Sustainable cities and communities

The City Booklet

Voluntary Local Review
The City of Lviv started the process of conducting its first Voluntary Local Review in 2021, and planned to submit it in March 2022. However, due to the Russian invasion of Ukraine, this process has been delayed. Despite the war, the process of finalizing Lviv’s first VLR continues.

The City of Lviv identified that a first challenge in the process of conducting a VLR was how to raise awareness about sustainable development within the city administration. Based on discussions with other cities, where methods and ideas were exchanged for how to bring the SDGs closer to the city administration, the City of Lviv developed a City Booklet to respond to this challenge.

In a second step, the City of Lviv developed a roadmap for how to conduct the VLR. To bring the SDGs closer to the city administration, they decided to translate the SDGs and categorize them into different topics to make them relevant to the local context. Thereafter, the City of Lviv conducted interviews with city officials to investigate how the different departments’ work responded to the SDGs. The City of Lviv collected information on the departments’ strategies, goals and principles. These were then compiled and presented in a table where the strategies were connected to different SDGs to evaluate which goals they deliver on as well as where they need to improve.

The City Booklet
The lack of knowledge about the SDGs in general and the VLR in particular within city departments made the City of Lviv develop a booklet to bring the 2030 Agenda closer to the city administration. The booklet explains all the 17 SDGs and the 169 targets, and presents examples of how localized goals have been incorporated into VLRs as well as good practices from VLR processes.

The City Booklet was spread to all city departments. It was followed up with interviews with 30 city officials, where they were asked about each SDG and what their department is doing in terms of achieving that specific goal. This proved to be a good way to acknowledge in what ways the different departments were already contributing to the achievement of the SDGs. It also acted as an educational tool for the officials, because they were equipped with more knowledge about the SDGs.

Using the City Booklet as a tool to facilitate the dialogue about sustainable development within the city administration, and illustrating how the different departments are working with the 2030 Agenda, the colleagues within the city administration could better understand how their work is interconnected and how they are all working to achieve the global goals.

Photo: Nico Benedickt/Unsplash

Effective VLR process

Voluntary Local Review
The City of Uppsala submitted its first Voluntary Local Review in 2021. The purpose of the review was to illustrate in what ways the 2030 Agenda had been incorporated into the city governance. In the VLR, Uppsala demonstrated how they had incorporated the 2030 Agenda in the city’s work since they took on a new city strategy in 2016. The VLR focused on the organizational structure and the internal steering towards the Global Goals.

The City of Uppsala structured its VLR based on nine internal goals that are all meant to support the implementation of the SDGs. In the review, each goal is explained and defines what SDGs it is related to. This is followed by a description of what the City of Uppsala could do in order to accelerate the achievement of that city target – and by that also the related SDGs. Uppsala described what is specifically relevant to them in each goal, and also highlighted some of the SDG targets and explained in what way(s) Uppsala’s work supports the achievement of that target. Each chapter ends with a description of lessons learned and ways forward in their sustainability work. Throughout the review, city areas are compared in order to identify differences in progress. This was done as a way to identify how the city is working to incorporate the principle of Leave No One Behind.

With the VLR, Uppsala wanted to share the stories that the politicians found especially relevant within each goal. They identified that qualitative examples were equally important as quantitative data – it was a way to show the city organization that they do work to achieve the SDGs even though they don’t always define their work as “sustainability work”.

Effective VLR process
Submitting a VLR can be a time consuming process – but the City of Uppsala conducted a comprehensive and detailed VLR within three months. The decision to conduct a VLR was made in December 2020 with the deadline in March the year after. The short timeframe affected the structure of the VLR process as a whole, as well as the review itself. In order to successfully conduct a VLR despite the approaching deadline, Uppsala analyzed already existing data. They did not make it into a participatory process, but rather saw the review as a tool for the internal management of the city: it was a way to identify what had been successful and what had been less successful in their work, and thereby create a foundation for learning.

Further reading:

Uppsala and Agenda 2030 – Voluntary Local Review 2021

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Translating the indicators

Voluntary Local Review
The City of Stuttgart submitted their first Voluntary Local Review in 2020. The review was based on the Association of German Cities and Towns’ model resolution 2030 Agenda, which Stuttgart joined in 2018 as a step towards starting to work actively to implement the SDGs in the city. Stuttgart’s VLR was developed in collaboration with the Bertelsmann Foundation and the German Institute of Urban Studies.

The VLR was developed in a participatory manner: different departments of the city organization were invited to take part in the process. The review contains a description of the Association of German Cities and Towns’ project. This is followed by a presentation of the indicators, a description of how the City of Stuttgart decided on what indicators to include, as well as recommendations on how to develop indicators. With their first VLR, Stuttgart aimed to describe the city’s progress in social, ecological and economic sustainability – and by that also identify what areas were in need of further support. They also wanted to contribute with methods on how to develop indicators that are suitable – and valuable – in a local setting. The VLR contains an analysis of the sustainable development over time, and connects the SDGs to the City of Stuttgart through both quantitative data and qualitative best-practice examples.

The City of Stuttgart published their second Voluntary Local Review in English in May 2022.

Translating the indicators
In 2017, seven German organizations initiated the project SDG Indicators for Municipalities. The project aimed to facilitate the quantitative monitoring of the SDGs at the local level by identifying how the goals could be interpreted in a German local setting. The City of Stuttgart, as one of the first in Germany, joined the project in 2018 and began pilot-testing the indicators that had been identified in the project the same year.

When testing the indicators, cross-departmental discussions about the SDG indicators were held within the city organization, in order to expand the general indicator set to incorporate new ones that were relevant for Stuttgart’s specific context – as well as to modify some of the already identified indicators. When deciding which indicators to incorporate, they took into account the relevance for Stuttgart, the coverage and explanatory value, and available data. It was also important that the indicator set was not too large and in that way not manageable – and they therefore chose indicators that covered several of the SDGs.

Based on the SDG indicators that were chosen within the framework of the project, Stuttgart developed a cross-sectoral instrument for a structured monitoring of the connections between the social, ecological and economic sustainability. This will serve as a tool to support the further implementation of the SDGs in Stuttgart.

Further reading:

Stuttgart – a Livable City. The global Agenda 2030 at a local level

Stuttgart – a Livable City. The global 2030 Agenda at a local level. 2nd Voluntary Local Review

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Participatory processes in localizing the SDGs

Voluntary Local Review
The City of Mannheim published its first Voluntary Local Review in 2019. It is based on the city strategy, Mannheim 2030 Mission Statement. In the Mission Statement, the SDGs have been localized into seven overarching strategic goals that relate to the global goals. The structure of the VLR is based on those strategic goals, and describes which SDGs the strategic goal relates to. For each strategic goal, the VLR presents guidance for how Mannheim has worked – and will continue working – to achieve the goals. Key milestones for the strategic goals as well as specifically important aspects of that goal are also highlighted.

With its VLR, Mannheim wishes to demonstrate how a city can incorporate the SDGs in their daily work as well as work inclusively with the 2030 Agenda framework. The citizens were able to meet with sustainability experts and city employees in order to take part in the debates on the SDGs in general and the development of the VLR in particular.

The City of Mannheim is in the process of conducting their second VLR, which will be submitted in the summer of 2022.

Participatory processes in localizing the SDGs
As a way to include all parts of society in the process of localizing the SDGs, the City of Mannheim developed its strategy, the Mannheim 2030 Mission Statement, together with the civil society in a broad participation process. The participatory process spanned from 2017 until 2019 and resulted in 1500 proposals for the new Mission Statement. The proposals that were submitted were based on the question: “Taking into account the 17 UN Sustainable Development Goals, what do we want life in our city to be like in 2030?”.

More than 2500 citizens participated actively when developing the Mission Statement. The City of Mannheim organized a so-called Urban Thinkers Campus, where 500 residents, together with international experts, discussed how the SDGs could be implemented and incorporated in the city. They facilitated workshops where citizens of Mannheim had the opportunity to discuss the SDGs and what was important to them with the mayor. An additional 10 000 citizens were involved through opinion polls and bigger events. The City of Mannheim disseminated surveys in order to collect ideas on how to implement the SDGs in the city. They used mass events like the May Fair as a way to reach the people: they requested input from the citizens on the SDGs. Furthermore, Mannheim engaged the community by putting out a photo box where they could get photographed with different SDGs and publish it on social media. With these events, Mannheim were able to communicate the SDGs to a wider audience.

Further reading:

The Implementation of the United Nations’ Sustainable Development Goals in Mannheim 2030

Mission Statement Mannheim 2030

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Involving the citizens

Voluntary Local Review
The City of Bonn published its first Voluntary Local Review in 2020. Its structure is based on Bonn’s municipal Sustainability Strategy and focuses on six fields of action: Mobility, Climate and Energy, Natural Resources and the Environment, Labor and Business, Social Participation and Gender, and Global Responsibility and One World. Within the fields of action, several indicators have been identified and illustrate the development in those areas.

Bonn identifies the VLR as an important tool to spread information and education on the 2030 Agenda framework as a whole. The purpose of the VLR is to make the SDGs more accessible, and encourage a discussion about them between different societal stakeholders. Such a review can highlight and demonstrate the connections between the individual activities and projects that are organized by the city and the SDGs. Bonn’s VLR is meant to be read by local and national citizens as well as the international community.

The City of Bonn is in the process of conducting their second VLR, which will be published in June 2022.

Involving the citizens
The City of Bonn has identified how the VLR can act as a tool to engage a dialogue with the citizens. The VLR presents a description of how the city is working with the SDGs by connecting them with the city’s fields of action. In that way, the VLR provides the residents of Bonn with necessary information and invites them to a substantiated discussion of the SDGs. However, the lack of knowledge about the SDGs makes it difficult for citizens to participate in their own cities’ localization of the global goals. The City of Bonn has tried to counteract this lack of awareness and knowledge by organizing events that puts the 2030 Agenda and sustainable development at the center of the discussion. Once a year, Bonn has the so-called SDG Days, during which they organize events that relate to the SDGs. The events bring the goals closer to the people by making them more comprehensible. The purpose is not so much to make the citizens understand the 2030 Agenda in general, but rather the idea behind it.

The SDG Days is a way to achieve the city’s goal of spreading awareness regarding sustainability issues. During these days, parts of the city are decorated with bright colors in the spirit of the 2030 Agenda visual. Since the start of the programme in 2018, the events have always included a SDG wheel, on which the 17 goals are illustrated and explained; and the citizens have had the opportunity to engage in discussions about how the SDGs impact their daily lives, and to calculate their individual CO2 footprint. The events that are organized by the city are accompanied by other organization’s initiatives that also relate to the sustainability framework, and shops on the main street participate by decorating their windows and arrange events.

Further reading:

Voluntary Local Review – Agenda 2030 on the local level. Implementation of the UN Sustainable Development Goals in Bonn

Photo: Tim Rußmann/Unsplash

A tool to fuel

Voluntary Local Review
The Municipality of Gladsaxe submitted its first Voluntary Local Review in 2021. The purpose of their VLR was to describe their main approach to the SDGs and present examples of how they have worked towards achieving the global goals within the city administration. Gladsaxe conducts a review of the municipality’s goals and targets every year. The VLR acted as a summary of important aspects and conclusions – with both quantitative and qualitative examples – from the two most recent municipal reviews.

The VLR is structured so that the first part covers the municipality’s strategic approach to the SDGs and the progress within sustainable development in Gladsaxe. In the subsequent part, guidance on their continued work with the 2030 Agenda framework is presented. Lastly, the municipal strategy is incorporated as well as the municipal goals and targets.

The Municipality of Gladsaxe is now in the process of conducting their second VLR and are planning to submit it in the summer of 2022.

A tool to fuel
The municipality of Gladsaxe has used the 2030 Agenda framework as a way to fuel their city’s sustainability work: by incorporating the SDGs into the city strategy and other steering documents, Gladsaxe has noticed that it raises the bar in their work towards achieving sustainable development.

The SDGs and the strategy have provided a shared frame of reference for initiatives and actions in practice within the city organization, as well as a platform for ideas and initiatives in the local environment through partnerships and action at all levels. The cases and the development in Gladsaxe more generally shows a strategy growing within the organization and beyond as the mutual ambition of the city council and across the organization. Both political and administrative leaders highlight the importance of working together to achieve sustainable development.Gladsaxe has identified how the SDGs constitute a source of inspiration to leaders as well as employees in Gladsaxe: they get new ideas on activities and projects – and they offer incentives to work together with other local actors in a bottom-up approach.

Because of the fact that the SDGs offer new ideas on how to work with sustainable development in a systematic way, the Municipality of Gladsaxe is ready to incorporate more of the goals in the city strategy. The VLR presents opportunities to evaluate these ideas and activities and Gladsaxe aims to make it into a part of their follow-up for the city.

Further reading:

The 2030 Agenda on the Local Level: a Voluntary Local Review from Gladsaxe, Denmark

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Raise the awareness of sustainability issues

Voluntary Local Review
The City of Tampere will submit their first Voluntary Local Review in the summer of 2022. While in the process of conducting it, they have had close cooperation with the six largest cities in Finland, including the four that have published a VLR.

Tampere’s first VLR is aimed for the internal organization: the purpose is to make the SDGs more accessible to the city employees and identify what the most important perspectives are for the City of Tampere. They are analyzing the city’s main steering documents and the city strategy, and connect them to the SDGs by using the same key indicators as in the strategy.

The purpose with the VLR is to serve as a guidebook for further discussion on the 2030 Agenda framework and the SDGs locally and internally.

Raise the awareness of sustainability issues
Tampere’s development programme for 2017-2021, Smart Tampere, highlighted and boosted smart and sustainable urban development in Tampere. The programme consisted of three parts: Digitalization programme, Ecosystem programme and Sustainable Tampere Programme. The Sustainable Tampere Programme focused on the city’s goal to be carbon-neutral by 2030. Within the programme, Tampere established initiatives and projects that in different ways approached sustainable development in a more accessible way and incorporated all of the city. One of these initiatives was the Climate Partnership, which had the purpose of involving companies, associations and communities in achieving carbon-neutrality. The societal stakeholders that took part in the initiative were tasked to identify their key emissions and thereafter develop a plan for how to reduce them. The partnership offered both visibility for the stakeholders’ climate work, as well as guidance in their continued work.

The Sustainable Tampere Programme also brought sustainability closer to the citizens and raised awareness of climate issues, by – among other things – releasing Tampere’s own version of the mobile game My2050. The My2050 game approaches climate change in an informative yet entertaining way. It takes the player on an adventure within Tampere’s city walls: the player explores the city and can collect coins from solving tasks. The game is similar to geocaching and escape rooms, and presents facts of the current climate crisis and possible future scenarios. Beside Tampere, the mobile game has been released in Espoo, Helsinki, Vantaa and Turku.

In the new city strategy, City of Action, Tampere has reinforced its commitment to work towards a sustainable future by incorporating the SDGs. Through the strategy, the 2030 Agenda framework has been brought into light and will be guiding the continued work with sustainability issues in the city.

Photo: Juho Luomala/Unsplash

Collaboration between cities

Voluntary Local Review
The City of Turku conducted its first Voluntary Local Review in 2020. For the review, Turku chose to incorporate all 17 SDGs and the targets that were relevant for the local level. However, they focused on four goals: clean water and sanitation; reduced inequality; climate action; and partnerships for the goals. The goals were chosen based on the premise that Turku has great knowledge about and experience working with such issues as well as strong indicators for measuring them.

In the VLR, Turku’s strategy document, Turku 2029 City Strategy, as well as city projects and activities that implemented the strategy are analyzed. The report also analyzed a few central activities that had been implemented in each of the five city departments and strategic units. The VLR was constructed together with officials and experts from different departments within the city organization: they were invited to participate in workshops and interviews, as well as answer survey questions on how they are working with the SDGs.

Turku identified the VLR as an instrument to communicate the city’s sustainability work with the citizens. They also saw the review as a way to inspire Finnish cities as well as cities outside the country on how to work systematically with the SDGs, by presenting good examples from their own experiences.

The City of Turku is in the process of developing their second VLR, which will be submitted in the summer of 2022.

Six City Strategy
The need for collaboration between cities in issues concerning sustainable development has made the City of Turku join national platforms for cooperation – one of them being the Six City Strategy. The network consists of the six largest cities in Finland: in addition to Turku, the members are Helsinki, Espoo, Tampere, Vantaa and Oulu. The Six City Strategy is a joint strategy for the cities, with the purpose of working together to overcome the challenges with sustainable development in urban settings. The cities cooperate on a strategic as well as operational level.

Within the network, activities and projects are organized with the common goal of accelerating the achievement of the SDGs. The six cities share the objective of being carbon neutral. One of the many projects that has been organized to achieve this is the establishment of a national network for circular economy hubs.

Within the network, the cities have had the opportunity to share experiences on working with the SDGs and discuss how cities could and should work to achieve the goals. The network proved to be an important forum for the City of Turku, because it offered a way to discuss mutual goals and challenges with the 2030 Agenda framework.

Further reading:

A Voluntary Local Review 2020 – The implementation of the 2030 Agenda for Sustainable Development in the City of Turku

Six City Strategy

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Strong indicators

Voluntary Local Review
The City of Helsinki has identified the Voluntary Local Review as an important step on the way to successfully implement the SDGs on the local level. Helsinki was the second city in the world to conduct a VLR: by the time they submitted their first VLR in 2019, only the City of New York had published one. The first VLR described the Helsinki City Strategy and how it connected to the SDGs, as well as how the city was working to promote and monitor the implementation of the global goals. The projects highlighted in the first VLR were chosen based on their importance for the realization of the City Strategy. Helsinki chose to focus on five of the SDGs in their VLR. The purpose of the review was to produce information about the city’s SDG work in an accessible way and act as a strategic tool for the city administration.

The City of Helsinki published its second Voluntary Local Review in 2021. In contrast to Helsinki’s first VLR, their second one was more comprehensive: it incorporated all SDGs and went beyond analyzing the strategy to instead cover the entire organization. The purpose of this review was to review progress through indicators as well as present qualitative descriptions of the city’s activities. A new city strategy was adopted after the second VLR had been published. In the strategy, Helsinki highlighted their work with evaluating the SDGs and confirmed their commitment to continue to monitor the development in the city.

Indicators
In order to decide on what indicators to include in the VLR, the City of Helsinki established a working group with the purpose of creating an indicator set for the city’s monitoring. The working group consisted of officials from different departments of the city organization. They started with hundreds of indicators, and ended up choosing 50 of them – including a selection of key indicators that were based on the Helsinki City Strategy. Helsinki realized during the process of identifying indicators that it was important not to exclude too many: it may be easier to have a smaller indicator set – however, it does not do reality justice since it may result in that important aspects are excluded.

The progress of the indicators are highlighted and discussed in the VLR. In addition to that, the indicators are also presented on an electronic dashboard on a website where anyone who would like can follow the sustainable development in Helsinki. The indicators are presented in three main categories based on what dimension of sustainable development they address: social, ecological or economic sustainability. The indicators are updated continuously.

Further reading:

Helsinki Voluntary Local Review: From Agenda to Action – The Implementation of the UN Sustainable Development Goals in Helsinki 2019

From Agenda to Action 2021 – Implementation of the UN Sustainable Development Goals in Helsinki

Are you interested in seeing how Helsinki is doing on the Sustainable Development Goals? Click here to follow the development within social sustainability, ecological sustainability and/or economic sustainability.

Photo: Tapio Haaja/Unsplash

Sensemaking of the Global Goals

Voluntary Local Review
Espoo published its first Voluntary Local Review in 2020. The VLR takes the entire Sustainable Development Goals framework into account and is organized into three parts based on what dimension of sustainability it addresses. The first part, Leave no one behind, deals with social and cultural sustainability, and focuses on how to develop a city that is inclusive and engages all citizens. The second part, Let’s do it together, focuses on economic sustainability. It addresses the city’s goal to reach the SDGs by co-development and innovative management that has a positive impact on sustainability. The third part, Accelerated action, focuses on ecological sustainability and describes how Espoo is improving areas in built infrastructure and living environment to be more sustainable.

Espoo approached the VLR process through a phenomenon-based principle: they analyzed the work of the city organization based on the city’s strategy, the Espoo Story – and how it connected to the SDGs. Espoo invited different sectors of society to take part in that process: sustainability experts as well as citizens were encouraged to share insights on how city projects could be represented in the VLR. Each unit in the city office was also asked to identify projects and activities that helped to implement the Espoo Story. The relevance of the project and activity was assessed by SDG-experts based on three aspects: relevance related to the SDGs, future potential and handprint potential. Depending on the relevance, the project or activity was included in the review.

Sensemaking of the Global Goals
The lack of methods and tools on how to meaningfully relate the SDGs to local priorities made the City of Espoo together with the six largest cities in Finland develop the SDG Sensemaking Tool (SST). The SST offers ways to explain what the SDGs mean in the local setting: it is meant to clearly link a city’s own strategic, tactical and operative goals with the SDGs. The tool is a step by step iterative procedure to identify how particular conditions in a local setting can be interpreted and related to ecologic, social and economic sustainability.

The purpose of the SST is manifold: it can be used by the city administration to identify areas in need of support as well as to measure and fuel action in the city’s sustainability work. The SST can also be used when trying to identify local indicators. Through its context-driven approach, the SST enables stakeholders to identify what should be done in a specific urban setting.

When developing the SST, the City of Espoo facilitated workshops and meetings with sustainability experts from different parts of the city. The SST has been tested by other cities in Finland and globally – and has proved to be a valuable tool for local and regional stakeholders in their sensemaking process. Their ambition is to develop the tool into a software that can be scaled globally.

Further reading:

Voluntary Local Review – Implementation of the United Nations’ Sustainable Development Goals 2030 in the City of Espoo

Seven Steps to Strategic SDG Sensemaking for Cities

Photo: Mathias Malka/Unsplash

Förnyelselabbet

Förnyelselabbet was founded with a mission to work with user-driven innovation in order to meet complex social challenges, shaping methods and processes for this in working first on the reception of new arrivals in Sweden in autumn 2015 and onwards.

Good practices & Solutions

Operations include mapping of user needs and inclusion of stakeholders according to context. Users provide a substantial part of the background to problem formulations and analysis. The lab as a concept is valued highly because it allows for small-scale experimentation in multi- stakeholder innovation. Förnyelselabbet has furthermore established various smaller lab contexts of user interaction in several municipalities in and outside the Stockholm region in order to enhance the capacity of local stakeholders for working with social sustainability.

Related SDGs

3. Ensure healthy lives and promote well-being for all at all ages

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

16.7 Ensure responsive, inclusive, participatory and representative decision-making at all levels

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

Naturen på lika villkor

Studiefrämjandet is an adult educational association that offers education, lectures, workshops and cultural arrangements. They cooperates with municipalities and county administrative boards and investigates how accessible the outdoor life is and form recommendations on how to improve it. By helping municipalities to apply for fundings, actions to improve the outdoor life can be made.

Challenges

Individuals with functional variations are, still, in many ways excluded from nature areas and nature exploration, although experiencing nature and green areas is considered a fundamental human right.

Good practices & Solutions

Studiefrämjandet, a citizen-driven educational institution, co- initiated the application for funding for “Naturen på lika villkor” with NGOs Naturskyddsföreningen and Hjärnskadeförbundet (the Brain Damage Society) because they realised that they shared certain problem definitions and visions for change.

Further into the project, an associate of the Stockholm County Administrative Board accidentally learned about the project and became spontaneously intrigued by it after initiating a meeting with the coordinators from Studiefrämjandet the Administrative Board joined in as a funder and supporter of Naturen på lika villkor. Thus, the project has been cross-sectorial from the start. The project has since spawned a series of joint walks and events for promoting the expanded use of nature among the target groups, thus exploring ways of empowering and inspiring the various groups.

Related SDGs

3. Ensure healthy lives and promote well-being for all at all ages
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
11.4 Strengthen efforts to protect and safeguard the world’s cultural and natural heritage
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
14. Conserve and sustainably use the oceans, seas and marine resources for sustainable development
15. Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss
16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels

Openlab

Founded in 2013, Openlab is intended to be a neutral environment bringing together stakeholders involved in the following four selected challenge areas concerning the Stockholm region: sustainable urban development, healthcare, an ageing population, and education.

Although hosting many different activities, such as a co-working space for social entrepreneurs, a makerspace, a conference area, and an organic café, Openlab’s core operations consist of external process management and creative facilitation of innovation projects and a Master’s course (15/7.5 ECTS). The course involves students from the four partner universities in creating solutions together with the public sector and residents for improving living conditions using Design Thinking and agile (SCRUM) working methods. Openlab also educates professionals in Design Thinking methodology in order to foster innovative capacity in the region.

Re:Trout

As peri-urban and rural communities are struggling to maintain quality living conditions while simultaneously facing substantial ecological challenges, many ecosystems services, such as fishing, are gaining increasing amounts of attention.

Haninge Municipality participates in the Baltic project Re:Trout to realise its approach of restoring the often- depleted trout resources in creeks and streams (most notably the Vitsån creek) while empowering peri-urban stakeholders, both commercial and non-profit, in order to re-vitalise the peripheral parts of the municipality.

Fostering sport fishing in a commercially and ecologically sustainable way is the main challenge for the project. Project partners are sharing best practices as a way of promoting the shared outcome, the long-term ambition being more sustainable and jointly coordinated fishing tourism in the entire Baltic region. By bringing fishing associations and tourism companies into the discussion, Haninge hopes to foster new relationships, knowledge, and progress in keeping its archipelago and rural areas vibrant.

Related SDGs

8.9 By 2030, devise and implement policies to promote sustainable tourism that creates jobs and promotes local culture and products
11.4 Strengthen efforts to protect and safeguard the world’s cultural and natural heritage
14.4 By 2020, effectively regulate harvesting and end overfishing, illegal, unreported and unregulated fishing and destructive fishing practices and implement science-based management plans, in order to restore fish stocks in the shortest time feasible, at least to levels that can produce maximum sustainable yield as determined by their biological characteristics
14.4.1 Proportion of fish stocks within biologically sustainable levels
14.6 By 2020, prohibit certain forms of fisheries subsidies which contribute to overcapacity and overfishing, eliminate subsidies that contribute to illegal, unreported and unregulated fishing and refrain from introducing new such subsidies, recognizing that appropriate and effective special and differential treatment for developing and least developed countries should be an integral part of the World Trade Organization fisheries subsidies negotiation
14.6.1 Progress by countries in the degree of implementation of international instruments aiming to combat illegal, unreported and unregulated fishing

Södra Skanstull

Skanstull South is evolving into an area with reduced barriers for interaction and sustainable transport, while the pollution from surrounding traffic routes is being mitigated by positioning new buildings such that the backsides of the buildings are facing towards the roads. The Eriksdalsbadet swimming centre and the Trädgården music and arts hub are being supported and developed because they are deemed valuable meeting points for youth and people of other ages from all of south Stockholm, connecting residents from different areas and districts and helping to foster inclusion.

For the overall urban scheme, the city engaged three architectural firms in a parallel assignment. The best ideas were moulded together into the final concept (by one of the three firms). The different stakeholders were then asked to invite their own architects to pursue their projects within the overall framework. Thus, commitment from all stakeholders was secured. Meanwhile, local residents and civil and private organisations were involved in formulating needs and ideas for future development. Parts of Skanstull South belong to the civil defence infrastructure, which gives The Swedish Civil Contingencies Agency (MSB) an important say in its future use.

Related SDGs

3. Ensure healthy lives and promote well-being for all at all ages
7. Ensure access to affordable, reliable, sustainable and modern energy for all
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, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries
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
15.9 By 2020, integrate ecosystem and biodiversity values into national and local planning, development processes, poverty reduction strategies and accounts
16.7 Ensure responsive, inclusive, participatory and representative decision-making at all levels

Viable Cities

Viable Cities (VC) is a strategic innovation programme co-funded by several large agencies and hosted by KTH. The aim is to support research and innovation for smart sustainable cities, emphasising its role as a catalyst for collaborative efforts between different sectors in Swedish society. It also fosters commitment and participation from citizens and urban dwellers through urban development and digitalisation.

Sustainable innovative solutions are developed by VC within the following four focus areas:

Lifestyle & consumption
Planning & built environment
Mobility & accessibility
Integrated infrastructure

These developments are supported through the following five themes:

Testbeds & living labs
Innovation & entrepreneurship
Funding & business operations
Governance
Intelligence, cyber safety & ethics.

The programme today hosts some 50 participating organisations from all sectors. VC’s incentives are both local, national, and international, and its successful solutions and models are meant for large-scale implementation and export.

Related SDG

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.A Support positive economic, social and environmental links between urban, peri-urban and rural areas by strengthening national and regional development planning
17. 16 Enhance the global partnership for sustainable development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources, to support the achievement of the sustainable development goals in all countries, in particular developing countries
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Årstaskogen

Årstaskogen is a more than 150-year-old forest covering 57 acres in the Årsta area just south of Södermalm in central Stockholm with particular ecological significance to the city, hosting many endangered animal species and plants.

In June 2017, the City of Stockholm Development Administration (Exploateringskontoret) approved a report suggesting an altered border of the Årsta Forest Nature Reserve. Simultaneously, the City of Stockholm was planning the construction of 800–1000 apartments in the area outside these altered borders. This was the starting point for the protest network Bevara Årstaskogen (”Preserve Årsta Forest”, BÅ).

BÅ uses petitions, crowdfunding, traditional and social media exhibitions of the issue, and dialogue with high-level decision-makers in order to gain the attention and influence needed to preserve the nature reserve. For example, students of Stockholm University published a thesis on the subject. In January 2018, the City of Stockholm announced its decision to make Årsta forest an official nature reserve, which was not deemed sufficient by BÅ and other critics. A petition in June 2018 gathered 13 834 signatures according to the website. The Centre Party of Stockholm’s (then) political opposition announced the preservation of Årstaskogen as an election issue before the September 2018 local elections in the City of Stockholm, in which the party grew three- fold.

The main issue concerns the construction of apartments in what is considered a precious green area in south-central Stockholm; these apartments are also estimated to have high rental prices. Thus, local social and ecological values are perceived by BÅ to be under threat from an inconsiderate public administration. Instead, the initiative recommends making the nature reserve more accessible, e.g. by laying down pathways and putting upsigns, as well as generally prioritising building more affordable rental apartments instead of launching expensive construction projects on previously untouched land.

Related SDGs

11.4 Strengthen efforts to protect and safeguard the world’s cultural and natural heritage
15.1 By 2020, ensure the conservation, restoration and sustainable use of terrestrial and inland freshwater ecosystems and their services, in particular forests, wetlands, mountains and drylands, in line with obligations under international agreements
15.2 By 2020, promote the implementation of sustainable management of all types of forests, halt deforestation, restore degraded forests and substantially increase afforestation and reforestation globally
15.5 Take urgent and significant action to reduce the degradation of natural habitats, halt the loss of biodiversity and, by 2020, protect and prevent the extinction of threatened species
15.9 By 2020, integrate ecosystem and biodiversity values into national and local planning, development processes, poverty reduction strategies and accounts

eGOVLAB

eGovlab is a part of the Computer and Systems Sciences at Stockholm University. eGovlab is a place forging the future of inclusive governance – not just in theory but also in practice. They apply unconventional research frameworks and methods to visualise the impact of ICT on government transformation towards inclusion, transparency, efficiency and change management.

Good Practice & Solutions

As a testbed and an open innovation platform, eGovlab focuses on developing governance processes through digital and participatory approaches. It has thus developed a six-step methodology for co-creation and open innovation with stakeholders. eGovlab is part of about 20 different Interreg and other international or EU projects within the core themes of anticipatory and adaptive governance, public service redesign, and smart & sustainable communities.

Related SDGs

9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities
11. A Support positive economic, social and environmental links between urban, peri-urban and rural areas by strengthening national and regional development planning
17.7 Promote the development, transfer, dissemination and diffusion of environmentally sound technologies to developing countries on favourable terms, including on concessional and preferential terms, as mutually agreed

Frontrunners for Sustainable Innovation

The Frontrunners for Sustainable Innovation project is a collaboration between the science parks in the Stockholm region, including KTH and Openlab, with the goal of fostering new channels for digital, environmental, and life science SMEs to expand their operations and leverage.

Examples of such channels are market dialogues between stakeholders regarding particular issues and demands as well as innovation procurement. High importance is given to promoting digital services and products such as open data and IoT. By providing the involved science parks as testing and demo environments for relevant SMEs, the project aims to create better structures for sustainable innovation in the Stockholm region.

Related SDG targets

4.7 By 2030, ensure that all learners acquire the knowledge and skills needed to promote sustainable development, including, among others, through education for sustainable development and sustainable lifestyles, human rights, gender equality, promotion of a culture of peace and non-violence, global citizenship and appreciation of cultural diversity and of culture’s contribution to sustainable development
5.B Enhance the use of enabling technology, in particular information and communications technology, to promote the empowerment of women
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
9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities
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
12.8 By 2030, ensure that people everywhere have the relevant information and awareness for sustainable development and lifestyles in harmony with nature

Hållbar utveckling 2022 Initiative

Hållbar Utveckling is a platform offering education and knowledge exchange about sustainable development, particularly targeting SMEs, larger companies, and public institutions. It was founded in 2012 by CEO Helena Lindemark.

One notable initiative from Hållbar Utveckling is the 2022 InitiativeTM in which they invite organisations to participate in a planned 2022 manifestation of the 50-year anniversary of the first UN conference for sustainability, held in Stockholm in 1972. The 2022 Initiative aims to promote further matchmaking between users and problem-solving actors and networking between actors working for achieving the Agenda 2030 SDGs.

Konsten att skapa stad

Nacka Municipality hosts Scandinavia’s only employed urban creator. This is part of their ambition to use art and design skills in enhancing social-ecologically sustainable values of public spaces, for example in terms of attractiveness, diversity, inclusion, energy efficiency and safety. By bringing artists into co-creation with civil servants and private actors such as construction companies, the municipality hopes to achieve a higher level of citizen participation in urban processes.

There may be several reasons and purposes behind the effort and activity in the art of creating urban spirit. In short, it can be described as follows:

Create an attractive and innovative city
Putting lights on or pay attention to a place or event
Developing an identity of a place, street or area
Offer oases in the middle of the building
Enabling a ”dead” building or site
Create quality public place where people are happy and doing well
Create increased speed and cost

Related SDGs

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
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
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
11.2 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
16.7 Ensure responsive, inclusive, participatory and representative decision-making at all levels
16.B Promote and enforce non-discriminatory laws and policies for sustainable development

Hyresgästföreningen

Background
Hyresgästföreningen (Tenants association) is one of Sweden’s biggest popular movements. With their 540.000 member households they possess a resource of one million people being experts on living. As part of their philosophy, Hyresgästföreningen view their member households as a valuable resource and are happy to include them to participate in urban development processes. The sooner everybody participates – the better. Their work with sustainable urban development can be found in many different attributes and contexts. Hyresgästföreningen gladly participates as an important actor in societal development planning and processes.

Hyresgästföreningen’s Aims and Vision
Hyresgästföreningen believes in sustainable urban development and acts in accordance with that vision. It should be fun to live – this vision is applicable when planning all kinds of housing, businesses, services and meeting spaces. Hyresgästföreningen understands sustainable urban development as: Living cities and communities; Green structure and ‘blue areas’; Safe communities and cities; Diverse and attractive constructions. To achieve social sustainability, Hyresgästföreningen work in accordance with its own LITA-model (VISA in English) – Vivid, Inclusive, Safe and Attractive. By following the principle of LITA, positive outcomes related to economic and environmental sustainability will also emerge.

Social sustainability is achieved through ability to engage and influence in societal processes. It is of importance to capture the voice of the people and take into account and mirror the diversity of the society. Regardless of who you are and what your needs are, you have to be taken into account and be listened to. That will strengthen the possibilities to achieve sustainable development – according to the SDGs. Furthermore, environmental aspects also have to be taken into account in order to achieve sustainable urban planning. Green areas, vegetation and water presence are all important elements to the broader experience. Wildlife benefits from careful urban planning, people appreciate and want to live in such surroundings. By introducing ‘soft areas’, it will strengthen cities’ resilience by e.g. collecting rainwater or be adaptable to the effects deriving from climate change. It makes the city more resilient.

To plan cities after the LITA-model, we will create more sustainable, pleasant and attractive spaces for people to use. A well taken care of community sends out signals that people care about their local area and might even lead to a sense of being proud of living there. Some might view sustainable city planning as complication of an already complex process, however that is in fact the opposite. A sustainable approach provides framework and structure to urban planning, as well as enjoyment in planning the city together.

Study Circles on Sustainable Urban Development
Hyresgästföreningen has in cooperation with ABF Stockholm (Workers’ Educational Association) developed materials for study circles. The material is based on the LITA-model. Based on LITA’s four pillars, the purpose of the study circle is to discuss sustainable urban development. Participants will analyse the questions from their own neighborhood or occurring situations in their everyday life. The main goal is to give space for participants to discuss the questions based on their reality. Best practices in one neighborhood are not necessarily best practices when applied to another context. It is important to acknowledge those differences. It can be challenging visualising such nuances, still it is very rewarding and exciting in the end. The main idea of the study circles is to generate a forum where everyone can share their experiences and knowledge, while at the same time learn from each other. Democracy and participation are two pillar stones within the study circles, everybody should feel as if they have the opportunity to participate and contribute. This is what makes study circles a great working method to include citizens in the city planning process, as it is socially awarding, creative and promotes learning.

For more information about Hyresgästföreningen, click here.

For more information about Global Utmaning’s Sweden Local2030 Hub, click here.

WWF

WWF is the world’s leading independent conservation organization active in nearly 100 countries on six continents. Our mission is to stop the degradation of the earth’s natural environment and to build a future in which humans live in harmony with nature by:

conserving the world’s biological diversity
ensuring that the use of renewable natural resources is sustainable
promoting the reduction of pollution and wasteful consumption

Due to our wide reaching geographic and thematic approach to conservation, WWFs work is anchored in all three pillars of the sustainable development triangle: environmental, social and economic, enabling us to contribute to all 17 Sustainable Development Goals.

SDG 11 and 13: WWF is committed to increasing political leadership, public engagement and entrepreneurship to transform cities. Our aim is to support the creation and development of One Planet Cities around the globe – cities that enable all people to thrive and prosper while respecting the ecological limits of our one and only planet.

WWF created the One Planet City Challenge to highlight some of the world’s most ambitious and inspiring cities, and their innovative solutions to combating climate change and building resilience locally. Through this Challenge WWF aims to facilitate the sharing and replication of sustainable solutions in cities across the globe.

For more information about WWF, click here.

For more information about Global Utmaning’s Sweden Local2030 Hub, click here.

Photo: Chait Goli

Living Cities

Living Cities offers innovative solutions for inclusive, resilient and sustainable cities across the world. By working with the social aspects of urban development they want to create more inclusive and just urban spaces and alleviate differences in living conditions. Living cities work in partnership with communities, local governments, entrepreneurs, and civil society to develop cities for all within planetary boundaries. By supporting local governments, communities and community groups in planning and developing more inclusive and resilient urban areas, Living cities contributes to strengthening SDG 11. The work is located both in Sweden and in Asian, African and Latin American cities. Below follows a more detailed lists where Living cities are active:

Sweden: Stockholm, Botkyrka, Haninge, Tyresö, Malmö, Kramfors, Karlskrona, Visby.
Asia: Indonesia, Myanmar, India, Cambodia, Bangladesh, Nepal, Lao.
Africa: Kenya, Ethiopia, Rwanda, Tanzania, Uganda, Zambia.
Latin America: Brazil, Colombia, Chile and Argentina.
Middle-East: Iraq and Turkey.

Living Cities top 10 tips for implementing Agenda 2030:

Plan with people.
Let actions be guided by strategy.
Let strategy be informed by a proper analysis of needs and opportunities.
Don’t forget the social aspects!
Think holistically and develop integrated solutions across sectors and stakeholders.
Build on what is already there and work through existing structures.
Avoid project dependency.
Communicate!
Leadership matters!
Take action now – we don’t have time to wait.

For more information about Living cities, click here.

For more information about Global Utmaning’s Sweden Local2030 Hub, click here.

Sverige Bygger Nytt

The construction business is largely homogeneous, and most of its employees are white, Sweden-born males. The sector has a vast demand for a new workforce in the near future, and if this need is to be met recruitment must reach other societal groups than the current one.

Currently, hitherto marginalised groups such as new arrivals and women have felt reluctant to pursuing a construction career for various reasons. The main objective of Sverige Bygger Nytt is to enable employment of people of diverse social backgrounds within the Swedish construction industry. The Swedish Employment Agency was considered the most suitable owner of the project after an early workshop using the Logical Framework Approach, a toolkit used by the UN and the Swedish Development Agency to deconstruct a problem and build a solution. During the course of the programme, more accessible entry into the construction industry has gradually been realised for participating individuals.

Related SDGs

8.5 By 2030, achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value
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
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
11.1 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
11.A Support positive economic, social and environmental links between urban, peri-urban and rural areas by strengthening national and regional development planning
16.7 Ensure responsive, inclusive, participatory and representative decision-making at all levels
16.7.1 Proportions of positions (by sex, age, persons with disabilities and population groups) in public institutions (national and local legislatures, public service, and judiciary) compared to national distributions
16.7.2 Proportion of population who believe decision-making is inclusive and responsive, by sex, age, disability and population group
16.10 Ensure public access to information and protect fundamental freedoms, in accordance with national legislation and international agreements

Arkitekter utan gränser Sverige – Architects sans frontieres (ASF)

Background
ASF Sweden works for better access to safe, sustainable, equal and adequate development of the built environment for all – locally and globally. The purpose of ASF Sweden is to enable vulnerable communities access to architectural services, research and educational resources in order to increase their resilience and reduce vulnerability, discrimination and poverty. The goal is to create an environment that is safe, functional, and sustainable; provide spaces for the needs, desires and dreams; with consideration of local climate, resources, building techniques and materials. ASF contributes with professional support from architects, planners and other professionals. All projects are driven by a high level of participatory design together with local partners and in close collaboration with relevant groups and communities. Project evaluation and learning through exchange of experiences are essential qualities in all our projects.

Localizing SDGs – An inspiring example from Kingori, Tanzania
Econef is an independent non-governmental organization that aims to improve the standard of living for orphans in the Arusha area. The aim of the Children’s Center Project is to increase Econef’s independence and reduce its reliance on private donations. In accordance with ASF Sweden’s philosophy the new center is designed to be ecologically and economically sustainable and largely maintenance free.

The children’s centre has solar panels to create electricity, rainwater harvesting systems to collect water, and a biogas plant to produce cooking gas for use in the kitchen. Surrounding the buildings are plantations that will be used to grow food for the children, as well as areas for livestock.

The project is a collaboration between Architects Without Borders, Engineers without borders, Swedish architecture studios Asante Architecture & Design and Lönnqvist Vanamo Architects for Econef.

For more information about ASF Sweden and Econef, click here.

For more information about Global Utmaning’s Sweden Local2030 Hub, click here.

Glokala Sverige

Background
Glokala Sverige is a collaborative project funded by Sweden’s government agency for development cooperation (Sida). Together, the United Nations Association in Sweden, Swedish Association for Local Authorities and Regions, and International Centre for Local Democracy cooperate in enhancing knowledge as well as commitment in Swedish municipalities and regions for Agenda 2030 and the Global Goals. Presently, 181 out of 310 Swedish municipalities have chosen to participate.

Agenda 2030 Awareness Raising
Glokala Sverige emphasizes the holistic character of the Agenda 2030 and the Global Goals. They aim at inspiring their target groups to consider working with all Global Goals in a systematic way. Glokala Sverige’s strategy is to support Swedish municipalities and regions in implementing Agenda 2030. Therefore, they carry out a customized training for each municipality and region in the project – on location when possible, otherwise digitally. Regional meetings are held with municipalities in the area in question, for exchange and sharing of knowledge, ideas and experience. The conference Mötesplats Agenda 2030 is launched each autumn, for participants of the project as well as authorities, researchers and partners. Educational and inspirational material such as films, workshop toolkits and e-learnings are accessible on their website.

For more information about Glokala Sverige, click here.

For more information about Global Utmaning’s Sweden Local2030 Hub, click here.

Her City Diepsloot

LightSwitch

About LightSwitch
LightSwitch are specialists in designing, leading and facilitating knowledge sharing and innovation processes to tackle complex sustainability challenges. They have developed a unique approach combining knowledge sharing and innovation to scale solutions to new contexts, which has been successfully applied both in the framework of global partnerships between countries on clean energy as well as in climate-related projects at municipal level in Sweden. SDG 17 and particularly target 17.6 ‘Knowledge sharing and cooperation for access to science, technology and innovation’, lies at the very heart of LightSwitch’s mission.

LightSwitch’s relation to localizing SDGs
LightSwitch is dedicated to catalysing planet-positive impact at all levels – from international policy development to concrete action at local level – through actionable knowledge sharing, co-creation and innovation. LightSwitch’s collaborative learning method is flexible and can be used to capitalise on existing knowledge and co-create new solutions suitable for implementation in virtually any context. It focuses on learning and capacity building for the participating individuals and organizations and takes into account key aspects related to leading change efforts for sustainability.

SDG 17.6 underpins LightSwitch’s efforts to deliver planet-positive impact. Since their knowledge sharing and innovation projects are primarily focused on accelerating the transition to a renewable energy system and other key areas of climate action their efforts also address the development of SDG 7.a ‘Promote access to research, technology in clean energy’ and 13.3 ‘Build knowledge and capacity to meet climate change’ on a local level. LightSwitch works extensively with municipalities on various sustainability-related themes and contributes therefore also to SDG 11 ‘Make cities and human settlements inclusive, safe, resilient and sustainable’.

Municipality ‘Climate Leadership Programme’ in Sweden
Engaged by Fossil Free Sweden, LightSwitch has designed, led and facilitated a deep-dive collaborative learning process between six Swedish municipalities (Helsingborg, Umeå, Uppsala, Växjö, Örebro and Östersund) especially selected as pioneers in regard to public procurement as an instrument for climate action. The process supported the municipalities to identify and share knowledge and experiences with each other on both challenges and successful procurement methods and approaches. The process initiated Fossil Free Sweden’s Climate Leadership Programme on public procurement, which aims to find ways to radically reduce Swedish municipalities’ climate emissions through new innovative ways of using the public procurement instrument.

One of the most important tools for Swedish municipalities to significantly reduce climate emissions is through their public procurement of goods and services. Fossil Free Sweden set up the Climate Leadership Program to support municipalities to set tougher climate requirements in public procurement and to work in tandem with the businesses and sectors who have committed to becoming fossil free in Fossil Free Sweden’s sector roadmaps.

LightSwitch designed and facilitated a deep-dive learning and co-creation process, based on logic of the LightSwitch method, consisting of four full-day workshops and three interlinked home assignments. The method includes both elements of knowledge sharing and co-creation of new ideas, and is designed to enable the participants to take concrete action in terms of implementation of learnings in their respective organizations.

At the conclusion of the collaborative learning project the participating municipalities had developed and received constructive feedback on draft action plans to develop methods and approaches to move towards fossil free public procurement. The action plans were based on the learnings and new ideas developed during the process and were all customised to the unique contexts of each participating municipality.

LightSwitch’s relation to SDG targets
LightSwitch’s work relates to SDG targets:

17.6 – Knowledge sharing and cooperation for access to science, technology and innovation

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

13.3 – Build knowledge and capacity to meet climate change

12.7 – Promote public procurement practices that are sustainable, in accordance with national policies and priorities

11.6 – Reduce the environmental impacts of cities

For more information about Global Utmaning’s Sweden Local2030 Hub, click here.

Nordregio

About Nordregio
Nordregio is a leading Nordic research centre for sustainable regional development and planning, established by the Nordic Council of Ministers. They conduct applied research and Nordic-European knowledge exchange for policymakers and practitioners. Nordregio’s primary focus areas are: Sustainable rural development and aging population; Urban planning for green inclusive cities; Regional innovation, resilience and green transition; and Multi-level governance (regional reforms and strategies).

Webinar Series on Local SDG Implementation in the Nordics
In 2018/19, Nordregio published a report mapping Nordic frontrunners in SDG work at the local level and hosted a Nordic knowledge exchange on how to organize the Agenda 2030 work in regional and municipal authorities. As a follow-up, they just arranged a webinar series with six programmes on local implementation of certain SDGs (climate, digitalization/innovation, gender/inclusion, sustainable consumption and production, sustainable cities, plus monitoring and evaluation). Nordic municipalities and regions were invited to share and discuss good practice examples, solutions and remaining challenges in their work. The seminar series is available on Nordregio’s YouTube channel and was funded by the Nordic Council of Ministers.

For more information about Nordregio, click here.

For more information about Global Utmaning’s Sweden Local2030 Hub, click here.

Sharing City Seoul

Seoul proclaimed its Sharing City Seoul Project on September 20th, 2012, along with a plan to conduct sharing projects closely related to the lives of citizens, and to create and diffuse the base for the sharing. Seoul sees the Sharing City Seoul project as social innovation measures that have been designed to create new economic opportunities, to restore reliable relationships, and to reduce the wasting of resources with a view to resolving urban economic, social, and environmental problems all-together. Seoul’s policy for becoming a sharing city aims to encourage the private sector to lead the way in exploring different areas of a sharing economy, while the local government is endeavouring to create infrastructures for the Sharing City Seoul Project and to promote and support sharing activities that are undertaken by the private-sector.

Challenge

Encouraging and facilitating citizens to adopt the new lifestyle of sharing goods and services to a higher extent, is a key challenge. Programs of educational events to raise awareness must be continuous – to ensure that interest, participation and efforts from all levels are ongoing and not just a passing fad.

Good practices and solutions

The Sharing City Seoul Project has four main objectives and targets: 1) Sharing allows the city to gain more benefits with fewer or less resources since it enhances the usefulness of resources. For example, the construction of a new building for community residents’ gathering will require a huge budget to secure sufficient space. If citizens are able to share the meeting rooms and auditoriums of the city hall, offices, and citizen centres that are vacant at nights and during weekends, however, they can use such spaces for gathering within a short distance without spending too much money. 2) When the sharing economy becomes reinvigorated, it can create new jobs and added values. Furthermore, citizens of the city may earn additional income by lending their idle resources to others at adequate prices. For example, they could earn additional monthly income by leasing their empty rooms to foreign tourists. 3) Sharing can contribute to the recovery of the disappearing sense of community, increasing interpersonal exchanges and restore broken relations since sharing promotes a trust-based, reciprocal economy. 4) Sharing contributes to resolving environmental problems created by excessive consumption. Sharing allows one resource to be used by a number of people, thereby effectively boosting the utilization. Furthermore, sharing connects resources to people who need them, which also reduces waste.

Outcomes & Opportunities

The initiative has certified 50 sharing projects that provide people with an alternative to owning things they rarely use, and given grants to a number of these projects. Certified projects range from local car-sharing company SoCar, and websites like Billiji that help people share things with their neighbours, to schemes that match students struggling to find affordable housing with older residents who have a spare room. One great results of the project are the increasing participation of citizens. Moreover, Seoul has opened up almost 800 public buildings for public meetings and events when they aren’t in use and Sharehub has organized a large public engagement and education campaign with conferences, seminars, reports and a book.

Related SDG targets

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 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.
12.C Rationalize inefficient fossil-fuel subsidies that encourage wasteful consumption by removing market distortions, in accordance with national circumstances, including by restructuring taxation and phasing out those harmful subsidies, where they exist, to reflect their environmental impacts, taking fully into account the specific needs and conditions of developing countries and minimizing the possible adverse impacts on their development in a manner that protects the poor and the affected communities.

Photo: © Ryoji Iwata/Unsplash

Be Circular – Be Brussels

On 10 March 2016, the Government of the Brussels-Capital Region adopted the Brussels Regional Program for a Circular Economy 2016- 2020. The program aims to transform environmental objectives into economic opportunities; relocate the economy to the Brussels area in order to produce locally whenever possible, reduce travel, optimise land use and create added value for Brussels inhabitants and create opportunities for employment. In order to trigger the transition to a circular economy in the region, the program recognise the need to involve start-ups and small businesses. To increase the interest for circular economy among start-ups, self-employed citizens, small business and non-profit organisations, Brussels launched the initiative Be Circular – Be Brussels.

Challenge

Be Circular – Be Brussels was set up to accelerate the Brussels Regional Program for a Circular Economy 2016 – 2020, focusing on circular economy as a means for business development for start-ups and small scale business. Focusing exclusively on small business, the initiative addresses the challenge of how small-scale producers, start-ups and self-employed can find time and resources to develop the capacity for a circular economy. Larger companies, it was argued, tend to already have access to the resources and knowledge to instigate their own move towards more sustainable ways of working, whereas smaller firms need financial and business support.

Good practices and solutions

Be Circular – Be Brussels is a joint initiative by the city agencies Brussels Economy and Employment, Brussels Environment and Impulse.brussels. The initiative was designed as a one-stop-shop for entrepreneurs seeking information, support or funding for circular economy projects.

Be Circular – Be Brussels has three goals: 1) to support innovative business ideas; 2) to identify projects that would have a lever effect on the development of the circular economy; 3) to advance public support for different models of this new economic exchange and production-system, such as the reuse of waste and the collaborative economy.63 As such, the Be Circular – Be Brussels is a regional funding platform supporting the circular transformation in the Brussels-Capital Region.

Outcomes & Opportunities

As a governmentally owned funding platform for circular economy, Be Circular – Be Brussels is able to combine both top-down and bottom-up approaches harnessing insights from the business community understanding their needs and opportunities while also having governmental assistance and financial support. This to support the circular transformation of the Belgian business community. The first call for funding was launched in 2016, 41 proposals were submitted – far more than expected. Out of these entries, 8 were chosen related to a diverse range of industries including food, construction, IT, design and retail. Those submitting proposals could also ask for free methodological support ahead of submission to make their proposed activity more circular.

Related SDG targets

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.
9.B upport domestic technology development, research and innovation in developing countries, including by ensuring a conducive policy environment for, inter alia, industrial diversification and value addition to commodities.
11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries.

Photo: © Bethany Beck/Unsplash

Co-creating community engagement

Mindspace is a non-profit organization founded in 2011 that focuses on urban revitalization in areas such as social innovation, smart city concepts and knowledge management. Currently, the main project is Rákóczi Square Market Hall’s (Rákóczi téri Vásárcsarnok) revival in the eighth district of Budapest.

Challenges

Budapest’s eight district has a history of prostitution and crime, which nowadays is less of an issue but still affects the areas bad reputation. However, the eighth district is still struggling with poverty, negative gentrification consequences and challenges due to disintegrated and ethnically diverse community. The Rákóczi Square Market Hall has encountered many problems among which are vacant business premises, uncompetitive prices and products, and, consequently, a decreasing number of customers; but it’s still the heart of the district and a great place for starting the neighbourhood’s (and the market’s) revitalization.

Good practices and solutions

The bottom-up practices that have guided the work of Mindspace have been targeted at local community engagement and building their involvement and trust. All the activities offered are free and open to everyone. Many locals and newcomers get the opportunity to socialize, educate them self and relax at the many creative workshops, acoustic concerts, community breakfast etc. The project is a dynamic and experimental experience that aims to create interpersonal connections. One motivational factor is the revitalization and reintegration of the neighbourhood which sparks a great enthusiasm in the local community resulting in a lot of volunteer help and input from local businesses as well as citizens. Mindspace has become a bridge between the public and the market operator, creating a platform for co-operation. Business establishments and buildings surrounding the marketplace that was previously empty, are now occupied thanks to the successful initiative. The local community has become more open to the idea of change and now turns to Mindspace for tips. Some of the activities of the revitalization process include community eating and get together in the market hall, a festival that brings together locals, friends, urban experts and artist, a pop-up co-working space and concerts in vacant shops.

Outcomes & Opportunities

One lesson learnt is that the community wants a slow, continuous, persistent effort that is spread out over time. Also, for a sustainable revitalization that covers the needs of the local community, it is important to consider the local, social, cultural and historical characteristics – it is of utmost importance to get to know the local people, and from there help them change by providing a fun experience.

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.
17. 17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships.

Photo: © Humphrey Muleba/Unsplash

Circular Island

In 1997, Samsø set the goal to be 100 percent energy self-sufficient within 10 years and in 2004 the island reached the goal, ahead of time. The transformation of Samsø from a carbon-dependent importer of oil and coal-fuelled electricity to a pioneer of renewables started when the island won a competition sponsored by the Danish ministry of environment and energy. The agency was looking for a showcase community that could prove, the then freshly announced Kyoto target to cut greenhouse gas emissions by 21 percent was, in fact, achievable. Since 2004, Samsø has continued to act as a pioneer in the wider field of sustainability with a clear target set on becoming fossil free by 2030 and circular by 2050.

Samsø Energy Academy, an organization and a meeting place on the island, has played a key role in this journey – binding together the local people, NGO’s, farmers, businesses and local politicians in a strong network.

Challenge

Meeting the goals of carbon neutrality and sustainable use of resources, requires a holistic societal approach uniting citizens, producers, agencies and organisations in a shared vision for a green transition. A holistic approach is necessary but it is also a challenge since it requires acceptance and knowledge. Therefore, it is crucial to increasing the general knowledge of local residents and make all sectors active participants in the decision-making process, to realise the master transition plan.

Good practices and solutions

Samsø’s green transition has, since 1997 when the journey began, been divided into three phases with different thematic focal points and scopes.

The first phase, Island 1.0 Utopia is possible (1997-2017), focused on sustainable energy systems, which today are partially owned by the residents of the island. With an investment of 468 million kr. (US$73 million), the island is now 100 percent self-sufficient with renewable energy, and have a negative CO2 footprint of minus 3.5 tons per resident.

The second phase, Island 2.0 This IS difficult (2007-2030) is focused on phasing out all fossil fuels by 2030. This involves careful planning, arranging themed meetings, upgrading existing wind turbines, replacing oil furnaces with heat pumps, and advising residents and businesses to reduce their use of electricity and heat.

The third phase, Island 3.0 Common Sense (2011-2050) is focused on the recycling of resources and circular economy. The entire island community needs more knowledge to make informed decisions about technologies and economic investments, decisions that are based in a circular mindset and that accelerate the transformation towards a circular island economy.

Outcomes & Opportunities

Experiences from Samsø’s green transition has shown that working with sustainable development is a special type of developmental work that requires venturing into new territory, heading into uncharted waters. It takes community and collaboration models developed by practitioners. It requires a certain kind of leadership and a leader who know the local communities. The empowered community that has been established in Samsø is a proven source of success for the green transition on the island. One example of Samsø’s green transition success is the islands CO2 emission. Danish CO2 emissions as a whole were 7.4 ton per inhabitant, while Samsø islanders emitted minus 1.4 ton – 8.8 ton less than the average Dane.

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

Photo: © Michal Kubicek/Unsplash

Circular Economy Partnership

The transition towards a more circular economy brings great opportunities for Europe and its citizens. It is an important part of our efforts to modernise and transform the European economy, moving in a more sustainable direction. There is a strong business case behind it which enables companies to make substantial economic gain and become more competitive. It delivers important energy savings and environmental benefits. It creates local jobs and opportunities for social integration. Cities will play an essential part in the transmission of the economy.

Challenges

The Partnership on Circular Economy has identified several barriers and bottlenecks regarding the use of secondary raw materials (recycling) or products (re-use) originating from waste streams. In the Partnership, this has been presented from a public procurement perspective, a consumer perspective, a waste management perspective, as well as a business enabler perspective. Besides a lack of awareness for existing sources of funding and financing for circular economy investments and the conditions for accessing and/or blending them, cities and funding institutions often lack knowledge on how to assess, design and set up funding programmes and/or schemes for circular economy projects.

Good practices and solutions

Kaunas city is an active partner in the Urban Agenda for the EU Circular Economy Partnership. Cities play an essential role in the development of a circular economy; they act as enablers of potential measures by which they can influence both consumers and businesses. In order to develop the concept of a circular economy within cities there are other themes that can not be overlooked, such as; overall governance, enabling businesses, public procurement, consumption and resource management.

Outcomes and opportunities

By establishing a practical roadmap, cities are enabled to develop an urban resource management plan. In this roadmap, the three main elements of resource management will be incorporated; a) mapping of resources and resource flows, b) brokerage facilities to bridge the gap between supply and demand; and c) the monitoring of results. Supporting businesses and local authorities to identify their waste or by-products, diverting them away from the waste streams and using them as secondary resources for new products, will contribute to a more efficient resource management that is economically sound in terms of value creation. This may help speed up a city’s transition to a circular economy in terms of resource efficiency, lowering environmental impact, and creating new economic activity and jobs. The Partnership has identified that an urban resource management plan could be an important tool to achieve this.

Related SDG targets

17.6 Enhance North-South, South-South and triangular regional and international cooperation on and access to science, technology and innovation and enhance knowledge sharing on mutually agreed terms, including through improved coordination among existing mechanisms, in particular at the United Nations level, and through a global technology facilitation mechanism.
11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries
9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities.

Photo: © Jonas Jacobsson/Unsplash

Partnerships for urban industrial symbiosis

Urban Baltic Industrial Symbiosis (UBIS) is a regional cooperation project financed by the European Regional Investment Fund, Interreg South Baltic. The project focuses on developing pilot cases of industrial symbiosis, learning about the industrial symbiosis concept and spreading knowledge in order to inspire new symbiosis sites in the South Baltic region.

Industrial symbiosis is the mutually beneficial exchange of waste and by-products between different parties. Based on ecological mutualism and nutrient flows within an ecosystem, industrial symbiosis requires collaboration between different stakeholders within a relatively small geographic proximity. Developing capacity and finding opportunities to develop cross-sectoral and public-private industrial symbiosis is an opportunity for both private and public companies to increase their profitability and competitiveness by reducing the cost of resources, while at the same time being substantially more environment-friendly by reducing the use of material and production of waste. As such, industrial symbiosis is a business model and method based on circular material flows and circular economy.

Skåne Energy Agency, a regional energy agency in the south of Sweden, and a department within the non-profit organisation Skåne Association of Local Authorities, is the lead partner of the UBIS project. Together with ten partners in five countries (Poland, Lithuania, Denmark, Germany and Sweden) the project developed tools and recommendations by learning from existing industrial symbiosis plants, project members that already have knowledge and experiences of industrial symbiosis, and from five pilot investments that are carried out as part of the project.

Challenge

Trust, knowledge and procedures of cooperation are some challenges that have to be overcome when developing business models for industrial symbiosis that are both a profitable and resource efficient means of creating more circular economic flows. Trust concerns the fear of being too dependent on the resources of other actors in the symbiosis. There is a lack of knowledge on many levels, about the industrial symbiosis itself, the opportunities it presents and about legal implications. Procedures of cooperation refer to the need for building long-term relations, transparency and information sharing between the actors involved in the symbiosis, something that is often missing.

Good practices and solutions

The project is a good example of how to combine the experiences of already established industrial symbiosis sites and production systems, and how to use those to develop guidelines, recommendations and methods in order to support a greater expansion of circular economy through industrial symbiosis practices . It is also a good example of building cross-sectoral and regional partnerships to support the practical expansion and utilization of circular economy.

The UBIS project works directly with five pilot investments that serve as the testing ground for the project. These are:

• The City of Malmö, Sweden: The objective for the city of Malmö in the UBIS project is to develop a soft pilot planning tool. The aim is to map the industrial symbiosis streams, such as heat and cold, various materials in Malmö harbour for example, and digitalise into a GIS-layer. This will be a helpful tool in identifying opportunities and marketing the possibilities with industrial symbiosis.

• Kalundborg Utility, Denmark: Kalundborg Utility will complement the services already available to the industrial symbiosis in Kalundborg. This expansion includes the possibility to supply cost-effective surface water for production with an all-year-round constant temperature.

• Gdańsk University of Technology, Poland: The major task of the Gdańsk University of Technology will be to identify groups of enterprises suited for collaboration within an industrial symbiosis system in the Pomeranian region in Poland. A particulate task will be waste energy sharing among companies. For this purpose, a Spinning Fluids Reactor-based mobile system is proposed for low temperature heat recovery from various types of power generators.

• The municipality of Bjuv, Sweden: “Urban Health” by industrial symbiosis involves identification and analysis, city planning and implementation. By using the residual heat from local industries, the municipality can create new, healthy, and social environments for people in urban areas.

• The municipality of Silute, Lithuania: Silute will develop municipal waste storage by installing new infrastructure for collection of waste so that it can be recycled and get a second life as new raw material

Outcomes & Opportunities

Where the project stands at the moment, it has developed a series of publications with methods and recommendations on how to overcome some of the challenges involved in expanding and developing new sites for industrial symbiosis in the BSR. The project has developed:

• An Evaluation Tool to evaluate the potential for industrial symbiosis in a specific site.

• A Decision Tool to help stakeholder find opportunities and make sustainable decisions.

• A Business Model to help stakeholder find profitability and sustainability through industrial symbiosis solutions.

Related SDG targets:

9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities.
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.
17.6 Enhance North-South, South-South and triangular regional and international cooperation on and access to science, technology and innovation and enhance knowledge sharing on mutually agreed terms, including through improved coordination among existing mechanisms, in particular at the United Nations level, and through a global technology facilitation mechanism.

Photo: © Mårten Björk/Unsplash

The Smart Map

In 2016, the City of Gothenburg, Sweden, took initiative to develop an interactive map for its citizens to gather a multitude of happenings, events, initiatives and projects aimed at supporting a more sustainable lifestyle. The initiative is a partnership between the public and private sector and the people and is therefore reliant on local organisations to provide services and citizens to report their activities to the map. The map aims to make it easier for citizens of Gothenburg, as well as visitors, to live more sustainably. The map encourages more inclusion, facilitates new ways of linking up, and promotes access to shared services with the purpose to provide sustainable and resource efficient alternatives to mainstream services and products. For example, people are encouraged to find alternatives to consumptions, such as sharing and lending. The maps is open source and is continuously evolving, any citizen or organisation can propose new initiatives.

Challenges

It should be easy to live sustainable lives but for citizens looking for alternative services or more sustainably produced products, it can be a challenge. In the City of Gothenburg, as in all cities, there are a lot of different organizations, citizens and companies that strive for more sustainable choices. They are each working in their respective fields to realise that vision, whether it be as a private citizen with great knowledge on bike repairs, a grocery store that is looking for ways to limit food waste, or an organisation repurposing old clothes for people in need. In order to make their activities fruitful and realise their vision at large, they need to be connected. Hence, the map serves as a good tool to link these users together and create a community that cocreates the information offered on the platform.

Good practices and solutions

The Smart Map highlights current and upcoming activities and networks throughout the city. The map works as a community where people can interact and promote their services and solutions to a greater audience. For example, the map shows different “swap services”, lending services for toys, clothes and machinery, bike repair shops, carpools, work and event spaces. By connecting people with different needs and solutions, the map facilities more sustainable ways of living for the citizens of Gothenburg. The maps has categories such as; food, knowledge, meetings, mobility, spaces, things and transaction types. The map is design in a way that the makes the search functionality very flexible, allowing users to search for initiatives by name, sector or activity. As a user, one can also browse the ongoing activities in your area or be inspired by projects in another part of the city.

Outcomes & Opportunities

To publish information on the map, the initiative must fulfil a number of criteria (number 1-5 are compulsory):

1. Open to everyone or limited to a particular block or group of residents
2. Items and services are provided free of charge (or at cost price)
3. Be a local community actor
4. Facilitate urban commons and accesses, rather than ownership
5. Promote renting, sharing, exchanging, borrowing and giving, rather than purchasing and selling
6. Promote exchange between private individuals
7. International companies are not allowed if they are not a cooperative

What is presented on the map is also decided through joint consultation between the association Collaborative Economy Gothenburg and the City of Gothenburg Consumer and Citizen Services Administration and are founded on their collective values and common remit. Anyone can submit a proposal by completing a ‘Add an activity’ form. Activities are then selected through a discussion between the project owners.

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.
11.6 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.
12.C Rationalize inefficient fossil-fuel subsidies that encourage wasteful consumption by removing market distortions, in accordance with national circumstances, including by restructuring taxation and phasing out those harmful subsidies, where they exist, to reflect their environmental impacts, taking fully into account the specific needs and conditions of developing countries and minimizing the possible adverse impacts on their development in a manner that protects the poor and the affected communities.

Photo: © Jonas Jacobsson/Unsplash

Mistra SAMS

Mistra SAMS (Sustainable Accessibility and Mobility Services) is a transdisciplinary research programme and platform for investigating obstacles and opportunities regarding the transition to sustainable transport, mobility, and accessibility in urban environments. Through two on-going living labs in Stockholm, participating residents contribute in testing apps and other ideas for changing the conditions for urban travelling, for example, in order to increase the amount of travelling outside regular rush hours.

Challenge

Sweden’s vision is to become the world’s first fossil-independent country. A tough challenge that requires a number of new solutions. To get there we must, among other things, have a vehicle fleet that is independent of fossil fuels at its latest in 2030 according to the Swedish Transport Administration. That is not the only challenging goal in the transport and environmental field. The Paris climate agreement places additional demands on new solutions, as well as a decision in the City of Stockholm that car traffic must decrease despite the increase in occupancy. In order for the congestion and emissions in major cities not to become unmanageable, it is necessary that we receive a reduced demand for car-borne transport and an optimized use of the existing infrastructure.

Good practices & solutions

Mistra SAMS’s vision is that by 2030, Sweden will have reached accessibility and mobility in the metropolitan regions that contribute to achieving the sustainability goals, and which at the same time meet the needs of broad user groups through new accessibility services. The program initially examined successful accessibility and mobility services available in other countries to find good examples.

Mistra SAMS studies digitally supported services for accessibility and mobility, to understand their potential to transform society and contribute to sustainability. The aim is to provide insight into insights into public actors’ possible roles and means to influence new accessibility services and platform technology. Which pathways are open to public actors, and which are the effects of those pathways on long-term sustainability targets?

The programme is hosted and managed by KTH Royal Institute of Technology in close cooperation with VTI Swedish National Road and Transport Research Institute.Together with its partners, Mistra SAMS conducts innovative research on the transformation of accessibility in primarily an urban environment.

Related SDGs

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
9.5 Enhance scientific research, upgrade the technological capabilities of industrial sectors in all countries, in particular developing countries, including, by 2030, encouraging innovation and substantially increasing the number of research and development workers per 1 million people and public and private research and development spending
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

Hagastaden

Challenges

With Stockholm growing rapidly and new housing demanded, largely overlooked and underused areas still exist close to the urban centre. One such area is Haga, in part consisting of a large green area (Hagaparken) and in part the vast Karolinska University Hospital complex including the adjacent health science university of the Karolinska Institute. It is also the border zone between the municipalities of Solna and Stockholm, hitherto mainly used as a highway cluster.

Because the healthcare system and life science fields will face tremendous challenges in future decades due to a rapidly ageing population, with increasing amounts of multiple diagnoses requiring decades of treatment, the needs for further research and innovation on this matter are dire. Stockholm already has a vast cluster of health science research, innovation, and education in this area, pointing to the potentials of further expanding this cluster.

Good Practices & Solutions

The huge Hagastaden development project is guided by “Vision 2025”, seeking to create the largest centre for life science in the world. Most of the 100+ life science enterprises operating in Stockholm would now be located close to, or choose to relocate to, the area of Hagastaden. The project assembles three of the largest universities in Stockholm into a life science cluster with 50 000 workplaces while building mixed forms of housing for 6000 people and developing adjacent parks and green areas. The two main highways running through the area will be built into tunnels to minimise sound pollution. The innovative waste management system is inherited from Hammarby sjöstad.

Several parks and recreation areas already exist nearby, such as the widespread Hagaparken, Bellevueparken, and Karlbergsparken. These will now be connected through Hagastaden and made considerably more accessible. One of the buildings is the first to ever achieve the highest rate of the green building certificate BREEAM, “Outstanding”.The new park of Norra stationsparken will be a slim, long park with considerable proximity to cafés, shops, and restaurants.

Outcome & Opportunities

A new underground station will be built in the centre of Hagastaden, as Stockholm County Council is constructing a new subway line going from Odenplan in west central Stockholm to Arenastaden in Solna, approximately 5 km, planned for 2019–2025. This will promote public transport in favour of less sustainable transport and will further connect diverse city districts and municipalities.

Art, intertwined with architecture and landscape, plays a significant role in the shaping of the new living area. Emanating from the concept of life science and “the cornerstones of life”, the objects and milieus created are meant to reflect Hagastaden’s scientific image. This was made through the 2014–2015 project ArtResLab Hagastaden, in which researchers and artists co-created outlines for Hagastaden by exchanging knowledge about each other’s fields.

Hagastaden has had limited involvement of residents and civil actors in the planning process, the exceptions being certain dialogue meetings and a hackathon with students coordinated by Sweco. Instead, it has focussed on a cross-sectorial collaborative process

Related SDGs

3. Ensure healthy lives and promote well-being for all at all ages
4.7 By 2030, ensure that all learners acquire the knowledge and skills needed to promote sustainable development, including, among others, through education for sustainable development and sustainable lifestyles, human rights, gender equality, promotion of a culture of peace and non-violence, global citizenship and appreciation of cultural diversity and of culture’s contribution to sustainable development
5 . Achieve gender equality and empower all women and girls
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
9.5 Enhance scientific research, upgrade the technological capabilities of industrial sectors in all countries, in particular developing countries, including, by 2030, encouraging innovation and substantially increasing the number of research and development workers per 1 million people and public and private research and development spending
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. 4 Strengthen efforts to protect and safeguard the world’s cultural and natural heritage
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
11.A Support positive economic, social and environmental links between urban, peri-urban and rural areas by strengthening national and regional development planning

#UrbanGirlsMovement

Because urban development has to become more equal, inclusive, and participatory, the think tank Global Utmaning and UN-Habitat, the United Nations Human Settlements Programme, developed the innovation project #UrbanGirlsMovement (UGM). The project aim was to improve living conditions for girls and young women in rapidly growing, socio-economically vulnerable urban areas through feminist urban planning. The methods developed in #UrbanGirlsMovement were found to especially support implementation of SDG 3, 5, 10, 11 and 17 of the 2030 Agenda.

#UrbanGirlsMovement charts good examples and supplies new methods and suggestions for feminist urban development. The thesis ”build the city for girls, and it will work for everyone” was tested in Fittja, Botkyrka municipality and involved young girls who produced concrete proposals on how Fittja could become more inclusive for everyone. The girls used, among others, the Block by Block method developed by UN-Habitat. Further, the computer game Minecraft was used as a tool for citizen dialogue and co-creation. The methods and computer game proved to be good tools for making urban planning more inclusive.

Challenges

Planning a city by considering the needs of its young female inhabitants is acknowledged as a way of creating a more just and socio-economically equal society that works for everybody. Creating prerequisites for inclusive public spaces, where people of all genders, ages, and socio-economic groups are comfortable in spending much of their time, is crucial for creating an including city without segregation. However, Sweden, much like other countries, is still mainly planning its cities based on the needs of the current middle-aged generation and largely without taking particular needs of women into account, while the importance of gender equality and digitalisation for urban planning are being increasingly highlighted. Even though this insight is shared by authorities in Stockholm, few actors seemed to have the experience or insight to apply it in urban planning processes.

Elin Andersdotter Fabre, responsible for the Sustainable Cities Program of the think tank Global Utmaning, was contacted by some of these actors for advice on the concept of feminist urban planning. This concept has recently made its way into Swedish political discourse, especially with the 2014 election of the centre-left government branding itself as being outspokenly feminist. Realising that knowledge about gender-equal urban planning was yet very much an unexplored area, Elin decided to map good international examples of this phenomenon in order to bring the best practices to Stockholm.

After gaining a sufficient amount of knowledge on the subject, Global Utmaning chose the municipality of Botkyrka south-west of Stockholm as an innovation space for the project since it had an image of being socio-economically underdeveloped and segregated. Global Utmaning and Botkyrka Municipality successfully applied for funding for a public space development project with the objectives of including young girls of Botkyrka as co-creators of innovative solutions to enable an active and secure life within these spaces.

Good practices and solutions

A well-established urban development actor, Global Utmaning had a significant network of experienced organisations and individuals from the start. The expert and reference groups include over 20 actors from all societal sectors and with different expert knowledge. Merging these established actors with insights from the participating and very young users created a unique potential for producing new knowledge on urban planning. One notable synergy effect was the experts’ input about ecological consequences on the suggestions from the users, enabling a more just and green urban development. “It is easier finding experts within all sectors with knowledge about ecological matters than about social matters, so that part is not a concern.”

Rather than hastening to action, the process permitted a long period for investigating and clarifying the needs that actually required urgent addressing. Going through all the relevant SDGs and their challenges and their consequences required considerable time but meant that the remaining work was much more facilitated than it would have been otherwise.

An expert group representing all sectors was involved before the funding had been granted in order to co-create as solid a project as possible: “Co-creation does not start in the planning phase, but rather already during the application for funding.” Co-creation and collaboration across disciplines and sectors is considered essential for creating policy and strategy recommendations with long-term systemic effects.

Outcome and opportunities

The objectives were reached in the form of 3D models of public spaces, used as starting points for architectural layouts. An ”Urban Girls cube” was built during the summer of 2019, where some of the proposals were tested with promising results. The implementation has not been secured yet because the municipality is responsible for initiating construction. This, in turn, is dependent on the success of the planned policy dialogue, which is aimed at both national and local governance as well as other relevant actors. The policy dialogue will significantly inform institutions previously ignorant of the concept of feminist urban planning.

Lessons learned and recommendations

Co-creation does not always guarantee commitment, and asking the right questions to the various engaged partners is also important for securing their continued participation. Such questions include “Which method should we use in order to have a good support of the process?”; “How many hours are we supposed to spend on this?”, etc. Asking these questions makes people feel more participating and committed and less like part of a senior advisory group. In co-creating problem definitions as well as solutions, it is important to let go of prestige while remaining empathetic. Enhancing the voice of those with the least resources, i.e. the participating girls, must also be made a priority in order to make sure that the municipality meets its responsibility in implementing their solutions.

The holistic perspective, in which #UrbanGirlsMovement could be considered a key example, is heavily dependent on the constellation of the particular group working with the project. This is also a regard in which co-creation processes fail unless they manage this challenge. Moreover, having the right people is often more valuable than having the right expertise because commitment is essential to the whole process. This is, as mentioned above, mainly a question of having composed a solid network before co-creation begins.

An extensive inventory of basic needs within urban development projects is of great importance if we are going to reach the 2030 Agenda. #UrbanGirlsMovement has taken a great deal of inspiration from participatory design and planning processes in cities like Nairobi and participatory projects in Kibera, in which the most basic needs such as livelihood or sanitation are emphasised.

Related SGD targets:

3. Ensure healthy lives and promote well-being for all at all ages
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
5.B Enhance the use of enabling technology, in particular information and communications technology, to promote the empowerment of women
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
11.2 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
11.7 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
11.A Support positive economic, social and environmental links between urban, peri-urban and rural areas by strengthening national and regional development planning
11.B 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
17.6 Enhance North-South, South-South and triangular regional and international cooperation on and access to science, technology and innovation and enhance knowledge sharing on mutually agreed terms, including through improved coordination among existing mechanisms, in particular at the United Nations level, and through a global technology facilitation mechanism
17.16 Enhance the global partnership for sustainable development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources, to support the achievement of the sustainable development goals in all countries, in particular developing countries
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

C/O City

C/O City is about connecting and assessing ecosystem services (ESS) for development in urban environments. It has substantially contributed to spreading knowledge about ESS, which is a social- ecological concept that can be applied to various societal sectors, including private businesses, building companies, non-profits and policy-makers.

Challenges

Ecosystem services (ESS) are functions within the ecosystem that improve or sustain the well-being of mankind. Among these services are pollinating insects, leisure from green areas, and purification of water and air. Green infrastructure refers to various areas and connections of natural life and wildlife contributing to maintaining these services.

Difficulties of ESS being included in city development processes, as well as the fact that biodiversity was greatly discussed within city development without mentioning the human benefits of this diversity, triggered the launching of C/O City. Connecting ESS to the development of green infrastructure in the building process would therefore create better conditions for sustainable urban development. The newly developed area of Norra Djurgårdsstaden (also featured in this report) became the central location of the project, and the development of the area invited a range of R&D projects to enhance its sustainable features. The C/O City project was carried out in three stages, beginning with a pre-study conducted by U&WE, a consultancy bureau promoting socially and ecologically conscious enterprises. This was followed by the City of Stockholm carrying out the main work during stage 2, and then presenting and promoting the results during the last stage.

Good Practices & Solutions

The project nurtured a co-creative approach between the participating actors, although citizens were not part of it at any stage. The approach used no explicit tool or method to achieve its co-created solutions but employed the collaboration consultancy firm LÄNKA as facilitators during kick-offs, seminars, and for general process support.

As mentioned above, the three stages activated different partners. Whereas U&WE provided expertise on the variety of relevant actors, projects, and already existing businesses working with social and environmental innovation, the public servants from the City of Stockholm provided the main expertise on planning and construction processes. The Sweden Green Building Council, a non-profit organisation, provided a vast network of construction companies and building certification systems for implementing ESS as a relevant part of these systems. However, a conscious strategy from the start was to co- produce knowledge, so environmental and other relevant expertise from researchers and U&WE as well as the operational expertise of the municipality and construction actors were integrated during the course of the project. Participatory dialogue was likewise consciously not included; the results from the project would instead serve as a tool for facilitating future participatory dialogue processes, particularly within city development and construction programmes.

Outcome & Opportunities

C/O City managed to include the concept and evaluation of ESS into the programme of Citylab, a certification system for sustainable housing created by the Sweden Green Building Council. The Excel-based tool Grönytefaktor för allmän platsmark (GYF AP), used for quantifying the values provided by different types of green areas, was also introduced into the green certification process and presented in a report. C/O City decided to continue operations as a non-profit organisation through the digital platform Hållbar stad beginning in 2018. Moreover, several public authorities and municipalities now have ESS included as part of their mission. On a broader level, C/O City has substantially contributed to spreading knowledge about ESS to various societal sectors, including private business, building companies, non-profit organisations, and policymakers.

“ESS” is a social-ecological concept, making it more suitable for sustainable urban development than the hitherto more commonly used “biodiversity”. The concept has virtually exploded in recent years and is rapidly becoming a general guiding variable used in the context of city planning.

Lessons learned & Recommendations

Communicating the concepts of ESS and green infrastructure in a pedagogical manner was a great challenge. Lack of willingness to be influenced by others proved too significant an obstacle for one of the actors who left the project in its third and final stage.

Existing legislation constituted another stepping stone when, for example, building green roofs (due to fire risk). Promoting the modification of policies thus became an additional part of the project.

Devoting one year almost exclusively to discussion concerning objectives, vision, and principles was worthwhile, although it demanded a firmly held belief in the fundamental idea of the project. Getting researchers on board is also vital to such projects. The project was successful because the stakeholders managed to achieve a shared goal, with each actor having an interest in promoting the project.

Having different actors sitting “on the same side of the table” for once was empowering with regards to the objectives of C/O City. Such collaborations between construction companies and municipalities are fairly unusual, but these created a level of mutual understanding that proved essential for the project’s outcome.

Related SDGs

11.4 Strengthen efforts to protect and safeguard the world’s cultural and natural heritage
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
15.5 Take urgent and significant action to reduce the degradation of natural habitats, halt the loss of biodiversity and, by 2020, protect and prevent the extinction of threatened species

Datasmart

Challenges

According to the annual investigation Svenskarna och Internet (Swedes and the Internet), an overwhelming majority of the population seemed to experience little or no difficulties using the Internet and its various tools. However, it turned out that SCB did not sufficiently include people with functional variations, which led the investigation to conclude that almost no one experienced difficulties as a result of those variations. According to functionality NGOs, their members experienced severe difficulties in using Internet tools, suggesting that contemporary Internet and smart technology design favours normative functionalities in society, thus effectively excluding a large proportion of the population (up to 15–20%). Even a smaller percentage suggests a substantial challenge in terms of democracy and possibilities for a transition to smart and energy efficient urban development.

In order to confront this challenge, new tools needed to be developed because no actor had previously been concerned with designing for various physical and cognitive functionalities. Actors from functionality NGOs and Stefan Johansson, a PhD from KTH and founder of the accessibility specialist start-up company Funka teamed up to address this issue together with Begripsam and the development company Access Lab. Begripsam had evolved as a project funded by Arvsfonden and Konsumentverket 2013–2016 and had mapped and framed the problem as viewed by the target groups. Begripsam then evolved into an NGO and a private company working with cognitive accessibility. The commonly agreed objective between these actors was to design prototypes of products or services facilitating Internet participation among certain target groups of individuals with functional variations. Chosen target groups were cognitive variations and visibility due to especially challenging conditions with regards to using the Internet. The DataSmart project was then initiated in 2017.

Good Practices & Solutions

DataSmart initially conducted data collection and then proceeded to develop data visualisations. Individuals of the stakeholder groups have been involved in testing prototypes all through the course of the project. However, because individuals within the target groups are unable to test prototypes due to their cognitive functions, alternative forms of visualisation have to be employed. Thus, various cognitive pedagogues are being hired to facilitate the testing process, one notable example being theatre-like scenarios of exposing target groups to the prototypes. Metaphors have also proven to be a successful alternative pedagogic tool. Thus, knowledge is created jointly regarding what works for the target groups.

Another issue being managed in DataSmart is democracy within the stakeholder constellation. The target group suffers from obvious limitations in exercising influence over the process, putting firm demands on Begripsam and the other designer actors to make efforts to empower them. Target group participants lack reading and writing skills, but for example they can make choices on which colour schemes to use in prototypes. The guiding principle has been to let target groups make decisions whenever possible if this serves the common objectives. Complete democracy and co-creation, however, is deemed unachievable in this process. At this point, the process has potentially been more time and resource consuming due to the particular preconditions of the target groups, but had they not been sufficiently included in the design process the end results would risk being inapplicable.

Social interaction such as joint meals, as banal as it might seem, proved to be crucial for enabling cooperation among the participants for various reasons; target group members are usually lacking in money and therefore risk going hungry, which would affect their capacity for participating, whereas the designers involved revealed – at least initially – a strong prejudice towards working with the target groups. Joint meals and other forms of interaction substantially mitigated these conditions and the designers renounced much of their previous skepticisms towards working with individuals who were notably different from the norm.

Outcome & Opportunities

The data collection phase generated the insight that about 40% of people with functional variations experience difficulties using the Internet. One reason why previous enquiries did not satisfyingly generate this insight turned out to be that questions were posed in a way that individuals with certain cognitive diagnoses were unable to understand and answer.

DataSmart has subsequently designed two user-friendly and iteratively tested products for gathering data from the target groups regarding their Internet use. Discussions with KTH Innovation regarding the scaling up and commercialisation of these products are currently on-going. Moreover, the data collection phase has suggested that corresponding errors are being made when statistically investigating various issues other than functionality and Internet use, demanding more initiatives similar to DataSmart.

Lessons learned & Recommendations

Stefan Johansson from Funka stresses the importance of curiously exploring a diversity of methods rather than attaching oneself to one designated method. Furthermore, self- reflection and self-critique is a fundamental part of DataSmart’s process, for example, with regards to participation; are the stakeholders really involved or are only certain groups or individuals able to use the tools with which the process is carried out? The answer needs to develop out of a co-creative process and be re-evaluated regularly as the various phases of the process in iterative loops are tested. It may become apparent that one actor is given considerably less time or resources than others. Providing the means of influencing the process and its decisions to those with little resources is key to achieving lasting results for the end users and to realise the main objectives in a project such as this. This in turn requires less conventional ways of operating, i.e. experimenting. The level of involvement consciousness expressed in DataSmart is likely due to the participants having such unalterably asymmetrical prerequisites and resources.

Related SDGs

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
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 urbanisation and capacity for participatory, integrated and sustainable human settlement planning and management in all countries

Grow Smarter

Grow Smarter (GS) was initiated in 2015 by the Environmental Department of the City of Stockholm to use the opportunity renovate existing buildings and areas into models for more energy efficient, smart, and sustainable communities.

Challenges

Following the Paris agreement in 2017, cities all over Europe have set similar corresponding goals for sustainable development, including a heavy reduction of fossil fuel emissions. By 2040, the City of Stockholm aims to become fossil free and the world’s smartest city, next to its general ambition to be a city “for everyone”.

Stockholm has been reducing its fossil fuel emissions since 1990. Realising the ambitious goal of zero emission is, however, steadily becoming more challenging because previous achievements can be classified as “low hanging fruits”. Reaching zero emissions requires both innovative and large-scale adjustments of housing, transport, and infrastructure systems.

Many cities launch innovative sustainable urban development programmes to solve these issues, such as Norra Djurgårdsstaden in Stockholm (as, in previous decades, Hammarby Sjöstad). To accelerate this effort, however, cities experience a need to team up with industrial actors in targeting the already existing housing stock. Stockholm’s building boom during the 1960s generated many apartments that are now in need of renovation, as is the case in other European cities. Grow Smarter (GS) was initiated in 2015 by the Environmental Department of the City of Stockholm as an opportunity to renovate existing buildings and areas into models for more energy efficient, smart, and sustainable communities. These models are then meant to support a “Full roll-out in European cities” of successful solutions.

Project manager Lisa Enarsson at the City of Stockholm Environmental Department has previous experience from a similar pilot project in Järva (Hållbara Järva) in north-west Stockholm. Together with Jonas Eriksson, contributing previous experience in EU development and a holistic perspective, a 1.5 year long EU funding application process began and eventually yielded a substantial sum for a 5-year project. The project involves partner cities Cologne and Barcelona because they share a similar outlook and problem formulation.

The goals of GS include creating 1,500 new work opportunities in Europe while reducing energy use and greenhouse gas emissions by 60% in each testbed area.

Good Practices & Solutions

“We at the [Stockholm] Environmental Department … are driven towards bringing Stockholm into a more sustainable future – even though we don’t have any resources! We are not the ones building houses … Therefore, we are rather good at applying for money.”

A local housing cooperative in Årsta participated in testing solar panels and an energy measuring device designed to reduce housing electricity use and costs. Members of the cooperative shared their experiences and the value provided by the solutions within GS with other residents and cooperatives in the area, for example, during GS’s “Recycling Day” event.

Although Stockholm did not join this initiative, Cologne introduced a community reporter, meaning a local citizen reporting on the progress of the solutions being tested.

It is also important to note that the EU commission has been a target for GS because part of the project has been to try to scale and spread its good practices. A policy-driving aspect has been central to the project, possibly contributing to its success.

Outcome & Opportunities

“What we do is not ‘rocket science’, but rather doing all parts at the same time, that is both [that we] supplement insulation, change windows, check the ventilation system, get a system together, and [adjust] heat pumps to recirculate the heat … Not just taking one part by itself if you are going to reach the whole way up to 60% [emission reduction].”

GS has generated a package of 12 “smart solutions”, divided into the main areas of low energy districts, integrated infrastructure, and sustainable urban mobility.

Examples of solutions include:

– Low heat loss windows.

– Isolating water pipes to reduce heat loss.

– Recycling drain water.

– Energy-efficient apartment lights.

– Energy-efficient elevators.

– A logistics centre to reduce transports.

– A “leaving home button” reducing energy output in apartments.

– Outdoor lights dimming in response to human presence, also turning off completely during low-activity hours of the day.

– Sustainable Delivery: all deliveries are stored in a designated room in every house, which recipients can enter using a unique code through an app.

– Cameras and sensors anonymously monitoring movement during large-scale events at the adjacent Tele2 Arena in order to improve available data for event attendants when searching for efficient travel home.

– Providing traffic priority to organic fuel-driven trucks.

– Smart traffic solutions: a device informs drivers of private cars which speed they should maintain in order to avoid having to stop for red lights.

– Improved infrastructure for electrified cars.

– Developing a universal sign for e-car charging, bicycle rental, and organic fuel stations.

GS is being scaled, and 12 similar projects are now initiated, coordinated, and collaborating throughout Europe. This may be due to GS demonstrating its solutions in many cities and exhibitions across Europe.

Lessons learned & Recommendations

GS is the first example of the Environmental Department working this closely together with private companies. The project has thus evolved into a learning process, discovering synergies between these sectors. Furthermore, IESE Business School has provided many companies with new insights from a scientific, interdisciplinary point of view. It is noted and acknowledged, however, that the project overall lacks much of a social approach, although this is not completely overlooked.

The fact that the project had access to a substantial amount of funding early on seemingly made it appear more credible to partners, partially explaining the high number of participating actors in the process.

However, with some solutions having been successful, new challenges have arisen in their wake; an example has been the newly installed heat-saving windows being unable to relieve the outside windows of frost during the long and cold winter, thus reducing visibility and light inflow.

Another example of the challenges of producing solutions within a wider and complex system is that of waste management. Envac introduced a new local waste management system using bags of different colours separated optically in order to increase efficiency of waste sorting. However, the nearest waste management station with the capacity of optically sorting these bags is currently located in Eskilstuna, approximately 110–120 km from Årsta. This naturally calls for introducing equivalent stations closer to the local area, which is currently being looked into.

Initially, some protests occurred due to the announcement of rent increases in the area. While the local rents were indeed substantially lower than those of other adjacent areas, and the renovation in itself being the main reason for the raise (rather than the GS project), this might have contributed to a reluctance towards participation in GS on behalf of local residents.

Related SDGs

7.1 By 2030, ensure universal access to affordable, reliable and modern energy services
7.2 By 2030, increase substantially the share of renewable energy in the global energy mix
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
11.3 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
11.7 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
11.A Support positive economic, social and environmental links between urban, peri-urban and rural areas by strengthening national and regional development planning
13.2 Integrate climate change measures into national policies, strategies and planning

Digital Demo

Challenges

The public sector of Stockholm and Stockholm County needs new forms of partnership to manage some of the most urgent challenges of today and the approaching future decades. Increased pressure on health services, a diminishing supply of fresh water, and an increasing percentage of elderly are a few examples of problems that public actors can no longer handle on their own. In order to secure a socially and ecologically sustainable city, technological solutions need to be developed using a combination of academic, commercial, and practical knowledge. Digital Demo Stockholm (DDS) was initiated by KTH and the two major public actors in the region, the City of Stockholm and the Stockholm County Council. The purpose was to generate innovative solutions to societal problems using digital techniques and to establish lasting structures for trans-sector partnerships in the region.

The companies involve, of which many were already established partners of KTH and its education programmes, had a particular interest in accelerating digital innovations in order to demonstrate these to their many visitors from all over the world. Stockholm, with its relatively small population, is not an important market for any of the companies itself, but rather is an exhibition arena for global investors.

Good practices & Solutions

Forming a think tank consisting of partner representatives, DDS decided to match its demos against an already existing challenge-driven inventory of societal challenges in the City of Stockholm. These challenges were broken down into workshops during which a number of possible demo projects were picked out. The industrial partners assumed a project managing role for each demo and then applied for funding from Vinnova’s R&D programs. Openlab supported DDS with a process manager, using Design Thinking as a chosen methodology for creating innovative solutions. Testing, evaluating, refining, and re-testing is thus a regular process throughout the DDS operations and its demo projects.

“DDS … is more like a big learning process than it is a project”

DDS is heavily dependent on commitment from the leadership. Being a cross-sectorial collaboration, it demands more of its participating individuals than it would if run by only one actor. The steering group has to be ready to intervene in case there is no progress.

The procurement of innovative products and services faces obstacles from Swedish legislation. To tackle these obstacles, DDS appointed a policy council with the specific task of clarifying the necessary legal, operational, and commercial frames in which the partners need to operate.

Outcome & Opportunities

In 2018, DDS had six on-going independent demo projects: iWater, Tech Tensta, Smarta lås (Smart Locks), Smarta trafikljus (Smart Traffic Lights), Safe user-centred healthcare and social care in home environments, and Energy Efficient Healthcare. The results have been tested and presented, for example, in May 2018 at Openlab.

Lessons learned & Recommendations

Each participating actor needs to acknowledge the benefit they gain from the partnership. Municipal politicians need to understand the value of them achieving political leverage from innovation within DDS; business leaders need to see that they attract investors even though not achieving direct gains from the process; and researchers need to appreciate the relationships and networks that they build during the process.

Related SDGs

4.7 By 2030, ensure that all learners acquire the knowledge and skills needed to promote sustainable development, including, among others, through education for sustainable development and sustainable lifestyles, human rights, gender equality, promotion of a culture of peace and non-violence, global citizenship and appreciation of cultural diversity and of culture’s contribution to sustainable development
6.4 By 2030, substantially increase water-use efficiency across all sectors and ensure sustainable withdrawals and supply of freshwater to address water scarcity and substantially reduce the number of people suffering from water scarcity
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
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
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
9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities
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
11.6 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.B 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
12.2 By 2030, achieve the sustainable management and efficient use of natural resources
12.6 Encourage companies, especially large and transnational companies, to adopt sustainable practices and to integrate sustainability information into their reporting cycle
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

Design for sustainable co-creation

Back to the Land 2.0 is an international multi-disciplinary design course about re-connecting urban activities with rural activities as one way to enhance food culture and security. Using a collaborative creative learning platform for preparatory work, and in a live week together shaped by the Theory U process, students will learn together with international experts and local partners engaged in food systems.

Good Practices & Solutions

As an innovative way of creating and managing sustainable food systems through creative disciplines, Konstfack University college of Arts, Crafts and Design coordinates an international course consisting of creative methodology learning integrated with real life testing of solutions. The course teaches and uses the Theory U-process, a model developed at MIT for transformative leadership in organisations. The fundamental statement on which the theory is based is that the inner and deeper mechanisms of leadership are a “blind spot” and need to be discovered.

The process consists of five stages: co-initiating, co-sensing, presencing, co-creating, and co-evolving. Co-initiating means to build common intent and engagement through dialogue and listening to other participants’ wishes. Co-sensing is an observing stage in which relevant places and stakeholders are approached, listened to, and analysed. Presencing is the problem-formulating stage in which the process connects its observations to its initial inspiration and will. Co-creating is a prototyping stage of designing solutions in real life situations. Co-evolving means achieving impact on a macro scale, in this case by reaching out to the particular organisation as a whole.

Outcome & Opportunities

The first half of the course consists of individual preparatory work, followed by an on- site, collaborative workshop series lasting one week. During the second half, students share their insights and co-create with the local stakeholders and other actors such as leading international and national experts.

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
11.3.2 Proportion of cities with a direct participation structure of civil society in urban planning and management that operate regularly and democratically
11. A Support positive economic, social and environmental links between urban, peri-urban and rural areas by strengthening national and regional development planning
11.B 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
12.2 By 2030, achieve the sustainable management and efficient use of natural resources
12.7 Promote public procurement practices that are sustainable, in accordance with national policies and priorities

Rosendals Trädgård

The project has transformed and cultivated 2000kvm of land, at the organic café Rosendals Trädgård. This is an attempt to change the narrative of sustainable food production and to develop a sustainable food box out of the cultivation testbed.

Challenges

A just, global food production regime allows for each human being to cultivate 2,000 square metres of land. Currently, however, the distribution of land is asymmetrical and is focussed on maximising output while minimising cultivation spaces, contributing to nutrition shortage and “welfare diseases” as well as to eutrophication in the Baltic Sea, for example. Moreover, the debate around farming in Sweden is polarised between conventional versus ecological farming. There is a need to change the narrative from one positioning humans as victims and/or perpetrators to having a transformative role. 2000 kvm (English: “2000 sq. m.”) explores the overlooked concept and narrative of regenerative farming within the just space of 2000 sq. m. in an open environment located at the organic café Rosendals Trädgård. Thus, Rosendals Trädgård attempts to create means for developing both innovative business models and healthy sustainable meals for tomorrow’s cities, while re- writing the narrative of sustainable food production and visualising transformative scenarios. The concrete purpose of the project is to develop a sustainable food box out of the cultivation testbed.

Good Practices & Solutions

The team of 2000 kvm are conscious of the challenges emanating from initiating such a project. The design process in itself is rigidly structured. The project does not employ pre- designed methodologies but instead utilises three overarching structures to design and facilitate the co-creative process. First, the project’s theoretical starting point is to work with Systems Change in Open Networks, taught within GAIT (Guild of Agents for International Transformation). Many of the involved individuals share experience from GAIT, thus facilitating a common understanding.

Second, achieving a common basic view is prioritised. In order to have a functioning team, utilising official team contracts based on established joint principles is key to achieve an inclusive culture for diverse experiences and epistemologies, as one generally tends to work with like-minded individuals if principles are not outspoken.

Third, a non-coercive principle is emphasised because it is considered necessary for change processes to be voluntary and interactive. People need to be integrated and involved into the change process.

Starting from these overarching structures, methods are designed according to each structure and operation in a flexible way. The same goes for the people involved; depending on which actors are required in a certain phase, the translation of knowledge – and, consequently, the level of ambition – needs to be continuously adjusted.

The concept “Take care of your square” – with regards to global justice and planetary limits – was coined as guidance for everyone involved in testing the 2000 square metre testbed.

Outcome & Opportunities

As the 2000 sq. m. food box is realised, the expectation is that it will eventually expand into a commonly embraced concept, complementary to currently acknowledged sustainable diet options. Another expectation is that this will contribute to regenerative farming becoming an alternative to the aforementioned dichotomisation in the current discourse around sustainable farming.

Lessons learned & Recommendations

Goals of co-creation processes are not likely to be met if calculations do not include time and resources being set aside for developing the co-creative process as an acknowledged practice. Co-creation is dependent on stakeholders “owning the change process not being required to translate their thinking to the concepts of researchers”, while the researcher needs to respect the narrative of these stakeholders to be met in the co-creation process. Thus, funders need to put higher demands on these aspects; otherwise, researchers or other project coordinators might end up ruining the transformative process.

Other more general challenges for co-creation for sustainable development are the lack of concepts and vocabulary, but equally so the lack of co-creation as a practical craft. Knowledge of these aspects is usually non-existent, even though many prefer and encourage working across sectors and diverse stakeholder groups. The reason for this is that there are no professional requirements for initiating co-creation; it is open for everyone.

The creative sector – art, design, and other cultural crafts – is a valuable asset to foster co-creation. However, using artists and scientists together might be deemed unprofessional and even “fudged”, and this is a risk that might prevent some actors from enabling full co- creation.

Nature must be present in co-creation processes such as 2000 kvm, either through research, a certain space, or a craft because the work being done refers to a constellation involving both humans and nature.

Using and targeting public procurement as a means of enhancing and scaling results is a proven asset, at least within sustainable food innovation.

Related SDG targets

2.4 By 2030, ensure sustainable food production systems and implement resilient agricultural practices that increase productivity and production, that help maintain ecosystems, that strengthen capacity for adaptation to climate change, extreme weather, drought, flooding and other disasters and that progressively improve land and soil quality
2.4.1 Proportion of agricultural area under productive and sustainable agriculture
3.9 By 2030, substantially reduce the number of deaths and illnesses from hazardous chemicals and air, water and soil pollution and contamination
11.A Support positive economic, social and environmental links between urban, peri-urban and rural areas by strengthening national and regional development planning
11.B 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
12.2 By 2030, achieve the sustainable management and efficient use of natural resource
12.7 Promote public procurement practices that are sustainable, in accordance with national policies and priorities
12.8 By 2030, ensure that people everywhere have the relevant information and awareness for sustainable development and lifestyles in harmony with nature
15.9 By 2020, integrate ecosystem and biodiversity values into national and local planning, development processes, poverty reduction strategies and accounts

eRoad Arlanda

eRoad Arlanda tests an electrified road in order to create knowledge needed for a national implementation, the test road connects Arlanda Airport with Rosersberg logistic area, a distance of 10 km of which 2 km are being electrified.

Challenges

Roughly 10% of Swedish annual CO2 emissions emanate from the transport of goods. The Swedish government has set a goal of fossil fuel-independent transport by 2030. However, road-bound transport is expected to increase with 59% by then. The challenge rests on providing new sustainable means of supporting the growing number of transport vehicles. One innovative technique enabling this ambitious prospect is the construction of electrified roads. Today, electrified vehicles are dependent on large batteries due to the small number of charging stations. If the vision of an electrified Swedish main road network is realised, batteries can be made much smaller and thus more sustainable, because charging batteries at stations will become largely obsolete for vehicles using the main national and regional highways.

eRoad Arlanda tests an electrified road in order to create knowledge needed for a national implementation of this solution. The test road connects Arlanda Airport with Rosersberg logistic area, a distance of 10 km of which 2 km are being electrified. The main vehicles using the road are larger trucks transporting goods, mainly from the state-owned main Swedish postal service PostNord. A large number of participating organisations contribute in various forms to the outcome of the testing area.

With so many actors involved, the consortium is dependent on structured co-operation and joint vision. This is in turn to some extent dependent on personal chemistry and individual engagement. Also, functioning regulations and standards for partnerships such as e-Road Arlanda are not yet sufficiently explored, leaving many questions unanswered.

Another challenge is the fact that potential customers are not demanding electrified roads, partly since it is an innovation and therefore unexpected, and partly for reasons unknown. This has proved a challenge for the mind-set of many of the actors involved because they need to firmly believe in the potential of the solution even without customers considering it.

The concept of innovation procurement poses a challenge due to its complexity, and for example lawyers of NCC are still having difficulties fully understanding what it means. Moreover, future financing is not completely secured because high speed trains are currently receiving more attention regarding funding on a national political level.

Good Practices & Solutions

The Swedish spearheading actors of e-Road Arlanda were Gunnar Asplund of Elways and the large construction company NCC. While Elways was the main innovator and developer of the electrified road technology itself, they lacked resources needed to test the roadway, which was supported by NCC.

After the Swedish Transport Administration procured the innovation of electrified roads from Elways, the prospect took on more large-scale proportions and a consortium was established for developing a test project of electrifying a longer portion of a road. The Dutch company E-Traction was an important actor in this regard because they provided the truck that was first used, whereas the company ABT was given the main responsibility for the group of vehicles. Together they used their expertise to prepare the tests. Sigtuna Municipality leased the road used for testing, previously mainly used by the police.

With many of the main actors being heavily business oriented, the idea of integrating the customer’s perspective into the collaboration project is ever-present. Equally important and common knowledge to most of the actors are the aspects of risk-taking, uncertainties, multi-organisational partnership constellations, and complex problem-solving. These prerequisites significantly aid the progress of e-Road Arlanda. With NCC being the main organising part, their experience and stability in leading projects and multi-organisational partnerships is well needed, apart from their more obvious knowledge on related material aspects such as asphalt and roads: “The facility itself is not rocket science”. The Swedish Transport Administration serves as the main steering and guiding part, but the operations themselves are managed by the various actors according to their specific expertise.

Outcome & Opportunities

Regardless of the final assessment of the test road, the opportunities for scaling up are already relatively clarified. If 5000 km of the most trafficked roads and highways – out of a total of roughly 20 000 km of roads in Sweden – were to be electrified, CO2 emissions from heavy transport is estimated to be reduced by 50%. Furthermore, the new technology would be integrated into existing infrastructure, a welcomed cost-saving procedure. Safety for drivers, cyclists, and pedestrians alike is believed to be further enhanced by e-roads, particularly when combined with autonomous vehicles.

Lessons learned & Recommendations

In a consortium of such a variety of actors and routines, it is especially necessary to be precise and clear when formulating ideas and statements. When dealing with a large spectrum of competences, it is essential to try and remain a specialist and not act as a general expert. Keeping the consortium well functioning is key because innovation projects tend to attract the attention of naysayers and sceptics, and allowing the partnership to suffer or funding money to run out could mean a backlash from outside disrupting the progress and perhaps even halting the very implementation of the innovation itself. For similar reasons, keeping good relations and dialogue with key public authorities is essential because the success of the project is dependent on their approval.

Patience is considered another virtue to technology innovation because testing processes require unusual amounts of time before generating productive outcomes, and every step taken needs to be verified: “Expect the unexpected”.

An important lesson learned is that Sweden traditionally puts much faith in the vehicle industry, with large companies like Scania and Volvo. However, due to their primary interest in selling as many of their old models as possible before they become out-dated, they were not considered as partners in e-Road Arlanda. Instead, infrastructure and transportation actors were the ones mainly approached.

Related SDGs

3.6 By 2020, halve the number of global deaths and injuries from road traffic accidents
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
11.2 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
14.1 By 2025, prevent and significantly reduce marine pollution of all kinds, in particular from land-based activities, including marine debris and nutrient pollution
15.9 By 2020, integrate ecosystem and biodiversity values into national and local planning, development processes, poverty reduction strategies and accounts

Enable Stockholm: Flaten Lake

Flaten area has been in a transition phase for the past few years and it has been the largest nature reserve in Stockholm since its founding in 2005. The focus of the project is on gathering data and knowledge about the specific conditions in Flaten and subsequently sharing these results within the larger Enable project (in which Stockholm’s Flaten is one of six cases in different cities).

Challenges

Urban areas undergoing substantial changes and restructuring pose challenges regarding how to navigate natural resources in relation to local residents. The Stockholm case of the EU-funded research project Enable investigates the prerequisites for optimising the value of green and blue infrastructure in the rapidly changing area of Lake Flaten. The largest nature reserve in Stockholm since its founding in 2005, the Flaten area has been in a transition phase for the past few years. This has called for an investigation into how nature is being (and could be) used for recreation as the surrounding society gradually changes, while still maintaining its rich ecological qualities. In order to produce this knowledge, local stakeholders are approached on a broad level, although each actor participates on its own terms.

The project is largely focused on gathering data and knowledge about the specific conditions in Flaten and subsequently sharing these results within the larger Enable project (in which Stockholm’s Flaten is one of six cases in different cities). Thus, the results are mainly meant to provide value for the future development of Flaten Lake and are not generalisable. However, the methods evaluated during the process will be potentially applicable in a larger context, as well as certain aspects of the research results.

Good Practices & Solutions

The research process is designed to entail testing of a participatory resilience assessment adapted to an urban context. Thus, the project is both a learning process regarding the issues stated above as well as a meta-learning process, i.e. an exploration of participatory research methods. Knowledge is co-produced with researchers, public servants, individuals, associations, communities, and other stakeholders around Flaten Lake through a work package of citizen research, workshops, enquiries, and follow-ups and regularly updating participants while preserving results along the way. Each phase is designed so that all participants are able to give feedback on a personal level, largely avoiding group-based evaluation (and thereby risking consensus).

Obstacles for co-creation between actors often appear in the form of time, and voluntary organisations and individuals cannot always show up during the same hours as public servants and researchers. There are also numerous latent and active conflicts between some of the participating stakeholders, whether related to the project or not. Some participants are public servants and architects responsible for designing new local construction projects and are likely to receive critique when encountering local residents: “When things are being built, someone will always be displeased about it.” This creates a tension that needs to be taken into account so as not to jeopardise the overall objectives.

To logistically manage a chequered group of stakeholders with diverse schedules, interests, and resources, discussions are conducted parallel to one another and never with all stakeholders present at any single time. However, the leading actors have made sure that stakeholder groups inform one another regularly so that everyone has access to the same information. Furthermore, several different processes are designed to be going on simultaneously, thus enabling diverse forms of involvement. Although the research process has been prepared in advance, some aspects of the process are being altered according to needs along the way because not all prerequisites of all stakeholders can be foreseen.

A quite different potential stepping stone for the future application of the results is the fact that no decision-makers have been part of the project, hence there is a lack of a policy- driving aspect. This has not been a definite decision, but rather a consideration due to limited resources.

Outcome & Opportunities

As mentioned, the main outcomes are aimed at an academic context – mainly producing articles presenting project results – and less towards a policy-development process. However, having managed to bring so many local residents, businesses, and activities on board throughout the research project might potentially increase locals’ interest and commitment in developing the lake and nature reserve. Moreover, the process’s learning outcomes might be acknowledged as a substantial basis for future action-oriented research processes aiming at bringing in practitioners for producing knowledge for sustainable cities.

As part of the project, a review article published in 2017 highlights the apparent knowledge gap between decision-making for enhancing urban ecosystem services through green infrastructure and biodiversity and ecosystem services relations, stating that there is still little empirical evidence to suggest that biodiversity is substantially strengthened by urban ecosystems services.

Lessons learned & Recommendations

Far from surprising, dialogue takes its toll on the schedule. Having diverse groups working with a common vision is a “continuous headache”, requiring continuous discussions and re- formulating of objectives and boundaries and coordinating different points of view into a coherent process. One notable example is the systemic perspective not being embraced or even fully comprehended by all actors because many instead choose to apply an issue- specific perspective. On a higher level, coordinating an international co-creative project requires proactive communication structures. Co-creation is considered not to work well in large group meetings; instead, bilateral dialogues are held between managers of the six different projects.

There is a danger in trying to generalise one’s results. In a case study like this, it is more reasonable to assume that the outcome will be a rather particular one and, in this case, efforts should be focused on developing the Flaten area: “We are trying to work against the scientific illusion of things being generalisable.” Thus, each of the six case studies has relative autonomy regarding problem definition and methodology. This is also a reason why Agenda 2030 has not been explicitly part of the problem definition even though the SDGs cover the issues being investigated in Enable.

Related SDGs

11.4 Strengthen efforts to protect and safeguard the world’s cultural and natural heritage
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
14.1 By 2025, prevent and significantly reduce marine pollution of all kinds, in particular from land-based activities, including marine debris and nutrient pollution
14.2 By 2020, sustainably manage and protect marine and coastal ecosystems to avoid significant adverse impacts, including by strengthening their resilience, and take action for their restoration in order to achieve healthy and productive oceans
15.1 By 2020, ensure the conservation, restoration and sustainable use of terrestrial and inland freshwater ecosystems and their services, in particular forests, wetlands, mountains and drylands, in line with obligations under international agreements

Barkaby

Challenges

Barkarby is subject to the currently largest on-going urban development process in northern Europe. The area will receive a new subway connection by 2025, thus requiring large-scale efforts in construction and sustainable solutions. The plan for sustainable development in Barkarbystaden III is described in a “quality programme” co-produced using participatory dialogue and knowledge exchange within Citylab Action and between the municipality, several private actors, and external experts.

Good Practice & Solutions

The establishment of a collaborative innovation platform for sustainable urban development located in Järfälla was decided in March 2017 as part of the development process. Enabling innovation is a means to realise and strengthen the objectives of each focus area within the quality programme. Researchers will co-create with private and public actors to test sustainable urban development solutions, with particular regards to mobility and smart energy; one particular example is a testbed for autonomous vehicles. The idea to form a partnership took shape during Almedalen political week in 2015 or 2016, after which a partnership gradually formed. Barkarby Science was thus realised as a private enterprise in which the expectations of all participating actors were gathered and coordinated by the municipality. Innovative sustainable solutions are considered not only essential for upcoming projects, but equally so in the existing environment. Barkarby Science is intended to become a platform to realise this innovative environment.

Related SDGs

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.A Support positive economic, social and environmental links between urban, peri-urban and rural areas by strengthening national and regional development planning
17. 17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

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

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

The Oukasi Saving Scheme

In 1992, Mrs Rose Molokoane founded the Oukasi Saving Scheme in South Africa. It later became the Federation of Urban and Rural Poor (FEDUP), one of the federations under Slum Dwellers International (SDI).

Challenge

Oukasi is a very small township of informal character, 35 km out of Pretoria in South Africa. With support from the government, the settlement could install water and sanitation facilities, as well as electricity. However, this infrastructural support did not match the number of people living in the community and the infrastructural systems in the town were constantly overloaded. Electricity shedding, toilets breaking, sewage leaking on the streets and water shortage were part of the everyday life.

Good practices & solutions

In search for alternative ways of addressing Oukasis challenges, a team of delegates travelled to India to meet with a group of women in India that had organised a local collector/treasurer collective in their informal settlement. Inspired by these women the Oukasi saving scheme came to be. It sought to address four main challenges within the community: Stay-at-home women burdened with caring duties and without income or resources; General unemployment; A misconception of landownership and; Attention from the government.

Outcome & opportunities

One outcome of the saving scheme has been a new found confidence in the women involved. It educated most of them in how to the small amount of money they had and gave them the knowledge of managing bigger sums of money. The main reason for this newfound empowerment cannot be found in the money itself but the sense of community that occurred when the women got together to help each other out of poverty. After being successfully implemented in Oukasi, the saving scheme expanded to the whole of South Africa and lay ground for the Federation of Urban and Rural Poor (FEDUP), an organisation now established in 9 provinces and a federation under Slum Dwellers International (SDI).

Lessons learned & recommendations

In order to succeed with development, it is important for the people and the government to cooperate and create sustainable change. SDI is encouraging people to empower themselves and come together to talk with one voice. It is important, especially for the poor people, to organize themselves and show the government the change they want to create. That way it is possible to shape the policies that later defines the urban landscape.

Related SDG targets

1.1 By 2030, eradicate extreme poverty for all people everywhere, currently measured as people living on less than $1.25 a day
1.b Create sound policy frameworks at the national, regional and international levels, based on pro-poor and gender-sensitive development strategies, to support accelerated investment in poverty eradication actions
2.1 By 2030, end hunger and ensure access by all people, in particular
the poor and people in vulnerable situations, including infants, to safe, nutritious and sufficient food all year round
3.3 By 2030, end the epidemics of AIDS, tuberculosis, malaria and neglected tropical diseases and combat hepatitis, water-borne diseases and other communicable diseases
5.a Undertake reforms to give women equal rights to economic resources, as well as access to ownership and control over land and other forms of property, financial services, inheritance and natural resources, in accordance with national laws
6.2 By 2030, achieve access to adequate and equitable sanitation and hygiene for all and end open defecation, paying special attention to the needs of women and girls and those in vulnerable situations
7.b By 2030, expand infrastructure and upgrade technology for supplying modern and sustainable energy services for all in developing countries,
in particular least developed countries, small island developing States
and landlocked developing countries, in accordance with their respective programmes of support
8.5 By 2030, achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value
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
11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries

Public- Private- People- Partnerships

In 2012, Penang city was the first local authority to practice and implement a gender responsive participatory budgeting in Malaysia. At the time, the mayor in the municipal council of Seberang Perai in Penang was Mrs Maimunah Mohd Sharif. To solve the municipality’s financial difficulties, she introduced the Public- Private-People- Partnerships (4P’s).

Challenges

In 2012, Seberang Perai municipal council had a low municipal finance. The services offered by the city council and the ongoing project, were not meeting the demands or needs of the citizens or businesses active in the area. This led to a high level of unpaid property taxes and assessments, which in turn resulted in low finances for the municipality.

Good practices & solutions

To solve the financial troubles and regain the citizens’ trust, the municipality implemented two strategies; (1) gender responsible budgeting and (2) the“4 P ́s”. The process started with asking city dwellers to rate the city council and identify areas that needed improvement. In 2012, the city was graded and achieved a satisfactory score of 64%. It was clear that implemented policies and public space solutions were not suitable for everyone residing in the city and something needed to be done. A gender perspective in both the city budgeting and planning was implemented. However, the subject of gender was sensitive, so it was incorporated through the technical term universal design, meaning that the solutions were to benefit everyone. The thesis in practice meant that if it is good for a pregnant lady, it is good for everybody, or if it is good for an old woman, it is good for everybody. The city formed the Penang women development cooperation to look into gender perspectives of existing policies and in this way institutionalise a gender perspective in the governmental policies.

The second strategy the ”4 P’s”,– Public- Private- People-Partnerships. The city had a tremendous amount of public spaces, lighting systems, and streets to maintain and many public facilities to update but lacked the means for doing so. Trying to find a solution to this problem, the mayor turned to private communities in Penang for support. A majority of companies in the area usually focused their corporate social responsibility budget on the city’s community centres for the elderly or orphanages, making it hard for these centres to facilitate the amount of money. Instead the mayor proposed that the private sector take responsibility for one or some of the city’s public parks. The city council formulated a transparent strategy to deal with the cooperation, giving advertising rights to the company or private community but reserving the final say regarding both the advertisement and the design of the park.

All designs were submitted and approved by the full council and then the company or private community implemented them and took care of the public space on a five-year lease. Due to this many public spaces improved tremendously. However, it started without the involvement of the people, which inevitably resulted in many projects not meeting the actual needs of citizens. After reviewing the target projects, the city council added another P to the model, the people.

Outcome & opportunities

The main outcome of the initiatives was the regained confidence and trust in the government, making city actors willing to pay their assessments again. This was only possible through good governance; with competency, accountability, transparency, effectiveness and efficiency of doing things. The 4 P ́s create a balance between the different city stakeholders which strengthen all parties. The private sector started to help the city manage and maintain spaces that would not be prioritized otherwise. When preparing the 2018 city budget, after several years of gender responsive participatory budgeting, the city had reached a satisfactory level of 92%.

Lessons learned & recommendations

First of all, it is of primary importance to analyse the challenges vital to the own city. Then, it is time look for the best practices elsewhere. Learn from the best practices globally and then apply them to the local context. This approach creates an integrated, holistic, sustainable development plan of policy, which have the opportunity to address the source of the problem rather than creating solutions ad hoc.

This integrated, holistic, sustainable development plan of policy has to be translated to the local government and translated into an action plan. When creating the locally driven action plan, every sector has to be involved. The strength lies in a combination of a top down and bottom up approaches that creates a convergence of ideas. It is key to not only create a good plan or a good policy but an implementable policy.

Related SDG targets

5.1 End all forms of discrimination against all women
5.1.1 Whether or not legal frameworks are in place and girls everywhere
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
6.2 By 2030, achieve access to adequate and equitable sanitation and hygiene for all and end open defecation, paying special attention to the needs of women and girls and those in vulnerable situations
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.
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
11.b 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…
16.6 Develop effective, accountable and transparent institutions at all levels 16.b Promote and enforce non-discriminatory laws and policies for sustainable development
17.17 Encourage and promote effective public, public- private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Rural Women’s Assembly

Afrikagrupperna is a non-profit, non-party-political and non- religiously-based solidarity organization with a vision of a just world. The organization originated in the solidarity movement in Sweden in the late 1960s. Afrikagrupperna works to strengthen the civil society that is already in place in a south African context. Together with partner organizations in southern Africa, the Afrikagrupperna has worked for over 40 years to ensure that people have access to their rights.

Challenge

The UN has predicted that the world population will increase to around 9.6 billion in 2050, and to a large extent, this will be on the African continent. In Africa, the population will double or more, and according to the prognosis the African population will increase to about 2.4 billion by 2050. When the population increases, the movement and settlement patterns change from rural to increasingly urban. In order to secure an inclusive and equal development, as well as sustainable and long term based, Afrikagrupperna focus on securing the rights of rural women through a feminist point of view.

Good practices & solutions

Since the organization has been established for so long it has gathered a great experience of development cooperation and use well tested methods based in a deeply rooted ideology. However, only recently has the organization adopted a strong feminist strategy. This
in order to secure that the most vulnerable groups, women and children, are prioritized within their development work. Some projects specifically target women and children, but all development cooperation have a feminist perspective throughout. One example is the Rural Women’s Assembly, an initiative that organize rural women within the whole southern African region. The Rural Women’s Assembly is one of the most important ways to reach the groups that will be the future urban citizens.

Outcome & opportunities

If rural women get the possibility to mobilize and work together, they increase their possibilities to secure other many human rights, such as sexual and reproductive health rights. The sexual
and reproductive health rights are threatened globally, that is a setback for all human rights, and it is the first sign of a threat. For women to have the possibility to have larger meetings, to mobilize, to feel secure enough to meet without a threat is a crucial building block for a sustainable society where women are an active part of the community both locally and globally. Involving women is key to reach a sustainable development all over the globe, especially in the fight against climate change, democratic setbacks, human rights and our possibility to decrease poverty and reach food sovereignty within the global south. Mobilizing, offering safe spaces and being able to support grassroot movements are important methods to reach a sustainable development and integrate a feminist perspective within all development cooperation work.

Lessons learned & recommendations

Over the decades, Afrikagrupperna have found the only way to create sustainable development is to listen to those who’s rights are threatened. It should not be top down when it comes to development. The model of core support is one way the organisation work to realise this vision. By supporting local organisations with core funding it becomes possible to actively listen and navigate the landscape of civil society on a local level. In regard to this, Afrikagrupperna has also found that a feminist approach is a valuable tool in strengthening civil society and creating resilience.

Related SDG targets

3.7 By 2030, ensure universal access to sexual and reproductive health-care services, including for family planning, information and education, and the integration of reproductive health into national strategies and programmes
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
5.6 Ensure universal access to sexual and reproductive health and reproductive rights
5.a Undertake reforms to give women equal rights to economic resources, as well as access to ownership and control over land and other forms of property, financial services, inheritance and natural resources, in accordance with national laws
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
11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries
15.6 Promote fair and equitable sharing of the benefits arising from the utilization of genetic resources and promote appropriate access to such resources, as internationally agreed
17.17 Encourage and promote effective public, public- private and civil society partnerships, building on the experience and resourcing strategies of partnership

Pro-poor proactivity

The organization Society for the Promotion of Area Resource Centres (SPARC) was founded in 1984. They work in India as a part of an alliance with Mahila Milan and NSDF. SPARC works together with Slum Dweller International (SDI) in a Global Network.

Challenges

How do poor people, who are the main subjects of development interventions, become proactive and central to the solution? When SPARC began their work in 1984, they were working with women who lived on the streets of Mumbai facing routine evictions. It was a vicious circle where pavement dwellers were seen as a threat to society and therefor evicted, but because of their social and economic position they had no choice but to remain on the street and face new evictions when their settlement was rebuilt.

Good practices & solutions

SPARC undertook a first enumeration of all the people who lived on the pavements to show the municipality that they were the country’s poorest people. It showed that the dwellers consisted of landless people from rural areas that had come into the city to find work and food for themselves and their children. The reason they lived on the pavements was because their earnings did not cover the cost of public housing.

Over a ten-year period, the organization continued to work with pavement dwellers and continued to collect data about informal settlements as well as work with women’s groups within these communities. The data was then presented to the municipality, the state government, the national government and international agencies. The organization wanted to apply pressure and demand accountability by pressing the central government to take responsibility of finding a solution for people residing in informal settlements. It is because of absenct development investment in the dwellers’home cities and districts that they have come to live on the pavement of Mumbai or in informal settlements.

To incorporate the community women, a house designing competition was held where the winning sketch was later built. This method has been used, in different parts of the country, by community women to build houses. It demonstrates that the people are capable to build houses that meet their needs when they are given the opportunity. The federation work together with the government to finance the building and possible relocation of informal settlements.

Outcome & opportunities

It is now a local government policy to relocate and assign land to evicted slum of pavement dwellers. SPARC continues their work in other parts of the country, using the Mumbai experience as a blueprint. This has become an international precedent. In both India, South Africa and in many other countries, the local SDI federations have formed their own financial and construction company. This blends the money coming in from different actors and helps poor women to take up contracts to build their own houses.

Lessons learned & recommendations

Everyone can use these strategies to help their local authorities to prioritize and invest in the projects that attends the needs of the poor people. It is however crucial to have great local knowledge to be able to approach and involve the informal settlement in the development process as well as in dialogues with local authorities. SPARC stresses that it is of vital importance that urban development needs to be in collaboration between the municipality and the people, as it helps build the much needed trust between the parties. Additionally, for a solution that is sustainable, women need to be at the centre of it.

All the federations within the SDI family, help the neighbourhoods to collect good quality comprehensive data about themselves. The point is to either help aggregate the data at the city level or disaggregate the data to a community or a neighbourhood level, because no city gathers data about informality. This kind of census does not have a classification. So, by poor people gathering data about themselves, they produce quantitative information that forces the municipality to look at these people as requiring acknowledgment. This is a perspective that has been ignored and should be elevated in order to truly commit to, and achieve, the SDGs.

Related SDG targets

1.1 By 2030, eradicate extreme poverty for all people everywhere, currently measured as people living on less than $1.25 a day
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
6.2 By 2030, achieve access to adequate and equitable sanitation and hygiene for all and end open defecation, paying special attention to the needs of women and girls and those in vulnerable situations
9.1 Develop quality, reliable, sustainable and resilient infrastructure, including regional and trans-border infrastructure, to support economic development and human well-being, with a focus on affordable and equitable access for all
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
11.1 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
11.b 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…
16.b Promote and enforce non-discriminatory laws and policies for sustainable development
16.7 Ensure responsive, inclusive, participatory and representative decision- making at all levels
17.16 Enhance the Global Partnership for Sustainable Development, complemented by multi-stakeholder partnerships that mobilize and share knowledge

Bagarmossen Smartup / Bagarmossen Resilience Center

Challenges

In 2009, the area of Bagarmossen along with the whole city district of Skarpnäck was considered an uneasy and unsafe part of Stockholm in several regards. For example, many interviewed residents perceived the district centre square as intimidating. Skarpnäckslyftet, a collaborative effort by the police, the local city district, housing companies and various youth and social workers managed to increase the average perception of safety in the area during the next 5 years. However, in order to stabilise this recent positive development, more proactive local work was considered
necessary by public housing company Stockholmshem with regards to public safety in particular and social as well as economic sustainability in general. Many residents still requested more viable and diverse public spaces with access to ecological food and social activities. The local non-profit organisations such as Folkets hus – a public facility for meetings and activities – had become increasingly indisposed to current demands from local residents.

Good practices & solutions

With key actors in and outside Stockholmshem having experience from previous development project Hållbara Hökarängen (Sustainable Hökarängen), also in south Stockholm, Bagarmossen has access to substantial knowledge regarding the implications of utilising local initiatives and knowledge. Thus, Bagarmossen Smartup was conducted from 2014 to the end of 2017 with three focal
areas; creating a living area centre, urban gardening and creativity & entrepreneurship. Bagarmossen Resilience Centre followed in 2016 and is still a key actor in the ongoing sustainable development of the local area.

Involving the local residents proved quite challenging to achieve in practice. Residents were first reluctant to the notion of external projects meddling in local affairs. Moreover, a certain fear of gentrification processes was present. Both the Bagarmossen Smartup office and later the Resilience Centre (established in the same house) were therefore used as meeting points, enabling residents to visit and discuss local issues when willing, rather than being confronted by consultants or top-down experts aiming to “solve” their challenges.

Economy is a lasting challenge for the locally driven initiatives. As the development of Bagarmossen proceeds, more and more ideas arrive at the forefront waiting to be realised, either proposed by residents or other key driving actors. Yet there are no sufficient joint resources or vision among the involved actors for promoting all ideas, nor for prioritising and selecting them according to a guiding principle.

Two of the constant guiding principles for Bagarmossen Smartup were to only sponsor initiatives who were able to support themselves financially after the conclusion of the project, and to only use local knowledge and activity whenever possible. The project was viewed as a means for reaching a desired outcome of long term safety and sustainability.

Bagarmossen Smartup co-funded two researchers – one from KTH and one from Smart Retro Innovation Demos in Helsinki – who followed the city development process and exchanged knowledge with the project leaders. Bagarmossen became one of three chosen testbeds for sustainable solutions and was presented in Smart Retro’s speculative future history scenario in three parts.

Practices supported by the Smartup project included opening of second hand clothing shops, bicycle workshops and creating opportunities for grocers and other entrepreneurs in the central square. A bicycle mechanic container was installed at the square in 2015 to promote sustainable transport and local craft professions by offering accessible repairment and classes on how to repair one’s bicycle at home.

Bagarmossen Resilience Centre (BRC) was founded in 2016 by Susanna Elfors, KTH PhD in sustainable development, together with local social entrepreneurs. The founding followed an ambition of promoting resilience and sustainable transition in a local context. It serves mainly as a co-working space and education hub for local sustainability, e.g. by giving permaculture classes to individuals. It is maintained as a co-operational society for commercial purposes. BRC:s strategy has since been to cooperate with actors commanding more resources, with BRC providing specialised expertise on sustainable development to already existing projects and processes.

In collaboration with KTH, Bagarmossen Folkets Hus, City of Stockholm, Emmaus second hand enterprise and Runö Folkhögskola, the pilot project Local Life was tested in Bagarmossen as in several other areas nationally and locally. Local Life is a digital concept for sharing economy and aims to reinforce social capital mechanisms by facilitating sharing practices between neighbours and residents in the same area. BRC was coordinating the pilot insofar as they reached out to residents on social media in order to create commitment for the project, as well as following up the
outcome of the project with interviews and surveys among residents to investigate whether their levels of interaction have increased or not.

“Skrubben” is a sharing platform tested within the Local Life project initiated by a local resident. Skrubben functions as a loaning wardrobe (Swedish: lånegarderob) that enables residents to exchange clothes in a local barack.

Bagiska Veckan was introduced in 2017 as a week of entertainment and educational activities with the purpose of promoting the UN SDGs. This initiative was co-managed and funded by Swedish international development organisation SIDA together with Andreas Sidkvist from BRC and co-developed with the City of Stockholm.

Outcome & opportunities

Stockholmshem owns roughly 75% of the buildings in the centre of Bagarmossen,enabling them to take action on a broad scale. This is an exceptional advantage,
since a diversity of private and public landlords would have demanded another approach and partnership constellation.

After the Smartup project, Bagarmossen’s residents experience a more safe andstable environment compared to the early 2010’s and have willingly contributed on their own account to various sharing, cultivating and social capital-building efforts during the period. Stockholmshem’s goals for increased perception of safety for 2018 were met or exceeded already by 2017. 3 The prerequisites of the area, including a committed population, a socially aware public housing company with a strong presence and key individuals and organisations moving matters forward, have
shaped this development and should be considered both outstanding within the region and essential to the outcome.

BRC is constantly developing and producing ideas for future local sustainable development; one of those mentioned is allotek, which can be translated as “omnibrary”: a sharing centre for things and resources. The municipality is interested but BRC would have to become a non-profit association in order for this to happen.

Lessons learned & recommendations

As entrepreneurs, the members of BRC try to work according to three rules:
economic gain, values and competence. If an idea will generate income while not compromising one’s core values and the issue is situated within one’s area of knowledge, it is worth developing. Bagarmossen Smartup owed much of its success to being receptive and focussing on providing space for local initiatives:

“[Bagarmossen Smartup] is a successful project and we owe that to us not being locked in the idea of how we are supposed to do things, but rather being perceptive and listening”. – Tobias Lind

Engaged partners & stakeholder groups

Stockholmshem, local residents, local SMEs, KTH, Smart Retro Innovation Demos Helsinki, Bagarmossen Folkets Hus, non profit associations, City of Stockholm/Skarpnäck City District Administration, SIDA.

Electricity – Hammarby sjöstad 2.0

Challenges

The area of Hammarby Sjöstad has a long history of sustainable urban development. Reinvented as a sustainable best practice in Stockholm in the 1990’s, it was long acknowledged as the best example of promoting sustainable waste and heat management. The Hammarby Model (Swedish: Hammarbymodellen), the fundamental concept for planning the area through eco-governance (reduction and re-usage of energy, water and waste), is considered a promising component for Swedish service export. However, during recent years, a local self-image of having reached far enough has been challenged due to increased demands and higher sustainability goals. Calls for scaling up innovative sustainable efforts led to ElectriCITY (EC) being founded as an economic association in 2014 by Allan Larsson, an experienced driving individual in several sustainable urban development processes, and other individuals living in Hammarby Sjöstad. The initial purpose was to promote sustainable energy use by organising citizens through the many local housing associations, constituting approximately half the local population. EC became a partner to Sjöstadsföreningen, umbrella organisation for 50+ housing associations in Hammarby Sjöstad. Subsequently, EC was established as a collaboration platform for innovation between companies, research and civil organisations. Hammarby Sjöstad 2.0 was launched by EC as a process of improving local conditions for sustainable living and system transformation through eco-governance and collaboration across sectors, with high environmental requirements as those of other urban development projects. The overarching ambitions are system transformations in energy, mobility and circular economy, realised through a diverse number of projects, including the testing of a sharing economy, efficient energy and transport management and more sophisticated clean technology innovation. As Stockholm has committed to reaching the Paris agreement’s 2050 goals already by 2040, EC has committed to locally exceed these requirements in Hammarby Sjöstad as a frontrunner example, reaching the Paris goals already by 2030.

Good practices & solutions

Trough strategic partnership, EC, Sjöstadsföreningen and the housing associations have been able to attract some 40 different actors from industry, public administration, invest companies, technology innovation and research. Since the 1990s, the main approach for Hammarby Sjöstad is to conduct mission-driven innovation, in which clear objectives, time plans and a joint effort are being fostered. The innovation process is thus rendered more substantial and powerful. This fundamental strategy is being refined and developed further within EC. The mission-driven approach serves as a structure or framework for enabling sustainable co-creation, as it drives processes into selecting relevant participants from concerned sectors, then working towards various specific goals on a systemic level with the overarching objective of a climate neutral area in 2030. The many sub-projects then co-create according to their own prerequisites and objectives. EC functions as a platform, testbed and urban living lab for testing of a wide range of sustainable solutions, with individuals working and living in the area as everyday users. The solutions are developed, provided, tested and/or evaluated by actors from academia, civil society, public administration and the private sector in collaboration with the housing associations of Sjöstadsföreningen. EC thus functions as a matchmaking actor, distributing relevant actors to the associations, and a co-funder of activities initiated within the process of Hammarby Sjöstad 2.0.

Outcome & opportunities

“What we do is not that … innovative, it is common sense … obviously, [this is] how things should be done. But there is, like, nobody who thinks about that.”

EC encompasses a quite exceptionally large spectrum of activities and projects, all of which share a fundamental ambition of improving quality of life for local residents while securing a sustainable future. Main focus areas are energy, mobility and digital infrastructure, with a selection of activities and initiatives listed below.

Main areas:
System transformation in energy
– Mapping of energy use has been a fundamental component for raising local awareness. The Stockholm Environmental Department (Miljöförvaltningen) contributed this mapping to EC in its initial stage.
– Energy at Home (Swedish: Energi hemma); an initiative co-funded by Naturvårdsverket for increasing energy efficiency and promote better investments in private homes and associations through knowledge, idea exchange and inspiration.
– Solar panels testbed
– Downhole heat exchanger in about 20 housing associations
– Climate steering for decreased power requirement
– Strategic partnerships for increased investments
– Urban living lab for future energy systems
– E2B2; a project platform conducting big data analysis for energy efficiency and a virtual forum for knowledge exchange between housing associations.
– Matchmaking between cleantech companies and international stakeholders.

System transformation in mobility

– Charging electric cars at home (Swedish: Ladda hemma); an initiative co-funded by Naturvårdsverket for increasing the density of charging stations for electric cars with the goal of keeping 1000 active stations in local garages by 2020.
– Electric car pools at home
– Policy lab for accelerating electrified traffic (initiative with Energiforsk)
– All taxis electrified by 2025; residents in housing associations in Hammarby Sjöstad are invited to support Taxi Stockholm’s transformation to electric vehicles by only ordering electric taxis.
– Bussplan Stockholm; together with ABB, InfraNode, Siemens, Volvo, Scania and Vattenfall, EC works to promote electric buses in all of Stockholm County. It has now been scaled up on a national level as Bussplan Sverige with Energiforsk as project managing actor.
– Digital meeting room; instead of flying to attend meetings, e-limousines pick up and drop off attendants to meetings that are held in Hammarby Sjöstad with high resolution technology and high performance bandwidth. Thus, attendants save time and experience improved quality of life while abstaining from unsustainable travel.
– Framework agreements; instead of each housing association purchasing its own particular basic services (such as heating and facility management), all housing associations join together to purchase a particular service from the same supplier. This creates leverage for issuing demands of more sustainable procedures.
– Coordinated sustainable transports; about 15 housing associations are coordinating deliveries to reduce the number of transports, while promoting transformation to renewable vehicle energy.
– Strategic partnering; 13 housing associations jointly demand a service from a supplier while the supplier states their required profit. As far as both demands are met, other costs are shared within a common project of service delivery.

Snyggt & Tryggt (Nice and Safe)
An initiative for local safety measures, among others involving Nattvandrarna (voluntary night-walking groups).

Sharing Cities
A sharing economy testbed.

EC is also a partner in, among others, sustainable urban innovation programme Viable Cities founded in 2017.

As a large portion of the Stockholm region’s housing stock currently consists of housing associations 2 , the EC model for local commitment has potential for expanding to other parts of the city (Reimersholme, Gamla stan) and other cities (Trollhättan, Jönköping). Although seldom being as organised as Sjöstadsföreningen, housing associations have a good starting point for expanded collaboration in many areas. In any case, the solutions being tested are generalisable and often considered for export. Thus, if successful outcomes from EC were to spread on a larger scale, it
could have massive implications for the realisation of Agenda 2030 (for example regarding energy efficiency and carbon emission reduction) in and outside of Sweden.

Lessons learned & recommendations

The key to driving sustainable development has in the case of Hammarby Sjöstad been to organise oneself into larger contexts. The overarching mission driving the innovation process, i.e. the clear and highly ambitious environmental goals exceeding those of the City of Stockholm, has contributed substantially to results and the innovation process.

Housing associations are characterised by low commitment and a tranquil trust in the free market. Generally, holding a association board’s position is considered a necessary evil or duty rather than an important mission. Furthermore, association boards outsource facility service delivery in order to save time and responsibility. This has, among other things, lead to inefficient housing and facility management. By bringing associations together in strategic partnerships, commitment can be kindled and harnessed to improve local quality of life and continuity in association management. ElectriCITY is thus an example on how to utilise the potentials of local commitment for accelerating sustainable development.

All pilots and tests of solutions need to be financed, not only with in kind contributions but facilities and equipment; this is a constant challenge, also problematising the open question of ownership. Companies have a traditional linear production procedure, in which they ultimately engage lawyers to establish certain exclusive rights over products or services and control of communication. Such routines need to be modified in joint projects.

Engaged partners & stakeholder groups

Civil society: Global utmaning, Sjöstadsföreningen. Research organisations: KTH, RISE, IVL, Energiforsk. Public sector: City of Stockholm Environmental Department, Invest Stockholm.
Public companies: SEK, Vattenfall. Businesses: IBM, Intel, Skanska, Siemens, SBAB, Volvo, Nissan, E-On, JLO Invest, DEFA, Bengt Dahlgren, Enstar, Envac, Hertz, Imek, Infranode, Länsförsäkringar, Charge Amps, Saab, Renault, ABB, Innenco, L&T, NetPort, Xeric, STIK, Teyi, Taxi Stockholm, Veidekke, HSB, Sweco, CyclEurope, BoTrygg, Stockholm Cleantech.
Architect firms: Tengbom, White, Atrium Ljungberg. Other: Teknikföretagen, Riksbyggen.

Elastiska Hem (Elastic Homes)

Elastiska Hem is an innovation and research project that explores diverse forms of shared living and shared economy in local housing areas.

Challenges

Sweden needs to reduce consumption, energy and material use while managing an alarming housing shortage, while simultaneously preventing non-voluntary loneliness
and fostering a strong social capital in growing cities. One particular challenge is the high percentage of single households, especially prevalent in Stockholm. For architects, used to being assigned contracts for conventional housing construction with isolated single households, this challenge may appear out of their reach. Kod Arkitekter decided to initiate Elastiska Hem as a way of exploring alternative housing solutions in a society demanding increased sharing in terms of living and consuming. The home is a powerful base from which to perform experiments of sustainable lifestyles, and architecture is an important tool for achieving this. As architects, Kod Arkitekter are used to co-create their results with other professions, but the user’s role – i.e., that of the resident – is seldom emphasised in their daily work. As new innovations are needed to overcome today’s complex housing challenges, the Elastiska Hem project was deemed a productive response to Kod Arkitekter’s perceived frustration over status quo procedures in construction, planning and housing design.

Good practices & solutions

Elastiska Hem is considered a user-centered and co-creative process focussing on using a large variety of knowledge and experience to develop and test prototypes iteratively with and for the individuals who are supposed to inhabit the new housing areas developed during the project. Consciously designing this process entails letting go of much of the otherwise centrally conducted project management, instead spreading responsibilities and power over the process to a number of working packages, each with their own participating and steering actors, albeit not independent of the project. Service designers were picked out as participants at an early stage in order to achieve as user-centered a perspective as possible.

Whereas the process itself, out of perceived necessity, is rigorously structured from the beginning, the methodology is explored along the way. No existing concrete methods has been tested; rather, tools have been utilized according to the needs of project participants and users. Testing various methods is considered part of the process. However, a substantial part of the methodology so far could be directly found in Design Thinking and various design process tools. Also, scenario sketching and design fiction methods are utilized.

Prototypes and results will be employed in three different cases operating on three different societal levels; structural level, area level and neighbourhood level, which ensures that the project’s potential for societal impact is more easily realised. Keeping up to date with news and innovation in housing policies is key; participating company Kairos Future is conducting a business strategic planning on a national and international level in order to bring as much knowledge as possible into the process.

Outcome & opportunities

“One should not underestimate the importance of the home in building social
networks”

The vast scope of Elastiska Hem enables creating impact in several complex societal challenge areas; lack of housing, reducing consumption, loneliness and mental health, as well as strengthening social capital in local areas. The economic perspective is also somewhat present; it is already suggested that 10% of the population wants to share more within their housing context, which suggests that there is a market ready to scale the outcomes and models created during the project. There is also a possible step 3 in the funding programme, in which the housing companies would be willing to expand the results into larger prototypes and actual buildings and apartments, ready for people to move in to. However, there is no ambition to influence existing housing legislation, but rather to utilize the given system in order to change behavior and habits of living.

Lessons learned & recommendations

The challenge driven innovation programme of Vinnova is considered a valuableasset, as it allows for much creativity regarding problem formulation. Also, the UN SDGs provide a common language and set of concepts created for working with the given issues. These are two of the more structural mitigating factors. On a more operational level, an important prerequisite for Elastiska Hem is to approach actors with the ability to reach the reality of the user. Instead of focussing on organisations, it is important to consider the individuals working within these organisations, as the co-creation process is always heavily influenced by particular personal thoughts, competences and chemistry.

The administrative aspect may be less obvious, but is nevertheless an obstructing factor; it is a “horror scenario” for any project manager to coordinate the economy of such a diverse project. However, as Elastiska Hem is a pre-defined, carefully structured process, this significantly helps the coordinating effort. To have 60 individuals working in a randomly ongoing process would be unlikely to yield valuable outcomes, says Åsa Kallstenius, project manager.

Engaged partners and stakeholder groups

Bio Bo, BoKlok Housing, Bo Tillsammans, Boverket, City of Stockholm, Ebab, Ericsson, Fastighetsägarna Stockholm, Hyresgästföreningen, Igeia Health Labs, Kairos Future, Kollektivhus Nu,
KTH (Architecture, Green Leap), Stena Fastigheter, Stiftelsen Tryggare Sverige, Södertörn University, Telge Bostäder, Trygg-Hansa, Usify, Vitec.

HÅLLBARA LEKMILJÖER (SUSTAINABLE PLAYING ENVIRONMENTS)

Hållbara Lekmiljöer is a testbed project for transforming urban playgrounds into digitalised, sustainable, user-friendly green play environments.

Challenges

Planning a city with its children in focus is becoming an increasingly compelling incentive in sustainable development. This has resulted in the predominating design of playgrounds for children receiving critique. The archetypal playground consists of one or a few swings, rubber asphalt, and tools and structures for play. Research on out-door play however, show that such playgrounds have a low play value compared to environments that are more nature-like with more abundant resources for play. The trend today is to down-prioritize play environments close to homes and schools in favour of play parks located further away. This makes everyday play hard to access for children, being especially problematic for children with special needs. Moreover, it produces unnecessary strain on environmental functions in an urban environment in need of more efficiently used green spaces, as well as paying little or no mind to the proximity of dangerous traffic. In fact, detailed interferences in playgrounds do not create lasting qualitative play value for children. Thus, the concept of ‘playground’ (Swedish: lekplats) is gradually being replaced by ‘play
environment’ (Swedish: lekmiljö). The project Digitala och fysiska lekmiljöer/Hållbara lekmiljöer i staden has, in various steps since 2013, elaborated on how to innovate these environments by bringing together relevant housing and construction companies, municipalities, landscape architects, playground designers, researchers and local children in testbeds in which the natural environment is utilized in combination with digital components for better outdoor play value.

Good practices & solutions

Digitalisation and utilisation of existing natural conditions are guiding factors in the process, thus allowing for more green spaces and ecosystem services. The constellation of partners has been involved in a hands-on manner, often engaging physically with the environment themselves by working collaboratively on-site. Thus, all stakeholders have viewed the consequences of their ideas in real environments, helping them to screen some of the less constructive prototypes. Children, naturally, have been involved as the chief evaluating actors regarding play value together with
the partners. Digital tools have been integrated into the natural environment, using sound and light effects to inspire play with natural materials.

Local actors have had a substantial role in shaping the outcome; in Vårby gård, a stigmatised low-income suburb of Stockholm, the local housing company Balder helped create commitment among local children in formulating their challenges and possibilities. Children were temporarily given cameras for documenting their everyday life and expressing their needs and wishes regarding playing opportunities. The project has experienced several phases, during which some actors have been brought in and others have stepped out. Prisma Tibro was brought in by the project manager Eva-Lotta Sallnäs Pysander at KTH who realised that the company produces exactly the kind of robust materials for outdoor equipment that the project needed, but for a totally different kind of product.

Outcome & opportunities

Apart from producing a buyer’s competence guidebook (Swedish: beställarkompetensguide), the project has established a new area of competence within KTH as a coordinating actor but equally so a new business model among playground designers, architects and housing companies emerges. The concept of play environment is gradually becoming more accepted among the partner
organisations and potentially on a broader national level.

Lessons learned & recommendations

Designing the dialogue process has been a key concern; traditional dialogue meetings with target groups and stakeholders do not work well enough in this type of project. Asking people, including children, what they wish for in their playgrounds is not an efficient way of creating the optimal playing environment, as these questions produce archetypal answers. Instead, you need to ask different questions focussing on children’s concrete experiences and habits of play in a specific setting, observing children’s behavior and response to play environments, and experimenting
iteratively in order to evaluate what creates positive prerequisites for play as an activity. Research shows that play is intense and that children exhibit a browsing behavior in archetypal playgrounds, and that play is more long-lasting and engaging in natural environments. Combining the engaging mechanisms in digital play with known benefits of play in an environment with vegetation, terrain and natural materials can create innovative play environments with a high play value accessible to children in their everyday contexts.

It is interesting to note the generational differences inherent in the process, as younger architects and planners are generally devoted to the idea of natural playing environments whereas older generations are more used to the notion that children only feel safe to play in traditionally designed and secluded spaces. However, enthusiasm is not sufficient if the still rather radical and disruptive principles in the project are going to become commonplace in policies and construction operations. The positive outcomes need to be effective enough but also comfortable enough to uphold in order to be lasting and sustainable.

An essential starting point has been a common goal among the project partners. With regards to the co-creative process, it has proved vital to the project that all actors need to be involved not merely as decision-makers or in discussions but in the actual operations occurring on-site. Vinnova’s Challenge Driven Innovation programme states the need for concrete product development showing alternatives to existing solutions, thus encouraging physical engagement in the creation process among all participants. This creates understanding of one’s own role in the larger creation
chain, trust in the process and confidence in the jointly created vision. Team building has been fostered through hands-on working procedures and site visits rather than just meetings. Commitment cannot be successfully created unless an actor has been present in shaping the physical result with other actors. Moreover, the steering committee has been dedicated, which is considered a main prerequisite for success. Sending a representative to convey messages is insufficient; direct contact needs to be established between coordinators, steering committee members and driving spirits within the various organisations.

All things considered, fostering a buyer’s competence among municipalities and other clients of children’s outdoor play environments is considered one of the key effects with potential of transforming outdoor play environments for a sustainable urban development.

Engaged partners & stakeholder groups

Balder housing company, Children, Hags, HIQ, Huddinge Municipality, Hälsoträdgården, KTH, NCC, Nordic Parks, Prisma Tibro, SLU, Uppsala University, Urbio AB, Örebro Municipality.

CULTIVATING CITY BAZAARS

Cleantech Högdalen is a cluster of environmental technology businesses in the Stockholm industrial suburb of Högdalen and run as a project and budgetary assignment from the City of Stockholm. It was founded by Tillväxtverket (Board of Enterprises), Vinnova (Board of Innovation), Stockholm Cleantech, IVL, Svensk Solenergi, Science Partner, Högdalsgruppen and the County Administrative Board of Stockholm. Despite initial lack of interest from local actors, Cleantech Högdalen managed to establish testbeds such as organic waste management development. Throughout the project, a network of more than 100 private and public enterprises focussing on sustainable energy, systems integration and energy optimisation has been established.

Challenges

Local property owners in Högdalen prospected for new ways of improving existing buildings in innovative ways. Cleantech Högdalen decided to test indoors cultivation of food products, since this concept was largely unexplored in Stockholm. While the promotion of green technologies and local businesses was the main objective, a driving vision was also to create job opportunities for people with professional disadvantages while creating prerequisites for more sustainable food production. Thus, Odlande Stadsbasarer was initiated in 2017, cultivating greens in abandoned
facilities in central Högdalen.

Good practices & solutions

In 2016, the municipality of Botkyrka had intended, with support from Vinnova, a pilot of cultivation in garage buildings, but had soon withdrawn due to highly calculated costs. Learning by their example, Odlande Stadsbasarer made sure only to use existing and unused buildings in order to keep down expenses. From an early stage, dialogue within the consortium was centered around recognizing approaches and operations with positive results and then cautiously scaling these up. Enterprises with sufficient financial capacity would cover their own expenses and risks when overtaking property targeted for growing, since it was considered unsustainable to demand this risk to be taken by public actors.

Furthermore, moving from a general business innovation approach to a more particular focus on each involved enterprise proved more feasible. Keeping the main focus of supporting local business and commerce innovation, rather than “improving the world”, has also guided the project.

KTH researchers investigated the results with regards to sustainable cultivation. Participating actors were left free to communicate and promote their efforts, sometimes in isolation and other times in collaboration.

Outcome & opportunities

The project established a small-scale underground food cultivation in Högdalen, using and selling its products in local establishments. The entire project in Stockholm and Helsingborg has contributed to employment of 10 people, 2 have gained employment in Högdalen as a result of the project.

Region Stockholm’s Growth and Regional Planning Department has given financial support to Invest Stockholm for investigating whether 10% of Stockholm’s food production could be realised in a similar fashion.

Possible scaling up will first show pilots of the project and promote the philosophy behind urban indoors food cultivation and then evolve into testbeds. Other future plans include the establishment of a local and vibrant co-working space, combining Food Tech and Clean Tech.

Lessons learned & recommendations

Co-creating innovation driven collaboration in itself was deemed a considerable challenge by the organising partners, above all the prospect of creating something previously unexplored. Coordinating the consortium demanded high levels of openness and letting go of prestige. The other main challenges concerned knowledge and acceptance. KTH, SLU (and Swedish research in general) had scarce experience of investigating the concept of urban gardening, although it is a vital part of many international urban regions such as Singapore. Few actors, public or private, allow for or support progressive development of property or estate. The public sector is also not considered a frontrunner for innovation in general, which creates a stepping stone for scaling up the project.

Funding agencies such as Vinnova could support projects further, i.e. by using recommendations from previous technological insights. Public social authorities or researchers are the actors best suited for calculating the socio-economical pros and cons of a project such as Odlande stadsbasarer. It is also highly advised to map international urban systems and urban policies in general to see what is going on in with regards to sustainable innovation without assuming that Stockholm is at the forefront – which is far from always the case.

Engaged partners & stakeholder groups

Invest Stockholm, KTH, Rågsveds folkets hus, Citycon, City of Stockholm, SLU, local residents, local
start-ups, CleanTech Högdalen.

Testbädd Gröna Solberga

The test bed in Solberga is a form of research and demonstration facility where small companies, researchers and various organizations cooperate with the residents to find solutions together for the housing sector’s environmental challenges.

Challenges

Housing accounts for roughly 40% of energy use in Sweden, making apartment and facility renovation and innovation an essential prerequisite for reaching SDGs 6 and 11. Moreover, many urban areas in Sweden are facing increasing risks of flooding from heavier rainfalls due to climate change.

The current standard procedure when launching a testbed is to address particular residences and almost never local communities as a whole. This was partly the reason why the Solberga Testbed, labeled by its organisers as “The most living testbed in Sweden”, was launched in February 2018 by IVL and Stockholmshem, funded by ERUF platform Grön Bostad.

The main objective of the testbed is to promote better management of stormwater, surface water and waste. Companies and researchers are invited to join the testbed for experimenting with new solutions and behavioural change for reducing energy use in various contexts while contributing to a viable area and its social value.

Stockholmshem have clear financial goals in attracting business and residents to Solberga, where they own a considerable amount of apartments. The residents are included insofar as they are able on a voluntary basis, endangering a broad long-term citizen commitment. Grön Bostad wish to improve the environmental management conditions in Solberga while attracting private and public actors as well as citizens to keep the process going, hopefully by far outliving the project itself. On top of that, the structural fund has to approve of the results reported.

Good practices & solutions

Using a smaller community for trial-and-error activities with the possibility to fail repeatedly is considered crucial for a successful testbed. Therefore, creating good relations with the residents is key, thereby creating acceptance for a quantity of ideas to be tried out in their daily life. Companies wanting to be a part of the trials is also a welcomed feature.

Residents are invited to participate in test projects such as urban gardening and surface water management through workshops and casual activities. Stockholmshem is known to house many environmentally committed tenants, further facilitating the ongoing work of the testbed.

Outcome & opportunities

Of the solutions tested, notable examples are surface water being diverted into urban gardening use and reducing smell in local waste management in order to facilitate placing waste collecting stations close to residents. Surface water, putting significant pressure on water treatment systems, will be led through specially designed drain pipes instead of down the general municipal draining system. Preserved in local facilities, it will be utilized in hydroponics (water-only gardening) managed by urban gardening company Kretsloppsbolaget. The smell-reducing technology is provided by waste management company Bioteria. In a longer perspective, the organisers hope to contribute to an enhanced circular economy in the area. The project is open for new cleantech companies as long as they want to be included, with Stockholmshem also harboring hopes of appealing to the social aspect as well as the ecological, for example involving the residents in urban gardening, thereby improving social trust and community in the area.

Lessons learned & recommendations

Involving citizens can be difficult, as they do not possess the same time schedules and possibilities as other involved actors; it is particularly necessary to foster good relations with them, as well as with housing owners. Being allowed to fail with experiments occurring in their own environment requires a high level of trust and understanding. Collaborative projects cannot be written, they need to be equally conducted and tried in practice as they need to be prepared and planned. This may be obvious to many, but in academia it is hardly commonplace.

Engaged partners & stakeholder groups

Grön Bostad, Stockholmshem, local residents, cleantech SMEs, IVL.

Södertörnsmodellen

Södertörnmodel works for a knowledge-driven, co-creation and value-creating urban development.

Challenges

Sweden’s municipalities and regions face the dilemma of building a vast variety of apartments during a short period of time, in order to provide housing for its rapidly increasing population, while simultaneously implementing the UN SDGs in order to sustain long-term viability. Municipalities’ priorities differ when it comes to urban planning, and none of them can guarantee that (e.g.) ecosystems services and fundamental social considerations will be sufficiently applied in daily practice and construction processes.

Södertörnsmodellen emerged out of a mutual understanding concerning these challenges between an already existing umbrella organisation called the Södertörn Municipalities, representatives from KTH, and committed individuals at White architect firm. Together, they decided to initiate a pre-study which also involved technology consultancy firm WSP (who participated during phase 1 and 2). Large company Skanska and public development cooperation organisation SKL International also joined at this first stage. During the last stage of the project, housing company Wallenstam contributed with a more long-term perspective than which is generally provided by constructors. The Gothenburg Regional Municipal Federation and Region Stockholm also entered the project during this phase.

Good practices & solutions

Involving decision-makers at an early stage in a workshop format yielded some fundamental insights that would aid the course of the project. It became obvious to the project participants that ambitions for a more sustainable urban development was not a main issue, nor was mustering ideas on how to reach this; the main issue was that, for a diverse range of reasons, no one actor had attempted a practical process in which such ideas were to be implemented.

However, there exists some practices in which certain actors or groups within organisations try to alter the status quo of public administration. Since existing planning and construction legislation (Swedish: Plan- och bygglagen, PBL) does not allow for rapid sustainable development, other ways of moving matters forward faster have been approached by the municipalities, such as development plans not directly emanating from specifications within PBL (naturally without outright violating the law). A non-hierarchical structure and a self-critical outlook have from the start been important features of Södertörnsmodellen’s internal and external operations. Everyone’s voice is equal, regardless of being a researcher, entrepreneur, municipality or private sector executive. Different idea groups or working groups have been established as centers of reflective discussion regarding the different municipalities’ ongoing work within Södertörnsmodellen. Also, a form of meta-dialogue with residents was conducted in Flemingsberg, Huddinge, in which residents were asked on which issues they felt a need for addressing the municipality. Participatory dialogue in general has been utilized as a productive tool as well as problematised in order to develop its strengths and mitigate its weaknesses. Consultants from White developed a template aimed at the municipalities for being reflective as to why they are conducting participatory dialogue, whether being used in order to, for example, increase public trust or to enhance the planning process; “It feels rather ‘basic’, but there are so many ‘basic’ things that are not working.”

Parallel to this, saving all relevant gained results digitally on a regular basis is considered important for the outcome of the project. Furthermore, a strategy for achieving a more bottom-up perspective has been the walking tours conducted in some of the areas that Södertörnsmodellen work closely with, to which are invited property owners, municipal employees, decision-makers and other stakeholders. One unique aspect of Södertörnsmodellen has been a quite different starting point in relation to ordinary research or innovation; rather than focussing on a topic and pointing towards gaps and needs for new knowledge, the project has targeted the municipal working ground without a prescribed change agenda. Thus, Södertörnsmodellen has identified means for improving many operations already
existing rather than inventing new ones, and generally shaping project operations according to the specific needs in each municipality.

Outcome & opportunities

Södertörnsmodellen has delivered 3 method packages: value-creating, co-creating and knowledge-driven urban development. Together, they utilise the Södertörn Analysis (Swedish: Södertörnsanalysen), a user-friendly, analytical visual tool for providing decision-makers with a deeper knowledge basis for urban development. The tool was developed with help from Hans Rosling’s Gapminder. Variables within the Södertörn Analysis include mapping of ecosystem services and indicators for socio-economic development over time in a given area. 12 insights for a social sustainable urban development has also been generated throughout the project:

1) There is no universal indicator for social sustainability.
2) Increase understanding!
3) Establish concrete and measurable objectives.
4) Identify physical and non-physical measures that will help realise these objectives.
5) Strengthen collaboration across departments, sectors and professions through dialogue for improved results.
6) Assess the social consequences of different considered alternatives in planning processes.
7) Continually follow up on objectives versus outcomes. This requires established measurable variables.
8) Allow citizens to co-develop solutions by creating forums in which they can answer questions of how and why, without creating false expectations.
9) A space is used by others than those living in the area; finding the relevant stakeholders requires considerable mapping.
10) Use participatory dialogue, transparency and communication as tools to create planning value and trust value among citizens. Report on how dialogue has affected end results to achieve and preserve trust between public administration and citizens.
11) Instead of maximising the level of participation, finding the right form of participation throughout different stages of a planning process is more productive.
12) Gather, save and structure the knowledge generated from a participatory process.

The produced methods and knowledge are meant to be open to any public, civil or private actor willing to use it in their ordinary processes. The fundamental idea is to spread these concrete outcomes to other actors and regions, for example the Gothenburg Regional Municipal Federation (who joined Södertörnsmodellen in the later phase).

Lessons learned & recommendations

Many diverse actors and departments in public administration who influence sustainable development factors are seldom coordinated or even lack knowledge about each other’s operations. Public organisations may not have data and knowledge collected in a structured way. Although largely possessing a highly educated and skilled workforce, municipalities generally lack a structure for
improvement work, as the private sector is known to have. Moreover, today’s implementations stem from yesterday’s decisions, sometimes going back several years or even decades. Civil servant procedures may be virtually cemented while policy-makers’ decisions aim for high levels of innovative sustainable development. Involving the citizens has proved a different type of challenge. While there exists an outright will by decision-makers to further involve opinions and knowledge of local residents, the process by which this is done is currently mainly reactive and not proactive. Moreover, not getting back to people on a matter already subject to public participation may result in decreasing levels of trust in the administrative and political system. In this regard, turning existing participatory governance processes into an institutionalised proactive dialogue has been a priority for Södertörnsmodellen. Politicians as a group are particularly hard to influence due to their dependence on votes every 4th year; this reality creates a pressure that risks resulting in dispensing with certain crucial decisions for sustainable urban development, or that politicians are hard to reach in general for actors such as Södertörnsmodellen. Municipalities have been reluctant to admitting entrepreneurs into the co-creation process at an early stage, whereas entrepreneurs on the other hand are eager to enter the process as early as possible. A commonly shared controversy however concerns costs, for example regarding pre-studies; assigning these costs to particular actors is a topic not easily agreed upon.

A fundamental lesson has been to approach people where they are operating, instead of inviting them to a seemingly alien forum. This way, one can assess what is already in place in a given context such as driving spirits, values and commitment. A challenge that has arisen from this starting point is that results have been rather
difficult to backtrack. Many employees within participating municipalities cannot acknowledge the contributions of Södertörnsmodellen to their particular operations, although there clearly exists a connection between those operations and the project’s contributions.

A general insight regarding the transformation process towards sustainability is that it is mainly composed of projects, which poses a substantial challenge. Invididual projects spanning a few years cannot achieve transformation by themselves unless they together contribute to the formation of a greater process. This applies to all forms of societal planning. Of particular interest is the manner in which public employees regard this process, as their respective assigned budgets are tethered to specific plans rather than a process, whereas municipalities need to constantly reevalute themselves and work with their particular improvement process. The interconnection between project and process is thus of tremendous importance to sustainable urban development as well as society in general.

Leader

Leader is a method for rural development elaborated in the 1990’s, also useable in urban areas. The leading principle is to make local communities participants in developing their future. A specific area or region can choose to become a Leader area, of which there are currently 48 existing in Sweden. Each area has a central office to which local cross-sectorial development and innovation projects can apply for funding and support. An earlier Leader development project in the Stockholm Region, UROSS (Utveckla Roslagen och Stockholms Skärgård, “Developing the Roslagen Area and the Stockholm Archipelago”) 2007-2013, effectively utilised Leader and confirmed its potential for creating local participatory initiatives and hope for the future.

Challenges

The Stockholm archipelago, with its roughly 30 000 islands (of which about 200 are inhabited), together with the vast rural areas surrounding the city comprise a substantial part of the Stockholm Region. The archipelago alone hosts around 3 million tourists every year. Much of the region’s wildlife, green areas, cultural heritage and nature reserves are located in these areas. Although sparsely populated, with a total of 113 991 stable residents in 2014, of which only 7 348 lived on the islands all year round, the countryside and archipelago together comprise around 5% of the total regional population. However, these areas are generally overlooked while facing major social and ecological sustainability challenges. Tourism has dramatically raised estate prices, especially in the archipelago. Establishing stable internet connections is still a challenge in most areas. The large local fishing business is challenged due to previously unsustainable draft. Unemployment is relatively low in the archipelago (est. 2,5 % in 2014) but dramatically higher in the inland rural areas (est. 17% in 2011). The access to public services in the Stockholm archipelago is generally considered to be equally remote as in some northern parts of Sweden (Norrbotten).

Out of the 50 Swedish islands regarded as depopulated in 2013, 22 were located in the Stockholm Region. In conclusion, the residents of the archipelago and rural areas of Stockholm are in need of empowerment in order to strengthen their own local businesses as well as creating feasible and sustainable living conditions.

Leader Stockholmsbygd was initiated in 2014 as a development project and non-profit organisation envisioning “an archipelago and a countryside in which local initiatives, interacting with the surrounding world, develop sustainable and attractive societies, spreading hope for the future.” It was approved in 2016 by the Swedish Board of Agriculture, meaning that Leader Stockholmsbygd was officially one of 48 approved Leader areas.

Good practices & solutions

Priority efforts for Leader Stockholmsbygd are the development of a local community attractive to visitors and inhabitants, promoting local foodstuffs and markets, creating a good environment and increasing sustainability. One aim is to further diversify the local community and its actors through increased collaboration around distribution of local products and services, logistics and marketing. This will also entail increased knowledge exchange and new meeting fora among the actors and with the surrounding world. Finally, a particular goal is to increase local knowledge about ecosystem services and sustainable development in order to strengthen the biological diversity of land and sea in the concerned areas.

The project/non-profit association functions mainly as a central resource of support for locally initiated projects. These projects are able to apply for funding and are supported in this process. Approval of funding depends on a set of criteria as a broader benefit to the leader area, locally-based approach and participation, collaboration with other stakeholders and sectors and last but not least contribution to one of four focus areas (smart villages, tourism, local food production and marine/nature conservation). Once approved, projects can receive investment funding as well as network building support, since Leader Stockholmsbygd has knowledge about potential collaborators. Leader Stockholmsbygd explicitly states a desire to promote cross-sectorial collaboration, diversity and synergies between stakeholders.

In 2014, 13 bygdemöten- meetings with local neighborhoods – were held, in total attracting around 140 participants. Participants included fishing associations, SME associations, neighbourhood associations, environmental activists, sports clubs, womens’ associations, farmers and local branches of Naturskyddsföreningen, the Swedish Society for Nature Conservation. During each meeting, a SWOT analysis was made to guide the discussions about needs and possibilities for future efforts.

Potential initiatives included increased local food production, tourism development, local investment companies, more rental apartments and recreational activities. Leader professionals are the target group of a particular academic course offered by the Swedish University of Agricultural Sciences (SLU), in English “Innovation – coaching innovative processes”.

Outcome & opportunities

The whole area has a rich tradition of voluntary associations, family and small-scale businesses and social entrepreneurs. A certain self-made mentality pervades the area and its people. Instead of public meeting spaces, the civil society offers the most scenes for dialogue and community. Also, being a close neighbour to Sweden’s largest urban centre does provide certain opportunities that can be exploited further. As tourists are already numerous, an increased profiling of locally and organically grown foods could be further marketed to the environmentally aware urban consumers or attract visitors. Further use of digital marketing is considered especially beneficial to these areas, since they lack sufficient infrastructure. Being a more niched, entrenched and accessible project partner to stakeholders, Leader Stockholmsbygd has an advantage over other EU funds.

Lessons learned & recommendations

As the project attempts to grasp a diverse and wide area, the conditions for enabling local initiatives vary significantly. For example, the level of commitment and resourcefulness usually decreases with proximity to urban areas, as responsibility is expected from other actors rather than the local community. Due to budget restraints, LEADER Stockholmsbygd does not have the capacity to create a common platform for the different initiatives to meet and exchange knowledge. Lack of investment for local initiatives is common. As mentioned in the above section, local investment funds is framed as a general alternative to applying for investment from larger actors. The younger generation is generally considered difficult to engage, partly due to the perceived lack of future possibilities, the main challenge in this regard not being work opportunities per se, but rather the lack of accessible societal services and housing. Involving a sufficiently large number of local actors is key. A well-balanced mix of required expertise is usually present in most areas. Balancing the local and global aspects is particularly difficult. Local residents need a stronger sense of community while achieving stronger bonds with and openness towards the rest of the world. If this is not achieved, matters will not move forward.

Related SDG targets

URBAN ICT ARENA

A sustainable and connected Stockholm needs an up-to-date digital infrastructure and ICT services that enables not only a decent but a pleasant life for its residents. Aspects concerned with this need are, for example, innovative traffic technology and mobility services.

Urban ICT Arena was founded in 2016 by the Electrum Foundation in the well established ICT cluster of Stockholm suburb Kista. Kista is currently the largest ICT cluster in Europe. The guidelines of the Urban ICT Arena’s operations are sustainable urban development, future job creation and accelerating innovation. Urban ICT Arena uses the concept “Not Boring” as an approach and methodology.

“We need to meet and great to achieve an exponential learning curve, but instead, everyone sits in a corner inventing the wheel. This is one of the more important things our platform enables.”

A central approach is not setting too specific goals, but rather very well defined needs or pains. The we can “play around and fail in small scale” with cutting edge technology while maintaining a vision of a sustainable city. The mindset is that we cannot know exactly what the digitalised IoT-based society will look like.

Another essential feature of Urban ICT Arena is to strongly consider and involve actual people instead of organisations; the Not Boring 5G Bike was introduced by Petra Dalunde, chief operating officer. IT equipment was provided by Ericsson, two students developed its security features and professor Mark Smith of KTH helped with construction. The testbed consists of four layers – Hardware, Software, Smart Services and Business Model – with the desire to add a fifth: Enabling Citizen Layer. The last layer is intended to ensure that the value created by digital innovation effectively reaches people living in cities. According to Petra Dalunde, CEO, 15% of the process consists of innovation whereas the remaining 85% consists of organisation and mindset. The ecosystem of innovation cannot be sustained without enterprises, without the SMEs and start-ups you only have needs and finances.

Engaged partners and stakeholder groups

Electrum Foundation with Ericsson, the City of Stockholm, ABB, IBM, KTH, RISE ICT, Region Stockholm, Stockholm University.

Notable outcomes within Urban ICT Arena for social-ecological sustainability

As the Arena is still growing, there are numerous projects and prototypes being tested and several have already made a certain impact on decision-makers.

5G Bike

The 5G bike is essentially a mobile wireless modem, visualising some social and entrepreneurial potentials of the Internet of Things. Anyone can try it out as part of the testbed in Kista.

Autopiloten

Engaged partners and stakeholder groups

Klövern, KTH, Urban ICT Arena, Ericsson, SJ.

Autopiloten is Sweden’s first autonomous vehicle to be publicly tested and is available for a short route in Kista between 7 AM and 6 PM.

GCity

Engaged partners and stakeholder groups

First stage: representatives from Stockholm University, ESRI, KTH, Urban ICT Arena, Swedish Cycling Association, cyclists, one private ICT consultant.

Second stage: City of Stockholm, Nacka Municipality, Stockholm University, ESRI, Tidma, Urban ICT Arena.

Challenges

“We still don’t quite know which problems will be solved with this solution.”

The project was initiated in 2018 to explore innovative traffic technology and mobility services for alternatives to cars. The first stage resulted in the consortium approaching further stakeholders such as public governance.

GCity explicitly uses Design Science and Action Design Research, methods from the engineering sciences. Design Science is closely related to Design Thinking but differs in that it defines the problem already in the first stage, rather than after initial empathy work. Iterative testing in close contact with municipalities as well as cyclists and car drivers is considered essential for successful results.

One of the key representatives, from the Swedish Cycling Association, unexpectedly passed away during the course of the first stage. This event revealed the project’s dependence on personal chemistry and commitment, as the association has not shown the same interest since then. Person-based collaboration is indeed a double-sided coin, since knowledge about each other’s particular expertise may also be a great asset to a group, sometimes referred to as a transactive memory system.

Good practice & solutions

Starting as a shorter conceptual project with a limited budget and timespan is a good way to form a well-knit consortium and prepare take-off for more substantial operations. Entering a large project from the beginning can be intimidating for many important societal actors.

Kista Mobility Week

Engaged partners and stakeholder groups

CityMobil2, Drive Sweden, Ericsson, Kista Science City, Nobina, politicians, Swedish Transport Agency.

Kista Mobility Week demonstrated various innovations within mobility challenges such as autonomous buses from the EU project CityMobil2 (ended in 2016) in order to highlight the value of collaboration within Urban ICT Arena between ICT companies and public transport administration. The event gathered some 3 000 visitors, including high-ranking politicians such as the (then) Infrastructure Minister of Sweden and the Mayor of Stockholm.

Grow Smarter: traffic monitoring in Slakthusområdet

Engaged partners and stakeholder groups

Facility Labs, IBM, Need Insights.

Grow Smarter used the expertise of IBM for its solutions regarding heavily trafficked areas in its testbed of Slakthusområdet (see separate section on Grow Smarter). IBM developed monitoring solutions together with Need Insights and Facility Labs in order to provide data for increasing efficient pedestrian traffic to reduce car use in the area.

Urban mobility and logistics done differently

Engaged partners and stakeholder groups

Ericsson Research, KTH students, UID students.

Ericsson, together with groups of design and engineer students, developed a safe, sustainable and human-centred logistics solution. The concept is based on individuals taking it upon themselves to deliver a package sealed within a light, locked box providing live data, thus never getting lost. Boxes are placed at pick-up points and each distributor can drop them off somewhere along the way. Deliveries are secured by contracts between agent and receiver, ultimately eliminating the need of a logistics actor.

Global Goals Lab

Engaged partners and stakeholder groups

Quantified Planet.

The Global Goals Lab is an initiative from open data association Quantified Planet with the aim of showcasing examples of sustainable projects and testbeds from all around the world.

Divercity

Process and policy development project for joint building ventures.

Challenges

Current Swedish housing construction is a complex process, usually spanning at least 3-4 years, involving municipalities and a handful of building contractors at the very least but, perhaps more delicate, requiring the participating construction companies to co-finance the process long before the first buildings have been erected. Alternatives to this system are rarely tested, which risks jeopardising the well-needed acceleration in sustainable construction over the next decades for the rapidly growing Stockholm region. Moreover, although housing may indeed be satisfyingly built, procured companies may be less keen to secure a diverse and equal community and functioning local services for the residents. When comparing Sweden with, for example, Germany, where alternatives such as joint building ventures (Swedish: byggemenskap, henceforth JBV) are well prominent, there is a perceived need of experimenting and developing policies concerning housing and construction in order to improve the prerequisites for a just and sustainable city.

JBV is a model in which users – the intended residents of a house or neighbourhood – participate in the planning process as a co-operative society and exercise influence over all or most of the decisions. They are currently rare in Sweden and are also largely unknown to the banks that can fund them. Individual co-operative societies usually lack the sufficient funds and organisational stability to be regarded as reliable project partners from the perspective of Vinnova. Instead, the Society of Joint Building Ventures (Swedish: Föreningen för byggemenskaper) is the coordinating actor of the Divercity project initiated in 2016. The goal of the project is to create leverage for more JBVs in Sweden, using their co-operative societies as testbeds while experimenting with construction process design and construction policy development.

There are several indicators as to why JBVs are worth strengthening. If end users are included from the start, their commitment to the constructed neighbourhood is stronger, promoting a socially sustainable area. Moreover, as end users share the costs of materials and processes, JBVs are more likely to contribute to a resource efficient construction, more lasting materials and thus better potential for sustainable buildings. Furthermore, JBVs potentially constitute an addition to democratic participation in urban development.

Good practices & solutions

“What we seek to achieve requires several actors”

Co-creation between architects, urban planners, joint building venture co-operatives and researchers is a fundamental feature of the process. The project has 18 organisations participating altogether and the various stakeholder groups had hitherto had limited understanding of one another, which demands a conscious process design in order to guide each actor towards a common vision. Several workshops have been conducted to foster a common view of the challenge and the funding application was written collaboratively. There is also a regularly maintained ambition to involve stakeholders – the co-operatives – on the same terms as project partners in the co-creation process, as they are formally asymmetrically involved due to Vinnova’s requirements.

There is, moreover, a generally accepted view among the participants that a process needs to be framed by a particular methodology. In order to facilitate co-creation, the Step Dialogue is used, a process design allowing several spaces for reflection individually and in groups, gradually aiding the participants in becoming more conscious about their common core values guiding the process and their main objectives.

During step 1, a process description was developed, providing an initial overview of what needs to be done in order to realise a construction project with JBVs. The description is partially used as a supporting tool for architects, often unused to working with JBVs, but primarily for the municipalities to better understand their own operational conditions. The description covers core issues for the project, such as regulations excluding JBVs and important steps included in construction processes. It is used as a basis for step 2, in which the JBVs become testbeds for trying out various solutions and evaluating the JBVs’ potential for sustainable urban development, while municipalities are experimenting with policy labs. RISE is responsible for these policy labs as well as evaluating the JBVs and their role in sustainability aspects, whereas researchers from KTH are conducting evaluation research, for example jointly with the City of Stockholm. One notable case is the city’s pilot project Fokus Skärholmen, in which one land assignment is designated for testing a JBV project.

Divercity uses a bottom-up perspective, in which different working packages deliver output to a steering group assigned with the task of developing and spreading jointly created knowledge within the project.

Outcome & opportunities

The main long-term potential for the project, if successfully conducted and scaled, is a systemic change of Swedish housing construction policies, in which end users participate and influence the process on a broader scale than previously known.

Lessons learned & recommendations

The constellation and choice of participating actors is crucial and needs to be consciously thought-through, with particular regard to achieving a satisfying breadth of expertise. Involving the National Board of Housing, Building and Planning (Boverket) gives Divercity a credibility otherwise not gained, member-governed bank Ekobanken provides the financial perspective and Coompanion contribute their expertise on and experience from all forms of co-operative organisations.

Utilising these different knowledges separately needs to work parallel to establishing a common ground between all actors, as well as each part acquiring a driving force on their own as a result of appreciating the common benefits of the project.

Engaged partners and stakeholder groups

Alsikebolaget, Nils Söderlund Architects, Boverket, Coompanion, Ekobanken, Föreningen för Byggemenskaper, City of Gothenburg, inobi, KTH, City of Malmö, omniplan, Orust kommun, Region Gotland, RISE, Röd arkitektur, City of Stockholm, Theory Into Practice, Uppsala Municipality.

Rinkebyresan: Yalla Projektet & Yalla 2.0

Challenges

Rinkeby is one of Stockholm’s most stigmatised suburbs due to a long-lived legacy and image of unemployment, segregation, violence and crime fastened onto its image. This is as much a long-lived reputation as it is a reality. Unemployment rates are more than double that of the Stockholm average (7,1% in relation to 3%); the average wage is 236 200 SEK per year (the Stockholm average being 363 700 SEK). Furthermore, wages are particularly low for women (the average in Rinkeby-Kista city district being 206 300 SEK), around 57% of the wage of the average Stockholm resident. In 2010, Rinkeby was ranked as having the 4th highest crime report among city districts with low income and education in Sweden, well above the national average (more than 200 reported crimes per 1000 inhabitants, as compared to the national average number of 125).

One of the owners of family-owned housing company ByggVesta, U.S.-born Laurie McDonald Jonsson, became aware of Rinkeby’s socio-economic challenges when planning investments in construction of rental apartments in the area in 2014. This construction process was part of a larger development programme, involving a total of 225 rental units in the area while covering the E18 main road running next to Rinkeby. McDonald Jonsson declared that if ByggVesta was to invest in housing in Rinkeby, merely building and maintaining a stand of apartments was not going to be enough; an investment in social sustainability was likewise necessary.

Good practices & solutions

First, Byggvesta conducted a customer survey to residents in Rinkeby reaching around 1000 respondents and made several additional visits to the area to learn more about the needs and wishes of residents. Following that, ideas for a project aimed at confronting local challenges were brought forward from residents. Finally, during Sweden’s National Holiday in 2014, residents were able to vote for one of several ideas to be realised with the aid of ByggVesta. There was a strong demand for a new niche for local unemployed women – many of whom have children – at becoming more self-dependent. A majority of Rinkeby’s inhabitants have either migrated from or are children of migrants from various countries outside Europe. Ultimately, inspiration was taken from Yalla Trappan in the suburb of Rosengård in Malmö that has similar demographics and socio-economic challenges; the idea was to start a co-operative enterprise of women from Rinkeby cooking and catering food emanating from the countries and food traditions that they have experience from.

ByggVesta hired a project manager and initiated a PPP-style project; funding was granted by Tillväxtverket while Coompanion provided expertise in co-operative social enterprises and project management. Local social entrepreneur Blå Vägen, performing education of local unemployed and helping them reach the job market, also added an extra layer of local knowledge about particular challenges and needs of the target group.

ByggVesta itself had a large network of relevant partners for Yalla Rinkeby from the start, facilitating challenges of gaining funding and proper expertise needed for the task. Using these contacts is seen as essential to the conduction of the programme. Coompanion, itself a co-operatively owned consultance firm, specialises in supporting work-integrating social enterprises (Swedish: ASF). Among their commonly used tools for this is etableringsanalys, establishment analysis or feasibility assessment. A private language educational company provided 4,3 h of Swedish lessons each week to participants in Yalla Rinkeby, since some of the participants did not speak the language. Other activities for long term impact include CV workshops, a Swedish-only policy in the kitchen area, practical education in professional kitchen procedures and catering and education in digital tools. Knowledge on sustainable food production, raw foods and healthy living is also added as part of the education, provided by an employee of ByggVesta with expertise in local small-scale cultivation (Swedish: kolonilotter) at Järvafältet green area.

The food production and marketing proved an easy aspect of Yalla Rinkeby: “The food is selling itself”. Yalla Rinkeby was represented at the local Järva Politikervecka in June (established in 2017), a forum for political, public, private and civil organisations to exchange knowledge and discussions.

Outcome & opportunities Yalla-projektet

A survey aimed at the participants shows that 6 out of 7 goals were met or exceeded expectations. The goal that was not met stated that 30 participants should take part in project activities whereas the outcome was 26.

Statements from participating women show that they experience higher knowledge, empowerment and self esteem with regards to working life. Furthermore, the project has provided them with a sense of community and social capital amongst each other.

Yalla 2.0 started in January 2019 – a Tillväxtverket funded project in order to expand Yalla Rinkeby. The goal is to be able to train 40 women per year. Furthermore, a Yalla Café will be opened in Rinkeby to reach more customers and increase profit for the co-operative. Another stated goal is to further support ecological values by educating actors within Yalla Rinkeby and promoting local cultivation. The idea is that Yalla Café will be a destination café that attracts all Stockholmers. From a PPP perspective, ByggVesta as a housing organisation has been enriched with knowledge of societal sectors and branches that they hitherto did not possess, e.g. further strengthening their expertise in designing spaces and facilities, but also marketing strategies. “In the beginning, this would seem like an odd business for a housing company … [but] now many want to work with us!”.

Lessons learned & recommendations

The Swedish Employment Agency (Arbetsförmedlingen) is a key actor for initiatives such as Yalla Rinkeby; however, it was a challenge to recruit participants in the start of the project. A good collaboration with The Swedish Employment Agency is very important in order to secure the long-term business model for projects such as Yalla Rinkeby. Allowing the business model to evolve into a long term sustainable solution needs to take its time. ByggVesta has more than a 100 year perspective for its property and would be happy to see Yalla thrive alongsside that timeline.The dependence on individuals is ever-present in PPPs like Yalla Rinkeby; it is necessary to clarify designated contact persons and their roles at an early stage as well as continuously throughout the process. Commitment is easy to find, consistency less easy; therefore, expectations need to be realistic and clearly expressed, with regards to both partners and participants.

Engaged partners and stakeholder groups

Rinkebyresan: ByggVesta, local residents.

The Yalla project: ABF, Berlitz, Blå Vägen, ByggVesta, Coompanion, Ericsson, Familjebostäder, Koncept Stockholm, women in Rinkeby. Huddinge, Sollentuna, Solna, Stockholm and Sundbyberg Municipalities.

Yalla 2.0: ByggVesta, ComHem, Coompanion, Electrolux, Stockholms Samordningsförbund, Studieförbundet Vuxenskolan, Swedish Employment Agency, unemployed women, World Chefs. All municipalities in Stockholm County.

Fyrklövern

Challenges

Upplands Väsby has roughly 45 000 residents and is a fairly stable municipality that, for various reasons, experienced a decline in construction in the 1990s and onwards, preventing the municipality from growing in concordance with the rest of the Stockholm region. These conditions, coupled with a slowly increasing risk for social problems and unrest, led to measures being taken by the centre-right political majority for altering the housing stand considerably. Public housing company Väsbyhem was to a large extent sold to private companies in order to promote a higher diversity of residents and choices of housing. The Fyrklövern area was a natural choice for a new development project in which different forms of new apartments could be constructed. Altogether, some 2 000 apartments will be built by 14 different construction companies. The main objective for the project is to densify, renew and refine an already existing city centre.

Good practices & solutions

In order to reach the high ambitions, external consultancy was acquired, as well as a participatory dialogue process called Väsby Labs. This developed into an experimental, co-creative process involving citizens, construction companies, architects, politicians, private sector, schools and preschools, students and other actors in a series of workshops, of which one took place in the middle of the city mall. The process resulted in a steering committee coordinating the future work with the Fyrklövern project.

Interestingly enough, although the municipality produced a ready plan for development, no construction companies were committed to accept it due to various reasons, including high prices and Väsby being regarded as too peripheral. In order to overcome this stalemate, the working committee decided to proceed with the 54 most promising ideas from Väsby Labs and develop them into a “menu” for potential contractors. The contractors would select which ideas they would be willing to realise and at what cost. This system resulted in 15 land assignment deals during 2014, allowing the municipality to proceed with planning operations.

An external jury of 7 experts from academia, architecture and construction assessed the various propositions from the contractors in an iterative process in which each proposition was being reworked in several steps. The jury assigned points to each proposition, each point reducing the cost per square meter with 1 SEK.

Outcome & opportunities

The various involved stakeholders have experienced surprisingly little disagreement over the issue and the project has attracted much attention from various directions. Fyrklövern is regarded as a potential for maintaining a diverse community by inspiring new income groups to move into the area.

Lessons learned & recommendations

Construction companies, and to some extent architects, however skilled and experienced, lack creativity regarding many aspects of the construction process. They turned out to be surprisingly standardised in their idea formulations during the project. For future prospects, alternative stakeholders would be interesting to try out, such as joint building ventures, in order to inspire more diversity.

The point-based system proved valuable to all involved, as it ensured a richness in the construction plans that otherwise would have risked getting lost along the process, as was often the case in previous experiences. The point-based system empowered the municipal civil servants in their dialogue with the contractors, as these had agreed to develop the area in a certain way that they later had to follow up accordingly regardless of their financial considerations.

Engaged partners and stakeholder groups

Construction companies, local residents, Upplands Väsby Municipality. Interdisciplinary sustainability expert group from research, construction and architecture (Senior experts from Gehl Architects, Jernhusen, KTH, Stockholm Resilience Centre, Sweco, Utopia arkitekter)

Smart Kreativ Stad

EU regional development project for film in sustainable urban development

Challenges

The film industry in Stockholm is, in some ways, a neglected business, with most of its performers suffering from short-term contracts and low wages. Moreover, the business of distributing film has changed significantly during the recent 5-10 years, demanding new ways of exploring deployment of film vis-à-vis audiences. Simultaneously, it is a diverse field of production and co-creation, as it needs to accommodate a vast range of talents and knowledges in order to function. Beata Mannheimer from the regional film foundation, Film Capital Stockholm, realised the potential of this creative industry in transforming the urban public spaces when Tillväxtverket announced their funding programme for regional urban development.

Stockholm has the potential of being a more open and inclusive region by using its public spaces. The challenge from which the project Smart Kreativ Started was, thus: How can film be used to promote sustainable urban development?

Good practices & solutions

Prior to the launching of Smart Kreativ Stad, a pre-study was conducted in which actors such as Kista Science City, IBM, game developer Dice and other stakeholders in the film business were approached. The inclusion of knowledge into the subsequent project was managed so that anyone could apply to the board of Smart Kreativ Stad for funding with an idea for a pilot project, whether as an individual artist or as a team. The project has thus been divided into smaller pilot projects during 2-3 years. Finally, a scaling and expansion phase will carry on 5 themes into further implementation, while additionally implementing the project’s outcomes within the organisation of Film Capital Stockholm itself. A participatory researcher has been following the process during the total course of the project.

Outcome & opportunities

To manage working conditions for film creators, a pool for obtaining work opportunities has been realised during the project. The diverse results and knowledges produced during the project are planned to be spread to a wider audience and implemented in urban development processes, thus potentially contributing to a city with improved leisure and safety levels. A number of meeting forums have emerged between citizens of different areas, but also between different societal actors.

Lessons learned & recommendations

Breaking perspectives is an important prerequisite for co-creation and collaboration in this type of project. Working in lab formats creates a learning environment for all involved, including the ones leading the process. However, everything cannot and should not be connected all the time; certain processes need to be isolated in order to flourish, depending on participants and specific prerequisites.

Regarding urban planning, Smart Kreativ Stad have identified a lack of “soft” and “human” value methods in current standard procedures. Another interesting realisation is that the movie business harbours an inherently well-prepared workforce regarding participatory dialogue. Documentary movie-makers are well used to these types of processes and therefore pose a great potential for future urban development. The movie business, in general, has substantial experience and potential for co-creation between a relatively vast range of disciplines. However, actors in cultural industries are known to regard themselves as underdogs towards “stronger” actors, such as municipalities and corporations.

Conducting such a complex process entails that communication needs to be shared among several actors, not only the coordinators. Results and progress also need to correspond to actual, established needs, otherwise nothing productive will come out of it. Building trust, in this regard and generally, is a constant challenge; speaking the same language (as in vocabulary and discourse), agreeing on basic values and problem definitions and having shared time schedules are crucial prerequisites. The civil sector can be quite fast in decision-making compared to public organisations, for example, which demands that every actor works in alternative ways to some extent. A valuable concept mentioned during the interview was förväntansavklaring (English: clarification of expectations), describing an essential process of transparent planning in the early stage of the project.

Engaged partners and stakeholder groups

City of Stockholm, Film Capital Stockholm, individual film creators, KTH, Nacka Municipality, Stena fastigheter, White arkitekter.

Norra Djurgårdsstaden

Challenges

Developing Norra Djurgårdsstaden (NDS), a completely new urban district for 12 000 residents and workplaces for 35 000 people, has been a significant feature of the last two decades of planning in central Stockholm and, naturally, a huge challenge. It was, however, only half-way through the process that the Stockholm City Council in 2009 decided to profile NDS as an internationally competitive hallmark of sustainability, inspired by the previously successful development of Hammarby Sjöstad. This serves municipal marketing purposes while it promotes sustainable and innovative models of urban planning, construction and development that can be adopted by future projects.

Good practices & solutions

Developing a sustainable city district cannot be done by merely assigning the task to the Development Administration at the municipal administration; close co-operation is needed with other departments, construction, housing and other companies, residents and academia. A particular organisation was built up solely for working with NDS, with thematic groups of experts breaking down the many different project goals into specific sustainability requirements. Co-creation of problem definitions and ideas was also present at an early stage by necessity, as those involved in the long and complex development process had different experiences, knowledge, vocabulary and view of the problem, meaning that they needed to develop common frameworks in order to work together. In 2008, KTH conducted a series of future workshops, gathering experts and stakeholders around issues such as transport and energy, in order to gain a broad understanding of the challenges and possibilities of NDS. The outcome of these workshops implied a way forward for developing NDS. In 2010, a World Class Agreement (Swedish: världsklassavtal) was developed by around 100 different actors – including construction companies – regarding NDS. Again, when revising the NDS sustainability vision and targets in 2017, a similar process was conducted, in which researchers, different city administrations and companies, developers, by then established residents and others were involved in working out future challenges and objectives. Requirements specifications have been emphasised throughout the project. First, sustainability requirements are set at a high level.

Second, from an early stage, assigned developers need to declare their data on a regular basis so that requirements can be carefully followed up. Third, the main incentive for living up to requirements is not, as is usually the case, a fine, but open declaration of achievements in NDS’s annual sustainability reports. Not wholly unexpected, many developers anticipated a failure to meet requirements; thus, developing sustainability competence became a highly emphasised part of the process at an early stage. Forum för hållbara lösningar (Forum for Sustainable Solutions) was initiated in 2012 and has held around 20 events where material industry can meet developers to talk about innovative products and businesses. A capacity development programme is held since 2010 of knowledge sharing between involved actors in construction and sustainable development processes. The capacity development programme particularly demonstrates the progress of NDS, but also generally discusses innovative solutions to building sustainable housing. While many actors initially showed reluctance to participate, it only required for a few to join the competence development process for others to follow and subsequently compete with each other regarding learning about sustainability. The close dialogue with constructors also helped to improve project management’s requirement specifications.

NDS works with 5 overarching strategies, each encompassing the three dimensions
of sustainable development:
1) A vibrant city.
Emphasising the public space as an important area for equality and accessibility for all.
2) Let nature do the work
Harnessing green and blue qualities in improving life quality; for example, laying green rooftops is essential in order to meet requirements.
3) Accessibilty and proximity
Providing proximity to societal services and making fossil fuels as redundant as possible by promoting cycling and pedestrians.
4) Resource efficiency and climate responsibility
Creating smart management systems of energy, waste and engaging in a sharing economy. Moreover, a particular centre for re-use and restoration of used materials
and goods creates new value for artisanry connected to these practices, thus enabling a form of circular knowledge.
5) Participation and consultation

Local collaboration within and between neighbourhoods is emphasised through digital and analogue means. In order to experiment and push boundaries in NDS, R&D projects were welcomed to create innovative solutions with NDS as testbed. All projects were coordinated by the NDS strategic sustainability group, promoting projects in particular areas of interest to form a balanced and diverse portfolio of outcomes. Projects mainly worked according to triple or quadruple helix models, including C/O City, who developed new tools for assessing green qualities in built environment. 7For the NDS project management, the internal anchoring process of the unusual collaboration forms with construction actors, other cities and research institutesultimately took approximately 3-4 years to accomplish; however, the dialogue that has originated out of this process has become particularly beneficial and probably unprecedented for the City of Stockholm. Moreover, the close dialogue format breeds a higher level of respect and understanding due to mutual learning between actorsand their objectives, as well as an environment of constructive criticism.

No particular method has been utilised to foster co-creation apart from general project management tools; managing the chain of ownership by establishing contact higher up in the municipal management structure, and horizontally between departments, has been key to having the right expertise present at as many meetings and forums as possible.

Outcome & opportunities

NDS is currently the home of 6 000 residents having successively moved in since 2012. NDS won the C40 Cities Climate Leadership Group Awards in 2015 in the category of sustainable city district, awarded at the UN Paris Climate Conference. Through its high requirements, NDS has implemented a rich variety of sustainable solutions and more are waiting to be implemented. While apartments will be costly, the new land allocation agreement assigns developers to shaping properties in order to maximise accessibility in public spaces to attract a diversity of citizens.

Lessons learned & recommendations

The early stage is crucial for success in terms of co-creating sustainable solutions and knowledge. Aspects in need of particular attention in this regard are: clarifying the objectives and involvement of each actor, working on a strategic level, harnessing leadership, not giving up, have the courage to evaluate regularly, internal anchoring, revising targets, supporting the creative process and a general intuitive feeling. A particular significance is paid to including sustainable goals from the beginning, instead of pasting it onto already existing structures. A challenge hitherto unmanaged in NDS is the continuous documentation and preservation of knowledge generated in the process, in order to ensure that it lives on into other projects.

DECODE – Community Design for Conflicting Desires

Research project for designing participatory processes in urban development. National platform for applied research. Based at KTH, research conducted in all participating municipalities of which 5 are within the Stockholm Region.

Challenges

Participatory urban planning processes are gaining more and more relevance in municipal decision-making as the Stockholm region grows. With increasing demands for housing projects, the needs of various social groups need to be taken into account so as not to increase segregation. Decode’s mission is to develop mechanisms in participatory processes for balancing power relations and conflicts of interests.

Civil servants and politicians experience ambiguity regarding the ownership of these types of issues. Relations between municipalities are furthermore structured by complex power dimensions, sometimes aggravating attempts at wider collaboration. Meanwhile, most urban development projects are conducted by default standards, without bringing in new perspectives.

Decode was launched in 2012 by Björn Hellström (then at Konstfack College of Arts and Design) together with researchers from various other disciplines, Upplands Väsby municipality, Sweden Green Building Council (SGBC) and Tyréns architect firm. The initial purpose was, based on the above problem formulation, to develop methodologies for facilitating cross-sectorial and cross-disciplinary collaborations in urban development with a particular emphasis on realising social sustainability goals. SGBC became a particularly essential partner during the course of the project due to them already having created Citylab Action, an educational programme for urban development processes. Citylab is a certification tool for sustainable construction, and Decode is the managing part of Citylab’s process management education.

Good practices & solutions

Since its inception, Decode has been driven by two principles: interdisciplinary methodological development and conscious process design. Together, these principles imply a loosening of disciplinary, professional and sectorial affiliation between participants in order to break up “silos”. Emphasis lies less on contributing to particular fields of knowledge and more on designing the process of urban development for increasing social values for the users.

The above founding partners jointly agreed on emphasising qualitative perspectives rather than quantitative in pursuing these principles. There was from an early stage a general agreement among the participating actors on a well-defined fundamental norm from which the project’s work would emanate; this may be difficult to achieve among so many actors, especially concerning a politically incentive issue such as social sustainability, but Decode managed to find the common denominators of the project group. Although working in different fields, the participants share similar outlooks on the issues of urban development. “We have been a few steps ahead”, says Björn Hellström, as a rather large group have had opportunity to work in the same way within the project. Extensive iteration of project work has also been mentioned as an important asset in this process, which, naturally, requires its due time. A well-needed strength of the project was therefore the stable funding received from Vinnova during successive phases.

Five aspects are seen as essential process leading factors in need of a conscious strategy; organising the project, collaborating within the project, participation (i.e. dialogue and consultation with citizens), communication and innovation. Regarding the innovation aspect, the objective is never to create innovation oneself, but to structure environments and conditions enabling innovative solutions to emerge.

Outcome & opportunities

The knowledge produced by researchers within Decode has been directly applied to the certification system of SGBC’s Citylab. This has provided the certification and education processes with fresh insights of which variables and issues to consider in participatory urban planning. As of now, 17 different research initiatives have been launched and are being published as reports, popularised science (e.g. short movies), articles, et cetera. The idea is that current urban development projects should take advantage of the results of Decode.

Moreover, high level decision-making is a prioritised target for Decode’s results. Of the projects within Vinnova’s Challenge-driven Innovation gaining funding for phase 3, all have been working in one way or another with policy development at a high level, and Decode is no exception to this.

Other observable results of Decode include extended and well-needed contact and meetings between different municipalities. A network of inter- and transdisciplinary urban developers has emerged. “We have created a large … spider’s web”, Hellström concludes.

17 different research studies have been initiated. Results of the researchers’ investigations are all incorporated into the CityLab certification system. This means that sustainability research becomes directly applied into city development processes.

Lessons learned & recommendations

“I don’t believe in one method called co-creation … but I think that the methodology could be a form of co-creation, although then it is about using several different methods”

A clear insight is that urban development projects lack general “stop rules”; there is no way to ultimately and definitely solve a social problem, rather, you need to go over them time and time again in order to manage them.

Citylab Action and Sweden Green Building Council in general have been important indicators of the continuous progress; by using the certification system as a way of trying the relevance of Decode’s overall results and its research processes, the project outcomes have likely been rendered more meaningful and societally useful than they otherwise would have. However, the certification system in itself has proven to be a sometimes blunt tool for practical problem-solving in local contexts, being at times far too generalising instead of locally embedded and also insensitive to many of the inherently qualitative issues of social sustainability.

Dependency on individuals has been a clear experience throughout the project. Whenever certain participants have been replaced, it has required a considerable effort bringing the new one in, not only as an employee, but as a committed driving spirit. The driving spirit dependency is particularly obvious within the participating municipalities. If matters turn towards business-as-usual, progress risks faltering.

Various forms of higher education could be positively affected by specialising in the interdisciplinary methods used by Decode, such as design practices and mindsets in urban development processes. It is particularly difficult to manage a coherent design strategy for urban development processes. The complexity of these processes poses severe obstacles for working as a team; Decode has rather preferred to work with a pluralistic perspective and multiple strategies for dealing with the various cases that participants have approached, instead of choosing one single strategic approach.

Engaged partners and stakeholder groups

KTH, Konstfack College of Arts and Design, Stockholm School of Economics, RISE, SWEDESD (Uppsala), Stockholm University, Södertörn University, Gothenburg Research Institute, Stockholm Centre for Public Sector Research.

Tyréns Architect’s Office, Älvstranden Utveckling.

Sweden Green Building Council.

The Public Art Agency Sweden, National Board of Housing, Building and Planning.

8 municipalities: Norrtälje, Järfälla, Täby, Stockholm, Upplands Väsby.

Outside the Stockholm Region: Gothenburg, Sorsele, Uppsala.

Citizens and city districts.

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

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

Transforming a town into a city

Lillestrøm, located in the municipality of Skedsmo in Norway, has decided for strategic reasons that the head of planning is responsible not only for physical planning but also for relations and cooperation with neighbouring municipalities and citizens. The regulatory document ”Urban development and urban strategy – the 2050 perspective” is the urban strategy that has been produced to promote sustainable urbanisation. Its main feature is a more integrated city structure as a prerequisite for sustainable development. It has therefore been decided to connect three smaller towns, creating a joint urban core as a well-functioning and inclusive meeting place.

Challenges

When Lillestrøm was on the verge of becoming a city, the leadership soon realised the importance of having common goals for development so that urbanisation would not merely take place, but be actively planned. The planning department produced the plan which then acquired support among the political leadership.

The idea of building a larger city came about at the end of the 1990s when the local airport closed down and at the same time the high-speed train station was built. The new railway and high-speed trains lead to a major population increase. It therefore became necessary to take a comprehensive view on how the area should be managed in the future. Suddenly, the possibility arose of transforming a small place into a larger city with ambitions.

Good practices & solutions

The idea behind further integrating the city structure is that the municipality apportions services between the localities so that a common identity is created, but with varying functions that complement each other. Furthermore, natural and cultural values steer the development so that green areas outside the city remain undisturbed. Considerable weight is given to pedestrians and cyclists who are guaranteed unbroken and clear routes.There is also a total prohibition on more cars in the city even though the population is estimated to increase considerably over the coming decades.

Outcome & opportunities

Lilleström was able to make good use of the old structures and at the same time build new and functionally mixed neighbourhoods without neglecting aesthetic and cultural values.

Lessons learned & recommendations

Success factors identified in Lilleströms quest to transform their town into a city include having foresight and unprejudiced visions, planning for a mixed city, carrying out feasibility studies and preparing citizens gradually for the change that is to come.

Related SDG targets

11.1 By 2030, ensure access for all to adequate, safe and affordable housing and basic services and upgrade slums
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
11.7 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
11.8 Support positive economic, social and environmental links between urban, peri-urban and rural areas by strengthening national and regional development planning

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.

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.

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

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.

The 1,5 billion women challenge

Pedalista is an initiative within the larger programme Women on Wheels, supporting and teaching women to use one of the most sustainable transportation options, the bicycle. The project was founded in 2015 and is currently operating in Sweden and Indonesia. The aim of Pedalista is to improve women’s mobility, increasing their freedom and independence. Hence, the bicycle works as a tool to reach positive social alternative values, especially to people living in poor areas or low-income countries.

Challenges

In many parts of the world, bikes are used almost solely by men due to social conventions saying that women should not bicycle. This is for example the case in Surakarta, Indonesia. A common challenge that Pedalista faces here is the idea that the bicycle should not be used for transportation, but only as a leisure activity for men. As a consequence, places reachable by bicycling are often occupied by men. Generally, men enjoy the perks and freedom attained by biking while women avoid the risks that traffic can bring. Hence, another challenge is undeveloped infrastructure and lack of public transportation. Many streets in Surakarta are forbidden for bicycling since the car is prioritised.

Good practice & solutions

Engagement and communication with the target group (women without access to bicycling) throughout the whole process is fundamental. Using the bicycle to increase empowerment and create societal change at the local level contribute to community development through an approach of increasing inclusion and gender equality. The project is developing a toolbox to be used in other social, cultural and geographical contexts. The toolbox contains methods, approaches and knowledge needed to increase women’s ability to use a bike.

Outcome & opportunities

One outcome from the project is raised community awareness of new ways of transportation. The project has highlighted infrastructural and social barriers preventing women’s mobility and making the women themselves aware of these barriers. An overview of existing barriers is achieved by implementing a gender perspective, something that has been well received by decision makers and local governance in Surakarta. A bicycle is not only a tool to get from point A to point B. It could also provide an opportunity to move out of poverty, create an ability for a safe way to school, implement an independent and healthier lifestyle, favour better integration into society, as well as better access to public spaces.

Lessons learned

Due to social and cultural norms women tend to carry a larger responsibility for household and childcare. This situation has an impact on their travel pattern. Their travel routes and mobility patterns are more complicated than men’s. Women often make several stops when traveling to ensure their caring responsibilities, and they often travel with kids, other family members or goods. By applying a gender perspective to mobility, the bicycle becomes a solution to ease women’s burdens when using the urban public space that meet many of their specific needs. However, bicycling needs to become more accessible to everyone, including men.

Related SDG targets

1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance
3.6 By 2020, halve the number of global deaths and injuries from road traffic accidents
3.d Strengthen the capacity of all countries, in particular developing countries, for early warning, risk reduction and management of national and global health risks
5.b Enhance the use of enabling technology, in particular information and communications technology, to promote the empowerment of women
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
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
11.2 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
17.17 Encourage and promote effective public, public-private and civil
society partnerships, building on the experience and resourcing strategies of partnerships

The microphone factory/cultural centre

Orchestra Design is an organisation with social entrepreneurs specialised in urban design & city development, based in Paris, France, and St Petersburg, Russia. They work with placemaking as a tool to design good and inclusive public space, capitalising on the human and existing local capital.

Challenges

Tula, with 500 000 inhabitants, is located in central Russia, quite close to Moscow. It is an industrial city, with one of the main industries in sound electronics. A major employer is the world famous Octava microphone factory. The Octava microphones factory, situated in the city centre of Tula, was planned to relocate to the outskirts of the city. The small devices that are put together in the factory require small and delicate fingers, hence, 75% of the work force are older women. However, working conditions were very poor, the environment was polluted, and the factory had difficulties to attract and hire younger women.

Good practices & solutions

What is the best way to attract a new workforce? And could they continue making these small devices in the city centre? The factory makes top class microphones – used by musicians such as U2, Radiohead, Marilyn Manson and Sting. To save the factory from relocating and at the same time improve working conditions for the facctory worker, Orchestra Design and other involved activists wanted to create a creative cluster surrounding the factory, by involving the factory workers. Public facilities, an auditorium and music studios were set up in the nearby buildings. Even a museum telling the history of the machines operating in the neighbouring industry. They opened a school for the workers to attain professional training in engineering and programming. Additionally, they launched an incubator for start-ups in electronics and production, with close links to the factory. The planning of this new cluster influenced the highly needed refurbishment of the factory.

Outcome & opportunities

Out of a microphone factory, a cultural centre of sound and music was set up, presenting new technologies within sound production. As this was developed by the owner of the factory, a large state- owned company, and a private investor, it was a private public-partnership experience, which is relatively new in Russia. It was the idea of linking new start-ups and technologies to traditional, already existing, capacity and infrastructure that appealed to both actors. Additionally, the improved working conditions for the women in the factory, together with the new recreation that facilities in the cultural centre, will hopefully attract a younger workforce. The elderly workforce can then retire, but still recreate in the cultural centre, keeping the generational connection and knowledge transferal intact.

Lessons learned & recommendations

One important lesson learned was to start in one place that is easily influenced, then the neighbouring areas will follow. Additionally, the innovation needs to build on the existing qualities of the space. Local knowledge and competence are key factors. This can become a model for other cities where old industries are meeting similar challenges: “Build on the human capital in the city”and you cannot possibly fail.

Related SDG targets

4.5 By 2030, eliminate gender disparities in education and ensure equal access to all levels of education and vocational training for the vulnerable, including persons with disabilities, indigenous peoples and children in vulnerable situations
5.b Enhance the use of enabling technology, in particular information and communications technology, to promote the empowerment of women
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
8.6 By 2020, substantially reduce the proportion of youth not in employment, education or training
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

Turning main street into a cultural centre

Orchestra Design is an organisation of social entrepreneurs specialised in urban design & city development, based in Paris, France and St Petersburg, Russia. They work with placemaking as a tool to design good and inclusive public space capitalising on the human capital already existing in the locality. One of the largest and first projects they have worked with was the main street in Omsk, Siberia.

Challenges

Omsk is Russia’s seventh largest city with almost 1,2 million inhabitants. It is a major city in Siberia and is traditionally an important transport node with a station on the Trans-Siberian Railway. A large oil company funded a project to refurbish the main street in the city. However, the development plans for the new street did not respond to the needs of population living and working in the surrounding areas. The parking lots, transit roads, and eradication of public space quickly provoked large protests. People primarily protested because of the car based new environment, and instead proclaimed bringing back the traditional structure which was pedestrian-centred and been dominated by a large linear urban park.

Good practices & solutions

The protests were fruitful. The construction company turned to activists for help and the social entrepreneurs at Orchestra Design became involved in the process. Through a public consultation process they brought together stakeholders (house owners, cultural institutions, local associations, the student community). An initial clash between surrounding shop owners and the population had to be overcome. Shop owners, who initially wanted to transform the area into a luxury shopping street, feared that pedestrianisation would scare their customers away. They were won over to the“people’s side”by the argument“low prices attract many, high prices just attract few”. This created consensus of creating a pedestrian oriented concept. For three years, pocket parks were built, new youth activities planned, and the linear park was reconstructed.

Outcome & opportunities

A result of the intervention was that the director of the museum became responsible for culture in the local administration and launched the special programme“cultural street”with weekend street programmes, outdoors public lectures, theatres, and concerts.“The street has become the cultural centre of the city. Before they were concentrated to the shopping malls”. Even during the harsh winter months, the street became the central attraction of the city, and skiing and running marathons are frequently organised there.

This was the city’s first experience of participatory work, and it brought several long-term effects. When external experts let the process become participatory and include locals from many different societal groups, it guaranteed further management and sustainment of the public space. Even the oil company became interested in supporting more citizen initiatives. Together they launched project laboratories for bottom up activities and knowledge sharing. Additional positive side effects include increased safety, cleaner public space, and feelings of ownership from the community. For example, the quote “This was done by local people for local people” written on one of the new walls ended vandalism.

Lessons learned & recommendations

One lesson learned was that girls tended to be more active in the participatory process than boys. However, when the boys saw that the girls were gathering it also attracted the boys. They came to help the girls with creation of their new city centre.“The girls became bosses, boys the workforce”. A recommendation to others is that even small grants from private sector or government is essential to launch activities. Larger support will come when businesses see positive results. Therefore, incubators, tests, and pilots can be a real catalyst.“Just test, if it works, you will get support”. Most important is to understand how knowledge is power and that data and numbers speak for themselves. Providing training for the business community and the city about urban development will easily solve unnecessary conflicts.

Related SDG targets

1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance
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
8.4 Improve progressively, through 2030, global resource efficiency in consumption and production and endeavour to decouple economic growth from environmental degradation, in accordance with the 10-year framework of programmes on sustainable consumption and production, with developed countries taking the lead
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
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
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

The gender equality strategist

Umeå is one of Sweden’s fastest growing cities. The average age of the nearly 123 000 people who live in Umeå is 38 years old. For the city, the rapid urbanisation is seen as an asset and the goal is to reach 200 000 inhabitants before 2050. Umeå was the first Swedish municipality to appoint a gender equality strategist, perhaps even the first city in the world to do so.

Challenges

Many Nordic cities are experiencing growing challenges, such as health and housing. Spatial and social segregation is increasing in many cities and is becoming an alarming problem in larger cities. Ethnic segregation is increasing in pace with the continuous widening of socio- economic gaps, primarily amongst low income groups (unlike high income groups where ethnic segregation is actually declining). There is therefore an urging need of public spaces serving as public meeting places with a potential to bridge social and spatial segregation in society. This puts pressure on planning with reference to prioritising accessible public space.

Good practices & solutions

With this background, Umeå Municipality has appointed a gender equality strategist, to operate at all levels, together with economists, analysts and development strategists in the planning office. Focus is currently on urban planning issues. A central task for the gender equality strategist is to analyse how power relations influence decision- making processes in general and public space in particular. One method the city uses in urban planning to target these questions is called “the gendered landscape”, where transformation of city districts is analysed from a human rights perspective on the basis of different groups’perceptions and experiences of a public place. Central to the work on equal opportunities in the municipality has been the development of the Strategy for Work on Equal Opportunities. The municipal council provides goals and directives, where equality and an improved understanding of power relations create coherence throughout the planning process.

Outcome & opportunities

Placing social sustainability and gender equality at the top of the agenda on a regional level is key to create a city for all on a local level. Following questions are always asked throughout planning processes to make sure that gender and power issues are a central part in the municipal planning: What do different city districts look like? Who lives there? How do they live? What is the status of public spaces, communications and services? How may flows between city districts be created to support connections and meetings between people in the city?

Lessons learned & recommendations

Success factors for Umeå to institutionalise gender equality has particularly been to learn from statistics and evidence-based knowledge and dare to move away from“business as usual”. Another lesson learned that can be duplicated elsewhere is
the ability to see diversity as a strength, build on existing human capital, providing inclusive meeting places and understand how public space can be a tool to realise the‘right to the city’for everyone.

Related SDG targets

1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance
1.7 Create sound policy frameworks at the national, regional and international levels, based on pro-poor and gender-sensitive development strategies, to support accelerated investment in poverty eradication actions
5.1 End all forms of discrimination against all women and girls everywhere
5.2 Eliminate all forms of violence against all women and girls in the public and private spheres, including trafficking and sexual and other types of exploitation
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
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
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
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
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
11.a Support positive economic, social and environmental links between urban, per-urban and rural areas by strengthening national and regional development planning
16.7 Ensure responsive, inclusive, participatory and representative decision- making at all levels
17.16 Enhance the global partnership for sustainable development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources, to support the achievement of the sustainable development goals in all countries, in particular developing countries

Putting feminist urban development at the heart of sustainability

Stockholm Act is a sustainability festival founded by the non-profit organisation Stockholm Coordination Initiative. The festival is gathering people from art, science, politics and business for a week-long festival in order to spread knowledge and include people in the mindset of sustainability. The intention is to deepen and accelerate sustainable development. At the festival a collaboration with Stockholm Act, Global Utmaning and Methodkit was arranged. The event included a brief about feminist urban planning followed by a workshop in which the participants were to discuss their perceptions about Stockholm.

Challenges

The power to affect the formation of the city lays in the hands of a few people. Even in well-developed democracies and highly equal societies city planning are not favourable to women. Also, the cities are not being used by girls. From the ages 0-7 the public spaces are being used by both sexes but from the ages 8-19 it stagnates and the public spaces are mostly used by boys and young men. Until now, city planners have not thought of designing the city targeting girls; leaving a blank spot in the area of urban planning.

Good practice & solutions

Together with Methodkit and Stockholm Act, and Global Utmaning a workshop was arranged at the Stockholm Culture Centre. First, the participants were briefed about feminist urban planning and how to target girls and young women. It was followed by a workshop in which the attendants got to discuss the questions: How do you experience the city? How do you wish the city would be? What solutions can be implemented in order to improve the city? With these questions as framework, they brainstormed random about subjects written on the Method cards. The subjects could be for example; suburbs, health, unused areas, public transportation and solidarity.

Outcome & opportunities

It was much easier for the participants to reflect on how they perceive the city than it was to come up with conclusions. In the workshop at Stockholm act, everyone had opinions both on wishes and solutions for the city, and you could see that they really understood the mind-set of feminist urban planning. Compared to the youth workshop a few weeks later, it became clear that younger people are more creative and more clearly register the disadvantages in the society from a less biased point of view. At the same time, they could also see easy solutions preventing these problems. The younger people also saw the city in a broader perspective while the older group mostly focused on perceptions and solutions targeting the city centre.

Lessons learned & recommendations

The workshop showed a huge interest to be included in the plans of the city. In order to be able to affect the planning of the city, you have to see the problems and opportunities. Thinking in groups, and mixing different people, is the most constructive way of working. Sharing experience and inspiration helps coming up with good and reasonable ideas.

Related SDG targets

1.7 Create sound policy frameworks at the national, regional and international levels, based on pro-poor and gender-sensitive development strategies, to support accelerated investment in poverty eradication actions
4.5 By 2030, eliminate gender disparities in education and ensure equal access to all levels of education and vocational training for the vulnerable, including persons with disabilities, indigenous peoples and children in vulnerable situations
5.1 End all forms of discrimination against all women and girls everywhere
5.2 Eliminate all forms of violence against all women and girls in the public and private spheres, including trafficking and sexual and other types of exploitation
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
5.b Enhance the use of enabling technology, in particular information and communications technology, to promote the empowerment of women
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
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
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
11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries
11.7 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
16.7 Ensure responsive, inclusive, participatory and representative decision-making at all levels
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Youth redesigning city districts

Ungdomskommissionen (The Youth Commission) was an initiative by Stockholm Municipality to engage youths during their summer holidays, and at the same time get crucial input on the city’s challenges. The municipality hired 14 young people between the ages of 16-19 representing Stockholm’s 14 districts. The work was situated at the City Hall in Stockholm, Sweden. The aim was to create ideas and prototypes that would give the municipality a youth perspective on the city’s challenges, helping the development to proceed in a positive direction. The project was documented continuously and in the end of a three-week period they presented their solutions to responsible local politicians, officials and other stakeholders.

Challenges

More than one sixth of Stockholm’s population are children between the ages of 0-15 years and almost 60 % of the population live in the suburbs. These people are often underrepresented in decision-making and the development of the city. Until now, good examples of city planners designing the city targeting youth, and specifically girls, are few.

Good practice & solutions

Together with Methodkit, Global Utmaning arranged a workshop at the City Hall in Stockholm for the youths participating in The Youth Commission and various stakeholders. Hence, the workshop was conducted with a mix of youths and adults professionalized in urban development. First, the participants were briefed about urban planning targeting girls and young women. This was followed by a workshop in which the attendants discussed the questions: How do you experience the city? How do you wish the city would be like? What solutions can be implemented in order to improve the city? With these questions as a framework, they brainstormed randomly about different subjects regarding the city structure. The subjects could for example be; suburbs, health, green areas, street life, or safety and security.

Outcome & opportunities

Together they highlighted many good ideas and practices. It was noticeable that the youths tended to take a wider perspective than the adults, thinking of the city as a whole instead of narrowing their ideas down to a specific area or a specific issue. The adults mostly focused on perceptions and solutions targeting the city centre. The participants were also more engaged with coming up with solutions rather than describing their perception of the city as it is today. The ideas were very reasonable, simple and solution oriented. Most of all, they showed a great interest and willingness to be more included in the city planning and developments of their own area.

Lessons learned & recommendations

Young people are extremely creative, analytic and tend to look at things from a broad perspective. During the workshop they also showed a vast interest to be included in the plans of the city. When adults interpret their voice and trying to recreate what they think youth want, it is significantly less effective than incorporating the young people into the process. This user group sees the city from a broader perspective and has many suggestions and solutions which must be seen as a force to improve the city, and not be treated as a group with a lack of ability to change.

Related SDG targets

4.5 By 2030, eliminate gender disparities in education and ensure equal access to all levels of education and vocational training for the vulnerable, including persons with disabilities, indigenous peoples and children in vulnerable situations
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
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
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
8.6 By 2020, substantially reduce the proportion of youth not in employment, education or training
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
11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries
16.7 Ensure responsive, inclusive, participatory and representative decision- making at all levels
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Post-conflict urban reconstruction in informal settlements

In some cities in Asia and Africa, as well as parts Latin America, up to 60% of the population live in informal settlements on land that does not belong to them. The Asian Coalition for Housing Rights was founded in 1986 with the main goal to stop evictions from these settlements. Today, the organisation is a cooperation between Asian professionals, NGOs and community organisations committed to find long term solutions to underlying causes of the creation of informal settlements and forced evictions. Many of the projects involve slum- upgrading, creating safe and productive public spaces, stopping evictions and favouring equal rights.

Challenges

In Kabul, 70% of the city’s 5 million inhabitants live in informal settlements. However, as the settlements are considered illegal, they are not formally recognised, and the government refuses to provide services and basic infrastructure facilities. The qualities of the houses are poor and access to clean water or proper toilets are rare. There have been several efforts trying to improve the living condition, but only 10% of Kabul’s informal population is estimated to have been affected.

Good practice and solutions

Together with the Cooperation for Reconstruction Afghanistan (CRA), the Asian Coalition for Housing Rights started to analyse the environment of the informal settlements in order to identify what could be improved. The first step was to survey the settlements to identify shortages and prioritise services and infrastructure solutions. The second step was to plan and implement small upgrading projects. The work involved local actors and CRA took responsibility for training and facilitation while the communities themselves implemented the refurbishment, as well as started savings groups with support from the local authorities.

Outcome and opportunities

The initiative spread to other cities in Afghanistan and different communities in Kabul. Some cities started acting as mentors and teachers to the new cities wanting to implement a similar process. In the past two years, visits and exchanges between communities in the same city – and between cities – have helped to start the building of a network of savings groups. After establishing eight savings groups in Kabul, containing both men and women, they could start to build roads and drains, walls to protect areas from flooding and water supply systems between communities and cities as well as within them.

Lessons learned

A city has many agendas, and the poor population often become a problem and a barrier for achieving its development plans. So, solutions for the poor sometimes needs to come from a grassroot level. Grassroot level initiatives are especially great in joining local forces to be a part of a solution. It is only then a solution will suit everybody. Supporting these kinds of initiatives has the opportunity to transform the way cities engage with its communities, gaining from the citizens’ feeling of being empowered. In order to do this, the locality needs to mobilise, which is especially hard for poor communities with little money to spear. Since, money and information are two things that will help the community to negotiate with the city. When the local communities manage to come together as a group, they are strong!

Related SDG targets

1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance
1.5 By 2030, build the resilience of the poor and those in vulnerable situations and reduce their exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
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
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
11.1 By 2030, ensure access for all to adequate, safe and affordable housing and basic services and upgrade slums
11.c Support least developed countries, including through financial and technical assistance, in building sustainable and resilient buildings utilizing local materials
17.3 Mobilize additional financial resources for developing countries from multiple sources
17.16 Enhance the global partnership for sustainable development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources, to support the achievement of the sustainable development goals in all countries, in particular developing countries

The power of information and money

In some cities in Asia and Africa, as well as parts Latin America, up to 60% of the population live in informal settlements on land that does not belong to them. The Asian Coalition for Housing Rights was founded in 1986 with the main goal to stop evictions from these settlements. Today, the organisation is a cooperation between Asian professionals, NGOs and community organisations committed to find long term solutions to underlying causes of the creation of informal settlements and forced evictions. Many of the projects involve slum- upgrading, creating safe and productive public spaces, stopping evictions and favouring equal rights.

Challenges

In Pakistan, many urban problems must be addressed by the communities themselves. As 40% of the national budget goes into servicing the country’s debts, 40% to the mili-tary and 15% is used to run the government, only 5% of the budget is for the country’s physical and social development. In order to transform the situation, communities have to organise themselves. They have to raise money, gather information and share knowledge at a local level, and many local organisations, initiatives and projects have emerged to solve their city’s challenges.

Good practices & solutions

In Karachi, initiatives like the Orangi Pilot Project (OPP) have helped poor communities to systematize self- sufficiency so successfully that their work has almost reached national policy. Over 2 million USD were raised, which permitted more than 150,000 households to build toilets, and underground sewers and water supply systems could be provided in the informal settlement. This was achieved through a self-help approach, and public-private partnership with the municipality. The OPP provided technical support and the government connected the community-built sewers to the city’s base sewer system.

Outcome & opportunities

Sometimes local organisations cannot wait for the government to initiate the devel-opment needed in the community. In this case, the locality came together, shared in-formation and experience, came up with a great solution and managed to influence the municipality. This was a grassroot initiative successfully collecting community sav-ings to implement a solution vital for their community. It is clear that money and in-formation are a community’s best assets to implement change.

Lessons learned & recommendations

The most important lesson learned is that unless the locality is an organised community, no single NGO or government will help solve the local challenges. So, a first step is mobilising the community. Additionally, if grassroots initiatives work with the 10% of the most vulnerable in the city, is the urban poor, the work will benefit the whole city.

Related SDG targets’

1.5 By 2030, build the resilience of the poor and those in vulnerable situations and reduce their exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters
1.6 Ensure significant mobilization of resources from a variety of sources, including through enhanced development cooperation, in order to provide adequate and predictable means for developing countries, in particular least developed countries, to implement programmes and policies to end poverty in all its dimensions
1.7 Create sound policy frameworks at the national, regional and international levels, based on pro-poor and gender-sensitive development strategies, to support accelerated investment in poverty eradication actions
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
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life activities, decent job creation, entrepreneurship, creativity and innovation, and encourage the formalization and growth of micro-, shopping centre- and medium-sized enterprises, including through access to financial services
10.1 By 2030, progressively achieve and sustain income growth of the bottom 40 per cent of the population at a rate higher than the national average
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
17.3 Mobilize additional financial resources for developing countries from multiple sources
17.16 Enhance the global partnership for sustainable development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources, to support the achievement of the sustainable development goals in all countries, in particular developing countries
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

The 1,5 billion women challenge

Pedalista is an initiative lead by Living Cities, a non-profit corporation that offers a dynamic platform for urban development and innovation globally. Together with citizens, communities, entrepreneurs, and governments they work for inclusive, resilient and living cities to find new ways of managing cities and implementing change. Pedalista is an initiative within the project “Women on Wheels”, which aims to improve women’s mobility and an initiative that seeks creative ways to provide women access to the cheapest and greenest means of transportation; the bicycle.

Challenges

Pedalista is trying to make cycling accessible to more women all over the world. Many cities are not planned for bikes, forcing bicyclists to share the roads with cars, trucks, buses and motorbikes, making the practice of riding a bike unsafe. This is a physical obstacle that the initiative Pedalista is trying to overcome. However, the hesitance for women to use bikes are not only physical. A common understanding is that mobility behaviour is gendered. Men and women often perceive themselves as mobile but through closer analysis there are both physical and social barriers that keep women from accessing the urban public space to the same extent as men. These barriers can only be highlighted if asking and talking to women themselves. If a gender perspective is not included in the planning process of public space, the needs of women are usually overlooked. When asking inhabitants in Botkyrka if they would like to use the bike, 70% answered positively, however only 4% answered that they actually do.

Good practices & solutions

The aim of Pedalista is to increase the number of women that uses a bike in Botkyrka. In this case, the bicycle is used both as a mobility tool, but also to increase women’s empowerment, as well as contribute to community development based on a gender equal and inclusive approach, creating a change at a local level. The majority of the people working on the project are using the bicycle in their every-day life which have created a broader understanding of the problem, since many of them also represent the target group. Engagement and communication with the target group (women that do not have access to biking) throughout the whole process are crucial. Just because something is not being used, does not mean that people do not want it.

Outcome & opportunities

Pedalista is an ongoing project with the aim to develop and complete the creation of a tool box that includes methods for carrying out analysis, as well as finding and implement solutions to making bicycling more accessible to women and marginalized groups. One insight from working with small scale projects on a local level is that the key factors for success are; involving the target group and think outside the box from a traditional mobility planning discipline.

Lessons learned

The women in Botkyrka do not refrain from using bicycles due to of lack of interest, but because of several social barriers preventing them from using it. Even in well-developed urban areas, women do not utilise mobility options to the same extent that men do. Women’s mobility, especially those living in the suburbs, is often ignored if a gender perspective is not included in the transportation planning. This is due to deeply rooted social and cultural norms, as well as gender-based stereotypes where women, even in developed countries, tend to carry a bigger responsibility for the household and child care. This situation has an impact on their travel patterns. The routes are often more complicated, they make several stops at different times during the day and they often travel with kids or goods. Making the bicycle more accessible supports integration and brings social benefits to areas that are more vulnerable since the possibility to access public spaces increases. The bike can also act as a powerful tool for empowerment, freedom and sustainability.

Related SDG targets

5.1 End all forms of discrimination against all women and girls everywhere
5.b Enhance the use of enabling technology, in particular information and communications technology, to promote the empowerment of women
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
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
11.2 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
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Minecraft for youth participation in urban planning and design

Block by Block foundation works with UN-Habitat’s Global Public Space Programme, with the aim to improve the quality of public spaces worldwide. Through Block by Block, UN-Habitat uses Mojang’s computer game Minecraft to involve citizens, especially young people, in the design of public spaces. The tool is also being used in reconstruction after natural disasters.

Challenges

Les Cayes, a city located in Southwestern Haiti is host to one of the country’s major ports. It’s originally a well-planned city that experienced a rapid urban growth that in recent years has developed into informal settlements located between the city centre and the sea. Due to soil erosion and lack of basic services the living conditions are unsanitary and citizens suffer from recurrent earthquakes, major floods, and extremely stormy weather conditions. In 2010 a large part of the area was devastated and had still not recovered. Together with the local government and other partners in Les Cayes, UN-Habitat wanted to create an urban waterfront project that could protect the city from flooding and erosion. The project also aimed to provide a public space for the citizens.

Good practice & solutions

While working with two young Minecraft gamers from Sweden, UN-Habitat designed a two-week community participation process. The project begun with a series of community meetings with the intent to recruit 20 participants from the Fort Islet slum. After this was done, there as a three-day community engagement workshop which included both representatives from the Les Cayes local authority, the Governor’s office and other stakeholders in addition to the community participants. First, the participants were given Minecraft training and then they were divided into four groups consisting of older fishermen, teenage girls, older women and younger men. They then began to redesign an area of the Fort Islet waterfront with the Minecraft tool.

Outcome & opportunities

Within a few hours all participants, even those with very limited previous computer knowledge, were able to start visualising their ideas in Minecraft and concrete solutions came forth. For example, the fishermen needed jetties to help them dock their boats, a place in the shade to clean fish as well as streetlights and public toilets. The group of teenage girls proposed walkways, sports facilities, kiosks and restaurants, street lighting and public toilets. At the end of the process, the participants were given the opportunity to present their designs to representatives from the local authority, Governor’s office and UN-Habitat. The Minecraft model of Plage de la Touterelle, designed by the group of teenage girls, was selected as the first area of intervention.

Lessons learned & recommendations

Taking part in these kinds of processes can help build youth confidence, promote critical thinking and improve public speaking skills, important for further civic engagement. People also tend to work much better when they are together in groups as it helps people to identify the collaborative elements. A favourable mix of people in the group adds value to the collaboration but it is important to make sure that everyone in the group feel comfortable to express their opinion and be creative. A difference in societal influence or status can be an obstacle in creating such a group, for instance, older people usually have bigger influence in society compared to young people. A videogame tool, like Minecraft, can be one way of bridging this gap. Most of the time, children and young people have an easier time to understand and to use the tool than older people, putting them in a new position and making the gap smaller. When people are thinking together it creates a dialogue that is rare and can be hard to achieve in other situations.

Related SDG targets

1.5 By 2030, build the resilience of the poor and those in vulnerable situations and reduce their exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters
4.5 By 2030, eliminate gender disparities in education and ensure equal access to all levels of education and vocational training for the vulnerable, including persons with disabilities, indigenous peoples and children in vulnerable situations
5.b Enhance the use of enabling technology, in particular information and communications technology, to promote the empowerment of women
11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries
11.5 By 2030, significantly reduce the number of deaths and the number
of people affected and substantially decrease the direct economic losses relative to global gross domestic product caused by disasters, including water-related disasters, with a focus on protecting the poor and people in vulnerable situations
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
16.7 Ensure responsive, inclusive, participatory and representative decision- making at all levels
17.3 Mobilize additional financial resources for developing countries from multiple sources
17.16 Enhance the global partnership for sustainable development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources, to support the achievement of the sustainable development goals in all countries, in particular developing countries
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Crowdsourcing public space ideas through Minecraft

Block by Block foundation works with UN-Habitat’s Global Public Space Programme, with the aim to improve the quality of public spaces worldwide. Through Block by Block, UN-Habitat uses Mojang’s computer game Minecraft to involve citizens, especially young people, in of public space design. In connection with Aldea Digital, one of the world’s largest digital inclusion festivals held in Mexico City, Block by block arranged a competition in which youth attendants were asked to redesign the square Plaza Tlaxcoaque.

Challenges

The aim of the competition was to improve this square in three different ways; in its security and safety-perspective, its sociability and in its playfulness. The initiative especially tackles the challenges of power in urban development processes, where the power to change your surroundings often lies in the hands of very few people. It is common that men dominate fields as public planning, leaving little or no place for young women and girls to get involved. After the response from projects, as the one in Mexico City, it becomes obvious that more people want to get involved in the process of creating and improving the urban spaces. Involving youth through Minecraft is a way of amplifying the voices of people that usually go unheard and creating an opportunity for them to express their needs and influence the planning process.

Good practice & solutions

In the Aldea Digital competition, the workshop was supported by student volunteers and gamers from the largest Minecraft community in Latin America, Minecraft Mexico. The Minecraft collective FyreUK, who were also involved in the project, used a Minecraft plugin called PlotMe to set up thousands of identical versions –“plots”– of the square on a public server. The team allocated a plot to each participant, briefed them and gave them three hours to complete the challenge. A public link made it possible to follow the building process live online on the server.

Outcome & opportunities

The result of the workshop was overwhelming with 7429 young people attending, 1438 submitted ideas and 431 completed projects. The ideas were later presented to the Mexico City Labaratoria, Para la Ciudad, as an inspiration for future public space improvements in the city. The urban design ideas included outdoor museums, libraries, roller coasters, boat rides, urban gardens and footbridges. The winning entry were submitted by the 12-year-old girl, Samantha Monroy Sanchez who came up with ideas like petting zoo, roller coaster, urban gardening, a medical centre and outdoor games. Because of the project’s popularity, UN-Habitat hired a person that is managing the server to keep the project going.

Lessons learned & recommendations

The project brings a high level of involvement and engagement from the community and this experience highlighted the power of Minecraft as a visualisation tool, promoting critical thinking and strong interest in urban design. The idea of being able to express yourself in a new way, be listened to and at the same time manage to be creative is very powerful. If people are given an easy tool and just a small introduction to the program, everyone can participate. They come up with good and reasonable suggestions. Working in a free public environment and with a minimal input, everyone can basically become urban designers.

Related SDG targets

4.5 By 2030, eliminate gender disparities in education and ensure equal access to all levels of education and vocational training for the vulnerable, including persons with disabilities, indigenous peoples and children in vulnerable situations
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
5.b Enhance the use of enabling technology, in particular information and communications technology, to promote the empowerment of women
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
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
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
16.7 Ensure responsive, inclusive, participatory and representative decision- making at all levels
17.3 Mobilize additional financial resources for developing countries from multiple sources
17.16 Enhance the global partnership for sustainable development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources, to support the achievement of the sustainable development goals in all countries, in particular developing countries
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Because I’m a Girl

In the Block by Block initiative, UN-Habitat uses Mojang’s popular computer game Minecraft to involve citizens, especially young people, in the design and creation of public spaces. In cooperation with Plan International’s initiative Because I’m a Girl, a programme tackling negative social norms and attitudes around gender to achieve equality for girls, they started a project based in Kim Chung, in the outskirts of the Vietnamese capital Hanoi.

Challenges

Around 500 girls between the ages of 13-16, all from Kim Chung, were invited to play Mine-craft, in order to visualise their ideas of a safer city. Before the girls started playing, they did a walk around the area to identify safety issues in the ambient environment. During the walk, the girls identified a range of dangers in their community. For ex-amples, an unlit dark tunnel, a canal that had no barriers and sewers without any co-vers. When they walked past restaurant they often got confronted by men and boys shouting mean and offensive things.

Good practice & solutions

Analysing the girls’ Minecraft models, their creative designs included simple and cru-cial aspects of a safe environment. Some of the proposals included installing street lights, road signs, bins and fences, free emergency phones, a café for women and girls and shelters for women, girls and homeless people. They also included ideas of mak-ing the public space more enjoyable and beautiful by proposing more flowers, plants, benches, sports fields and tree houses.

Outcome & opportunities

The girls presented their designs to influential people representing different branches of the local government. The city government publicly committed to implement some of the suggestions made by the girls, including installing more street lights and build-ing a fence around a deep canal that runs through the city.

Lessons learned & recommendations

The aim of the project was to develop a methodology that can be used to help girls and young women access the planning process and improve their urban safety. Working together in groups with a computer game made the girls very calm and creative. It created an atmosphere for the girls, who otherwise are rarely listened to, to express themselves in a new way. Hence, Minecraft is a great tool for involving people in ur-ban design processes, especially people with little to no education as it does not in-volve reading text, maps or plans. Additionally, speaking about a city and how it may change to the better is difficult. With Minecraft, everyone can become urban designers with a minimal input and education. Additionally, throughout the project, the confidence among the girls increased. The girls got impressed by their own ability. In the project, they were able to change and make a difference in questions of architecture and urban planning, something they before thought were only for boys and men.

Related SDG targets

4.5 By 2030, eliminate gender disparities in education and ensure equal access to all levels of education and vocational training for the vulnerable, including persons with disabilities, indigenous peoples and children in vulnerable situations
5.2 Eliminate all forms of violence against all women and girls in the public and private spheres, including trafficking and sexual and other types of exploitation
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
5.b Enhance the use of enabling technology, in particular information and communications technology, to promote the empowerment of women
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.
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
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
16.7 Ensure responsive, inclusive, participatory and representative decision- making at all levels
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Building a global forum for public space

The Biennial of Public Space is an international forum for knowledge sharing, capacity building and advocacy for public space guidelines globally. Every two years it gathers urban experts from academia, civil society, private sector, local government and international organisations for the only existing summit entirely dedicated to public space.

Challenges

After the Millennium Development Goals, it was evident that many of the goals that had not been met within the timeframe were related to urban issues, such as sanitation and adequate housing. Therefore, in the negotiations that preceded the new Sustainable Development Goals (SDGs) in 2015, there was a growing global understanding for the need of a fully urban goal. At the same time, groups of researchers and planners, connected many of the current challenges to the provision and quality of public services and public spaces. However, advocators for a SDG particularly targeting public space would need to come together to highlight the importance of shredding significant global light on the commons in our cities. To do so, the Biennial of Public Space was born.

Good practices & solutions

A milestone for the Biennial of Public Space became the articulation of SDG 11 in the 2030 Agenda, and particularly the formulation of target 11.7: By 2030, provide universal access to safe, inclusive and accessible, green and public spaces, particularly for women and children, older persons and persons with disabilities. Further, the adoption of the New Urban Agenda feature the importance of good quality urban public space to ensure sustainable urban planning, design and development. However, global knowledge and guidelines were limited in this new field of international policy development. Building on the earlier work of the Biennale in drafting a global Charter of Public Space, together with UN- Habitat a Public Space Toolkit was developed to support the practice of public space planning, design, development, and management.

Outcome & opportunities

The principles in the charter have proved valuable with particular reference to; the prospect of public spaces to good quality lives of urban dwellers; the improvement of neglected spaces; the value of temporary interventions; and the importance of urban public art. The forum proceeded to produce international key messages and guidelines as support for implementing actors on the potential, provision, development and maintenance of public space that could be applied globally. Some of the key principles highlight that public space cuts across many sectoral issues and is a useful platform to address many development concerns, that public space must be regarded as a basic service just like roads, water and electricity and that master planning should include public space as a key structuring element of the city. It also underlines that in order to provide “universal access for all”to the public space, will require a special focus on marginalized groups.

Lessons learned & recommendations

Together, the various actors and initiatives involved in the Biennial have provided lessons learned and recommendations to others such as: Each project and plan need to be a process, in which different actors, users and stakeholders are promoted to increase ownership, trust and identify qualities; Effective participatory approaches should become common practice in the formulation of planning instruments; To innovate public space interventions, we need to either forget references and norms, or introduce new ones based on the users of the particular space; Learning across national and regional contexts is important for innovation and discovery of new relevant tools and methods; Critical evaluation is important to validate approaches and build evidence such as comparative documentation and academic institutions (often public spaces in themselves) can be powerful agents of change if they engage in community development projects, as they are part of the community.

Related SDG targets

1.7 Create sound policy frameworks at the national, regional and international levels, based on pro-poor and gender-sensitive development strategies, to support accelerated investment in poverty eradication actions
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
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
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
11.a Support positive economic, social and environmental links between urban, per-urban and rural areas by strengthening national and regional development planning
16.7 Ensure responsive, inclusive, participatory and representative decision- making at all levels
17.16 Enhance the global partnership for sustainable development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources, to support the achievement of the sustainable development goals in all countries, in particular developing countries
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Interdisciplinary network for safe public spaces

Säkra platser (Safe places) is an interdisciplinary research network that links local needs, knowledge in situational crime prevention, and relevant national and international experts and institutions. The network is connected to KTH, The Royal Institute of Technology in Stockholm, Sweden. With support from the National Council of Crime Prevention (BRÅ), a number of initiatives have been created with a focus on information sharing and development of preventive solutions

Challenges

Security is an inherent quality of cities. We expect from cities to provide secure places, but also places of vitality, attractiveness and diversity, often a result from a wide range of people coming together, for different purposes. These characteristics of a city is its qualities and are often the reason why more and more people live in urban areas.Yet, the world has witnessed growing threats to the essential nature of cities. Whether it is the ‘old’ threats, such as becoming a victim of crime or ‘newer’ ones such as terrorism, natural catastrophes or other types of harm, the contemporary order demands news ways to cope with and respond to risks and fears in everyday life. A complex and wide range of knowledge supply must be in place to tackle threats in society that disable communities and affect people’s lives.

Good practices & solutions

Much of the new knowledge in situational crime prevention remains limited to universities and research institutes.
A key aim of this network is to engage academics, safety experts, police officers and practitioners of different fields in knowledge creation, exchange and diffusion by providing a one-stop information hub for situational crime prevention in Sweden. KTH provides an outstanding platform for in a methodologically strong research environment with professionals who work interdisciplinary.

Outcome & opportunities

The activities of the network have resulted in a gathered knowledge body around safety. Key messages include: (1) Safety is a human right, to feel free from risk and fear of danger is crucial for all human beings and is a pre-condition for modern societies. (2) A safe environment enables the fulfillment of the most basic individual needs, a safe dwelling and a secure urban environment that allow free movement. Understanding of the situational conditions of crime. (3) crime does not occur in a vacuum. It happens in particular places and times. If the conditions in which crime occurs can be tackled, the overall safety conditions of a place will improve. This requires knowledge that is context-based. (4) Urban and rural environments are not exposed to crime in the same way. New realities demand new methodological challenges. (5) Safety is intersectional. There is a need to investigate intersectional victimization and in poor perceived safety. Knowledge on how, when, and why gender intersects with age, class, and ethnic belonging, which together may result in multiple dimensions of disadvantage, victimization, and poor perceived safety.

Lessons learned & recommendations

KTH provides an platform for in a methodologically strong research environment with professionals who work interdisciplinary. Ensuring safety is not a task for a single discipline or stakeholder. Decreasing crime and improving safety conditions demands knowledge from a wide array of research disciplines: criminology, sociology, psychology but also geography, architecture and planning, statistics, engineering and computer science. Safety depends on the coordinated cooperation of multiple societal stakeholders working towards collaborative frameworks to prevent crime and promote perceived safety. Or, translational criminology – If we want to prevent, reduce and manage crime, we must be able to translate scientific findings into policy and practice. Practitioners in the field describe challenges they face in their jobs every day, but scientists also discover new tools and ideas to overcome these challenges and evaluate their impacts. This process recognizes that successful dissemination of research findings may require multiple strategies.

Related SDG targets

1.7 Create sound policy frameworks at the national, regional and international levels, based on pro-poor and gender-sensitive development strategies, to support accelerated investment in poverty eradication actions
5.2 Eliminate all forms of violence against all women and girls in the public and private spheres, including trafficking and sexual and other types of exploitation
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
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
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
11.a Support positive economic, social and environmental links between urban, per-urban and rural areas by strengthening national and regional development planning
16.7 Ensure responsive, inclusive, participatory and representative decision- making at all levels
17.16 Enhance the global partnership for sustainable development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources, to support the achievement of the sustainable development goals in all countries, in particular developing countries
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Creative cards for participatory decision-making

MethodKit is an innovative non-profit-driven company that has created analogue card-based tools (deck of cards), designed to help developing ideas, get an overview of global issues and working together to discuss solutions. The purpose of the cards is also to organise thoughts and ideas, prioritise and engage in discussions. The different card decks address everything from the SDGs, urban planning, public space, gender equality, public health, to app-development.

Challenges

Challenges within the urban planning process is often lack participation, but there is also a knowledge gap among decision-makers about social norms, values, and how gender inequality influence urban policy and planning. One reason for this knowledge gap is that politicians, urban planners, boards, building companies, etc. seldom communicate with each other in the extent that is needed. Methodkit believes that some of the biggest underlying problems are that the different actors in a planning process speak “different languages”preventing them from understanding each other, and a lack of platforms to meet. What is needed is tools to create dialogues

Good practices & solutions

So, Methodkit created a tool to increase dialogue between different stakeholders by summarizing the urban planning discipline into visual language in the form of a deck of cards.
The cards show the fundaments that need to be discussed in order to get a project started, and to further develop ideas. Methodkit has developed two set of cards that are closely linked to sustainable urban planning, i.e. Methodkit for cities, and Methodkit for equal places. The Methodkit for cities is a tool that help actors explore the complex social nature of a cities and develop an understanding of not just how the city is built, but also how it behaves. While some urban planning tools may impose certain solutions, Methodkit’s idea is to readjust the balance between professionalisation and participation by creating a tool that can be used both by professionals in the planning business, as well as citizens. Methodkit for equal places is based on a framework of gender equal urban planning, created through interviews, workshops and citizen dialogues together with gender experts, activists and urban planners. In combination, these two kits have successfully been used in workshops with Egyptian female architects and planners at the Swedish Institute in Alexandria.

Outcome & opportunities

Methodkit works as a frame for people’s line of thought, without deciding exactly what that frame should contain. It is meant to help people express their thoughts and feelings in the best possible way.

It can be seen as a tool to distribute knowledge through the room and shed light on questions or topics that might be forgotten if not all sectors are represented. The method also challenges norms and predefined opinions. In citizen dialogues there can be problems when decision-makers pre-define what areas to discuss, making them biased in their approach. The cards can be a tool to let people talk freely about what they consider important in an urban area, making sure that decisions-makers cannot decide what citizen value or what their opinions are.

Lessons learned & recommendations

The cards from the urban theme can be used anywhere in the urban planning process, from the comprehensive plan to detailed design, which makes it flexible and easy to use. It is a workshop method that creates an understanding of where a project is at the moment and where it is headed, as well as help brainstorming new ideas. Additionally, using cards invites more people to speak their minds about a specific topic, allowing more voices to be heard both through speaking and writing. The strength in Methodkit is to make everyone participate.

Related SDG targets

1.7 Create sound policy frameworks at the national, regional and international levels, based on pro-poor and gender-sensitive development strategies, to support accelerated investment in poverty eradication actions
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
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
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
11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries
16.7 Ensure responsive, inclusive, participatory and representative decision- making at all levels
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Empowering youth through city farming

4H is an international youth organisation with activities in city farming, animal care, sports, cooking and theatre, amongst others. In Sweden the organisation, and the local 4H-clubs, have worked with city farms since the 1970s, with focus on self-sufficient sshopping centre-scale farming. One of the most important goals of the farm are inclusion and that all members are able to participate in farm activities. Stora Skuggan 4H farm is one of the largest cooperations of city farms in Sweden, with a total of 37 4H-farms spread all over the country.

Challenges

The organisation wants to create inclusive meeting spaces and activities where all children and youths are welcome. The vision of the organisation is that all children and youths will develop a strong sense of commitment and responsibility to respect the surrounding environment. There is an extensive need for urban activities that reach children from all areas, including more economically challenged areas. For example, young girls in the suburbs lack affordable spaces to hang out and the organisation give them an opportunity to spend their leisure time in a welcoming environment. The organisation emphasise that their activities offer an important contribution to society, as few spaces and activities for children are both non-performance and non-commercial based. The aim of creating this space in this kind of the setting is to help children with an unstable social background develop a sense of belonging.

Good practices & solutions

As a volunteer organisation, the local 4H-club at the city farm engages youths in farming, animal care, nature care and ecosystem knowledge. The 4H city-farms are open for all children and youth. Active members range between the age of 6-25 years. The members and visitors of the farms are girls, to a large majority. One method developed within the 4H-farm is called“mini-leaders”. Becoming a Mini-leader is the first part of the farms’ leadership program, where children from the age of 11 begin to help out at in various ways, for example hosting visitors, and train younger members at farm activities. They also work with ecosystem awareness by engaging and informing other children. Another method applied is the“4H recycle visit program”where children in the ages of 4-8 can through actively follow the life cycle off eggs; from hen to egg and from eggshell to compost and from composted soil to growing crops, giving seeds to feed the hen that produces new eggs.

Outcome & opportunities

These two methods are only two of many that has resulted in a warm, including, accepting and welcoming social environment at the 4H-farm. 4H is a safe place for visitors and members, especially for children with socio-economic burdens at home or in school. The inclusive work of the organisation enables unique social contacts between children and youth of different ages. The members feel needed, which is different from only participating in“consuming activities”or performance focused sports. The engagement of children in the 4H farms has had great impact of the children’s life in general, both at home and at school. There are several examples where children with very poor school results and presence in school activities have changed in a positive direction after participating in 4H-farm activities and becoming part of their community-like environments. Children with a difficult or unstable home environment, have also found support in the Mini leaders, as well as the employed staff at the 4H-farms.

Lessons learned & recommendations

Children and youths develop important life skills when needing to take responsibility from a young age. Through the methods used to engage children and youths, personal development is promoted through“learning by doing”. The physical activity and nature experience that 4H city-farms gives, are powerful and important for developing transferable skills to other contexts. The environment in these activities enables the young participants to discover their strengths, both physically and mentally, and learn about healthy life habits. The programmes run by the 4H-farms also give children and youths in urban contexts an opportunity to learn more about, and develop an interest for, agriculture, animal care and environmental issues.

Related SDG targets

3.d Strengthen the capacity of all countries, in particular developing countries, for early warning, risk reduction and management of national and global health risks

4.5 By 2030, eliminate gender disparities in education and ensure equal access to all levels of education and vocational training for the vulnerable, including persons with disabilities, indigenous peoples and children in vulnerable situations
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
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
11.7 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
13.3 Improve education, awareness-raising and human and institutional capacity on climate change mitigation, adaptation, impact reduction and early warning
15.5 Take urgent and significant action to reduce the degradation of natural habitats, halt the loss of biodiversity and, by 2020, protect and prevent the extinction of threatened species

Designing cities with children

Tengbom is an architectural firm based in Sweden and Finland. Their vision is to create innovative and timeless architecture, including ecological, social and economic sustainability. It is one of the oldest architectural firms in Europe and one of the largest in the industry. The activity ranges from urban design and landscape architecture, to interior design and project management.

Challenges

The development of our society is creating a shift in citizens’ perspective of ownership. A more shared economy, such as carpools, is one example of what creates opportunities for new types of environments. Beside incorporating new environments in the urban space, architects have a responsibility to include a range of perspectives in their planning process. A key factor for successful urban planning of public spaces and the built environment within these spaces, is that the target audience feel safe. By actively thinking about the users, many uncertain factors can be eliminated. However, when designing for the users, gender equality is key. The architects at Tengbom want to shape environments where girls and boys can meet, creating places to meet across the gender and generational boundaries, blurring them out.

Good practices & solutions

One of the methods Tengbom is working with is to broaden citizen dialogues. Tengbom tries to get more actors to participate in the processes. They listen to civil dialogues, but also promote participation from stakeholders not usually targeted in traditional dialogues. One such project is Framtidskalaset, where children was invited to a creative workshop where they got to use different materials in order to visualize their future homes. Both digital tools, e.g. Minecraft, and physical tools, e.g. cardboard, foil, cotton etc. were used. This type of work with children became an inspiration for further method development of the planning practice within the firm.

Outcome & opportunities

Results from the project point out certain key elements in public spaces where girls’ and children’s needs are met, and interaction over gender and generational boarders is possible. One important element is that users should be able to make the space their own, where people are allowed to take up space, this in turn creates a feeling of ownership. For this to be happen, the spaces need to be flexible, inviting, and have an element of being“unfinished”, meaning it possible for the user to and develop the site. Flexibility is important as it attracts many different audiences to the site, hence, making the space versatile. A staircase is a good example, as a staircase can be a place to walk, sit, meet, play, watch performances, etc. The main take-away from Tengbom’s work is, henceforth, that one element must meet several purposes.

Lessons learned & recommendations

Citizen dialogues and inclusive processes that make the community an active part of the public debate as well as the urban development, fill an important purpose for the society at large. It has become an important part of the democratic process. These methods are applicable everywhere, but one must keep in mind that the local prerequisites differs.

Related SDG targets

4.5 By 2030, eliminate gender disparities in education and ensure equal access to all levels of education and vocational training for the vulnerable, including persons with disabilities, indigenous peoples and children in vulnerable situations
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
11.1 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
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
16.7 Ensure responsive, inclusive, participatory and representative decision- making at all levels
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Flickrum, a norm-creative approach to close the gender gap

White Arkitekter is one of Scandinavia’s leading architectural firms and the third largest in Europe. Their research and expertise encom- pass architecture, urban design, landscape architecture and interior de- sign. They create people-centered architecture, inspiring a sustainable way of life. In 2017, they completed the project Flickrum i det offentliga (translated into Girls’ room in the public) where they worked with young women on how they want to take place in urban public spaces.

Challenges

There is an obvious lack of public places for girls in contemporary cities. Norms and social structures shape how people’s needs are prioritized, hence reinforcing inequality. One example of this is the mobility factor as transport priorities and infrastructure are directly sprung from existing gender norms. We are often prioritising roads when planning cities, but when exami- ning statistics on car use, it is a mjority of men that are car owners in Sweden. Also, large parts of public funds are used for activities that are dominates by boys rather than activities that are equally accessible for both boys and girls.

Good practices & solutions

In the project Flickrum, White architects gathered a multidisciplinary team with sustainability specialists, designers, architects, and pedagogues, as well as invited young girls to act as place ex- perts in a reference group. This enabled them to target questions of gender and power with the ones concerned, creating an eye-opener for stakehol- ders within urban planning. They also built models of an actual urban space to explore urban form. However, in conversations with stakeholders about questions of equality, the firm experienced prejudices. Public officials ques- tioned the girls’abilities to express their needs and the relevance of exposing them to the planning practice. The initiators of the project want to show that all are experts in being themselves here and now, and everyone’s subjective experiences of the public space is relevant, regardless of age or gender. Additionally, Flickrum used theatre as a tool to communicate the girls’ expe- riences of city spaces. Using art as a tool is a convenient and efficient way to raise awareness, understanding and empathy on the subject.

Outcome & opportunities

The architecture firm realised when working with the project Flickrum that no major financial investments are required to meet the needs of these girls. They do not demand much, they only wish to be able to be outdoors with friends regardless of weather, they want to sit and talk, as if the public space was their living room. If you live in a small apart- ment far from school, you may not be able to bring home several friends. If you have many siblings and parents at home, you may simply want to get away from home for a while. Compared to the costs of giant arenas, sports halls, and malls, this is not a financial issue at all.

Lessons learned & recommendations

It is essential to work with capable and humble architects, urban planners and decision-makers that dare to listen to the various needs different social groups express. We need a more democratic process with a more heterogenous working-force, so more people are heard. It is crucial to be inclusive from the beginning of every planning process. There are two essential fundaments in building something so complex as a city; knowledge and representation. Every time someone new contribute to the process, the knowledge increases. In this perspecive, co-creation gives a new impression of a site, which has a significantly positive effect. Hence, co-creation is a planning method applicable to every context globally. However, as city planning is market-driven, especially with regards to what can become public places, or rather what remains to be public places, the project economy determines the outcome of a city’s public spaces. If there is to be a change in that area, a strong political is needed.

Related SDG targets

5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
10.2 By 2030, empower and promote the social, economic and political in- clusion 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
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
16.7 Ensure responsive, inclusive, participatory and representative deci- sion-making at all levels
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Pin the creep and raise awareness of sexual harassment

Safecity is a platform that crowdsources personal stories of sexual harassment and abuse in public spaces. The aim is to make data available and useful for individuals, local communities, and local administration to identify factors and behaviours that lead to violence, and work on efficient strategies for solutions. Safecity makes cities safer by promoting equal access to public spaces for everyone, especially women, through the use of crowdsourced data and technology.

Challenges

Many public spaces are occupied by men in India. It is where men loiter and spend time with their friends. Women and girls are rarely seen doing the same. However, we expect a city to be able to provide spaces for all its citizens. A good city has transportation that is safe, clean, affordable, easily available, and provides multiple and flexible options. New Delhi for example, has a great metro system, but it often lacks“the last mile connectivity”which makes women vulnerable to attacks. Safecity believes that“if you want an inclusive city that is safe for women and girls, their needs need to be taken into account. If it’s inclusive for young girls, it’s inclusive for everyone.

”UN Women state that 1 in 3 women face some kind of sexual assault
at least once in their lifetime. Campaigns, such as #metoo, has brought attention to that the problem with sexual harassment might even be much greater than that. In India, a rape occurs approximately every 20 minutes. Yet, most women and girls do not talk about this type abuse due to cultural and social conventions, for example, victim blaming, police fear, and tedious formal procedures. As a consequence, data cannot be gathered, and perpetrators goes unpunished. Breaking the silence and documenting harassment and abuse in public spaces, will help to find the most effective solutions at a neighbourhood level.

Good practices & solutions

On the Safecity website women and witnesses can report cases of sexual harassments and abuse occurring both in private and public spheres. When women are encouraged to report and to break the silence, the organisations can map what has happened where. This information is used to improve interventions and take action against sexual violence. Areas that have emerged as high-risk for women in New Dehli are, for example, stations, station bridges or viaducts, bus stops, along the railway, and markets. What has been identified to decrease sexual harassment in public places are a combination of good lightning, police presence, and a built environment which design is unique in comparison to adjecent areas.

Outcome & opportunities

When women read other people’s stories, it helps them understand what sexual violence is and that it should not be accepted. They also learn about the different types and levels of violence. Nonverbal and verbal harassment are often normalised culturally, which makes women ignore it or blame themselves. The increased solidarity between women creates an immense difference on a social and cultural level. When they hear each other’s stories, they understand that they are not alone.

Lessons learned & recommendations

A city is a living, breathing thing. When the population is changing, the city cannot remain static. City planning need to be more open to listen to people’ issues, needs, demands, and make adjustments. A good city is balanced, where there is space for people for live, work and play in equal measures. A good city is inclusive, meaning for example providing good footpaths and cheap public transportation. Far too many cities lack good footpaths, making it hard to push baby strollers or wheelchairs. A good city has places for everyone to play, not just fields to play football or cricket, that mainly attract boys. A good city has places for women to loiter, to sit down without being stared at or being questioned why they are in a public space.

Safecity believes that it is possible to generalise their methods, because they never go into a neighbourhood with a preconceived notion about the solution. They first examine reported data from the community in focus. Since they have worked across India, Nepal, Cameroon and Kenya the characteristics of the reports differs a lot. For example, in Kenya, incest is often reported, while there is much less public harassment. In Nepal, reports show non-perpetrated violence and child sex abuse, however authorities began to solve the issue of transportation because it is very inadequate to women. This shows the extreme importance of data and to locally adapt working methods to ensure women and girls feel safe.

Related SDG targets

3.d Strengthen the capacity of all countries, in particular developing countries, for early warning, risk reduction and management of national and global health risks
5.1 End all forms of discrimination against all women and girls everywhere
5.2 Eliminate all forms of violence against all women and girls in the public and private spheres, including trafficking and sexual and other types of exploitation
5.b Enhance the use of enabling technology, in particular information and communications technology, to promote the empowerment of women
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
11.2 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
16.b Promote and enforce non-discriminatory laws and policies for sustainable development
16.7 Ensure responsive, inclusive, participatory and representative decision- making at all levels
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Children’s indicators becoming an formal planning tool

World Vision International is an international child-focused organisation, with a federated network of more than 90 countries. The organisation has set a global strategy to advocate and influence the United Nations to refocus the global political discourse on children’s rights across the rural/urban continuum. For the last decade, World Vision launched several learning initiatives, one of them being about child vulnerabilities in diverse urban settings.

Challenges

Once a city is friendly for children, both girls and boys, World Vision believes it is a city friendly for all its citizens. The organisation wants to ensure that children are involved in the planning of the city, hence, that urban development is not only being people-centred but also child-centred. Children are the critical citizens of today that will be the future leaders of tomorrow. The clear message from the children of a sub-district in Surabaya was“the underlying issue is that our voices are not being heard. We need to have our voices heard.”

Good practices & solutions

The organisation established a Centre of Expertise for Urban Programming to become a knowledge asset to internal and external stakeholders. An action research program was launched to pilot projects in six countries, one of them being Indonesia. The pilot projects tested innovative and locally driven urban poverty eradication solutions, such as securing urban land rights, influencing municipal policy implementation, and creating livelihood opportunities – with children and youth leading change in their communities.

Throughout the pilot projects, children were given space to speak their mind, share their opinions and participate actively. As an agency that is focused on children’s well-being, World Vision was committed to create those formal platforms for dialogue with planners, decision-makers, community-based leaders and family members. In Surabaya, they detected that children have good observational skills. Children tend to look for places to play, which is an important activity for them in order to develop important knowledge about their neighbourhood and their city. One of the innovative methods used during the project was to give children cameras to photograph and film their neighbourhoods.

Through visual pictures, the critical social, cultural, political, economic, and physical issues in the neighbourhoods emerged. With this information, World Vision was able to sensitise the families and communities to understand these issues and advocate for change.

Outcome & opportunities

A child friendly city is where every child is formally recognised as agents of change, and formally acknowledged to be able to contribute to the kind of life they want to live. That is why it is so important to include children in formal and informal decision-making. A child friendly city starts with listening to the children. This type of project enables children to have a voice in their own development. The project team was, in close collaboration with the children, able to identify seven indicators of a child-friendly neighbourhood in the local context. The indicators evolved around themes such as children’s health, education, care and protection. These indicators were later on implemented in the official development plans of the city.

Lessons learned & recommendations

Many of the indicators can be applied globally, as they relate to the environmental issues or urban space design. There are for example indicators related to liveability. Liveable cities support access to mobility so that children can move freely, but also social conventions of expressing themselves, talk and disagree. Many planners, due of the way they have been trained, know fairly little about the social aspects of planning. Planning is inherently a technical profession, leaving many social aspects out of the equation. For example, wasted space is a wasted asset for a community of a city, so how can that space become a living environment? A key lesson learnt is the need to strengthen existing partnerships with multiple stakeholders and partners, such as civil society, universities and local government. Collaborative efforts support sharing of knowledge, resources and efforts to replicate and scale up locally tested solutions.

Related SDG targets

1.7 Create sound policy frameworks at the national, regional and international levels, based on pro-poor and gender-sensitive development strategies, to support accelerated investment in poverty eradication actions
4.5 By 2030, eliminate gender disparities in education and ensure equal access to all levels of education and vocational training for the vulnerable, including persons with disabilities, indigenous peoples and children in vulnerable situations
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
11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries
11.7 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
16.7 Ensure responsive, inclusive, participatory and representative decision- making at all levels
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Women entrepreneurs benefitting entire communities

Kounkuey Design Initiative (KDI) is a non-profit design and community development organization that partners with under- resourced communities to advance equity and activate the unrealized potential in their neighbourhoods and cities. KDI has been taking experiences from working in informal settlements, or “slums”, in the global south to other vulnerable areas globally, including to middle and high-income countries where high levels of inequality persist.

Challenges

The Eastern CoachellaValley of California is a region with rich tourism and agricultural land that at the same time suffers from extreme income disparity and poverty. The lack of affordable housing has resulted in areas of mobile home parks with poor access to sanitation, water, nutritious food, public transportation and electricity. The lack of access to quality water and sanitations systems and an absence of safe and sheltered public spaces for community gatherings and outdoor recreation as well as extreme weather conditions are among the key challenges for this region.

Good practices & solutions

To address the challenges in the Eastern Coachella Valley, KDI applied a participatory“Productive Public Space” model, developed in Kenya. KDI organised a series of workshops in order to identify the most pressing needs of the community of North Shore and understand how a productive public space could be used to address them. In 2017 construction began of the first, resident-designed and culture- driven public space in the community, a 5-acre park that will host an adult fitness circuit, a football field, a sport-court, a family pavilion, a skate plaza, a playground and a bike repair shop. All physical and programmatic project components were envisioned, designed, and implemented by North Shore residents with facilitation and technical inputs from KDI’s team of architects, engineers, artists, and community organizers, and with counsel and direct support from the Desert Recreation District Department.

Outcome & opportunities

One ripple effect of the project has been the empowerment of women. When talking to the residents, KDI, they found that one of the main challenges for the community was the lack
of possibility to start your own business. This led to the launch of a business training program for a group of women. After being trained in entrepreneurship, the women all started small food based businesses and then went on to form a food co-op where they vend traditional healthy street food at events all around their region, including the world famous Coachella music festival. They are now planning a franchise in the community public space. The boost in income allows them to support themselves and their families. By benefitting women in projects, the positive outcomes ripple down and elevates the community at large.

Lessons learned & recommendations

Creating a sustainable and successful community development project is hard and takes a lot of time. It is important to consider both the economic and social aspects of the project, which demands commitment from all involved parties, but is key in creating a positive impact and ripple effects both in and beyond the original community. The project in North Shore is not only an appreciated public space for the community but serves as a model of community-led change for the whole of Eastern Coachella Valley region replicate. Involving the community in the development of productive public spaces, whether temporary or permanent, creates a sense of care and management as well as creating learning and employment opportunities for the community. It is shown here that this kind of context and human based thinking is transferrable, from Kenya to California and beyond, as long it is adapted and grounded in the particular local context. Participation, listening, questioning and close involvement with the group or community you are trying to partner with should be universal. Being embedded in those communities is key when you work with vulnerable populations. It is possible to develop innovative projects, and a rigorous participatory process is the best way to build on the potential of residents and uncover that innovation.

Related SDG targets

1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance
4.5 By 2030, eliminate gender disparities in education and ensure equal access to all levels of education and vocational training for the vulnerable, including persons with disabilities, indigenous peoples and children in vulnerable situations
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
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
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
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
16.7 Ensure responsive, inclusive, participatory and representative decision- making at all levels
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of

Free Lots Angeles

Kounkuey Design Initiative (KDI) is a non-profit design and community development organization that partners with under- resourced communities to advance equity and activate the unrealized potential in their neighborhoods and cities. KDI has been taking experiences from working in informal settlements in the global south to other vulnerable areas globally, including to middle and high- income countries where high levels of inequality persist.

Challenges

Residents in vulnerable areas in Los Angeles often lack access to many basic services. At the same time the city is struggling with an abundance of city-owned vacant lots. These lots are often located in vulnerable areas but instead of being managed by the city they are fenced off and instead used for illegal activities. In order to face these two challenges KDI started the Free Lots Angeles- coalition.

Good practices & solutions

Free Lots Angeles (FLA) is a coalition of six Los-Angeles-based organisations, with expertise in policy, planning, design, community outreach, arts and cultural production and education. Through meetings with local residents, community organisations, and public officials the vacant lots are identified. A community driven planning process is then put in place, where the residents are involved in identifying the community’s priorities and needs. The FLA collaborative then organises pop-up events to demonstrate a community led vision for how vacant and underutilised spaces can be transformed to meet the need for parks and other spaces within the community.

Outcome & opportunities

The aim of Free Lots Angeles is to allow residents of vulnerable areas to temporarily adopt the cities underutilized assets and create a much-needed space within the community. Using temporary pop-up solution is an affordable and immediate way to meet the needs of the residents, and potentially pave the way for long-term, permanent solution. The coalition is now working to pass a motion in the city to allow residents to directly adopt these vacant lots for 3-, 6- or 12-month increments.

Lessons learned & recommendations

The FLA program is not only beneficial to the local community but also the city at large. It may often cost less than to pay for the ongoing surveillance and trash clean-up of the vacant sites, as well as create positive and visible impact for politicians and residents alike to be proud of.
Involving the community in the development of productive public spaces, whether temporary or permanent, creates a sense of care and management as well as creating learning and employment opportunities for the community. It is shown here that this kind of context and human based thinking is transferrable as long as it is adapted and grounded in the particular local context. Participation, listening, questioning and close involvement with the group or community that is subject to the development should be universal.

Related SDG targets

1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance
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
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
11.7 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
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Bridging social gaps by transforming roads into Play Streets

Kounkuey Design Initiative (KDI) is a non-profit design and community development organization that partners with under- resourced communities to advance equity and activate the unrealized potential in their neighborhoods and cities. KDI has been taking experiences from working in informal settlements in the global south to other vulnerable areas globally, including to middle and high- income countries where high levels of inequality persist.

Challenges

For generations the streets of Los Angeles served as informal play spaces for children. In recent decades cars have increasingly dominated the streets, with little accommodation for other needs such as safe and accessible spaces to play. Meanwhile research has shown that children’s’ play has a key role in their physical health and intellectual and social development. The possibility for everyday spontaneous play becomes particularly important for poorer children who lack access to many sports and recreation facilities.

Good practices & solutions

The largest public space available in Los Angeles is the 7,500 miles street network that links neighbourhoods and communities. The L.A.“Play Streets”Pilot Program helped residents temporarily transform Los Angeles City streets into places for play, learning, and fun for all ages. In 2015 and 2016 KDI hosted seven“play streets demonstration”events in five park-poor, under-resourced neighbourhoods across the city in partnership with the LA Department of Transport. Play streets can only be held for one day but are recurring more often – transforming streets into semi-permanent public spaces and creating new child-centered and child-driven spaces for recreation, learning, exercise, and culture.

Outcome & opportunities

Play Streets enhance community cohesion and improve community safety. They provide mechanisms for improving health and accessing resources. Play streets can also be integrated into permanent street infrastructure by adding play elements to sidewalks, parklets, plazas, or shared streets or permanently closing of a street for cars. In one instance, gang members who saw the play streets happening repeatedly in their neighbourhood, stopped doing graffiti there and by the third event they put out their basketball hoops onto the street for the kids to use.

Lessons learned & recommendations

Involving the community in the development of productive public spaces, whether temporary or permanent, creates a sense of care and management as well as creating learning and employment opportunities for the community. It is shown here that this kind of context and human based thinking is transferrable as long as it is adapted and grounded in the particular local context. Participation, listening, questioning and close involvement with the group or community you are trying to partner with should be universal. Being embedded in those communities is key when you work with vulnerable populations. It is possible to develop innovative projects, and a rigorous participatory process is the best way to build on the potential of residents and uncover that innovation.

Related SDG targets

3.6 By 2020, halve the number of global deaths and injuries from road traffic accidents
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
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
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
11.2 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
11.7 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
16.7 Ensure responsive, inclusive, participatory and representative decision- making at all levels
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Productive public space planning and design for inclusive ownership

Kounkuey Design Initiative (KDI) is a non-profit design and community development organization that partners with under- resourced communities to advance equity and activate the unrealized potential in their neighbourhoods and cities. KDI have taken experiences from working in informal settlements in the global southand applied it on other vulnerable areas globally, including middle and high-income countries where high levels of inequality persist.

Challenges

Like many cities in Africa, Nairobi faces rapid urbanization and growing inequities between the rich and the poor, which influences the accessibility and inclusivity of public spaces in the city. How people behave in public spaces is also greatly influenced by local traditions and cultural norms, which are reinforced by urban planning strategies. For example,the urban planning practice in Nairobi prioritize vehicular access to public spaces and city services, as well as tendencies of replicating colonial approaches. These practices limit the potential of especially girls, children, and women to participate in public life. As Kenya’s urban centres grow at an unprecedented rate, informal settlements continue to spring up on underutilized government land. As a result, women and girls face specific challenges in places such as Kibera, one of Nairobi’s larges concentrated area of inadequate housing. Here, safe access to sanitary utilities, spaces for education and public recreation are limited. In addition, challenges for women increase during the two seasonal rain periods, as insecurity and the occurrence of gender-based violence is linked to the rains and flooding.

Good practices & solutions

Throughout every stage of KDI’s public space projects, the organisation focuses on engaging the whole community during the whole planning process – from locating and conceptualizing a site
to implementing and managing the project and programs. The first step focuses on capacity building in a way that helps the different community groups collaborate around programmes that benefit the community socially and environmentally while managing the physical space. The next step is design, where focus lies in what type of design that would be most beneficial for the community. The third step is modelling and thinking about how this new development will impact the space. When the urban planning is honest, it widens societal norms. In Kibera, KDI revitalises public spaces to make them accessible for a larger user group. They focus on what in other places might seem basal, e.g. levelling the ground to make it walkable, or create spaces for washing clothes or play with friends. They have created little nooks where most of the population can feel safe.

Outcome & opportunities

Each Kibera Public Space Project faces challenges through acknowledging and utilizing Kibera’s assets in place, e.g. community activism, informal economies and entrepreneurship. Each project has been carried out in cooperation and in coordination with the local community. For example, former trash dumping places have been transformed into local social spaces for meetings and gatherings, for children to play, and for providing improved access to home and work, while strengthening local economies. Similar public space projects have been completed at eight spaces across the Kibera neighbourhood. KDI believes that engaging communities around participatory planning and design is key to sustainable development. Working collaboratively with communities from throughout the whole process, from conception to implementation, enhances technical knowledge and design innovation while connecting residents to available resources and municipal services. When KDI engages the whole community in this way, the special needs of women and girls in public spaces emerge and can be translated into an inclusive place for the whole community.

Lessons learned & recommendations

Involving the community in the development of the Kibera Public Space Project automatically creates a sense of care for the local community, through local ownership and management. During this process, public spaces create opportunities
for learning, employment, and activism for the community. That kind of contextual and human centred thinking is transferrable. The process that was developed in Kibera has now been replicated in other parts of the world, including in the USA.

Related SDG targets

1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance
3.6 By 2030, substantially reduce the number of deaths and illnesses from hazardous chemicals and air, water and soil pollution and contamination
4.5 By 2030, eliminate gender disparities in education and ensure equal access to all levels of education and vocational training for the vulnerable, including persons with disabilities, indigenous peoples and children in vulnerable situations
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
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
10.1 By 2030, progressively achieve and sustain income growth of the bottom 40 per cent of the population at a rate higher than the national average
11.1 By 2030, ensure access for all to adequate, safe and affordable housing and basic services and upgrade slums
g17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

“Plan a city for girls, and it will work for everyone” global movement

#UrbanGirlsMovement is an initiative by the independent Swedish think tank Global Utmaning, mapping good examples, stories, and lessons learned from multi-stakeholders globally. It highlights ongoing initiatives, implementing the SDGs at the local level. In collaboration with a range of multi-stakeholders, the purpose is to highlight global pro-poor urban development initiatives targeting girls and young women in low-income areas in rapidly urbanizing cities, as well as to develop methods for local and urban development that can be applicable globally. In the long-run #UrbanGirlsMovement aims to contribute to improving the living conditions for girls and young women in vulnerable urban areas through highlighting participatory design and public space planning; promoting public health, sanitation, access to education and employment, and security.

Challenges

#UrbanGirlsMovement was initiated with the belief that “if we plan a city for girls, it will work for everyone”. Three quarters of the world’s poorest people live in lower middle-income countries, often without social security or adequate living conditions. Poverty and vulnerability is increasing within many countries as a result of unequal distribution of resources and opportunities, oppression and social exclusion, particularly affects girls and young women. As the world is predominantly urban, poverty is also becoming an increasingly urban phenomenon. More than 1 billion people live in low-income informal settlements, and inequalities are increasing the fastest in cities.

In order to fulfil the SDGs, the interlinkages and integrated nature of the goals and targets are crucial. In the first global mapping of good examples, the main challenges raised by young women globally were; the lack of safe places, gender-based violence, access to education, sex education, adult interactions and role models, and environmental risks. Therefore, addressing specifically SDG 3 Ensure healthy lives and promote well-being for all at all ages, SDG 5 Achieve gender equality and empower all women and girls and SDG 11 Make cities and human settlements inclusive, safe, resilient and sustainable in an integrated manner is the most effective tool to tackle the challenges and reach the 2030 Agenda.

Good practices & solutions

All projects included in the global mapping of good examples and lessons learned focus on improving the living conditions for girls and young women in low-income areas in rapidly urbanizing cities, through participatory design and public space planning. Girls and young women are key stakeholders, hence we have gained unique insights into some of the specific challenges they face, and how inextricably linked girl’s’ development are to a range of development issues.

The participatory design and public space planning highlight the target groups’ needs and establishes priorities in the planning of physical spaces, social and economic programs. The activities empower girls and young women by improving their living conditions through targeted interventions related to public health, sanitation, education, employment and security. They demonstrate how participatory design and public space planning is crucial as steppingstones for youth to improve their chances of a fruitful life, and at the same time addressing several SDGs.

Outcome & opportunities

Prioritising girls and young women in low-income areas in rapidly urbanizing cities is not only vital for the implementation of the 2030 Agenda and the SDGs, but also other global agendas. The project has successfully mapped global good examples that make a difference; empowering girls and young women and improving their lives, with the purpose for others to learn, be inspired, and to scale up the work in another context. In line with implementing the 2030 Agenda and the New Urban Agenda, the project has directly or indirectly shown the local application of particularly SDG 1, 3, 4, 5, 8, 10, 11, 16 and 17.

The initiative also contributes to the development of new methods for local urban development and planning that promote safe and productive public spaces, and that can be applicable in a Swedish low-income areas, and as well as informal urban settlements globally. The ultimate goal is to propose new urban development methods for feminist urban planning to local municipal leaders and actors that serve the local implementation of the SDGs. This provides an opportunity for #UrbanGirlsMovement to provide policy recommendations to the Swedish Government on how to turn a ‘Feminist Foreign Policy’ into practice and to identify new priorities for Swedish development cooperation, targeting girls and young women in vulnerable urban areas.

Lessons learned & recommendations

By mapping the local work of our partnering organisations, we have managed to strengthen our belief “ plan a city for girls, it will work for everyone”. A city for everyone is sustainable city, where both girls and boys can thrive and develop. But to get there we need to include everyone in the process. Many initiatives do not particularly target girls and young women, but it has been noticed they tend to, in a greater extent than men, take advantage of the opportunities provided. Women also often tend to carefully safeguard the longevity of the project or infrastructure put in place.

So, how should a city be planned in order to benefit the most vulnerable populations? Finding solutions that have a positive impact on making cities more inclusive and equal should be a top priority. To summarise, a city is balanced when there is space for all people to live, work, and play in equal measure. Public space that do meet up to the needs of girls and young women are characterised by:

Good footpaths and public mobility – the pure ability to push a baby stroller or wheelchair, or walk without looking down to watch your steps. It also provide connectivity to important sites in a city. The mobility issue is a direct issue sprung from norms. A majority of the population does not own a car, but a majority of the public space is taken up by roads, where cars occupy the majority of the space. We need to widen sidewalks and make roads into walkable streets.
Places for women, children, and elderly to loiter – benches faced towards each other to make it possible to talk to one another. Experience from informal settlements is that if there are no benches women in skirts or dresses (which corresponds to the majority) will not sit down, neither stay standing but just quickly pass through. But as squatting is common among men, automatically the city will become more accessible to them.
Good lightning – makes a place less threatening during the dark hours of the day, for everyone. A city where women cannot access the city at all hours of the day is not an equal city.
Visibility and presence of authorities – contribute to the conception of safety. The feeling that everyone can see all the activities carried out in a public place have the potential of leading to a feeling of safety. It encourage positive activity and behaviour. A lively place therefore often becomes a safer place.
Open access – semi-public or or semi-private spaces such as parks with fees, museums or restaurant terrasses. Places that are not open access for free, systematically exclude the poorer part of the population.
Design – human scale well-adapted design and urban form. It will automatically become an attractive meeting place. A place that is beautiful and differ in design from the majority of the city is less likely to get vandalized and will help strengthening the conception of safety.
Flexibility – one element must meet several purposes and functions. It attracts different audiences, at different times of the day. A staircase is a good example, it can be a place to walk, to sit, a meeting place, a training venue, a playground, a stage for performances. The more flexible elements, the more sustainable place.
Well working water and sanitation – women are more vulnerable than men when there is insufficient or a lack of toilets and sanitation facilities. In informal settlements the community often share toilets. These, as well as public toilets in high-income areas must be well lit, clean and secure.

Related SDG targets

1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance
1.5 By 2030, build the resilience of the poor and those in vulnerable situations and reduce their exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters
1.6 Ensure significant mobilization of resources from a variety of sources, including through enhanced development cooperation, in order to provide adequate and predictable means for developing countries, in particular least developed countries, to implement programmes and policies to end poverty in all its dimensions
1.7 Create sound policy frameworks at the national, regional and international levels, based on pro-poor and gender-sensitive development strategies, to support accelerated investment in poverty eradication actions
3.6 By 2020, halve the number of global deaths and injuries from road traffic accidents
3.7 By 2030, ensure universal access to sexual and reproductive health-care services, including for family planning, information and education, and the integration of reproductive health into national strategies and programmes
3.8 Achieve universal health coverage, including financial risk protection, access to quality essential health-care services and access to safe, effective, quality and affordable essential medicines and vaccines for all
3.9 By 2030, substantially reduce the number of deaths and illnesses from hazardous chemicals and air, water and soil pollution and contamination
3.d Strengthen the capacity of all countries, in particular developing countries, for early warning, risk reduction and management of national and global health risks
4.5 By 2030, eliminate gender disparities in education and ensure equal access to all levels of education and vocational training for the vulnerable, including persons with disabilities, indigenous peoples and children in vulnerable situations
5.1 End all forms of discrimination against all women and girls everywhere
5.2 Eliminate all forms of violence against all women and girls in the public and private spheres, including trafficking and sexual and other types of exploitation
5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life
5.b Enhance the use of enabling technology, in particular information and communications technology, to promote the empowerment of women
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
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
8.4 Improve progressively, through 2030, global resource efficiency in consumption and production and endeavour to decouple economic growth from environmental degradation, in accordance with the 10-year framework of programmes on sustainable consumption and production, with developed countries taking the lead
8.6 By 2020, substantially reduce the proportion of youth not in employment, education or training
10.1 By 2030, progressively achieve and sustain income growth of the bottom 40 per cent of the population at a rate higher than the national average
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
11.1 By 2030, ensure access for all to adequate, safe and affordable housing and basic services and upgrade slums
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
11.5 By 2030, significantly reduce the number of deaths and the number of people affected and substantially decrease the direct economic losses relative to global gross domestic product caused by disasters, including water-related disasters, with a focus on protecting the poor and people in vulnerable situations
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
11.a Support positive economic, social and environmental links between urban, per-urban and rural areas by strengthening national and regional development planning
11.c Support least developed countries, including through financial and technical assistance, in building sustainable and resilient buildings utilizing local materials
16.7 Ensure responsive, inclusive, participatory and representative decision-making at all levels
16.9 By 2030, provide legal identity for all, including birth registration
17.3 Mobilize additional financial resources for developing countries from multiple sources
17.7 Promote the development, transfer, dissemination and diffusion of environmentally sound technologies to developing countries on favourable terms, including on concessional and preferential terms, as mutually agreed
17.16 Enhance the global partnership for sustainable development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources, to support the achievement of the sustainable development goals in all countries, in particular developing countries
17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships
17.18 By 2020, enhance capacity-building support to developing countries, including for least developed countries and small island developing States, to increase significantly the availability of high-quality, timely and reliable data disaggregated by income, gender, age, race, ethnicity, migratory status, disability, geographic location and other characteristics relevant in national contexts

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Samsø Energy Academy, an organization and a meeting place on the island, has played a key role in this journey – binding together the local people, NGO’s, farmers, businesses and local politicians in a strong network.

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