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Relaunching an inadequate housing policy

The Stockholm region is constantly growing, which demands wider cooperation in order to create a sustainable city including housing, public transport, schools, healthcare and other social services.  Despite its large housing shortage and building challenges, Stockholm provides one example of how to reorient a policy to steer development instead of allowing the market alone to lead in its own direction. This, however, requires a leadership that is straight and concrete.

Challenges 
Stockholm is constantly growing. People move in from other parts of the world as well as from other regions in Sweden. This increase of population has resulted in a constant need of more housing, estimated up to 300, 000 people in need. The municipality is a large landowner but there is a shortage of available land at a necessary rate. The inner city becomes dense and only a few people can live within the city centre. At the same time the ambition is to create a mixed and versatile city.

Good practices & solutions 

The municipality aims to build an average of 8,000 apartments/year, inorder to make sure that 40,000 new homes are produced by 2020 and 140,000 by 2030. Out of these there shall be a mix of tenant-owned and rental apartments where the location or area is taken into consideration. The current administration hopes it will manage to produce a more diverse city and abandon the current order where only a few people are able to live in the city centre. This way the city proposes a concrete, quantitative goal followed by a more qualitative vision of “a city that keeps together”.

Outcome & opportunities 

A growing Stockholm region demands wider cooperation between sectors, making it possible to create a sustainable city that includes good housing, public transport, schools, healthcare and other social services. In order to achieve this and avoid unsustainable blockages with short time solutions, the private sector as well as researchers has to be involved at a early stage of the urban planning process. In certain city districts construction companies and property owners have already started to produce guidelines together. 

The current administration with the Mayor of Stockholm, Karin Wanngård, in the lead, think that there are more to be done in this aspect. A so-called Special Housing Coordinator has been appointed as a bridge between the city planning office and the political leadership. The coordinator has the authority to push for change, monitor development projects and decide which administration has the main responsibility. The coordinator is key in creating links between various projects and units and has proven to be very efficient in removing blockages within the systems, keeping project from falling in between departments and creating cooperation between administrations.

Lessons learned & recommendations 

Concrete targets and a Special Housing Coordinator allow the process to become more goal oriented and to accomplish coordination between different actors and stakeholders. The Mayor of Stockholm stresses that one cannot merely build apartments, but has to build a city, which is a task greater than a simple housing target

Related SDG targets

10 Reduce inequalities.

11.1 By 2030, ensure access for all to adequate, safe and affordable housing and basic services and upgrade slums

11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries.

Further reading 

https://www.stockholm.se/TrafikStadsplanering/Stadsutveckling/

The Street as Public Space

The Traffic Office in Stockholm is commissioned to, together with private sector and citizens, finding places for pop-up parks and pedestrian streets with potential to vitalise the public space. The vision is that this experiment will contribute to the development of new regulations and strategies that enables initiators in Stockholm to carry out activities and create meeting places in the public space in the future.

Challenges 
The public planning in Stockholm has been guided by cars for 60 years. There is a growing consensus for change from a city of cars to a city of public transport, and new initiatives are coming from both officials and private sectors. The region recently adopted a new vision for the city, “Living Stockholm”. The aim is to create prerequisites for a vibrant city with diverse activities and inclusive places in the public space by co-creating the space together with initiators, Stockholmers and politicians. In order to realise this vision it is crucial to free the public space from car traffic and create space for pedestrians and cyclists

Good practices & solutions

Initially, rules and regulations may need to be changed to facilitate co-creation initiators in their reshaping of the shared public spaces. It is imperative that local government officials and politicians are in tune, and that there are clear political directives to push through adopted strategies.

Outcome & opportunities

The City Commissioner for Traffic does not believe that a transformation from car to public transport and bike will involve any major problems for Stockholmers. The Commissioner does not believe that the inhabitants of Stockholm are in need of their cars to the extent previously presumed.  With this in mind, the city have chosen to pursue a more compact inner city.

Lessons learned & recommendations
The ambition to create a “living Stockholm” and make Stockholm a city guided by public transport, is a big commitment and a challenge for the city. Such an initiative  requires bold political directives.

Related SDG targets

11.7 By 2030, provide universal access to safe, inclusive and accessible, green and public spaces, in particular for women and children, older persons and persons with disabilities.

9.1 Develop quality, reliable, sustainable and resilient infrastructure, including regional and transborder infrastructure, to support economic development and human well-being, with a focus on affordable and equitable access for all.

15.9 By 2020, integrate ecosystem and biodiversity values into national and local planning, development processes, poverty reduction strategies and accounts

Institutionalising Equality

The Umeå Municipality has appointed a gender equality strategist, Linda Gustafsson, to operate at all levels, together with economists, analysts and development strategists in the planning office. The gender equality strategist was introduced in 1989 as the first of its kind in Sweden. Her focus is currently on urban planning issue.

Challenges 

Central to the strategists mission, is to analyse power relationships in decision-making process in general and power in relation to public space in particular, when focusing on urban planning issues.

Good practices & solutions

One method in urban planning is “the gendered landscape” where of city districts are analysed from a justice perspective on the basis of different groups’ perceptions and experiences of the space.

Equal opportunities is an important focal point for the municipality. The municipal council provides goals and directives, in the “Strategy for Work on Equal Opportunities”, where equality and an understanding of power is present throughout the planning process. 

The key is to create a greater understanding of structures of power, by focusing on people’s everyday lives, flows in the city, and feelings of entitlement. It is important that the municipality makes its position clear in the production phase, in order to create a city that is not segregated. 

Existing guidelines are central, such as the “Policy for Equal Housing” which states that residential areas should be densified with the type of housing that is not already to be found there.

Outcome & opportunities 
In the upcoming thematic master plan, for complementing central parts of Umeå city, social sustainability will be placed at the top of the agenda: What do different city districts look like? Who lives there and how do they live? What is the state of public spaces, communications and services? How may flows between the various city districts be created to support connections and meetings between people in the city? These questions provide good examples of how these issues are taken seriously and are seen as a central part in the municipal planning.

Lesson learned & opportunities

Applying a gender perspective on the urban planning creates a universal city that meets the needs of a majority of the population, if not the needs of everyone.

Related SDG targets 

5.C Adopt and strengthen sound policies and enforceable legislation for the promotion of gender equality and the empowerment of all women and girls at all levels.

10.2 By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status.

11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries.

Further reading

https://www.umea.se/umeakommun/kommunochpolitik/manskligarattigheter/jamstalldhet.4.118a77010256f6c90180005994.html

 

From citizen dialogue to citizen collaboration

The municipality of Umeå has recognized the importance of citizens dialogue, where a connecting thread in the municipality’s vision is to keep citizen dialogue active.

Challenges

There has been a fire in Umeå which lead to a renovation for more than 400 apartments.  A guarantee was given that the renovation would not lead to higher levels of rents and therefore a need to have a open dialogue with the citizens of Umeå in order to understand what improvements were priority.

Good practices & solutions 

A new strategy for cooperation with the non-profit sector has been developed by the municipality of Umeå. With support from the National Board of Housing, Building and Planning and in collaboration with Umeå University more than 400 apartments have been renovated after a fire, with a major focus on residential influence. In order to achieve maximum sustainability, the municipality financed a PhD position to follow the project. In order to understand what improvements were a priority for the tenants, prototypes of apartment buildings were publicly displayed. It resulted in building modest, non-luxurious apartments in order to keep rents low. Another collaborative project between several actors run by AB Bostaden is “The Ecologist”, a project that enables tenants to see their use of electricity, immediately after use. This system is now installed in 600 buildings. The rent is adjusted according to how much electricity one uses each month.

Outcome & opportunities 

This has enable tenants to raise their voice and be part of planning and development. In addition, Umeå municipality specifically work with vulnerable groups, such as young women, in the planning of the city and of the public space. This makes it possible not only to see who is participating, but also to analyse what different populations view as important. Patterns are created on the basis of these views which are subsequently taken into account in planning.

Lessons learned & recommendations 

By using this citizen-led method of urban planning, creates a feeling of being heard in the community and has a great impact on the citizens approach to the city itself.

Related SDG targets

11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries.

10.2 By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status.

10.3 Ensure equal opportunity and reduce inequalities of outcome, including by eliminating discriminatory laws, policies and practices and promoting appropriate legislation, policies and action in this regard. 

5. Achieve gender equality and empower all women and girls. 

17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships. 

17.14 Enhance policy coherence for sustainable development. 

The courage to test

Malmö shows innovative work in improving the socio-economic situation based on the conviction that meeting places bring people of different socioeconomic background and ethnicity together. The Commission for Socially Sustainable Malmö concluded its work in 2013 by presenting a final report to the city executive board. It emphasised on knowledge alliances, democratic governance and social investment perspective. The work is evolving through actions for socially sustainable development. 

Challenges 

A vital part of Malmö’s mission was to  tackle the barriers that divide the town and that consequently results in inequality. Malmö’s strength is also its challenge: the city’s socio-economically vulnerable areas are situated in the city center, close to more resourceful areas. This creates a multicultural environment and a diversity in the city in several aspects. The city has to take active leadership role in managing the diversity. The city officials attitude towards it is to highlight the strengths and capitalise on the diversities. The Mayor of Malmö, Katrin Stjernfeldt- Jammeh’s vision for the city is “Growing and reorganising simultaneously.” Malmö is a young global city where 40% of the population are under 29 years of age, and 50% of all children speak a different language at home. The diversity and its international citizens are regarded as an asset, and the language skills are used in major international gatherings. 

Good practices & solutions

The Commission for a Socially Sustainable Malmö concluded its work in 2013 by presenting a final report to the city executive board. Its recommendations evolved around a social investment perspective, emphasising knowledge alliances as well as democratic governance. The continuing work is based on the commission’s recommendations with proposals for actions for socially sustainable development such as more equal access to health care in Malmö. To support implementation of the socially sustainable initiatives, a total of 30 new commissions have been launched by various administrations for further in-depth studies. 

According to politicians and civil servants, the strength of Malmö lies in the good interplay between the visions at the political level and the municipal administration. From this a brave testing, culture has been fostered leading to several pilot projects for public space in the search for a good social environment. What determines whether pilot projects of this kind lead to long-term results lies not only in evaluating and analysing the results but also the mistakes, and ultimately learning from these mistakes and implement the lessons on the next project. A culture of risk-taking and testing has evolved over several political terms of office, and in Malmö urban planning has become a tool in the wider perspective. 

The socio-economic work in Malmö is in this way closely and clearly linked to other political areas. Within the transport sector for instance, the city premiers bicycles and promotes this with reference to both its positive social and environmental influences on the urban environment. One vision for the transportation sector in Malmö is that all children should have the right to ride their bicycle to school. To be able to realise this vision, the city has to create the prerequisites to make it a simple and safe journey.

Outcome & opportunties 

It is important that the leadership is at the forefront when it comes to new ideas and investment possibilities. The project investments, in turn, has to bring forth multiple advantages, being beneficial from both a socio-economic and environmental perspective. This is particularly important when dealing with relatively small resources. One such strategic issue, as mentioned above, are the bicycles. It promotes development of the whole city of Malmö and is especially powerful since the city has a remarkably young population. Shifting focus from cars in the development of the transport sector promotes equality and democracy.

One cost-effective resource for Malmö, in the transition, is the populations’ strong willingness to change. “Anything but this”, has been a common argument.

Lessons learned & recommendations 

Inclusion and collaboration – social issues should be part of politics and permeate the entire organisation.

Related SDG targets

10 Reduce inequality within and among countries

11.2 By 2030, provide access to safe, affordable, accessible and sustainable transport systems for all, improving road safety, notably by expanding public transport, with special attention to the needs of those in vulnerable situations, women, children, persons with disabilities and older persons.

11.7 By 2030, provide universal access to safe, inclusive and accessible, green and public spaces, in particular for women and children, older persons and persons with disabilities.

Further reading

https://malmo.se/Sa-arbetar-vi-med…/Hallbar-Utveckling/Kommission-for-ett-socialt-hallbart-Malmo.html

 

Partnerships central for innovation

Today, all electricity in Reykjavik is produced with hydroelectric power, and households are geothermally heated; energy usage in district heating emits no greenhouse gases. The current administration with the Mayor of Reykjavik, Dagur B. Eggertsson, in the lead, has made significant progress in the field of energy and resources, and have for the last 15 years made remarkable achievements in reducing greenhouse gases.

Challenges 

A major challenge, globally, is to reduce carbon emissions and The UN’s Intergovernmental Panel on Climate Change has stated that Carbon Capture and Storage, CCS, is crucial in tackling climate change in the most cost-effective way. In 2009, the Council of Reykjavík implemented a policy to reduce 35% of emissions by year 2020 and 73% by 2050, compared to emissions in 2007. 

Good practices & solutions

Cooperation with the business community has been central for Reykjavik in finding sustainable solutions to combat climate change. To illustrate this, the Mayor took initiative to get the 100 largest Icelandic companies on board for COP21. Together with the non-profit organization Icelandic Center for Corporate Social Responsibility, companies were invited to make a declaration to set concrete goals and targets commiting to reduce carbon emissions. This was submitted to the climate conference.

Outcome & opportunities

In collaboration with the energy company Reykjavik Energy and scientists from the university, a method to turn CO2 into stone and store it underground has recently been developed. In June 2016 a project called Carbfix, led by Reykjavik Energy, had a climate change breakthrough in their CCS work. The project made it possible to bury CO2 underground and turn it into stone, instead of gas, within only two years.This promises a more affordable, more secure, and more environmentally friendly way of burying CO2 emissions in other regions.

Lessons learned & recommendations

Partnership within the private sector and cooperation with the business community has been central for the city in finding sustainable solutions to combat climate change.

Related SDG targets 

7.1 By 2030, ensure universal access to affordable, reliable and modern energy services.

7.A By 2030, enhance international cooperation to facilitate access to clean energy research and technology, including renewable energy, energy efficiency and advanced and cleaner fossil-fuel technology, and promote investment in energy infrastructure and clean energy technology.

9. Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation.

13.2 Integrate climate change measures into national policies, strategies and planning.

Further reading
https://www.theguardian.com/environment/2016/jun/09/co2-turned-into-stone-in-iceland-in-climate-change-breakthrough

From coal to green energy

The world is at a threshold and it is becoming urgent to move past fossil-fuels and towards green energy solutions. That shift requires collaboration between different stakeholders.  In 2011, Copenhagen had reduced CO2 emissions by 21% compared to 2005. Copenhagen’s Climate Director is responsible for carrying out the “CPH 2025 Climate Action Plan” in a collaborative effort between numerous stakeholders in the business community, research institutions and civil society organisations.

Challenges

According to the Danish Energy Association, the major challenge in implementing green energy is the transformation from a coal-dependent energy supply into biomass, using the same infrastructure. Today coal and gas correspond to 25–30% of the energy supply in Denmark.  In order to comply with the climate action plan, Copenhagen needs to convert the energy supply and install wind turbines; the citizens must increase the use of bikes; the city will have to invest in buses that operate on electricity and biogas; buildings in Copenhagen must be energy retrofitted; the city will have to invest in more solar energy; along with numerous other initiatives. Several solutions are based on known technology that is just waiting to be implemented. In other areas, the city will need to focus on developing new technology in order to reach the goal.

Another challenge, in this readjustment, is the matter of cost. It ha generated a big national political debate in Denmark where  cities have higher ambition than the central government. Danes in general support a readjustment, they understand an even demand a green transition. Many are already paying high prices for energy, and a general philosophy is that “at that cost it better be green”. 

Good practices & solutions 

An important factor for successful solutions is cooperation between business community, central government, organisation from the civil society and research institutions. A main player in Denmark is the Danish Energy Association, which is a non-profit lobby organisation for Danish energy companies. They promote secure and fair conditions for competition in order to promote development, growth and well-being in Denmark. 

A cornerstone in the climate plan is a common vision and strive towards the same goal. In the 1990s a wind power vision was developed at the national political level. As a result, in 2020 the Danish parliament’s common goal is to reach a 50% wind power usage. The cooperation between businesses, industries, and politics have alongside collaboration across regional boundaries been crucial to be able to reach this goal.

Outcome & opportunities 

For the transition from coal to renewables, a great deal of work is being done with financial instruments and stimulations such as increasing price levels for the use of electricity, tax charges on electricity, trade-ins, subsidies, and so forth. On the other hand, prices have been a major issue in the national political debate, particularly with regards to heating for households and the transportation sector. There have been plans to transfer from coal to renewable energy sources at a national level but the national and local targets do not go hand in hand. Many cities have higher ambitions than the central government and feel that they are already progressing. But as an increasing number of cities have their own ambitious targets and plans, the national level may finally be forced to adopt a common position. It is already foreseen that after 2020, a new national plan is expected to be adopted for the following period.

Lessons learned & recommendations 
A important factor is the collaboration between politicians, administrations, institutions, the private sector and civil society and that they strive towards the same goal. 

Related SDG targets

7.1 By 2030, ensure universal access to affordable, reliable and modern energy services.

11.6 By 2030, reduce the adverse per capita environmental impact of cities, including by paying special attention to air quality and municipal and other waste management

Further reading

https://ens.dk/en

Coaches for Climate and Energy

Coaches for climate and energy are a national initiative carried out locally that help smal and middle sized companies to reduce their energy use. The coaching is independent, free and voluntary. The investment is financed by the EU and the Swedish Energy Agency, but is largely carried out under municipal auspices in order to have as locally rooted work as possible. The coaches help the companies to lower their running costs, learn about energy and climate and lower their carbon dioxide emissions. The project runs until mid-2020 and is continuously evaluated by the municipalities to see if the working method can be implemented in the regular operations after the end of the project period.

Municipalities that are part of the project:

Stockholm, Sundbyberg, Järfälla, Sollentuna, Solna, Borlänge, Orsa, Mora, Älvdalen, Rättvik, Leksand, Gagnef, Vansbro, Malung-Sälen, Gävle, Sandviken, Hofors, Ockelbo, Gotland, Halmstad, Kungsbacka, Berg, Härjedalen, Krokom, Ragunda, Strömsund, Åre, Östersund, Tranås, Aneby, Eksjö.

Challenges

It is urgent to reduce energy consumption and reduce greenhouse gas emissions globally. Another important matter is to support the competitiveness of small businesses in order to have a more equal society, but also to be able to maintain nice city centers with service close to the population.

Good practices & solutions

The coaches start by going through the company’s entire energy use. This is done on site by going through premises, machines, routines and electricity bills. Calculations are then made on how and where the company can save money, carbon dioxide and energy. The company receive a detailed report with the results, tips on further education and training on the subject and an offer of coaching to go from word to action. The company is also invited to seminars, study visits, fairs or other events that the project organize on the theme of energy and climate.

Outcome & opportunities

Companies usually have great savings potential, 50% is not uncommon. There are many good examples in Sweden of companies that have gone from words to action. The companies appreciate the coaches help and hopefully they will continue to be aware of the connection of their own energy use, electricity bills and profits, carbon dioxide emissions and climate. The project also often result in better and closer relationships between companies and municipalities. New relationships between municipalities and between departments within municipalities are created at the same time (eg collaboration between business unit, supervisory unit and environment/climate unit) when challenges of different nature are included in the work on energy efficiency at small companies, such challenges that have hitherto been addressed quite isolated from each other.

Lessons learned & recommendations

The most important insight is that personal meetings are crucial to change. When the coaches and entrepreneurs meet face to face the insights come and the will for change is born.

Related SDG targets

7.2 – Increase substantially the share of renewable energy in the global energy mix

7.3 – Double the global rate of improvement in energy efficiency

8.2 – Achieve higher levels of economic productivity through diversification, technological upgrading and innovation, including through a focus on high-value added and labour-intensive sectors

8.3 – Promote development-oriented policies that support productive activities, decent job creation, entrepreneurship, creativity and innovation, and encourage the formalization and growth of micro-, small- and medium-sized enterprises, including through access to financial services

11.6 – Reduce the adverse per capita environmental impact of cities, including by paying special attention to air quality and municipal and other waste management

11A – Support positive economic, social and environmental links between urban, per-urban and rural areas by strengthening national and regional development planning

11B – By 2020, substantially increase the number of cities and human settlements adopting and implementing integrated policies and plans towards inclusion, resource efficiency, mitigation and adaptation to climate change, resilience to disasters, and develop and implement, in line with the Sendai Framework for Disaster Risk Reduction 2015-2030, holistic disaster risk management at all levels

12.5 – Substantially reduce waste generation through prevention, reduction, recycling and reuse

12.6 – Encourage companies, especially large and transnational companies, to adopt sustainable practices and to integrate sustainability information into their reporting cycle

12.8 – Ensure that people everywhere have the relevant information and awareness for sustainable development and lifestyles in harmony with nature

13.1 – Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries

13.2 – Integrate climate change measures into national policies, strategies and planning

13.3 – Improve education, awareness-raising and human and institutional capacity on climate change mitigation, adaptation, impact reduction and early warning

17.17 – Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Further reading

http://www.energimyndigheten.se/nrp/coacher-for-energi-och-klimat/

Youth Participation for Democracy

In Malmö, a collaboration between the city and the construction industry brought together various stakeholders to solve the problem of housing shortages for young people through improved collaboration and a better understanding of each other’s needs.
Challenges

Increasing global wealth has been coupled with increased inequality, not only in developing countries but also in richer Nordic cities. Inclusion is a key factor for equality. In urban development one measure to increase inclusion, and in the long run, equality is extensive citizen participation. Only by listening to the needs of the population can governments provide the conditions that enable everyone to realise their full potential, harnessing collective benefits, and removing discriminating barriers.

Good practices & solutions

In 2011, the city of Malmö partnered with the construction industry to launch UngBo, a communications project that seeks to further the debate on the shortage of housing among young people. Since its launch, it has brought together stakeholders of the housing market in order to take shared responsibility for this issue. The project has contributed considerable knowledge about the shortage of housing for young citizens. Within the project, studies on how young people wish to live were communicated to the market, and the results were used in housing planning. The results could even to some extent be used in the provision of housing for immigrant groups in the future. UngBo thus provides an example of how the municipality can create links between citizens and constructors.

Outcome & opportunities

The dialogues initiated by UngBo successfully led to a greater understanding of differing viewpoints among stakeholders. The municipality is now exploring how they can take this from the planning phase to the production phase in a planned pilot project. The purpose is to involve people in building their own homes, in order to facilitate the possibility of directly influencing their own situation while at the same time knowledge transfers are taking place and job opportunities are being created.

Lessons learned & recommendations

UngBo sets an example of how municipalities and local government can function as a link between citizens and the construction sector. Identified success factors included conducting needs assessments, understanding other people’s views, and having the municipality take on a facilitating role in the implementation phase.

Related SDG targets
  • 10.2 By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status
  • 10.3 Ensure equal opportunity and reduce inequalities of outcome, including by eliminating discriminatory laws, policies and practices and promoting appropriate legislation, policies and action in this regard
  • 10.4 Adopt policies, especially fiscal, wage and social protection policies, and progressively achieve greater equality
  • 11.1 By 2030, ensure access for all to adequate, safe and affordable housing and basic services and upgrade slums
  • 11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries
  • 17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships
Further Reading

UngBo

Engage for the SDGs

 

 

 

Bicycle strategy: The bicycle as a tool

The bicycle as a means of transport has been etched into the Danish heritage since the 20th century. Cycling is not considered old-fashioned, but is part of the life of a modern individual. Copenhagen’s objective is to be a cycle pioneer city, and the city has taken advantage of this heritage to rise to a range of urban challenges.
Challenges

The great volumes of people, goods and materials transported daily within and to different communities generate both air and noise pollution. Finding ways to handle the disturbance on the environment from these flows is therefore a matter of growing importance. Copenhagen’s objective is to rise to these challenges by becoming a cycle pioneer city, as well as the world’s first carbon neutral capital in 2025.

Good practices & solutions

Good, Better, Best: The City of Copenhagen’s Bicycle Strategy 2011–2025 is a collaboration between the city, institutions, external private actors and non-profit organisations, which sets out the guidelines for cycling in the city. As the population increases, it has been decided that streets and cycle lanes should be protected and prioritised over two-way streets, extra lanes and parking spaces.

The city has previously stressed that if bicycles really should be given priority, they will need space in the urban environment. This is being done through concrete measures such as giving priority to bikes in the morning and afternoon, making sure deliveries are made before the morning rush, and painting cycle lanes.

Outcome & opportunities

It is important to work together with local business when traffic is redirected. The city has conducted pre- and post- analysis of, for example, visitors to shops. This principle of following-the-money has been effective in the dialogue with major construction companies. As the city has been able to prove that walkability increases the value of certain areas, more actors have become interested in how the streetscape around the buildings may be used differently.

Lessons learned & recommendations

Success factors identified for Copenhagen’s use of the bicycle as a tool include using the following-the-money principle for dialogue, as well as testing and making step-by-step incremental changes.

Related SDG targets
  • 11.2 By 2030, provide access to safe, affordable, accessible and sustainable transport systems for all, improving road safety, notably by expanding public transport, with special attention to the needs of those in vulnerable situations, women, children, persons with disabilities and older persons. 
  • 11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries 
  • 11.6 By 2030, reduce the adverse per capita environmental impact of cities, including by paying special attention to air quality and municipal and other waste management 
  • 11.9 By 2020, substantially increase the number of cities and human settlements adopting and implementing integrated policies and plans towards inclusion, resource efficiency, mitigation and adaptation to climate change, resilience to disasters, and develop and implement, in line with the Sendai Framework for Disaster Risk Reduction 2015-2030, holistic disaster risk management at all levels
Further reading

Bicycle Strategy 2011-2025

Engage for the SDGs

The street as a public space

In association with the 2016 budget, the Traffic Office is commissioned to, together with private sector and citizens, finding places for pop-up parks and pedestrian streets with potential to vitalise the public space. The vision is that this experiment will contribute to the development of new regulations and strategies that enables initiators in Stockholm to carry out activities and create meeting places in the public space in the future.
Challenges

Despite recent evolutions, the city of Stockholm has been built for cars for 60 years, and if major changes are to become reality, politicians will have to be bold and directive. There is a growing consensus for change from a city of cars to a city of public transport, and new initiatives are coming from both officials and private sectors.

This chimes well with the vision of public space in “A Living Stockholm”, where the aim is to create prerequisites for activities and places in the public space that may not be found without the will of initiators, Stockholmers and politicians.

Good practices & solutions

With regards to social injustice, the City Commissioner for Traffic does not believe that a transformation from car to public transport and bike will involve major problems for Stockholmers. He does not believe that the inhabitants of Stockholm are in need of their car as much as they think, and for this reason they are choosing to develop an even more compact inner city.

Lessons learned & recommendations

Changes of rules and regulations may, on the other hand, be needed for a period to facilitate for initiators to co-create shared public spaces. It is imperative that local government officials and politicians are in tune, and that there are clear political directives to push through adopted strategies.

Related SDG targets

11.7 By 2030, provide universal access to safe, inclusive and accessible, green and public spaces, in particular for women and children, older persons and persons with disabilities.

Making environmental work mainstream

The Helsinki Strategy Program contains guidelines for the activity of administrations, government owned companies and amalgamations of private companies. The strategy programme is divided into four parts: healthy Helsinki, vigorous Helsinki, functioning Helsinki, and a city balancing the economy and good leadership. The democratic aspects and participation is included systematically in all four parts. The strategy also contains the vision, values and ethical principles of the city. This is an all-embracing and steering approach for all the work executed in the city.
Challenges

Transforming the urban structure and function so as to contribute to sustainable development is one of society’s greatest challenges. Urban emissions of greenhouse gases, the use of natural resources and the impact on ecosystems radically need to be reduced. Often the existing structure, built up over a long time, also needs to change, as communities today are often designed for the use of cars and resource intensive technologies.

Good practices & solutions

”Eco-support” is a mainstreaming system that involves every workplace, unit, or organisation, in putting in place so called eco-support staff who, according to the bottom-up principle, follow top-down strategies and targets.

Helsinki has an ambition to be carbon neutral in 2050, but has historically often achieved goals more quickly than planned. The Deputy Mayor says that it is important to set goals technically so that Helsinki knows how to achieve them. For example, the city owns the company producing cooling and heating systems, and the goal of carbon neutrality has been set together with this company. Because the city is in charge, they are able to set such an ambitious goal for 2050 and at the same time ensure that it be reached.

Lessons learned & recommendations

Pekka Sauri, the Deputy Mayor of Helsinki, considers that one of the city’s major achievements in the last decade has been managing to incorporate sustainable and environmental approaches into the Strategy Programme, along with simplifying and clarifying that strategy.

Another lesson learned is that every strategy is per se more powerful than the previous one, as long as the strategy is solid and the goals are measurable. Twice a year the city evaluates the goals, and the measurements are key to improving strategies, and this works as an incentive to further progress. As the world changes, some of the goals might have become obsolete or have already been fulfilled, hence they must be monitored on a regular basis. The Helsinki tradition is to look at the methods already in place to achieve a vision, and to develop strategies to reach the set goals.

Success factors that were identified in Helsinki’s quest to mainstream its environmental work were taking wider perspectives, using eco-support as a principle, making the most of methods already in place, but also revisiting goals regularly and updating strategies accordingly.

Related SDG targets

9.1. Develop quality, reliable, sustainable and resilient infrastructure, including regional and transborder infrastructure, to support economic development and human well-being, with a focus on affordable and equitable access for all.

 

 

 

Porukka: Centralising a participatory planner

The city of Lahti has recently put in place innovative measures to enhance participation in the city planning processes. This includes creating a new position within the urban planning department that focuses on participation, and launching Porukka, an app for citizens to share their views.
Challenges

What are the prerequisites for public participation within the framework of a new sustainability policy? Public participation is often expressed through mobilisation around certain issues considered to be wrong. Creating political legitimacy is therefore crucial in order to deal with resistance. Communication between citizens and elected officials is key in order for resistance to urban processes and projects being handled in a beneficial way. When resistance occurs at a late stage in the planning process, it often leads to a widespread frustration between parties.

Good practices & solutions

In order to improve its work on participation, the city of Lahti has created a new position among the city planners: a participatory planner with the overall responsibility for running and developing Lahti’s urban planning participation. By integrating citizens’ perspectives at an early stage in the planning process, new creative ideas can be integrated into the project and the risk of receiving complaints at a later stage can be considerably reduced.

The city is convinced that it is important to work actively towards greater inclusion of different social groups. In an attempt to reach out to younger generations, Lahti is trying to make use of new channels, particularly on social media. New methods are tested, for instance smartphone applications: the app Porukka was developed in collaboration with a local company and continuously gathers citizens’ views and ideas about the spaces of the city. The age group primarily using the app are citizens between 25 and 40.

Outcome & opportunities

In Lahti the citizens have become a resource for the planners and the inhabitants are therefore involved at the earliest stage of the planning process. The results of the citizen dialogues are documented and are recounted in the master plan which is available on the city’s homepage. In the master plan, the results of the dialogues are visualised in graphic models, and some of the written content is marked in specific colours if it is a result from a dialogue.

With the app, Lahti has reached and engaged a much wider audience than with traditional methods. Porukka has engaged otherwise hard-to-reach groups such as young adults and families with school-age children.

Lessons learned & recommendations

Success factors identified for this initiative were the centralisation of a participator planning position, widespread political support and the mainstreaming of participatory processes throughout the city’s working methods.

Related SDG targets
  • 10.2 By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status.
  • 11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries.
Further reading

Porukka

Engage for the SDGs

Multi-party and multi-sector cooperation

In order to avoid compartmentalised working processes within local government, the Mayor of Gothenburg took on an initiative to restructure the city council from separate, siloed areas (environment, health, education, transport, housing, etc.) toward a more interdisciplinary approach across three clusters: economic, environmental, and social, corresponding to three sustainable dimensions of governance.
Challenges

When the former Mayor of Gothenburg took office in 2009, she soon realised that work was being carried out in silos between administrations, politicians and local government officials. The greatest challenge was therefore to find ways to knock down the walls between them for better cooperation.

Good practices & solutions

The political leadership was convinced that the cooperation had to be carried out across different areas of expertise and between politicians and officials, and that this had to be incorporated into existing systems. The idea was to restructure the city council’s way of working from separate, siloed areas (environment, health, education, transport, housing, etc.) toward a more interdisciplinary approach across three clusters: economic, environmental, and social, corresponding to three sustainable dimensions of governance. The overarching aim was that this would lead to a more holistic policymaking approach and more innovative strategies, policies, and plans.

Even if collaboration across different areas of expertise can initially take longer, the political leadership was convinced that it would lead to better and more sustainable decisions in the long run. Hence, they decided to literally tear down the walls between different areas of expertise, and instead work along the abovementioned sustainability clusters.

Outcome & opportunities

This new arrangement created an agreement on the direction for the most important issues. Subsequently, it was decided that the municipal commissioners were responsible for one issue, however in collaboration across the different areas of expertise and with the other clusters. The clusters were tasked to resolve upcoming issues, but to debate the question beyond their specific area of expertise. This led for example to environmental issues not merely being discussed as green issues, but was also put on the agenda in the traffic committee.

Lessons learned & recommendations

Success factors identified in this project include the development of a multi-partisan and multi-sector cooperation, the breaking down of barriers and creation of clusters, as well as the ability to priorities and clarify.

Related SDG targets
  • 17.14. Enhance policy coherence for sustainable development

Taking responsibility for the right to housing

In its long-term strategic urban development, the political ambition for Umeå is to reach 200,000 inhabitants by 2050 as well the required housing construction for such a population increase. Furthermore, there is an intention to focus on urban development from a broader perspective, and the role the city of Umeå should play in the wider region, in northern Sweden and in Scandinavia. There should be no opposition between rural and urban areas, but rather Umeå should be a growth engine for the entire region and all of northern Sweden. Then, further population growth will be required in order to stimulate that prosperity.
Challenges

Within the area of housing policy, one challenge has been to cooperate with architects regarding the social development of a given area, and how to find adequate housing for a fast growing population.There are several attempts to involve the architects early in the development process. But striking a balance between function, configuration and sensitivity to changing trends is a constant struggle.

Good practices & solutions

In Umeå, housing provision has long been at the heart of political priorities, primarily considering it an issue of striking a balance between existing housing stock, in-migration and house building.

Currently, Umeå is ranked highest in growth rate in Sweden, and some of the indicated factors for success have been: a comprehensive plan, a good production of local plans and a great deal of municipality owned land but also the ability to priorities.

The Municipal Housing Company AB Bostaden is Umeå’s largest actor on the housing market. It focuses on working long-term and on smart, socially and environmentally sustainable solutions.

The company emphasises accumulation of knowledge, holding introductory dialogues with relevant actors and plays an important role in meeting the municipality’s needs for housing for special groups. It uses its business plan as a regulatory document which stipulates that all aspects of sustainability should be managed and regarded as long-term programmes and not project-driven in the short term.

Outcome & opportunities

Bostaden AB is now an independent company, and therefore has a different status both on the market and in relation to the municipality as owners. Bostaden AB has also been an important part of several development and innovation projects in collaboration with the municipality and other actors. Here, the long-term knowledge built up within the company has proven very beneficial alongside the opportunity to involve Bostaden AB in other municipal activities intended to help reach overarching urbanisation targets. In addition to this, AB Bostaden has won several prizes, including the Sustainable Energy Europe Award, for its work.

Lessons learned & recommendations

Factors for success have been using tested technology, allowing residents to take part in prioritising and creating cooperative agreements with different actors.

Related SDG targets
  • 11.1 By 2030, ensure access for all to adequate, safe and affordable housing and basic services and upgrade slums.
  • 11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries.

Connectivity as a mobility strategy

The City Commissioner for Traffic in Stockholm is responsible for issues regarding traffic in relation to the urban environment – in other words all the spaces between the buildings. Stockholm County Council is responsible, on the other hand, for public transport, whilst accessibility is the responsibility of the municipality. Implementing strategies related to infrastructure is problematic because there are strict rules for who and how to manage areas and infrastructure. Many of Stockholm’s infrastructure projects include a number of actors, which often result in a complicated working processes. As the links between various areas of politics, sectors and levels are many as regards transport issues, a high degree of consensus is required to gain support and long- sightedness. The advantage is that it creates a common will, but often leads to inefficiency.
Good practices & solutions

The accessibility strategy is an umbrella document for the city of Stockholm that shows how one can use traffic to promote other issues, such as democracy and social issues, if one adopts an integrated method of working. The main principles are to prioritise the mobility above the stationary, together with the means of transport carrying most people per vehicle.

The strategy includes four overall planning orientations for Stockholm metropolitan streets: create spaces for buses and cyclists; remove car parking from the streets and improvement for freight transport; reliable services and accessibility; better conditions for pedestrians; and better lighting, cleaning and snow removal of pavements.

Outcomes & opportunities

Since its adoption in 2009, various types of transport have been re-prioritised. The question that primarily needed to be taken into account was how the accessibility challenge should be addressed in a growing city with limited space.When considering planning strategies such as this one, it becomes clear that it is simple to agree on principles, but that details of implementation are more complex, and often turn into a matter of interpretation. Today the strategy has a holistic starting point; the next step will be to coordinate sector plans which, of course, may involve conflicting aims.

Lessons learned & recommendations

Success factors identified for Stockholm to develop connectivity as a mobility strategy includes collaborating between offices with similar areas of responsibility, finding political agreements, supporting initiatives and seeking a broad consensus.

Related SDG targets

9.1 Develop quality, reliable, sustainable and resilient infrastructure, including regional and transborder infrastructure, to support economic development and human well-being, with a focus on affordable and equitable access for all.

11.7 By 2030, provide universal access to safe, inclusive and accessible, green and public spaces, in particular for women and children, older persons and persons with disabilities.

Further reading

Engage for the SDGs