Roundtable Meeting – Captures and Outcomes
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Roundtable Meeting – Captures and Outcomes Surabaya, July 9 th , 2012. Vision + Strategic Deliverables 2012 -2020 …building blocks…. VISION Statement included the following:

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Vision + Strategic Deliverables 2012 -2020

…building blocks…

  • VISION Statement included the following:

  • Be a ‘connector’, ‘matchmaker’ and ‘broker’ in the vast network of appropriate practices in Asia-Pacific cities and inspire innovation and change among members and partners;

    • Encourage proper balance between people-driven development versus systems-driven development (informality and improvisation which may lead to quick-fixes versus planning and development based on comprehensive rational, well-accepted approaches, methodologies and techniques).

    • Develop, cultivate and catalyze leadership for sustainable city development.

  • Vision + Strategic Deliverables 2012 -2020

    …building blocks…

    • Strategic Deliverables/MISSION:

    • Establish and nurture a ’coalition’ of change leaders’

  • Needs Assessments: refining match-making between supply and demand of rapid expert support, technologies and services.

    • Strengthening C2C activities with appropriate match with needs

    • ICT/Social Networks/Smart Systems/CITYNET Global TV to be developed and deployed enhancing speed of collection and forwarding, transferring good practices, experiences, innovations

  • Members’ Focus: City Government/Authorities


    • Provide assistance to inter and intra city agencies: from design to financing

    • Provide assistance to in-city/in-country learning and exchanges

    • Mobilize international institutions’ to be involved in C2C exchanges and programs

    • Set up roster of experts to provide advisory services based on in-depth needs assessments: e.g. transport, green growth, risk management, disaster management, job-creation

    • National Chapter Activities: redefine

    Resources/Competencies/Key Infrastructure required:

    • Matching funds from Cities to get operations financed

    • Offering training and services to non-member entities for a fee

    • Mobilize corporate money from their CSR-budgets and return value for it

    • Utilize ‘reserve funds’ (of about USD 500k) – about 50% - for strategic value-added activities

    Members’ Focus: Civil Society/Academia


    • In C2C learning activities and learning materials: engage civil society organizations in providing innovative and good practices/cases to inspire learners

    • Encourage production for mass dissemination of learning materials via YouTube videos, TEDx Videos, local media, bus/MRT video adds etc.

    Resources/Competencies/Key Infrastructure required:

    • Convert good ideas into the acquisition of funds: quickly!

    • Receiving funds should not lead to losing CITYNET’s autonomy and members-focus

    • CITYNET should support members to raise funds

    Members’ Focus: Businesses/Enterprises/SMEs


    • Advisory Services based on needs assessment: Selected Multi-national providers collaborate to provide leading-edge advice; strong city professionals to also join such a roster of experts

    • Pool of funds fed by members and donor(s) covers professional time

    • Provide value-added projects/services of entrepreneurial nature in return for corporate budgets for CSR activities

    • Facilitate in business-matching events between city-members and corporate-members

    Resources/Competencies/Key Infrastructure required:

    • Charge fees for match-making and deal-making: 1% of the value of the deal?

    • Encourage secondments of staff: members to partners and vice versa

    • Employ staff with direct private sector experience to engage corporate/SMEs

    • Fundraising from corporations shall not lead to conflicts of interests and independency of CITYNET

    • Get access to effective connectivity infrastructure

    Members’ Focus: Creative Class/Agents of Change/Influential people


    • Set thematic priorities around ‘smart cities’ and ‘resilient cities’, find case studies (early adopters and model cites) and scale-up and replicate.

    • Build a ‘coalition of change agents’ : youth organizations, entrepreneurial persons, city leaders (good & great), corporate/SME leaders, NGO activists

    • Facilitate mayors of cities to establish a culture of ‘listening-at-breakfast time’: coffee with NGOs and resistance groups, coffee with corporations/SMEs and culture-creatives (artists, filmproducers, writers, inventors)

    Resources/Competencies/Key Infrastructure required:

    Key products and services stop doing continue doing

    Key Products and ServicesStop Doing – Continue Doing

    Sheet 1B

    • Stop assigning city clusters

    • Routine training

    • Limitations on membership of corporations/SMEs

    • C2C learning and exchanges

    • Rapid response advisory services – be compensated for it

    • Continue with TCDC cross-subsidies

    Key products and services modifications of existing start new

    Key Products and ServicesModifications of Existing– Start New

    Sheet 1B

    • National Chapters: get them a strategic focus/role and with a clear action-program; better promoted and distributed

    • Review cluster system as they are too agency-specific

    • Strengthening/training of CITYNET Secretariat Staff: focus on essential competencies

    • Design and deliver inspiring learning (smart pedagogical set up) events focusing on new urban challenges

    • Set in place a member-tier system to allow corporations/SMEs to join the network

    • Active and Real-Time Data Bank: connectivity via apps for mobile devices

    • Get young-political leaders of city councils and young-entrepreneurs in coalitions

    • Establish and run a CITYNET TV and broadcast via Internet (generate add revenues)

    Sheet 5A

    CITYNET: One Secretariat, Multiple Cells

    Harmony for Impact

    Areas of Competencies

    Areas of Attention

    Areas of Synergy


    Mobility and Transport

    ICT and E-Governance

    Urban Safety



    Disaster Risk Reduction

    Port Development

    Kuala Lumpur

    Basic Urban Environmental Services


    Solid Waste Management

    Indonesia NC

    Capacity Building on Governance &, community Development


    Slum Upgrading

    • Staff Qualifications

    • Format and quality of deliverables

    • Potentially weakening Secretariat

    • Potentially Problematic and conflicting financial systems

    • Client needs not clearly assessed

    • Cost Sharing/Leveraging

    • Ownership

    • Secretariat Backstopping

    • Unified Technical Committee needed (as part of Governance Structure)

    Sheet 5B

    CITYNET: areas of renewal/enhancements

    Governance and Operational Management – Multiple Locations

    Business Strategy

    Road map for Growth/measurable Targets

    Staff Planning

    Incorporation/Legal Status

    Governance Bodies: lean systems

    Executive Leadership

    Appoint Executive Director

    Appoint Key/Core Professionals


    Think Tank

    Sheet 5B

    CITYNET: areas of renewal/enhancements

    Operational Management – Multiple Locations

    Critical Tasks

    Time bound Financial Independence (generate revenues at not-for-profit base)

    Get transitions defined/charted, set clear time-lines and prioritize and allocate financial resources for smooth implementation

    Needs Assessment/thematic priorities


    Technical Expertise (from Resource Cities/Partners)

    Fund Raisers/Persuasive people


    Creative Communications/Media Producers

    Organizational Processes

    Set up Standard Operating Protocols/Procedures for effective, inspiring and transparent execution of tasks within Secretariat, between Secretariat and Host Institution (Seoul) and other Cells directly engaged in delivering activities.


    Common Purpose-driven staff

    Committed to serve mission: serving one master Entrepreneur’s spirit/Creative and Open-minded

    Multiple language skills/Multi-culture oriented

    Members and Partners centered/Service Oriented

    Passion for city vitality/vibrancy

    Ethically poised

    Sheet 5C

    CITYNET: Required Resources

    Money – HR - Key Infrastructure

    • Revise fee systems (Business Orientation)

    • Improve collection system: strive for 100% (incentivize early payment, discourage late-payment or no-payment)

    • Other member endowment / incentives

    • Secondment of city staffs (from members)

    • Staff competent to design, plan and write proposals for fundraising

    • Observers from business and private sector (in boards/committees)

    • Criteria for private sector participation (according to international criteria) – avoid conflicts of interests

    • Articulate and Agree on transitional plan and resource-allocation

    • Road map for implementation within 4 years