80963 CITIES WITHOUT SLUMS Cities Alliance Discussion Paper - No. 1. October 2011 City Development Strategy: A Conceptual Framework Prepared by: Daphne Frank (GIZ) in collaboration with Sara Hoeflich (UCLG) Jean-Christophe Adrian (UN HABITAT) Cecilia Njenga (UNEP) Soraya Smaoun (UNEP) Douglas McCallum © The Cities Alliance, August 2011 About the Series The Cities Alliance Discussion Papers Series aims to provide a platform for the publication of preliminary results on urban development topics to encourage further discussion and debate on these. Citation and the use of material presented in this series should take this provisional character into account. We welcome submissions to the series from Cities Alliance members and partners. Submissions are subject to an informal peer review process by selected reviewers and are cleared by the Cities Alliance Editorial Board prior to publication. Series Editorial Director: William Cobbett Managing Editor: Chii Akporji All enquiries about the series and submissions should be sent to cakporji@citiesalliance.org, or faxed to +1(202) - 522 3224. City Development Strategy: A Conceptual Framework Prepared by: Daphne Frank (GIZ) in collaboration with Sara Hoeflich (UCLG) Jean-Christophe Adrian (UN HABITAT) Cecilia Njenga (UNEP) Soraya Smaoun (UNEP) Douglas McCallum Contents Abstract 1 I. Creating a Sub-Group to Improve the Quality of CDS 2 - Harmonising diverse views on CDS II. A Conceptual Framework for a CDS 4 - Three Phases of the CDS Process 4 - Cross Cutting and Continuous Support Activities: Participation and Institutionalisation 5 - Visualising the structure of the Conceptual Framework 6 II. Moving Forward: An opportunity to collect experiences and refine approaches to CDS 9 Annex: 10 The Conceptual Framework for CDS: The Three Phases Supported by a Cross-cutting Pillar Abstract: The Cities Alliance has long supported strategic planning activities to improve the efficiency and impact of urban development in support of city-based, consensus-building processes. These processes enable cities, local authorities and stakeholders to define a common vision for their city and establish city development strategies with clear priorities for action and investment. Given the complexity of strategy development and urban governance, there are many different views on what a city development strategy is and how it should be developed. In 2009, several Cities Alliance members – United Cities and Local Governments UCLG, UN- HABITAT, UNEP and GIZ, facilitated by the Cities Alliance Secretariat – created a subgroup to discuss the diverse views on City Development Strategies and to share their experiences in implementing CDS. The subgroup devised a harmonized, basic conceptual framework for a CDS that is flexible enough to incorporate diverse experiences and methodologies while ensuring that certain crucial steps have been taken into consideration. www.citiesalliance.org | 1 I. Creating a Subgroup to Improve The Cities Alliance as a global partnership the Quality of CDS seeks to improve the efficiency and impact of urban development by supporting city- What comes to mind when you think of the term based, consensus-building processes. These City Development Strategy? Is it a master plan, processes enable cities, local authorities and local a vision, a strategy without plans, or a strategy stakeholders to define a shared vision for their city with or without projects to be implemented? The and establish city development strategies with question of how a strategy was developed – by a clear priorities for action and investments. consultant or by local governments, municipalities Over the past decade the Cities Alliance or ministries, together with the private sector and has supported numerous CDS activities in civil society – elicits even more complex answers. cities, realising the variety of approaches in There are many different views on what a City implementing strategic development. In addition, Development Strategy is and how it should be Cities Alliance members have identified that developed, depending on a person’s region, city governments and local actors involved in culture and planning background1 . CDS are eager for information on processes and methodologies to implement their strategies and These varied opinions are also apparent enhance the knowledge and capacity to maintain when development partners agree to support a them over the long term. strategy; often, each partner builds on a different understanding of the concept according to The Guide to City Development Strategies respective background or experiences. published by the Cities Alliance Secretariat in 2006 underscores the relevance of the CDS as a long- The diverse views on what constitutes a CDS term planning instrument for cities. Building on reflect the complexity of strategy development the Guide, members of Cities Alliance recognised and urban governance. The issue becomes even the need to jointly produce a harmonised, basic more complicated when rising urbanisation rates conceptual framework for a City Development and growing numbers of poor populations are Strategy, one that would reflect experiences of taken into account; both of these global trends are Cities Alliance members in implementing CDSs in putting enormous pressure on cities to develop a coherent way. in a more inclusive and participatory manner. Other factors – climate change, international In order to address these issues and improve the financial crises, and continuous processes of quality of CDSs, the CDS subgroup met regularly decentralisation – are also exerting greater to discuss the different concepts of CDS and influence on cities and urban development than in varying regional approaches. previous decades. This complex environment means that cities will Over the course of the discussions, a number of increasingly bear greater responsibility for urban issues were raised: development, and the design of future strategies will have to be more self-driven and self-managed. „„ How to ensure that a CDS is truly strategic While these new frameworks are challenging, they in scope and function; also represent a tremendous opportunity for cities to be the driving forces for development. „„ How to effectively articulate and establish priorities within a participatory process; 1 See for example UNHABITAT (2009): Planning Sustainable Cities . Global Report on Human Settlements 2009. Nairobi: UNHABITAT; and London: Earthscan. www.citiesalliance.org | 2 „„ How to make the CDS process more crucial steps have been taken into consideration. explicitly and actively pro-poor; The structure of the framework also allows for the collection and publication of CDS-related „„ How incorporate meaningful environmental information, tools and experiences. concerns into the CDS process more effectively; In particular, the framework allows us to incorporate cross-cutting issues into a CDS, such „„ How to incorporate spatial and territorial as the environment, climate change, gender and – dimensions within a strategic framework; most importantly – how to ensure that a CDS has a clear pro-poor emphasis. While each CDS may „„ How to mobilise financing for investments have a different focus, these different cross-cutting from a wide range of public and private issues should be included in every single case. sources; The subgroup discussions comprised a range of „„ How a CDS can progress from strategy issues, such as how far a strategy should go into to action and lead to effective implementation implementation or if implementation measures measures; are even part of a CDS strategy. Members discussed different approaches taken by donors „„ How to evaluate the planning processes and agencies as well as the potential expectations already undertaken and possible next steps of city administrations. Cities consider a CDS as (developing a cycle). an opportunity to define projects in a structured, transparent way and to document proceedings Our lively debates revealed the enormous and priorities that guide the actions of all diversity of experiences and methods in CDS. stakeholders involved in urban development. The They culminated in the development of a CDS can also be used to better coordinate with harmonised version of a CDS process, which has donor agencies and international partners by since been validated and adapted by a range of organizing and proposing areas of contribution. Cities Alliance members. At the same time, the subgroup acknowledged that there is a mismatch between strategy Harmonising Diverse Views on CDS formulation and implementation in urban development. In addition, in many cases there From the beginning of the process, members was a lack of ownership, especially with strategies agreed that there was no need for a new CDS promoted by external actors. Without ownership, guide; there were already many publications, tools the CDS will likely not be implemented and remain and case studies available. Instead, the idea was to merely an exercise. gather the existing knowledge on CDS processes and develop a common conceptual framework Throughout the discussions it became clear that for CDS that could be used as a foundation for a the CDS is considered to be a capacity building further refinement and strategic discussion. process, both for city administrations as well as for the other stakeholders (the private sector, The Conceptual Framework does not attempt civil society, etc). This is especially important for to create a single uniform CDS. Rather, it aims smaller cities and those in the poorest countries, to provide a structured way of looking at the which generally lack the capacity and the financial diversity of CDS, serving as a basic structure that is resources to plan, implement and sustain a flexible enough to incorporate various experiences participatory CDS process. and methodologies while ensuring that certain www.citiesalliance.org | 3 The subgroup also agreed that participatory 3. It is not a sequential representation of a processes and institution building are at the heart CDS application. Actual CDS implementation of a CDS and should become an integral part is not linear; it is iterative and cyclical, with of a modern city management – thus leading many cross-cutting tasks and activities taking to successful urban governance. Moreover, it place simultaneously. The full complexity of became apparent that information gathering the process cannot easily be captured in a can be a time-consuming and even political task, simple textual summary. Figures 1, 2 and 3 and it must be clear how far the investment in clarify the relationships of the various activities. information assessment will go. They show that the three main activity blocks, while partially sequential, overlap in time, with many continuing at different points II. A Conceptual Framework for a throughout the process. The graphics also CDS show that the general supporting activities (e.g. communication or institutionalisation) apply to The discussions among the Cities Alliance activities in all three blocks. members on the subgroup made clear that the CDS is a cyclical process. Three main phases Three Phases of the CDS Process in the cycle were identified: a) assessment, b) strategy planning and c) strategy implementation. Phase A: Assessing City Development In addition, a process was designed that Opportunities and Capacities consolidates the participatory and institutional- building elements considered to be cross-cutting This phase is fundamental for the team leading the issues. Figure 1 on page 6 shows in more detail CDS to obtain high quality data that can inform the linear relationships between phases A, B and sound decisions. It can be a major challenge, as C as well as the continuity of capacity building there is a significant lack of data in many cities. A processes. key step in the process, Phase A involves analysis of the situation and elaboration of the first steps, as well as scoping and focusing. Key components The Conceptual Framework is: are: 1. A generalisation about the CDS process, „„ Identifying the key stakeholders, their roles not a template. The framework is not a and responsibilities in the process; standard template that every CDS must follow. Any individual application of the process will „„ Assessing the institutional environment have distinct features specific to the local where the CDS process will be hosted and context. sustained; 2. A common way of looking at different „„ Linking the CDS process to existing urban aspects of the CDS process. It is not a manual, planning systems that consist of special nor does it describe in detail how to implement development dimensions – such as social, a CDS. The target audiences for the framework economic, environment – that are directed are development experts (from Cities Alliance at improving the living conditions among the members and other professional organisations) most vulnerable residents of a city. One way who play a key role in organising, supervising, to link a CDS to existing planning systems is and supporting CDS applications. through data from State of the Cities Reports or other rapid appraisal instruments; www.citiesalliance.org | 4 „„ Conducting an initial financial assessment. Phase C: Strategy Implementation This component also involves strengthening the data and information management as well During this phase, the CDS team will likely as incorporating a monitoring system and acknowledge that having the right institutional identification of CDS best practice from the environment is essential for implementing the region; actions derived from the agreed-upon strategy. Key elements of Phase C are: „„ Mobilising both the in-house and external human capital that will support the process. 2 „„ Creating clear and feasible road maps or Phase B: Strategy Planning operational plans to achieve the prioritized actions. These could cover a variety of sectors Phase B is the core phase of the CDS, with all (economic development, infrastructure, stakeholders strongly involved in the process social services, environment, etc.). At this to contribute to the city strategy. This strong point budgets and other resources should stakeholder involvement will help the CDS achieve be properly allocated to achieve the desired a more holistic and multi-sectoral approach. It results. involves: „„ Creating the right partnerships to support the adequate and timely implementation „„ Building up a participatory strategy of the chosen activities. This is linked with development process to decide on the actions organising institutional reforms as well as legal that will lead to the common vision outlined by and regulatory instruments to support the stakeholders; implementation of the strategy. „„ Assessing the financing framework „„ Refining the roles of stakeholders in together with the strategy and agreed-upon implementation; priorities (strategic choices); „„ Mobilising financial resources in alignment „„ Building strong awareness and consensus with national programmes; among stakeholders around the options to enhance their community, neighborhood and „„ Building up support for implementation, city goals; both financially and technically.4 „„ Establishing a continuous strategy Cross-Cutting and Continuous development with the correspondent Support Activities: Participation and institutions; Institutionalisation „„ Promoting and communicating the There are elements of the CDS process that strategy and its link with international donor either need continuous support or are considered and technical assistance programs, as well to be cross-cutting issues that support the as alignment with national development successful development of the three phases priorities.3 of a CDS. Promoting constant participation 2 See Annex for specific activities that can be included in Phase A and integrating the CDS process into a city’s 3 See Annex for specific activities that can be included in Phase B management frameworks are vital. 4 See Annex for specific activities that can be included in Phase C. www.citiesalliance.org | 5 There are also complementary activities that a CDS requires measuring progress and results contribute to building a robust institutional setting while learning from them. Therefore, the feedback to support the activities outlined in the three derived from evaluating such progress can benefit phases, such as participation through consultation, the ongoing implementation of activities and the coordination with external parties, building planning of future ones. coalitions, and frequently reaching out to the multiple city stakeholders. 5 Visualising the Structure of the Conceptual Also relevant to an ongoing CDS process Framework is the long-term capacity building process, with the enhancement of capacities through The following three figures illustrate the basic the empowerment of stakeholders. The structure of the Conceptual Framework. They communication of CDS activities and strategies, show the inter-relationships of the three phases combined with awareness-building for government (A, B, C) and the supporting activities, and also and stakeholders, are also a continuous process. illustrate the iterative, cyclical nature of the CDS Like many other management cycles or processes, process. 5 See Annex for specific cross-cutting and continuous support activities that can be included Figure 1: The continuous, iterative process a City Development Strategy Continuous learning, development Goals of the City of capacities and evaluation a. b. a. c. b. a. c. b. Building Blocks c. a. Assessing City Development Capacities b. Strategy Planning c. Strategy Implementation Cross-cutting and continuous supporting activities Participation and Institutionalization Time www.citiesalliance.org | 6 Figure 1 shows an incremental growth of The three main phases (A, B and C) are generally capacities toward achieving the goals of the sequential, although the activities undertaken city. The City Development Strategy typically during the phases typically proceed in parallel. proceeds in a cyclical manner, with activities both There is also a set of supporting activities which continuing and repeating as the CDS progresses. apply to all three activity blocks and are more or In this way, the CDS process supports incremental less continuous throughout the process. and continuous learning and strengthening of the institutional capacities of a city’s governance structure. The three main phases (A, B and C) are generally sequential, although the activities undertaken during the phases typically proceed in parallel. There is also a set of supporting activities which apply to all three activity blocks and are more or less continuous throughout the process. Activities, Figure 2: Phases, Figure 2: Sub-Activities and Support Phases, Activities, Activities and Support Activities Sub-Activities a.4.1 (…) b.4.1 (…) c.4.1 (…) a.3.1 (…) b.3.1 (…) c.3.1 (…) activities - a.2.1 (…) b.2.1 (…) c.2.1 (…) Sub a.1.1 (…) b.1.1 (…) c.1.1 (…) a.3 (…) b.3 (…) c.3 (…) a.2 b.2 c.2 Activities a.1 b.1 c.1 a. Assessing City Development b. Strategy c. Strategy Linear Phases Opportunities Planning Implementation and Capacities Participation and Institutionalization: Cross-Cutting and continuous supporting activities (supporting each of the activity blocks) Time As shown in Figure 2, each of the three phases been broken down into sub-activities. Note also As shown in Figure 2, each of the three phases (A, B and C) that constitute a phase or cycle of the (A, B and C) that constitute a phase or cycle of that the various sub-activities are often interrelated continuous CDS process is made up of layers of activities and sub-activities. For simplification the continuous CDS process is made up of layers and therefore likely to overlap in time, depending purposes, the set of support activities has not been broken down into sub-activities. Note also that of activities and sub-activities. For simplification on the nature and rationale of their corresponding the various sub-activities are often interrelated and therefore likely to overlap in time, depending on purposes, the set of support activities has not main activities. the nature and rationale of their corresponding main activities. www.citiesalliance.org | 7 Figure 3: The sequence key 3: Figure The keyof activities to sequence of put into practice activities to put the intophases practice the phases Figure 3 provides more detail on the main activities corresponding to each of the three phases Figure 3 provides more details on the main the linear interrelationships between phases A, B, and cross-cutting pillar that can facilitate a successful CDS process. It illustrates how these activities corresponding to each of the three and C as well as the continuity of participatory and activities can be envisioned over time, considering the linear interrelationships between phases phases and cross-cutting pillar that can facilitate institutionalization activities that support the entire A, B, and C as well as the continuity of participatory and institutionalization activities that support a successful CDS process. It illustrates how these process. the entire process. activities can be envisioned over time, considering a. Assessing City Development Opportunities and Capacities a.1 Initial steps, Scoping and focusing a.2 Institutional Assessment a.3 Establishment of CDS a.4 Rapid Participatory City Appraisal and Profiling a.5 Strengthening Data and Information Management a. 6 Mobilization of Expertise b. Strategy Planning Linear Phases b.1 Building Participatory Strategy Development Process b.2 Visioning and Building Consensus on Key Strategy Elements b.3 Strategic Choices and Prioritization b.4 Establishing Process for Continuous Strategy Development b.5 Strategy Planning and Institutions b.6 Promoting the Strategy ` c. Strategy Implementation c.1 Implementing Strategic Plans c.2 Mobilizing Financial Resources c.3 Mobilizing Expertise and Support for Implementation Continuous Support Participation and Institutionalization Cyclical Phase: Cross-cutting and Activities • Consolidating stakeholders participation • Coordinating with External Support Partners • Long-term Institutional Capacity-Building • Communicating CDS Activities and Strategies • Strengthening Monitoring and Evaluating Mechanisms Time www.citiesalliance.org | 8 8 III. Moving forward: An opportunity to Stop-Shop� for urban practitioners at national, collect experiences and refine approaches local and international levels to search for specific to a CDS information, e.g. tools, manuals, handbooks etc. It provides the opportunity to further modify the This paper presented a systematic overview conceptual framework in order to become a lively of elements, which are usually taken into process and approach. consideration for implementing a CDS process. It does not suggest an “off-the-shelf� guideline Secondly, a systematic collection of CDS on design principles but a point of departure for experiences can also strengthen and underscore further refinement of CDS processes. Reflecting on the collaborative foundation of the Cities Alliance the conceptual framework proposed here clearly partnership. By sharing and visualising the invites us to juxtapose it with actual experiences experiences of each member in applying a CDS from the field. approach, the richness and specific expertise of each member can be leveraged including A further collection, analysis and discussion of information on specialised expertise, training CDS approaches may be beneficial to the Cities opportunities, ways of capacity building and Alliance Partnership in at least two ways. finance opportunities for investment. Firstly, this framework as suggested here Both arguments show us the benefits and could provide a structure for a collection of CDS the need of a joint learning instrument for CDS experiences. It provides the necessary elements approaches, which would allow practitioners for categorising and analyzing CDS approaches. to create their own menu of tools and CA members and partners have gathered valuable experiences while allowing for the retrieval of experiences, whose lessons-learnt could be more information about modalities of Cities retrieved. A repository or resource site of CDS Alliance members. PHASE A: ASSESSING CITY experiences could not only foster a further study DEVELOPME of experiences, it may also provide a “CDS One- www.citiesalliance.org | 9 ANNEX The Conceptual Framework of a City Development Strategy: The Three Phases Supported by a Cross-Cutting Pillar www.citiesalliance.org | 10 PHASE A: ASSESSING CITY DEVELOPMENT OPPORTUNITIES & CAPACITIES A.1 Initial Steps, Scoping and Focusing i. Work out the focus, scope of issues, geographic area, time frame ii. Consolidate municipal / local leadership of the CDS process iii. Identify key stakeholders, both within and outside the local government A.2 Institutional Assessment i. Assess capacities of local planning and other relevant governmental institutions ii. Analyse mandates and competencies of levels and units of government iii. Analyse government structure, the political economy context of urbanisation policies or processes, and government capabilities in relation to the CDS process iv. Assess local government reforms and their potential impact v. Assess capacities in the private sector, NGOs, CBOs, and communities vi. Assess local resource mobilisation, budgeting mechanisms and funding systems A.3 Establishment of CDS Process i. Clarify and organise institutional roles and responsibilities of key actors and agents of change for the CDS process ii. Identify government budgets and other financing for CDS activities iii. Link the CDS to existing planning and development systems iv. Agree on CDS time frames, activity calendars, resources and manpower A.4 Rapid Participatory City Appraisal and Profiling i. Map a full range of potential stakeholders and participants ii. Review local data sources (including maps) and assess availability of information iii. Initial demographic analysis iv. Analyse local economic development status and potential v. Conduct a rapid appraisal of poverty context and situation vi. Assess natural resources, environmental issues and climate change vii. Assess other locally chosen priority topics (e.g. gender, housing, land, infrastructure, basic services, cultural assets, etc.) viii. Assess the public and private sector financial situation A.5 Strengthening Data and Information Management i. Analyse local data gathering, information management, and mapping capacities and develop proposals for strengthening them ii. Assess CDS data acquisition needs and potential iii. Develop CDS-relevant indicators and measures together with monitoring systems iv. Build/strengthen GIS data management capacities and resources v. Integrate data management systems with local planning institutions A.6 Mobilisation of Expertise i. Identify local and regional sources of relevant expertise and technical support ii. Identify CDS “best practice� examples in the same region or country iii. Organise networking and exchanges through city-to-city cooperation iv. Mobilise expertise and tools available through Cities Alliance members www.citiesalliance.org | 11 PHASE B: STRATEGY PLANNING B.1 Building a Participatory Strategy Development Process i. Organise inputs and strategic decisions to be developed with stakeholders ii. Integrate analytical studies into the process iii. Incorporate full range of governmental institutions iv. Develop awareness-building to support the strategy development process B.2 Visioning and Building Consensus on Key Strategy Elements i. Conduct iterative visioning exercise and build a common strategic vision ii. Develop participatory consensus on key focus and topics for the vision iii. Build consensus on strategic directions and choices iv. Create a structured, multi-sectoral strategy v. Prepare a coherent CDS strategy document to communicate the vision B.3 Strategic Choices and Prioritisation i. Develop the vision into strategic options and choices ii. Clarify the legal and political framework iii. Assess the financing framework (assets, budget sources of investments) iv. Analyse implementation capacities and instruments v. Prioritise options and develop associated targets vi. Reassess and refine strategic choices and targets vii. Confirm consensus on prioritisation of activities and options B.4 Establishing Process for Continuous Strategy Development i. Build institutional arrangements for continuous strategy refinement ii. Organise institutional responsibilities for implementation iii. Strengthen mechanisms for monitoring and feedback into the strategy process iv. Integrate continuing analytical studies and information v. Formalise procedures for periodic review and reassessment B.5 Strategy Planning and Institutions i. Develop strategies into strategic action planning ii. Establish institutional roles/mechanisms for relevant stakeholders iii. Develop investment programmes for strategic priorities iv. Establish timelines, actor responsibilities, targets, and programmes v. Strengthen measurement, analysis and feedback systems vi. Establish participatory systems for monitoring strategic action plans B.6 Promoting the Strategy i. Establish a systematic information-communication programme to promote the strategy locally and nationally ii. Link/align the CDS strategy with regional and national development priorities iii. Link the CDS strategy with international donor programmes www.citiesalliance.org | 12 PHASE C: STRATEGY IMPLEMENTATION HASE B: STRATEGY PLANNING C.1 Implementing Strategic Plans i. Implement Strategic Action Plans for the chosen sectors/topics (economic development, infrastructure, social services, environment, etc.) ii. Organise institutional reforms to support strategy implementation iii. Confirm assignment of responsibilities to government units/institutions iv. Develop legal and regulatory instruments to support the strategy v. Refine stakeholder/institutional roles in implementation and in monitoring C.2 Mobilising Financial Resources i. Commit public sources of implementation finance ii. Establish mechanisms for mobilising/coordinating private sector funds (such as a Public-Private Partnership) iii. Utilise Cities Alliance membership to identify sources of external financial support iv. Establish mechanisms for negotiation with funding sources v. Align funding needs with upstream and sectoral plans and policies vi. Link CDS implementation projects with central (and provincial/regional) government sectoral programmes vii. Develop financial mechanisms for managing investments C.3 Mobilising Expertise and Support for Implementation i. Link with CDS cities in the same region/country ii. Utilise Cities Alliance members to support project development and implementation iii. Mobilise local sources of experience and skills in project finance iv. Build cooperation with relevant national training, educational and professional centres www.citiesalliance.org | 13 PARTICIPATION AND INSTITUTIONALISATION: CROSS-CUTTING AND CONTINUOUS SUPPORT ACTIVITIES I. Consolidating Stakeholder Participants i. Continuing rounds of consultation with officials, NGOs, the private sector, etc. ii. Identify and involve additional stakeholders and participants iii. Create local coalitions and partnerships of shared interests and vision iv. Develop and utilise full range of appropriate participatory mechanisms II. Coordinating with External Support Partners i. Maintain/develop links with Cities Alliance members ii. Map other external support activities, both current and potential iii. Establish/extend coordination mechanisms for external linkages III. Long-term Institutional Capacity Building i. Enhance capacities through empowerment of stakeholders ii. Establish mechanisms to strengthen ownership by local officials and politicians iii. Mobilise local, national and international capacity building and support activities iv. Align local institutions with the CDS process, strategy, and implementation v. Develop participatory CDS capacities in local urban planning mechanisms vi. Strengthen participatory mechanisms and procedures for the whole of society vii. Develop and strengthen links with local/regional capacity building institutions while considering opportunities for scaling up CDS processes IV. Communicating CDS Activities and Strategies i. Utilise a range of information/communication mechanisms and processes ii. Continuous dissemination of information on CDS progress and achievements www.citiesalliance.org | 14 1818 H Street, NW | Washington, DC 20433 USA | Tel (+1 202) 473.9233 | Fax (+1 202) 522.3224 info@citiesalliance.org | www.citiesalliance.org