councillor of Kitchener, Ontario, 1st Vice President of FCM
TRINIDAD & TOBAGO (2) To be appointed USA Valerie Brown, Commissioner of Sonoma County, California, Immediate Past President of National Association of Counties (NACo) Substitute: Don Stapley, Commissioner of Maricopa County, Arizona Joe Davis, Alderman of Milwaukee, Wisconsin, Board Member of National League of Cities (NLC) Ted Ellis, Mayor of Bluffton, Indiana, Advisory Council of NLC James Jim Hunt, Councilmember of Clarksburg, West Virginia, Immediate Past President of NLC Leonard Eliason, Commissioner of Athens County, Ohio, 1st Vice President of NACo Substitute: B. Glen Whitley, Commissioner of Tarant County, Texas, President of NACo
METROPOLITAN SECTION
VICE PRESIDENCE Jean-Paul Huchon, President of Conseil Rgional dle-de-France, President of Metropolis Substitute: Eduardo Rihan Cypel, Councillor of Conseil Rgional dle-de-France
AFRICA IVORY COAST Pierre Djdji Amondji, Governor of District of Abidjan, Executive Vice President of Metropolis MADAGASCAR Edgard Razafindravahy, Mayor of Antananarivo ETHIOPIA Kuma Demeksa, Mayor of Addis Ababa ASIA-PACIFIC AUSTRALIA Justin Madden, Minister for Planning of State of Victoria (Melbourne), Executive Vice President of Metropolis SOUTH KOREA Oh Se-hoon, Mayor of Seoul, Regional Vice President of Metropolis CHINA Wan Qingliang, Mayor of Guangzhou Municipal Peoples Government, Member of Metropolis Board of Directors EURO-ASIA
RUSSIA Sergey Sobyanin, Mayor of Moscow
EUROPE SWEDEN Sten Nordin, Mayor of Stockholm Substitute: Ewa Samuelsson, Vice Mayor of Stockholm GERMANY Ingeborg Junge-Reyer, Senator of Urban Development in Berlin, Regional Vice President of Metropolis SPAIN Xavier Trias, Mayor of Barcelona, President of Mancomunidad de Municipios de la rea Metropolitana de Barcelona MIDDLE EAST- WEST ASIA TURKEY Kadir Topba, Mayor of Istanbul Metropolitan Municipality, Member of Metropolis Board of Directors IRAN Mohammad Bagher Ghalibaf, Mayor of Tehran Alireza Pakfetrat, Mayor of Shiraz
LATIN AMERICA BRAZIL Alberto Goldman, Governor of State of Sao Paulo, Executive Vice President of Metropolis Jos Fortunati, Mayor of Porto Alegre CUBA Juan Contino Asln, Mayor of La Havana, Regional Vice President of Metropolis NORTH AMERICA CANADA Grald Tremblay, Mayor of Montral, Executive Vice President and Treasurer of Metropolis David Miller, Mayor of Toronto, Member of Metropolis Board of Directors MEXICO Enrique Pea Nieto, Governor of State of Mexico, Regional Vice President of Metropolis
THE CONSTITUTION OF THE WORLD ORGANISATION OF UNITED CITIES AND LOCAL GOVERNMENTS
Adopted by Constitutive General Assembly, 5 May 2004, Paris, France Amended by Extraordinary General Assembly, 26 April 2010, Chicago, USA PREAMBLE We, representatives of local governments the world over, serving the populations of rural and urban communities; small, medium and large towns, metropolises and regions; gathered in Paris, France on 5 May 2004 to create a new unified world organisation of local governments. Recalling: the Universal Declaration of Human Rights, and particularly the principle recognised in Article 21, that the will of the people is the basis of the authority of government; the considerable work achieved by the International Union of Local Authorities (IULA) since 1913 and the World Federation of United Towns and Cities (UTO) since 1957 in developing municipal international relations and strengthening local government worldwide; the United Towns Charter adopted by UTO in 1957; the IULA Worldwide Declaration of Local Self-Government, adopted by IULA in 1985 and amended in 1993, and ratified by the UTO in 1994; the Final Declaration of the World Assembly of Cities and Local Authorities adopted in Istanbul in 1996; the Habitat Agenda and the Declaration on Cities and other Human Settlements in the New Millennium, Agenda 21 and the Political Declaration of the World Summit on Sustainable Development, and the Millennium Declaration and Millennium Development Goals; Considering: that the world is being reshaped by changing economic, technological, demographic, environmental and social forces; that the traditional role of the State is profoundly affected by the above trends and that States cannot centrally manage and control the complex integrated cities and towns of today and tomorrow; that population growth and the continuing process of urbanisation makes the task of local governments, both rural and urban, more complex but all the more essential; that in this changing world, the essential value of democracy, grounding governments legitimacy in the people, remains stronger than ever; that local government is one of the main foundations of any democratic society, being the level of government closest to the people; Recognising: the vital role of local government as a force for sustainable development, good governance, sustainable urbanisation and promotion of the rights of the citizen; the vital role of local government as a force for promoting Human Rights -civil and political, social and economic as recognised, codified and endorsed by the United Nations; local governments responsibility to take an active role in responding to the challenges facing humanity; to fight strongly against poverty, ignorance, intolerance, discrimination, exclusion, insecurity, environmental degradation and cultural levelling; the vital role of local government as a force for peace and solidarity between peoples; the diversity of democratic ways and means by which local communities can achieve these objectives; that local democracy is not just a formal value but must be continuously updated and revised, ensuring genuine equality and participation open to all, men and women; Emphasising: that strengthening local government in any country strengthens the entire nation and the world community by ensuring more effective and democratic public policies; that Municipal International Cooperation and decentralised cooperation, partnership, twinning, international local government diplomacy, sister city links, and mutual assistance through capacity-building programmes and international municipal solidarity initiatives, are a vital contribution to the construction of a peaceful and sustainably developed world; that the more united local governments are, at national, regional and world level, the stronger they are in voicing the will of the communities they serve; Committed to: local democracy and autonomy, i.e. to the principles of democratic decentralisation and subsidiarity in the spirit of inter-connecting spheres of government; citizen-centred, participative local governance within the principles of decentralisation and subsidiarity; high ethical standards of public service, efficiency, effectiveness and transparency; partnership with the international community and other spheres of government, civil society and other key actors;
Ordain and establish the Constitution of the World Organisation of United Cities and Local Governments as follows: NAME, HEADQUARTERS AND LEGAL STATUS Article 1 By the present constitution, a non-profit association, with full legal and operational capacities, governed by Spanish law is formed. Its name shall be the World Organisation of United Cities and Local Governments, (from here onwards referred to as the World Organisation). Its legal seat shall be based at 15 Carrer Aviny in Barcelona, Spain. The World Organisation shall be a non-profit international organisation with no affiliation to any political party or religion. The association will be established for an indefinite period and its coverage will be worldwide. OBJECTIVES Article 2 Mission The mission of the World Organisation is: To be the united voice and world advocate of democratic local self-government, promoting its values, objectives and interests, through cooperation between local governments, and within the wider international community. Article 3 Objectives To achieve this mission, the World Organisation shall pursue the following objectives: a. To promote strong and effective democratic local self-government throughout the world; b. To promote unity and cooperation amongst members; c. To ensure the effective political representation of local government to the international community, in particular the United Nations and its agencies; d. To be the worldwide source of key information and intelligence regarding local government; e. To be the worldwide source of learning, exchange and capacity-building, supporting the establishment and strengthening of free and autonomous local governments and their national associations; f. To promote economic, social, cultural, vocational and environmental development and service to the population based on the principles of good governance, sustainability and social inclusion; g. To promote race and gender equality, and to combat all forms of discrimination that are illegal with regard to international law, and/or illegitimate in relation to the values and policies of the organisation; h. To be a strong democratic organisation, reflecting in its composition and functioning the diversity of the local spheres of governance; i. To promote decentralised cooperation and international cooperation between local governments and their associations; j. To promote twinning and partnerships as a means for mutual learning and friendship between peoples; k. To develop policies, programmes and initiatives within the framework of the World Organisations mission, values and objectives, this implies seeking appropriate means to implement them, within the internal rules of the organisation. Article 4 Tasks In pursuance of these objectives, the World Organisation shall undertake such tasks and enterprises as may be determined appropriate and desirable in order to achieve its missions and objectives, including in particular: a. Engaging actively in lobbying and advocacy work to promote the role and status of local government in the international arena and to influence international policy making; b. Developing and promoting policies and positions on issues of key interest and importance to local government before the international community; c. Collaborating actively with the United Nations and its agencies, and other relevant international organisations; d. Developing initiatives and action programmes based on the principles of local self-government and international cooperation, particularly through decentralised cooperation/development projects between local governments and associations of local governments, seeking funding and the creation of financial tools to support these projects; e. Building an international platform of exchanges and partnerships, in order to strengthen the capacities of local governments and their associations; f. Supporting a strong network of local government members and developing services and global products to meet their needs and demands; g. Becoming a major world source of information on local self-government, local authorities, international solidarity and the exchange of know-how; h. Disseminating information amongst its members, through publications, seminars and new information technologies, on the situation and the evolution of local government all over the world; i. Organising congresses, other events and activities, and increasing the number of members, in order to reinforce the World Organisations political influence and its financial autonomy. Article 5 Adherence to the principles of international law and United Nations decisions In pursuing its mission, objectives and tasks, and in dealing with issues of membership and other decisions under this constitution, the World Organisation shall act in accordance with, and be guided by, the principles of international law and relevant decisions of the United Nations on recognition of states and other related matters. MEMBERSHIP Article 6 Categories of membership The World Organisation consists of the following categories of members: a. Local government members; b. Regional sections; c. International organisation members; d. Associate members; e. Honorary members. Article 7 Local government members Local government membership of the World Organisation shall be open to: a. Individual cities and local governments; b. National associations of local government.
Article 8 Regional sections Regional sections of the World Organisation, recognised in accordance with the provisions of this constitution, are members as of right. Article 9 International organisation members International organisation membership of the World Organisation shall be open to international local government organisations which represent specific categories of local governments, and/or whose purposes relate to specific sectoral or thematic issues. Article 10 Associate members Associate membership of the World Organisation shall be open to organizations which, though not themselves local government organizations, are strongly concerned with or involved in local government matters. Article 11 Honorary members Honorary membership may be granted to individuals or institutions who have rendered distinguished service to the association or to the cause of democratic local government. Nominations for Honorary membership shall be made by the Executive Bureau and approved by the World Council. RIGHTS AND OBLIGATIONS OF MEMBERS Article 12 Members may participate in the various activities and programmes of the organisation and have equal access to information, data and documentation on local government matters and the activities and decisions of the organisation. Article 13 Members undertake to support, promote and adhere to the World Organisation's mission, values and objectives. Article 14 Membership fees Local government members, international organisation members and associate members shall pay an annual membership fee. The World Council, upon proposal of the Executive Bureau, shall decide on the amount of the respective membership fees. The membership fees for local government members shall take the following into consideration: a. the number of inhabitants represented by the member; b. the state of the country's economic development. The formula for membership fees shall be included in the General Rules of Procedure. Article 15 Membership fees shall be paid in accordance with the General Rules of Procedure. Membership shall become effective upon receipt of the new member's first payment. Article 16 Any member may resign at any time by giving a minimum of six months written notice to the Secretariat as specified in the General Rules of Procedure, provided that such a member shall remain liable to pay any outstanding membership dues, including any appropriate pro rata share. ADMISSION Article 17 Applications for local government, international organisation and associate membership shall be decided by the Executive Bureau, whose task is to ensure that applicants meet the relevant requirement for membership. All applicants for membership must undertake to support, promote and adhere to the World Organisation's mission, values and objectives. Article 18 An applicant complying with the relevant requirements for membership has a right to apply for membership in the World Organisation, directly at world level. For the sake of good coordination however, the relevant regional section shall be consulted on applications coming from their geographical area. Simultaneous membership shall be encouraged within the World Organisation and its regional sections. Article 19 Special Membership Committee A Special Membership Committee shall be appointed by the Executive Bureau to consider and advise on special issues that may arise in relation to membership questions. EXCLUSION Article 20 A member is liable to exclusion or suspension: a. if it breaches the obligations and principles set out in this Constitution; b. if, without the consent of the Executive Bureau, membership fees are more than one year in arrears; c. if it no longer fulfils other conditions of membership set out in this Constitution. Article 21 The decision to exclude or suspend a member shall rest, on the recommendation of the Executive Bureau, with the World Council, which shall decide by a two-thirds majority of the votes cast by World Council members in attendance. Article 22 A member whose exclusion is proposed shall be given at least two months written notice of the relevant World Council meeting. The member shall be invited to make his written observations known before the World Council and shall be entitled to attend and speak at the meeting of the World Council dealing with the question. Article 23 The same procedure shall apply to a member whose suspension is proposed. The suspension shall apply for the period until the next World Council where the decision will be taken whether to lift the sanction or, on the contrary, exclude the member. METROPOLITAN SECTION Article 24 The World Organisation shall have a Metropolitan Section, whose membership shall be open to large metropolitan governments, as defined in the Rules of Procedure. The Metropolitan Section shall promote the specific policies of, and deal with matters of concern to, its members and promote the membership of metropolitan cities in the World Organisation.
REGIONAL SECTIONS Article 25 Regional sections shall establish their own constitution and governing bodies and are established as independent legal entities. They set their own policies and administer their own affairs, provided these are not contrary to this Constitution. Article 26 Regional sections are part of the World Organisations operating structure. They do not preclude direct membership in the World Organisation, but provide the World Organisation with institutional support within their agreed geographical area in pursuing its mission and objectives. Article 27 Regional sections co-ordinate and facilitate membership in their geographical area. With their members, they provide support to the policies and activities decided by the governing bodies of the World Organisation. They perform a policy, programming and administrative role within the World Organisation, and a co-ordinating role in relation to the electoral process, within the framework of this Constitution. Article 28 The formal establishment of a regional section shall be approved by the World Council, taking into account the existing situation and after full consultation with local government members affected by the establishment of the section. Article 29 There shall be a written agreement between the World Organisation and each regional section, in which the division of tasks and mutual responsibilities shall be defined and agreed. The conclusion of such an agreement shall be a precondition for the establishment of a regional section. These agreements shall take into account the diversity and specific needs of each regional section, in relation to its context and the characteristics of its membership and area Article 30 With the exception of particular conditions (if any) set out in such agreements, the World Organisation is not liable for debts and liabilities of the regional sections, nor shall regional sections have liability for debts and liabilities of the World Organisation. Article 31 The World Organisation shall coordinate, at world level, the multilateral activities of its members for which it has received a mandate. GOVERNANCE STRUCTURE Article 32 The governance of the World Organisation is executed by: a. the General Assembly; b. the World Council; c. the Executive Bureau; d. the Presidency, composed of President and Co-presidents; e. the Treasurer; f. the Secretary General. THE GENERAL ASSEMBLY Article 33 Role The General Assembly is the supreme organ of the World Organisation. It has responsibility for the overall policy, direction and oversight of the organisation. In particular, the General Assembly shall: a. give guidance on the general policy direction of the organisation; b. receive the report of activities and financial report submitted by the World Council; c. appoint members of the World Council from among the local government members, after considering a report from the Committee on Statutory Affairs in relation to the validity of elections for this purpose to be duly held within each world region, as set out in the Electoral Procedure Rules; d. deal with all matters placed on its agenda by the World Council; e. adopt any revisions to the Constitution; f. decide on the dissolution and the liquidation of the World Organisation. Article 34 Composition The General Assembly shall comprise all members of the World Organisation, through their duly appointed representatives. Article 35 Sessions The General Assembly shall be convened by the World Council, normally at the time of the World Congress to which both the World Organisation members and non-members are invited. The World Council may convene extraordinary sessions in between ordinary meetings, in the conditions described in the General Rules of Procedure. The announcement of ordinary and extraordinary meetings must be sent to members at least one month in advance, indicating the agenda items. The World Council may invite persons and entities which are not members of the World Organisation to attend the General Assembly as observers. The session will be chaired by the President of the World Organisation who will direct the discussions and give attendees a chance to speak. The Secretary General will act as the Secretary of the Assembly, noting the resolutions passed in the meeting minutes. Article 36 Participation and Voting Each member shall assign a delegate to represent it at the General Assembly and may also assign a substitute. The latter may only participate in the meeting as a voting member if the named delegate is absent. The substitute should hold a political mandate. All members are entitled to participate in the sessions and to express their opinions and proposals publicly. If there are numerous requests to participate, the Chairman may moderate their length. The Chairman may also grant participating members the right to respond. Local Government members who are up to date in payments of their membership fees, up until the year preceding the meeting, shall have voting rights in the General Assembly. The President of each regional section or his/her mandated representative shall have one vote, and the same applies in relation to international organisation members. Associate members and honorary members shall not have voting rights in the General Assembly of the World Organisation.
Article 37 Each voting member of the General Assembly shall have an equal vote. Article 38 Except in special cases provided for in the Constitution, decisions of the General Assembly shall be taken by a simple majority of the votes cast. THE WORLD COUNCIL Article 39 Role The World Council is the principal policy-making body of the World Organisation. It decides the World Organisations policies and ensures that general policies decided by the General Assembly are implemented. Article 40 The World Council shall conduct its activities in accordance with this Constitution and the decisions of the General Assembly. Article 41 The World Council shall in particular: a. elect the President, the Co-Presidents and the Treasurer of the World Organisation and ratify nominations for the Vice-Presidents; b. appoint members of the Executive Bureau from among its members, after considering a report from Committee on Statutory Affairs in relation to the validity of elections for this purpose to be duly held within each world region, as set out in the Electoral Procedure Rules; c. approve the annual budget and accounts submitted by the Executive Bureau; d. decide on applications, suspensions and cancellations of membership; e. decide on the level of membership fees; f. appoint any committee to consider particular problems and issues concerning the World Organisation, or to deal with any matters or issues it deems appropriate, and delegate tasks accordingly. It may delegate this function to the Executive Bureau. Article 42 Composition The World Council shall comprise the following members: a. the President, the Co-Presidents and the Treasurer; b. the Vice-Presidents; c. 340 local government members appointed by the General Assembly after elections held in each region on the basis of two colleges representing the two types of local government members, for the term between two ordinary sessions of the General Assembly; d. a political representative of the city which hosts the seat of the World Secretariat; e. the Secretary General (non-voting and ex officio); f. designated representatives of international local government organisations and associate members (both nonvoting); The Mayors or Deputy Mayors and Presidents or Vice-Presidents of regional authorities (or those holding equivalent office) and the Presidents and Vice-Presidents of associations, representing members of UCLG, may participate in the World Council (non-voting). The members of the World Council fulfil their function without remuneration. Article 43 Representatives in the World Council must hold a political mandate from a local government. Article 44 Substitutes Each member of the World Council may have one duly appointed standing substitute. The latter may only attend meetings as voting member in the absence of the full member. The substitute should hold a political mandate. Article 45 Sessions The World Council shall meet at least once a year, as convened by the President or at the request of at least one third of its members. The announcement of ordinary and extraordinary meetings must be sent to members of the World Council at least one month in advance, indicating the agenda items. The session will be chaired by the President of the World Organisation who will direct the discussions and give attendees a chance to speak. The Secretary General will act as the Secretary of the World Council, noting the resolutions passed in the meeting minutes. All members of the World Council are entitled to participate in the sessions and to express their opinions and proposals publicly. If there are numerous requests to participate, the Chairman may moderate their length. The Chairman may also grant participating members the right to respond. Article 46 Voting Each member of the World Council has one vote. Article 47 Except in special cases provided for in the Constitution, decisions of the World Council shall be carried by a simple majority of the votes cast. In case of equal voting, the President of the session shall have a casting vote. THE EXECUTIVE BUREAU Article 48 Role The Executive Bureau is responsible for initiating proposals and carrying out the decisions of the World Council and for any other matter delegated to it by the World Council. It is in charge of the World Organisations administrative and financial management. It prepares the meetings of the World Council and of the General Assembly. Article 49 The Executive Bureau shall in particular: a. approve and submit the annual budget, accounts and reports to the World Council; b. appoint the Committee on Statutory Affairs; c. appoint the Special Membership Committee; d. appoint the Financial Management Committee; e. appoint the independent external auditors for the organisation; f. be empowered to enter into agreements for the acquisition, alienation and encumbering of property, the creation or transfer of interests in which require public registration and to enter into agreements whereby the Association acts as surety or undertakes to be severally liable as co-debtor, agrees to answer for another party or provides security for any debt of another party.
Article 50 The Executive Bureau shall be entitled to make policy decisions between meetings of the World Council within existing policy guidelines on matters that cannot reasonably await the next meeting of the World Council. Article 51 The Executive Bureau shall exercise all other powers that are not reserved to the General Assembly and the World Council. The President or the Secretary General, under the terms set out herein, shall act as the legal representative of the World Organisation. Article 52 Composition The Executive Bureau shall comprise the following membership: a. the President, the Co-Presidents, and the Treasurer; b. the Vice-Presidents (non-voting); c. 114 members elected by the World Council from among its members following the same proportion between the two types of local government member as in the World Council, for the term between two ordinary sessions of the General Assembly; d. a political representative of the city which hosts the seat of the World Secretariat; e. the Secretary General (non-voting and ex officio); f. designated representatives of international organisation members (non-voting); The Mayors or Deputy Mayors and Presidents or Vice-Presidents of regional authorities (or those holding equivalent office) and the Presidents and Vice-Presidents of associations, representing members of UCLG, may participate in the Executive Bureau (non-voting). The Executive Bureau may co-opt up to 3 non-voting members for different purposes, which may include the representative of the host of the next congress of the World Organisation. The members of the Executive Bureau fulfil their function without remuneration. Article 53 Representatives in the Executive Bureau must hold a political mandate from a local government. Article 54 Substitutes Each member of the Executive Bureau may have one duly appointed standing substitute. The latter may only attend meetings as voting member in the absence of the full member. The substitute should hold a political mandate. Article 55 Sessions The Executive Bureau shall meet at least twice a year, as convened by the President or at the request of at least one third of its members. The announcement of ordinary and extraordinary meetings must be sent to members of the Executive Bureau at least one month in advance, indicating the agenda items. The session will be chaired by the President of the World Organisation who will direct the discussions and give attendees a chance to speak. The Secretary General will act as the Secretary of the Executive Bureau, noting the resolutions passed in the meeting minutes. All members of the Executive Bureau are entitled to participate in the sessions and to express their opinions and proposals publicly. If there are numerous requests to participate, the Chairman may moderate their length. The Chairman may also grant participating members the right to respond. Article 56 Voting Each voting member of the Executive Bureau has one vote. Article 57 Except in special cases provided for in the Constitution, decisions of the Executive Bureau shall be taken by a simple majority of the votes cast. In case of equal voting, the President of the session shall have a casting vote. THE PRESIDENCY Article 58 The Presidency, comprising the President and up to 5 Co-Presidents is elected by the World Council from among local government members for a renewable term between two ordinary sessions of the General Assembly. At least one of the above office-holders must come from an individual local government member; at least one must come from a national association and at least one must come from a member of the Metropolitan Section. The President and Co-Presidents act on behalf of the World Organization, not of a specific Section. The Treasurer shall participate in the work and deliberations of the Presidency. The members of the Presidency fulfill their function without remuneration. Article 59 Candidacies for the President and Co-Presidents may be presented by: a. the Executive Bureau; or b. at least 6 Local Government members from different countries and at least two different world regions. Article 60 President The President is the principal representative of the World Organisation and chairs the meetings of the General Assembly, the World Council and the Executive Bureau. She/He shall ensure the continuity of the policies of the organisation between meetings of the Executive Bureau. Article 61 Co-Presidents The Co-Presidents assist the President in carrying out her/his responsibilities and when necessary assume the role of President. Article 62 Vice-Presidents The World Organisation has Vice-Presidents, one being nominated by each of its sections. Vice-Presidents shall also represent the World Organisation when appropriate and so mandated, and carry out other responsibilities as necessary. The Vice-Presidents fulfil their function without remuneration. Article 63 Members of the Presidency shall hold a local electoral mandate; they must also be at the head of a) a local government or b) a national association of local governments. In the case offices described under a) or b) are lost; their function within the Presidency will terminate at the date of the next meeting of the Executive Bureau. The Executive Bureau shall declare the vacancy and hold the responsibility of organising, if need arise, the process for electing his/ her replacement. Article 64 The President, the Co-Presidents and the Vice-Presidents have the right to resign.
FINANCES Article 65 The World Organisation shall derive its finances from membership fees, income from activities, grants and other sources. Article 66 The operational and financial year will coincide with the calendar year and will be closed on 31 December each year. The accounts should be closed on 31 December each year. Article 67 The Treasurer The Treasurer is responsible for the oversight of the financial strategy, accounting and management of the World Organisations finances. Every year, she/he shall present to the Executive Bureau: a. the accounts of the previous financial year, certified by an independent external auditor appointed by the Executive Bureau which shall be submitted to the World Council for final approval; b. the budget for the next financial year; c. other significant financial reports. The Treasurer fulfils his/her functions without remuneration. Article 68 The Financial Management Committee The Financial Management Committee shall be appointed by the Executive Bureau, chaired by the Treasurer and composed of representatives of the 6 members paying the highest membership fees and 6 elected representatives of other members, taking into account the geographical diversity and representation of the local government membership. The members of the Financial Management Committee fulfil their function without financial remuneration. Article 69 The Financial Management Committees role is to advise the Treasurer and the Executive Bureau on financial matters. The Committee shall be consulted on the preparation and execution of the budget, and may propose a mechanism for internal audit to the Executive Bureau including the appointment of a maximum of 3 Honorary Auditors. THE SECRETARY GENERAL Article 70 The Secretary General is the chief executive officer of the World Organisation. She/he directs the daily activities of the World Organisation and carries out the decisions of the General Assembly, the World Council and the Executive Bureau. The Secretary General manages the General Secretariat and the activities, programmes and finances of the organisation under the guidance of the Presidency and the responsibility of the Executive Bureau. Article 71 The Secretary General is appointed by the Executive Bureau and may be dismissed by the Executive Bureau. Article 72 The Secretary General is responsible for the employment of the General Secretariats personnel. Article 73 In his/her daily activities, the Secretary General has a general authorization to represent the World Organisation on behalf of the Executive Bureau. Article 74 The Secretary General, as the duly authorised representative of the World Organisation, is authorised to work with banks and other credit institutions, to order payments and execute all kinds of contracts as allowed under civil, mercantile and administrative law. The Secretary General may also represent the World Organisation before public administrations and courts, and have power to appoint legal counsel and court attorneys. CONDUCT OF ELECTIONS Article 75 The Electoral Procedure Rules, annexed to this constitution, shall have effect for regulating the conduct of elections to the World Council and Executive Bureau, and for defining the role of the Committee on Statutory Affairs. Article 76 The Electoral Procedure Rules may be amended by the World Council, by a majority of not less than two-thirds of those voting, upon a resolution of the Executive Bureau recommending such amendment. All members of the World Organisation shall have at least two months written notice of the meeting of the World Council at which any proposed amendment to the Electoral Procedure Rules is to be voted on. LIABILITY Article 77 The World Organisation is liable as a legal entity only to the extent of its assets; members are not individually liable for such corporate debts and liabilities. GENERAL RULES OF PROCEDURE Article 78 The Executive Bureau approves the General Rules of Procedure, which shall deal with details concerning the internal operation and regulation of the World Organisation. They shall be ratified by the World Council. Article 79 Any point which is not dealt with in these statutes shall be ruled by the law of Spain. AMENDMENTS TO THE CONSTITUTION, MERGER, DISSOLUTION AND LIQUIDATION OF THE WORLD ORGANISATION Article 80 Any proposal for a revision of the Constitution or the merger, dissolution or liquidation of the World Organisation shall emanate from the Executive Bureau or from six or more local government members from different countries. Article 81 The members of the World Organisation shall be notified in writing of the proposals at least two months before the meeting of the General Assembly at which they shall be considered.
Article 82 No decision on amendments to the Constitution or merger, dissolution or liquidation of the World Organisation shall be adopted unless two-thirds of the Local Government members are represented and it is approved by a two-thirds majority of the valid votes cast. Article 83 If less than two-thirds of the local government members were represented at the first meeting, the General Assembly shall at the subsequent meeting be entitled to make a binding decision irrespective of the number of the local government members represented. Article 84 In the event of dissolution, the General Assembly shall make the necessary and adequate arrangements to determine the destination of the goods and rights of the Association. The Assembly will also make arrangements related to the ending, winding down and liquidation of any pending activity of the Association. The net residues resulting from the liquidation will be given directly to a non-profit public or private entity in the same territory, and active in a similar field, to the Association, or dedicated to charity. The Association will be dissolved by decision of its members explicitly expressed in a special session of the General Assembly called to this effect. At least two thirds of the local government members need to be in agreement, and express their consent with two-thirds of the valid votes, as established in article 82 of this constitution and according to the causes contained in article 39 of the Civil Code and by Court Order. OFFICIAL LANGUAGES Article 85 The initial official languages of the World Organisation shall be English, French and Spanish. The World Council may make subsequent decisions on official and working languages, taking into account the development of membership and resources available.
ELECTORAL PROCEDURE RULES

Adopted by Constitutive General Assembly, 5 May 2004, Paris, France Amended by Extraordinary General Assembly, 26 April 2010, Chicago, USA
PART I - GENERAL PRINCIPLES Rule 1 1.1 Elections to the World Council and Executive Bureau shall be carried out through elections held in each defined world region. 1.2 1.3 The local government members in each defined world region shall be entitled to elect the number of their representatives to the World Council as set out in Rule 2. The representatives for the World Council in each defined world region shall be entitled to elect the number of their representatives to the Executive Bureau as set out in Rule 2.
Rule 2 2.1. The defined world regions and the respective number of representatives to the World Council and Executive Bureau respectively are as set out in the following table: Sections Africa Asia-Pacific Europe Euroasia Middle East & West Asia Latin America North America Metropolitan Host of the World Secretariat: Barcelona Total 2.2. World Council 45 66 63 36 33 39 36 21+1VP 1 341 Executive Bureau 15 22 21 12 11 13 12 7+1VP 1 115
The above distribution of seats is based on respective total population size and in the case of Europe on historic active engagement of members from a large number of countries. It is also based on the principles that no world region should have more than one quarter of the overall number of seats nor more than twice the number allocated to any other world region.
Rule 3 3.1. Within each defined world region, seats for the World Council and Executive Bureau are divided between representatives of the two types of local government members, namely (a) individual cities and local governments 1 (b) national associations of local government, taking into account the number of inhabitants represented by each type of local government member in that region. 3.2. The division of seats on the World Council and Executive Bureau as a whole shall ensure that the two types of local government member are duly represented.
PART II - DIVISION OF SEATS BETWEEN TYPES OF MEMBER
Under this Rules and the UCLG Constitution individual cities and local governments is to be understood as: cities, towns, councils, provinces, regional authorities and other units of government that adhere directly to the World Organization.
Rule 4 4.1. In order to calculate the division of seats between the two types of local government members 2, the total population represented by each type of member shall be calculated. This calculation shall be done for the world organisation as a whole and for each world region separately. 4.2. Each type of member (refer to note 2), within each world region, is entitled to; 10% of the seats wherever it represents up to10% of the population represented by the whole membership in that world region; 30% of the seats whenever it represents more than 10% but no more than 30% of such population; a share of the seats directly proportional to its share of the population wherever it represents more than 30% of such population. In making the calculations set out above, the following shall apply: The actual population represented by a national local government association, through its own members, is taken into account (as against using the total national population, and excluding any individual member that is not a member of that association) The total population represented by each local government member is calculated, even if this means that the same population is accounted for more than once The best available statistics and evidence shall be used in relation to these calculations; the decision of the Committee on Statutory Affairs shall be final in this regard. To this end, each member will provide on request information on their current membership including population. Rule 5 5.1. Each type of local government member (as described in note 2) shall be entitled to at least 30% of the seats on the World Council and Executive Bureau even if (according to the calculation of population represented under Rule 4 above) its actual percentage is less. 5.2. Where the total number of seats ascribed to one type of local government member across each defined world region totals less than the 30% minimum required under Rule 5.1 above, the Committee on Statutory Affairs shall recommend to the General Assembly the means of achieving the required balance. Such recommendations may include allocating unfilled places from other world regions to the under-represented type in order to reach the 30% threshold. Sections will make due efforts to promote an equitable gender balance in such representation: no gender should represent less than 10% in the sections nominations in 2010. This percentage should be increased to 20% for 2013; 25% for 2016 and 30% for 2019. In the event that the Section is not in a position to meet these targets, it shall submit a written report of explanation to the Executive Bureau. Countries with more than three representatives in the World Council shall submit candidacies ensuring a balanced representation of all spheres of government which are members of UCLG within that country.
4.3.
5.3.
5.4. 5.5.
PART III WORLD COUNCIL ELECTION PROCESS Rule 6 6.1. Where a regional section exists within a defined world region, it shall have responsibility for coordinating the electoral process, and for liaison with the Committee on Statutory Affairs. If there is more than one regional section for such region, they shall have the duty of co-operating to ensure that the electoral process is properly carried out. 6.2. Within each region, the electoral process shall be conducted so as to ensure that there is an equitable geographical balance in the overall representation from the region, including in relation to each type of local government member. Members from different countries in a region may put forward proposals for common representation. Where there is a high degree of consensus among the members within a region as to the means by which the electoral process shall be carried out, including any proposed geographical or national distribution of seats within the region, this shall be put to the Committee on Statutory Affairs as soon as possible, and if approved by the Commission, shall be implemented. Any such consensus proposal shall ensure that the lesser represented of the two types of local government member is entitled to not less than its share of the seats in that region, calculated under Rule 4.2.
6.3.
There are two types of local government members under the UCLG Constitution: the cities, local and regional authorities adhering directly as explained under footnote 1 and the national associations of local governments.
6.4.
Where there is no consensus proposal put forward, the process within a region must ensure that each type of local government member is entitled to its relevant number of seats, as calculated under these Rules, as well as ensuring an equitable geographical balance. Within each region, the members within each type shall elect their representation on the World Council, constituting for that purpose the two colleges referred to in Article 42 of the constitution (composition of World Council). All elections shall be fairly conducted, in accordance with good practice. Inter alia, a fair opportunity must be given for candidates to be nominated, and reasonable written notice of any election shall be given to all members entitled to vote. Members within each world region, and those organising elections, shall ensure that candidates for election have the required political mandate. Due regard shall be had to the need to ensure an equitable gender balance in such representation.
6.5.
6.6.
6.7.
PART IV EXECUTIVE BUREAU ELECTION PROCESS Rule 7 7.1. The members of the Executive Bureau are elected, within each world region, by and from among the members elected for that region to the World Council. 7.2. 7.3. The election of the Executive Bureau members, within each world region, shall take place as soon as reasonably practicable after the World Council elections within that region. The provisions of Rule 6 shall apply, mutatis mutandis, to elections of members of the Executive Bureau. A consensus proposal under Rule 6.2 may deal jointly with elections to the World Council and to the Executive Bureau.
PART V ELECTION TIMETABLE Rule 8 8.1. The Committee on Statutory Affairs shall, subject to these Rules, set the timetable for the electoral process, and supervise its effective implementation, leading up to the next ordinary General Assembly meeting at which the World Council is formally elected. 8.2. The relevant calculations of population and other matters required under these rules shall be completed and communicated to the world regional sections between 6 and 12 months before the relevant meeting of the General Assembly. The elections within each world region shall take place not earlier than 5 months before the relevant meeting of the General Assembly.
8.3.
PART VI COMMITTEE ON STATUTORY AFFAIRS Rule 9 9.1. A Committee on Statutory Affairs shall be established with the composition and responsibilities set out in this and the following Article. 9.2. The Committee on Statutory Affairs shall comprise: a. b. c. d. e. f. The President (who will act as Chair), The Immediate Past President, The Co-Presidents, The Treasurer, Three political representatives of the three members paying the highest membership-fees, The political representative of the seat of the World Organization..
Rule 10 The responsibilities of the Committee on Statutory Affairs are as follows: Overall: to ensure that the principles and requirements set out in these Rules for elections are complied with, and to encourage consensual working and good practice within world regions in relation to elections;
Step 1 providing the framework to clarify the boundaries of each defined world region, and to ensure that each voting member is ascribed to the appropriate world region; to calculate the membership population figures (including determining any disputes of fact), and the respective percentages, represented by the two types of local government member within each world region and for the whole organisation; to calculate the number of seats on the World Council to which each type of local government member within each region is thus entitled; to advise each regional section (where they exist) of the relevant calculations; where no regional section exists in a defined world region, to ensure via the World Organisation that, in accordance with these Rules, fair elections are held which reflect the appropriate balance of membership and principles, including the requirement of equitable geographical balance; where there is more than one regional section with members in a defined world region, to ensure that there is proper co-ordination, and that the electoral process for that world region fairly treats the membership as a whole;
Step 2 - approving the electoral process to consider proposals from a regional section, based on a high degree of consensus of members within the defined world region, as to the means by which the relevant electoral process will be carried out, that reflects the requisite principles (including equitable geographical representation) and fairly balances the two types of local government members, and if so satisfied, to approve implementation of such proposals; in default of such approved consensus proposals, to determine the basis of election within each world region, to ensure that the principles are met and the correct balances achieved;
Step 3 ensuring the validity of the electoral process to receive the results of elections held in each world region, and to confirm their procedural validity; to resolve any significant disputes over the conduct of elections in a world region, if necessary in serious cases by requiring a new election to be held for that world region;
Step 4 reporting to the General Assembly to ensure that the worldwide balance between the two types of local government member is achieved; to report to the General Assembly on the validity of the electoral process and in particular the results of the elections in each defined world region, and the overall balance between the two types of local government member, as the basis for the General Assemblys decision on formal appointment of the World Council; to report likewise to the first meeting of the new World Council, to provide the basis for the World Councils decision on formal appointment of the Executive Bureau.
RABAT EXPO
The Rabat Expo" Fair takes place over 5 days, from 1 to 5 October 2013 on an exhibition space of 10,000 m that meets quality standards of international business fairs. It allows companies, governments, regions and their associations, consulting firms, universities, professional associations, NGOs, international institutions of cooperation, to present a diversified offer of equipment, technologies, services, methodologies and know-how that meets the specific needs of the African market. Exhibited sectors: Local public services: drinking water, liquid and solid purification, household waste, energy, street lighting, transport Telecommunications and information technology Education, training Public health, social Culture Housing and urban planning Environment and land development Risk and disaster management Audit, counselling Governance, transparency, integrity Decentralized cooperation Financing of investments
Travel Details
Name Heather Schoemaker Title Director, External Relations Department, MV Chair, MV Board and Mayor, City of Port Coquitlam Vice Chair, MV Board and Councillor, City of Vancouver Arrival info Sept. 30 AF1258 at 11:20am Sept 29 Departure info October 5 AF 1359 at 06:55am October 8
Greg Moore
Raymond Louie
Sept 30 AF 1358 at 20:35
October 6 AF 1359 at 06:55am
Hotel Reservations and Registrations Rabat 2013 (All rooms have been paid in full)
Registration : Registration. In favour of : Moore Greg, Louie Raymond, Mason Carol, Schoemaker Heather, Registration Numbers: Greg Moore R13-449 4 500.01 2000 USD
Raymond Louie R13-450 Heather Schoemaker R13-452 Sofitel Jardin des Roses : Single Room - Bed & Breakfast De 30/09/2013 05/10/2013. In favour of : Heather Schoemaker, Sofitel Jardin des Roses : Double Room - Bed & Breakfast De 30/09/2013 06/10/2013. In favour of : Raymond Louie, Sofitel Jardin des Roses : Double Room - Bed & Breakfast De 30/09/2013 07/10/2013. In favour of : Greg Moore, Sofitel Jardin des Roses : Double Room - Bed & Breakfast De 29/09/2013 30/09/2013. In favour of : Greg Moore, Greg Moore, Sofitel Jardin des Roses : Double Room - Bed & Breakfast De 07/10/2013 08/10/2013. In favour of : Greg Moore, Greg Moore, 1 238.1 238.1 EUR 1 238.1 238.1 EUR 1 1666.67 1666.67 EUR 1 1428.57 1428.57 EUR 1 1071.43 1071.43 EUR
Included in registration fee: Airport transfers (shuttle has been confirmed with the conference organizers for your arrival) Conference kit Access to conference space Access to Rabat Expo Congress lunches, breaks and gala dinner Welcome Cocktail Cultural Activities Half-Day sightseeing tours (please see Tourism Program under the Logistics Tab) Included for accompanying persons: Airport transfers (shuttle has been confirmed with the conference organizers for your arrival) Gala dinner Welcome cocktail Cultural activities
TOURISM PROGRAM *for more information please visit http://www.rabat2013.com/socialprogram/ Half-Day Sightseeing Tours Included in registration fee 1. Historical visit of Rabat 2. Visit of Kasbah and the Medina 3. Museums tour 4. Gardens tour of Rabat 5. Sightseeing tour of Sal and the pottery complex Excursions price varies - full day, lunch included 1. Meknes, Volubilis & Moulay Idriss 2. Fes 3. Tangier 4. Casablanca & Morocco Mall (does not include lunch)
PRACTICAL INFORMATION Communication There are three main mobile phone operators in Morocco: Maroc Tlcom, Mditel, Inwi / Bayn. To call from abroad to Morocco dial 212, then dial 5 for landline or 6 for mobiles followed by the 8-digit telephone number. Internet: cybercafs or Internet shops abound in Morocco, particularly in big cities. You will find a good connection for an affordable price. A stamp for abroad costs 4,5 dirhams. Weather Jan Agadir 20 Casablanca 17 Rabat 17 Fs 15 Feb 21,5 18 17,5 17 Apr May 23 24 21 22 20 22 21, 19 24,5 5 23 26 28,5 23 27 31 17,5 19 21,5 Mar 22,5 17,5 19 Jun Jul 25 26,5 24 26 24,5 27 30 33 36 24 34 38 39,5 26,5 Aug Sept Oct 27 27 26 27 26 24 27,5 26,5 24 34 37,5 38,5 27 30 33 33,5 25 25 28 27 22 Nov Dec 24 21 21 18 20,5 17,5 20 23 21,5 18,5 15,5 18,5 17 16
Marrakech 18 20 Ouarzazate 17 20 Tanger 15,5 16 Customs and traditions
Islam is the official religion of Morocco, but the practice of other revealed religions is guaranteed by the Constitution. Indeed, there are several non-Muslim places of worship: synagogues, churches, protestant temples, etc; The day is marked by five calls to prayer. It is the Muezzin who announces them from the top of his minaret. Information on prayer schedules in various cities of the Kingdom is available on the site of the Ministry of Habous and Islamic Affairs: www.habous.gov.ma; Access to mosques and holy places is forbidden to non-Muslims. There are however some exceptions like the Hassan II mosque in Casablanca, the Mohamed V Mausoleum in Rabat, the Moulay Ismal Mausoleum in Mekns and Moulay Idriss in Fes.
Languages Next to classical Arabic and French which are the languages of education, administration and the media, the everyday language in Morocco is dialectal Arabic, Darija, as well as Tamazight
(Berber), spoken in the Rif, the Atlas and the Souss, and varies depending on regions. Most Moroccans speak French, or at least understand it, many speak Spanish and English. Some usual words in Moroccan dialect:

Yes = na' am / yeh No = La Thank you = choukrane, All right = ouakha Please = afak Goodbye = be-slama Hello = sebah-el-kheir Excuse me = smeh-li How much does it cost? = chhal? I do not understand = ma fhemt-ch
Sanitary questions

No vaccination is compulsory; The distribution of drinking water is insured in all big cities and in some villages, but it is recommended to drink mineral water.
Money

The local currency is the Moroccan Dirham (MAD). There are bills of 20, 25, 50, 100 and 200 dirhams, and coins of 1, 2, 5 and 10 dirhams as well as 5, 10, 20 and 50 centimes; The exchange rate on November 16th, 2012; 1 MAD = 0.1148 USD, 1 USD = 8.7136 MAD, 1 MAD = 0.0900 EUR, 1 EUR = 11.1139 MAD; Bank cards are accepted in most businesses of main cities. There are many ATMs in the cities; Foreign currencies, euros in particular, are accepted in tourist areas; Foreign exchange offices are available in big cities.
Schedules

In Morocco, all year round, the hour is the same as that of the meridian of Greenwich, or universal time; Administrations are opened from Monday to Friday from 8:30 am till 4:30 pm. On Fridays, because of the prayer, the midday break is a bit longer. Museums open from 8:45 am till 12 pm and from 3 pm till 6 pm but most are closed on Tuesdays. Shops open generally from 9 am till 9 pm, with two hours of break during the day. Some close on Fridays, others on Sundays.

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UCLG World Summit of Local and Regional Leaders

October 1 - 4, 2013 Rabat, Morocco

Revised: Sep 30/13

UCLG Programme for October 3

FCM/MV List of Activities for October 3

Revised: Sep 30/13

Congress Background Documents

MetroVancouverFCMMissionPlan UCLG4thWorldCongress WorldSummitofLocalandregionalLeaders October14,2013 Rabat,Morocco

FCM UniondesMunicipalitsdu Qubec Toronto OtherNORAMDelegation: NationalLeagueofCities Contacts

ArrivalTime inRabat 8:35pm 11:20am 11:20am 11:20am

Sep29 Sep30 Sep30 Sep30 Sep30

AirFrance AirFrance AirFrance AirFrance

Departure Date Oct8 Oct6 Oct5

TheMPEDLatinAmerica partnerswillattendinan efforttocollectinformation tosupporttheirgender strategy.CllrBurcherwill attendfollowingtheDCCD meeting.

FCMsInvolvement FCMwillberepresentedby MayorWoodside,Cllr Vrbanovic,FCMCEOand DeputyCEO.

OtherCanadian Involvement Canadawillalsobe representedbyMetro Vancouver,Torontoand UMQ.

Canadawillalsobe representedbyToronto (MVwillattendas observers)

FCM1stVicePresidenthas beeninvitedtodiscussthe Canadianexperiencein financingofbasiclocal services.

CllrBerryVrbanovicwill presenttheroleoflocal governmentsinthepost 2015developmentagenda. FCMhasinvitedthe PresidentoftheAssociation desmunicipalitsduMali (AMM)tospeakonbehalf ofMPEDandAMM.

MayorWoodside,Cllr BurcherandCllrVrbanovic willparticipateinmeeting.

Canadawillalsobe representedbyMetro VancouverandToronto

AmiriNondo,Alexis Wednesdayat Soulama,JC,CF lunchtimeatthe Sofitel

Tuesdayfrom 18:30to20:30at theSofitel

Programmingpartners MPEDpartners(AMM, AMBF,ALAT,AMUNIC) Provideandgetupdateson activitiesandidentifypossible synergies. JC,CF TBConsite

Tuesdayfrom8:00 to9:00amatthe Sofitel

Wednesday duringlunchtime (exactplacetbc onsite) Tuesdayat8:45at theSofitel

FinalizepreparationsforDCCD LB,BV,JC,CF meeting.

EugeneZapata, InternationalAdvisorto MayorofMexicoCity

SessionswillbeheldattheSofitelJardindesRosesHotelandISESCO MetroVancouver/FCMBriefingdinnerwilltakeplaceMonday,September30Timeand detailstobeconfirmed(someFCMdelegatesmighthavetoattendanotherdinner) FCMwillhostabriefingbreakfasteverymorningfortheCanadianDelegation.LocationTBC

(by invitation only)

UCLG GENERAL ASSEMBLY Hotel Sofitel, Pavillon du Centenaire

Friday, October 4, 2013

UCLG WORLD COUNCIL(MV attending) Hotel Sofitel, Salle Royale

CLOSING PLENARY Hotel Sofitel, Pavillon du Centenaire

UCLG Regional Section Meetings

UCLG Committees and Working Groups

Official Ceremonies and Plenaries

LiseBurcher,Chair,StandingCommitteeon InternationalRelations,Councillor,Cityof Guelph,ON

ArmindaDuranDeLeon,Councillor,Cityof Padilla,Bolivia JudithGonzalesLopez,Councillor,Cityof Tiquipaya,Bolivia MariaEugeniaRojasValverde,Gender Consultant,MPED AlexisSoulama,Mayor,CityofBanfora, BurkinaFaso

Tuesday 1st October

Wednesday 2nd October

Thursday 3rd October

THEMATIC ROUND TABLE 2

Htel Sofitel Pavillon du Centenaire ISESCO Salle Solidarit

Thursday 3rd October

Htel Sofitel Pavillon du Centenaire

Parallel Session 1.3 Smarter cities

Htel Sofitel Salle Royale 1

Thursday 3rd October

Break Parallel Session 2.1 Planning and financing intermediary cities

Parallel Session 2.2 Food security in cities and regions

ISESCO Salle Solidarit

Parallel Session 2.3 Development and decentralized cooperation

ISESCO Salle A. Saoud

THEMATIC ROUND TABLE 3

Thematic Round Table 4

ISESCO Salle Solidarit

Thursday 3rd October

Break Parallel Session 3.1 Citizen participation and local governance

Parallel Session 3.2 Dynamics of change in the Mediterranean

Htel Sofitel Chapiteau

Parallel Session 3.3 Local democracy and the development agenda