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.

Image: Members of International Secretariat
Left to Right: Ms Caroline Bayliss, Professor Paul James and Ms Stephanie McCarthy

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).

Caroline Bayliss

is Deputy Director of the Cities Programme. She is also Director of the Global Sustainability Institute at RMIT University in Melbourne.
In this role, Caroline works across a broad constituency, both within and outside RMIT. Internally, Caroline works across portfolios and schools, facilitating opportunities for collaborative, multi-disciplinary research, curriculum development and consultancy around sustainability issues. She also provides strategic research and evaluation, advice and information around sustainability issues relevant to particular organisations and sectors. She has particular expertise in relation to organisational sustainability assessments, sustainability indicators, sustainability and Triple Bottom Line reporting and the development of corporate training programs.
Caroline has been instrumental in the development of third party scrutiny of the voluntary offsets market in Australia and has collaborated with the Victorian EPA to develop the Carbon Offset Guide, Australia’s first independent online resource that allows consumers to compare the offerings of current offset providers.
With a background in law and corporate affairs, Caroline is a member of the Australian Institute of Company Directors and is involved in a number of boards and advisory groups with a sustainability focus; including:

Board member of Eco-Buy Limited, a not-for-profit company dedicated to influencing the uptake of environmentally preferable products and services in local and state government and business;
Member of the Lake Condah Sustainable Development Project Leadership Group in far south-west Victoria, which advises on a number of environmental, sustainable tourism and indigenous reconciliation projects involving broad stakeholder engagement; and
Member of the Committee for Melbourne Climate Change Adaptation Taskforce, which is currently preparing a report on the particular impacts of climate change on Melbourne across a range of sectors/areas, in addition to opportunities for Melbourne to best position itself in addressing climate change challenges.

Stephanie McCarthy

is Manager of the Cities Programme.
She has worked extensively throughout the Asia-Pacific region in a project-management capacity for the Canadian Government, the Australian Agency for International Development, and the Australian Department of Health and Ageing.
In 2004-05, she was instrumental in the establishment of the National legislative planning framework in Samoa, where she worked for the Government of Samoa, within the Planning and Urban Management Agency.
In 2005-06 she co-ordinated the Canada Fund for Local Initiatives, and successfully dispersed the available funding to over 60 community-based projects throughout Papua New Guinea, Solomon Islands, Micronesia and the Marshall Islands. More recently, she led collaborative research for the Australian Department of Health and Ageing to develop Healthy Spaces and Places National Planning Guidelines.
She was integral to the ‘Putting Planning at the Centre of Health’ Call to Action, as part of the Planning for Health and Wellbeing Project (Australia), a partnership project she managed between the Planning Institute of Australia and Victorian Health Promotion Foundation (VicHealth).

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.

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 Ms Stephanie McCarthy to register your interest and to make a time to discuss your proposition or interest of supporting the Cities Programme. The International Secretariat looks forward to discussing how your business or organization can best support the Cities Programme, by matching your areas of interest and capabilities as well as your principle areas of work.

The International Secretariat is currently receiving expressions of interest for supporters of 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