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Local Government

Lorne Turner: Remembering a city worker who made a difference

Dan Hoornweg's picture

Lorne Turner served as Manager of Performance Management for the City of Toronto.
People wandering through the labyrinth of booths of yet another UN urban conference in Nanjing (2008) or Rio de Janeiro (2010) may have stumbled across a friendly, unassuming man, looking somewhat out of place at the Global Cities Institute – Cities Alliance stand. These types of conferences were not the typical work venue for Lorne Turner, Toronto’s manager of city performance.
Lorne was a city practitioner, tasked with the professional, meaningful and honest monitoring of the progress of Toronto, alone and alongside other world cities. He firmly believed that all cities – in Ontario, Canada and around the world - succeed when working together, and that measuring this progress is absolutely critical. Lorne was a ‘details-guy’ who knew how the small brushstrokes blended together to paint a community, a country, and later in his life, he helped demonstrate how they could define urban life around the planet.
Lorne passed away last week, after a long battle with cancer. Lorne was in his role for almost 30 years (including Budget Director, North York, 1988-97).
Lorne’s passing is particularly poignant for city workers. Lorne was quiet and modest; he fit his professional accountant stereotype well. He was also highly effective. Last year, the global city indicator standard was published (ISO 37120). This standard is important for all cities and is anchored to Lorne’s perseverance, commitment and his ability to keep the City of Toronto actively engaged for the more than ten years it took to develop the idea. The idea and the standard owes much of its existence to Lorne.

Thailand: taking the first step for a green Chiang Mai

Chanin Manopiniwes's picture

Everyone who travels to Thailand will want to have Chiang Mai on their list. It’s an old city which reflects the lovely northern Thai culture and has a lot of significant history behind it. My wife and I spent our first anniversary there because it’s very nice and peaceful. Chiang Mai is a place where Thais often go to recharge and take advantage of the slower pace of life. I have started recently travelling to Chiang Mai more often for work, but even that is also pleasurable.



Chiang Mai has grown so much, and so fast. We see more and more cars in the city center. The traffic jams are becoming problematic and the public transportation issue remains an unsolved problem. To help, the World Bank is supporting the Chiang Mai Municipality's vision of promoting “green mobility” with help from the Global Environment Facility (GEF). It is a small pilot project that supports non-motorized transport, such as walking and bicycling, by improving city center's walk path and bicycle lanes in the city center.

Cities don’t shutdown

Debra Lam's picture

Welcome to the first US government shutdown in 17 years. Yes, we have experienced this before, but it is still shocking. Over 800,000 workers have been furloughed. The Lincoln Memorial, Smithsonian museums, along with over 400 federal parks and monuments are closed, forcing people to alter their holidays. Most of our space program has been put on hold, and the long-term socio-economic costs have yet to be calculated (partially because the people who could collect that data are out of commission). One thing is clear, the longer the shutdown continues, the bigger the impact becomes.

Most of the global community views the US shutdown with a “mixture of bewilderment and growing nervousness”.  Some are amazed in a positive way. Chinese netizens are in awe that the entire country is not paralyzed in anarchic chaos.  However, what the Chinese haven’t accounted for is the strength and importance of the local government.

How to Build Local Government Accountability in South Africa? A Conversation with Partners

Duncan Green's picture

This is what a good day visiting an Oxfam programme looks like. I skim the interwebs (and this blog) to put together some thoughts on a given issue from our experience or what others are writing (‘the literature’). Then sit down with local Oxfamistas and partner organizations (who are usually closer to the grassroots than we are) to compare these bullet points with their reality. Last Friday, it was ‘how can NGOs build the accountability of local government.’ My ten minutes covered:

For Cities to Walk the Walk, National Governments Need to Pave the Way

Maggie Comstock's picture

Qatar National Convention Center

While consensus in the COP18 negotiations has yet to be reached, most can agree that national governments cannot be solely responsible for addressing climate change. Local governments, the private sector and individuals must each play a part in supporting and growing the green economy. However, one way national governments can easily step up to the plate is to remove policy barriers for subnational actions on climate change.

It’s a Capital (plus Advisory) Problem not a Pipeline Problem

Aleem Walji's picture

Photo Credit: methodlogical.wordpress.comI recently returned from travel to India and East Africa where I attended a round table on social enterprise with the Government of India and met impact investors focused on Kenya, Tanzania, Rwanda, and Uganda. After listening carefully to entrepreneurs, investors, and government officials, I’m compelled to say something entirely inconsistent with conventional wisdom in the world of impact investing: there is not enough capital to support the pipeline of enterprises focused on solving our most vexing social problems. By social problems, I mean the provision of basic goods and services to the bottom of the economic pyramid where governments and markets often fail.

Take access to energy for example or access to sanitation in much of Africa and South Asia. More than 1.3 billion people on the globe still lack access to electricity and over 2.5 billion lack basic sanitation. Every 20 seconds a child dies because of poor sanitation.

These are public goods and unambiguously the responsibility of public actors. But in reality, governments often don’t have the resources, the will, or the capacity to provide these basic services to many of their citizens. And purely commercial enterprises lack incentives to provide services where financial upside is limited and the ability of poor people to pay is constrained. But this is precisely where inclusive (or socially driven) businesses and social entrepreneurs, for profit and not-for-profit, are innovating and developing new business models to solve our most pressing social challenges.