Methodology

Background

The development of ‘The Circles of Sustainability’ has been developed by Global Cities Institute at RMIT University, following completion of an extensive international research exercise that investigated how people understand and measure the sustainability of our cities, communities and organizations.

It is a unique approach that assists city leaders understand the inherit complexities of intractable urban issues. It is tailored to a city’s local context by providing a flexible framework for city leaders to re-think the ways that urban issues are governed and understood. It provides guidance and tools for cities to refine the way in which they design, manage, monitor, and assess the project and its outcomes.

The Accounting for Sustainability Briefing Paper 1, Circles of Sustainability: An Integrated Approach to Developing Sustainability Indicators’ publication (PDF) summarizes the limits of current practice and introduces an alternative approach, which responds to key contemporary issues of indicator sets, this being, the difficulty of harnessing clear links between the program development and creating actual change to decision-making and policy outcomes.

A Sustainability Indicator Set

Achieving sustainability begins as the task of reflecting upon the nature of human activity. In the first instance, sustainability indicators are simply a means for assessing the ‘distance’ between the current state of affairs and the ongoing task of achieving sustainable way of life, given the context of a city, or an institution or community setting. The challenge here is to develop a flexible framework that speaks to existing relevant measures of sustainability. Amidst major societal and ecological challenges, activities need to be woven, unwoven and rewoven in the light of new knowledge.

The ‘Circles of Sustainability’ is a two part approach that contains a self assessment exercise and a individually crafted questionnaire. It moves away from the usual approaches such as triple bottom line accounting which places economics at the centre, to an approach that gives equal weighing to economics, ecology, culture and politics.

It is a value-based approach that draws upon the principles of the original Melbourne Model, which principally focused on the need for inter-sectoral engagement across the civil society, business and government to address intractable issues. To this end, the method provided a process for these sectors to collaborate and respond to complex urban issues. Member cities are fully briefed on the processes involved are given the opportunity to receive facilitated briefing sessions and workshops.
The ‘Coming Full Circle’ (2009) article (PDF) provides a useful background and details its origins and value to decision makers and member cities.

Tools

The tools assist in ensuring the Local Secretariat approach and design their project in a way that can be sustained throughout the life of their engagement in the project. In consultation with the International Secretariat, these tools are to be made available to member cities, as required.

Each tool or exercise is part of an integrated process for exploring the social background to the issue on which the city has chosen to focus. The method is intended to sensitize the Local Secretariat to the broad domains of social life—political, ecological, economic and cultural. It is intended to support the refinement stage of the project development and to help cities to track their progress against desired outcomes.

Tools include:

• Strategic Workshop
The Strategic Workshop is framed around the first level of analysis within the Circles of Sustainability methodology. Within application of the Cities Programme, it is referred to as a Needs Assessment as it assists the stakeholders

The first level of analysis centres on redefining the core domains of social practice. It moves away from the usual approach such as triple bottom-line accounting, which continue to place economics at the centre, to an approach that gives equal weight to economics, ecology, culture and politics.

The decision to place sociality at the centre of all questions about sustainability is a deliberate one. It means that the economy is treated as one of the social domains, rather than something separate with its own intrinsic rules and norms. It is towards the job of recreating social relations that efforts to constitute sustainability must be directed

• Circles of Sustainability Level One
The Circles of Sustainability Level One is a self assessment tool that is used repeatedly through the different phases of a city’s engagement. It is used to frame discussion with a series of questions that challenge stakeholders to question the relationship between the issue and the four social domains including economy, ecology, culture and politics. During this project refinement exercise, the city produces an illustrative diagram which is representative of the city’s awareness of these inherent relationships. It measures the city’s understanding of the resources and practical responses that have been or are being brought to bear on this issue at a city level.

• Circles of Sustainability Level Two
Level Two of the Circles of Sustainability has a greater depth of analysis and is designed to elicit reflection on how some of the most important over-arching issues that inform social life might contribute to or detract from the goal of achieving sustainability. Seven pairs of ‘social themes’ have been selected, each drawing attention to major sources of tension within communities.

The concepts contained within the pairs are in tension, but they are not opposites. The key question concerns how these tensions are socially negotiated within different settings in order to enhance wellbeing.

For example, in relation to the theme of participation-authority, participants need to think about how participation in sectors of social life is related to the authority structures of the body in question. The assumption is not that participation is better than authority, or vice versa. Rather, what is being brought into the question is the degree to which people participating in social life can do so in a meaningful way and how this behaviour relates to the forms of authority exercised within their communities, city or organization.

• Scenarios Planning Workshop
Scenarios planning is a tool that can help stakeholders to learn about possible future conditions. It encourages deeper, shared understanding of the impacts of socially created driving forces upon a city.
Most often, ‘scenarios’ are developed in workshops. The goal of scenarios planning is to create diverging narratives about the future by extrapolating from a set of agreed upon driving forces. This encourages learning about the social sources of possible future situations, and consensus on what are the important issues that a city faces.
The narratives that are developed in scenarios planning workshops enable stakeholders to agree upon what needs to change and what needs to stay the same, and to better gauge which groups may potentially benefit or lose out, should a set of recognized driving forces come into play.
Scenarios planning is most widely used as a framework for enabling group discussion about a common future.

• Community Questionnaire
The Community Questionnaire is designed by the Critical Reference Group to provide information that will inform the Local Secretariat with an overall assessment of the kinds of actions recommended by the quantitative indicators.

By asking community participants to express how they feel about the kinds of power relations and prevailing values associated with quantitative indicators of sustainability, such as the ‘ecological footprint’, the questionnaire will elicit a holistic understanding of the economic, ecological, political and cultural dimensions of the current efforts to improve the issue. That is, the questionnaire will provide Council and key decision-makers with insight into community’s perceptions of and feelings toward the information and policies currently provided by Council and key stakeholders in relation to achieving an improvement from the status quo.

Benefits and Outcomes

This method has a number of benefits:

Firstly, it provides a basis for the identification of key people who should be involved in design and implementation of a project, drawing in necessary expertise, champions and advocates from across the social spectrum.

Secondly, it outlines a process for collaboration and management of the project supported by the Cities Programme International Secretariat and associated international experts.

Thirdly, it encourages a comprehensive and holistic consideration of all relevant angles and viewpoints, identifying gaps in previous assumptions and actions.

Fourthly, it provides cities with specific tools for refining and monitoring the project, including the following:
• A base-line self-assessment exercise for ascertaining the sustainability of the city
• A way of framing and choosing a useful set of indicators that enables cities to monitor and report on progress.
• A questionnaire, already used in many cities across the world, which can be used to monitor progress and make global comparisons.
Indicators_-_Briefing_Paper.pdfhttp://citiespro.pmhclients.com/images/uploads/Indicators_-_Briefing_Paper.pdf

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Governance structure

Organizational Structure of the Cities Programme
Governance structure of the Cities Programme: The relationships between different levels of governance are illustrated in the diagram above.

The Cities Programme is a global initiative with city-based activity being led locally. It is governed at global, regional and local levels.

Global level

The United Nations Global Compact and associated Cities Programme are complementary organisations that, together, offer business, government and civil society options for proactively supporting corporate social justice principles and initiatives.

The UN Global Compact

The Global Compact is a business-focused initiative that seeks to bring companies together with UN agencies, labour and civil society in support of ten core principles focusing on the areas of human rights, labour, the environment and anti-corruption. The Global Compact recognises the growing influence of the private sector and the subsequent opportunity that exists for corporations to adopt, internalise and apply these key overarching principles in their sectors of activity for the benefit of their companies and the communities in which they operate.

International Secretariat

Paul James

is Director of the Cities Programme. He is also Director of the Global Cities Institute at RMIT University and Academic Director of the Globalism Institute at RMIT.
He is on the Council of the Institute of Postcolonial Studies and an editor of Arena Journal, as well as an editor/board-member of eight other international journals, including Globalizations and Global Governance.
He has delivered invited addresses in over twenty countries and is author or editor of nineteen books including most importantly, Nation Formation (Sage, 1996) and Globalism, Nationalism, Tribalism (Sage, 2006). His recent books include the first eight volumes of a projected sixteen-volume series mapping the field of globalization (Sage, 2006, 2007).
Paul has been an advisor to a number of agencies and governments including the Helsinki Process, the Canadian Prime Minister G20 Forum (2004), the National Economic Advisory Council of Malaysia, and the Commission on Reception, Truth and Reconciliation in East Timor. His work for the Papua New Guinea Minister for Community Development became the basis for their Integrated Community Development Policy (2007).

Carrie Hall

is a communications and public affairs advisor for the United Nations Global Compact based in New York.
Carrie joined the Global Compact in 2004. She has served as Editor of the Compact Quarterly since its launch in January 2005 and manages a broad range of communications including speeches, papers and publications. Additionally, Carrie serves as the liaison for numerous Global Compact Local Networks in Europe, as well as the Global Compact Cities Programme based in Melbourne. Prior to joining the United Nations, Carrie was a Vice President at Hill & Knowlton, an international public relations agency, where she specialized in crisis communications. She holds a Masters in Public Administration from Columbia University’s School of International and Public Affairs.

Elizabeth Ryan

is the Manager of the Cities Programme. Elizabeth brings experience in partnership development, relationship management, business management and communications to this position which she took up in 2011 and says working with the Innovating Cities is one of the most rewarding experiences she has ever had.

Administrative Support Team

The Administrative Support team assist the day-to-day operations of the International Secretariat. Tasks include coordinating meetings, key events, travel, website maintenance and general administrative assistance.

Advisory Council

Advisory Council members are appointed by the Executive and provide ongoing strategic advice for the Cities Programme. They are active advocates of the UNGCCP in their own spheres of influence; facilitate access to national and international networks and providing specific expertise in technical and subject matter areas.
Advisory Council members comprise senior representatives from the government, business and civil sector within local, state and international contexts. All members commit to a twelve-month term upon joining the Advisory Council. The Executive reviews membership of the Advisory Council on a yearly basis.

Regional level

In-Country City Convenor

The In-Country Convenor (based in member cities) are responsible for the effective development and implementation of projects in his/her home city. He/she is charged with the responsibility of leading the Local Secretariat and his/her tasks include the formation and management of the Local Secretariat, the International Advisor to their city, and co-ordination of project development, including achieving specific desired outcomes. The In-Country Convenor is the key project contact and is responsible for regular communications and reporting to the Cities Programme Manager.

Local level

Local Secretariat

The Local Secretariat is appointed by the In-Country City Convenor and is responsible for effective project delivery. It comprises a cross-representation of government, private and civil society (including NGO and academic) sectors, each with their individual roles and responsibilities, as specified in the Project Plan. Members of the Local Secretariat works together in collaboration with other key stakeholders within the relevant city to deliver the project outcomes and reports regularly to the In-Country Convenor.
Key Decision-making responsibilities include:

Secure Local Government support and financial resources to engage in the Cities Programme
Identify key stakeholders to be involved in the development and implementation
Co-ordinate project implementation
Regularly report to the International Secretariat
Manage risks and opportunities as they occur in-country (change of Government, different staff)
Ensure project is delivered within the set timeframes

Critical Reference Group

The Critical Reference Group is appointed by the Local Secretariat and responsible for advising on project design, implementation of a city project and monitoring and evaluation. It is represented by the government, private and civil sectors and convened by the In-Country Convenor. They are consulted on a regular basis to refine the approach of the project and provide strategic advice to the Local Secretariat, as required. A Critical Reference Group typically consists of 3-10 people.

Communication on Progress

One of the explicit commitments that a city makes when it engages the UN Global Compact Cities Programme is to produce an annual Communication on Progress (COP). This is a requirement of participation, which serves several important purposes:

to instill accountability

to drive continuous improvement

to safeguard the integrity of the UN Global Compact as a whole

to contribute to the development of a repository of corporate practices.

The COP policy is a reflection of this trend towards greater accountability and transparency. A COP is a disclosure to stakeholders (e.g., investors, consumers, civil society, governments, etc.) on progress made in implementing the ten principles of the UN Global Compact, and in supporting broad UN development goals (as expressed in the second objective of the UN Global Compact).

How to prepare a COP?

The COP should be mainstreamed in the city’s existing communications methods. While the format for a COP is flexible, it must contain three important elements:

A statement by the City Mayor (or equivalent) expressing continued support for the Global Compact and renewing the participant’s ongoing commitment to the initiative and its principles

A description of practical actions (i.e., activities and, if applicable, policies) the city has taken to implement the Global Compact principles and to support broader development goals. A COP must address at least two of the Global Compact’s principle issue areas (human rights, labour, environment, anti-corruption)

A measurement of outcomes (i.e., identify targets, define performance indicators, or measure outcomes).

Innovating Cities and COP

The Communication on Progress is a requirement for the In-Country Convenor to submit on the anniversary date of Engagement.
Further to the points stated above, it is opportunity for the city to share the project learnings and challenges to date and to report on overall progress.
When preparing COP, each year of engagement has a slightly different focus. Despite the framework being consistent, COP should focus on the following strategic areas:

The International Secretariat has developed a template, to act as a guide for Innovating Cities. Communication on Progress – Innovating Cities (PDF 506kb)

Further Information

There are a number of tools and guidance developed by the Global Compact Office and local networks to assist participants of all sizes in the process of preparing a COP.

Sponsorship opportunities

There are many opportunities for business and other organizations to support the Cities Programme. These are summarized in Global Compact Cities Programme Sponsorship Opportunities (PDF 35kb)

Why support the Cities Programme?

Your contributions help to make real differences in the world.
Whether your company or organization is directly involved with the urban agenda or interested in assisting project based work that improve the livelihoods of communities, your contribution will be contributing directly to ongoing research and development work, which is steering local communities to a sustainable future.
Benefits include but are not limited to:

Use of logo on website and event materials, as appropriate

Designation as a ‘Foundation Partner’, ‘Innovating Partner’, or ‘Supporting Partner’

Provide technical assistance to cities and issues that are of strategic value to your business or organization

Invitation to annual UN events and related conferences, as appropriate

Speaking opportunities, as appropriate

The benefits are dependant upon the level and type of support received and further outlined in the sponsorship package.

How do I become a supporter of the Cities Programme?

All supporters must be signed onto the ten principles of the Global Compact. If you are not already a member of the Global Compact, the International Secretariat may assist you through this process.

Please contact Elizabeth Ryan. We look forward to discussing how your business or organization can engage with the Cities Programme.

Benefits

Participants in the Cities Programme enjoy access to a broad range of benefits, including:

A city-focused forum to publicly register commitment to the principles of the UN Global Compact and to recognise the initiatives undertaken within cities in support of these principles;

City and urban networks, both locally and internationally, to promote projects, share learnings and facilitate collaboration;

Tools to assist in reporting on progress in implementing the UN Global Compact principles;

A comprehensive framework to facilitate engagement and collaboration across all levels of government, with business and civil society, in addressing complex or seemingly intractable urban challenges;

A detailed methodology, known as the Melbourne Model, to assist in development, monitoring and assessment of collaborative projects that seek to address such challenges; and

Researchers who can offer advice on particular issues and assist in project implementation and evaluation.

It is a sincere challenge to adequately describe the impact that becoming a member of the UN Global Compact Cities Programme has had on Milwaukee and our water cluster. Literally overnight we were propelled to a new, wonderful stage that frankly we could never have imagined when we started talking to the staff in the Cities Programme.
The designation provided incredible legitimacy with our own citizens and with water leaders around the world. The thought-provoking application process was an excellent exercise in clarifying our project commitment to building community-wide partnerships. There is no question that we jumped light years ahead by becoming a member of the UN Global Compact Cities Programme.

Dean Amhaus, President, Spirit of Milwaukee

Membership

There are many opportunities for cities to engage in the Cities Programme.

All cities engage for an initial three year period, with opportunity to re-engage at the completion of their initial engagement period. Membership in the Cities Programme is led by an In-Country Convenor with their Local Secretariat and facilitated by the International Secretariat. This working relationship assists in maintaining the focus on the city’s desired outcomes, which are identified from the outset.

The Step-By-Step Guide illustrates the phases of engagement for an Innovating city.

Interested cities should contact the International Secretariat to discuss their options.

Membership levels

Governance of Member Cities

Find out full details of the UN Global Compact Cities Programme levels of governance.

Commitments

In summary, a city commits to undertaking a specific project that demonstrates their commitment to the ten principles of the Global Compact and the Cities Programme.

There are two key Letters which demonstrate a city’s commitment to the Cities Programme:

Letter of Engagement – this acknowledges the city’s interest and motivation to join the Cities Programme and describes the intended project. This letter is signed by the City Mayor and sent to the International Secretariat, forming part of the Submission Package.

Letter of Commitment – this demonstrates a city’s support of the overarching ten principles of the Global Compact. This letter is signed by the City Mayor and sent to the UN Secretary General, via the online protocol on the UN Global Compact website.

Requirements

The Cities Programme focuses on on-the-ground action – our requirements are straightforward and are listed within the different phases of the Process of Engagement.

At a glance, the Cities Programme requires a city to:
• Gain Mayoral support and inter-sectoral involvement
• Support the ten principles of the Global Compact
• Understand and demonstrate their commitment in the form of a project
• Complete the Phases of Engagement and related activities within the recommended timeframes
• Communicate regularly with the International Secretariat and provide regular updates (following the Communications on Progress template materials)

Values

(an extract from the Terms of Engagement)

• Term 1: Sustainability
A demonstrated commitment to carry out a project of a nature and in a manner that is intended to contribute to the long-term economic, environmental and social, well-being of the city.

• Term 2: Resilience
A capacity either to respond adequately to problems associated with rapid political, social, economic or environmental change or to learn from problematic prior responses.

• Term 3 : Leadership
The skills and initiative required to embrace and facilitate long term change by involving people from different sectors and communities over time.

• Term 4 : Commitment
A publicly enunciated commitment to deliver the projected outcomes in a meaningful and timely way and to follow through on the project within the specified project timeframe.

• Term 5: Governance
A recognition that inter-sectoral collaboration, as well as informal governance processes (that reach the city’s citizens), are central to making positive change.

• Term 6: Diversity
An awareness and respect for the need to work effectively across different sectors, classes, and political-cultural backgrounds, respecting and harnessing differences of religion, ethnicity, and ideology.

• Term 7: Adaptability
An openness and flexibility to work across sectors in different environments to gain outcomes and share learnings.

Glossary

Global Cities Research Institute

The RMIT Global Cities Research Institute directly addresses this challenge through engaged research programs with significant on-the-ground impact. We emphasize questions of sustainability, resilience, security and adaptation in the face of processes of globalization and global climate change.

The RMIT Global Cities Research Institute was inaugurated in 2006 to bring together key researchers at RMIT University, Australia, working on understanding the complexity of globalizing urban settings from provincial centres to mega-cities. The research is highly collaborative, linking with institutions and people around the world in long-term partnerships.

The Institute focuses on a number of carefully chosen cities and their hinterlands in the Asia-Pacific region. The Institute engages in cutting-edge and applied research that has real-world consequences for communities, governments and organizations.

Access the Institutes website here: Global Cities Institute