Roundtable Meeting – Captures and Outcomes Surabaya, July 9 th , 2012

1. Roundtable Meeting – Captures and Outcomes Surabaya, July 9th, 2012

2. Vision + Strategic Deliverables 2012 -2020 …building blocks… • VISION Statement included the following: • Be a ‘connector’, ‘matchmaker’ and ‘broker’ in the vast network of appropriate practices in Asia-Pacific cities and inspire innovation and change among members and partners; • Encourage proper balance between people-driven development versus systems-driven development (informality and improvisation which may lead to quick-fixes versus planning and development based on comprehensive rational, well-accepted approaches, methodologies and techniques). • Develop, cultivate and catalyze leadership for sustainable city development.

3. Vision + Strategic Deliverables 2012 -2020 …building blocks… • Strategic Deliverables/MISSION: • Establish and nurture a ’coalition’ of change leaders’ • Needs Assessments: refining match-making between supply and demand of rapid expert support, technologies and services. • Strengthening C2C activities with appropriate match with needs • ICT/Social Networks/Smart Systems/CITYNET Global TV to be developed and deployed enhancing speed of collection and forwarding, transferring good practices, experiences, innovations

4. Members’ Focus: City Government/Authorities • FUNCTIONS/PRODUCTS/SERVICES: • Provide assistance to inter and intra city agencies: from design to financing • Provide assistance to in-city/in-country learning and exchanges • Mobilize international institutions’ to be involved in C2C exchanges and programs • Set up roster of experts to provide advisory services based on in-depth needs assessments: e.g. transport, green growth, risk management, disaster management, job-creation • National Chapter Activities: redefine Resources/Competencies/Key Infrastructure required: • Matching funds from Cities to get operations financed • Offering training and services to non-member entities for a fee • Mobilize corporate money from their CSR-budgets and return value for it • Utilize ‘reserve funds’ (of about USD 500k) – about 50% - for strategic value-added activities

5. Members’ Focus: Civil Society/Academia • FUNCTIONS/PRODUCTS/SERVICES: • In C2C learning activities and learning materials: engage civil society organizations in providing innovative and good practices/cases to inspire learners • Encourage production for mass dissemination of learning materials via YouTube videos, TEDx Videos, local media, bus/MRT video adds etc. Resources/Competencies/Key Infrastructure required: • Convert good ideas into the acquisition of funds: quickly! • Receiving funds should not lead to losing CITYNET’s autonomy and members-focus • CITYNET should support members to raise funds

6. Members’ Focus: Businesses/Enterprises/SMEs • FUNCTIONS/PRODUCTS/SERVICES: • Advisory Services based on needs assessment: Selected Multi-national providers collaborate to provide leading-edge advice; strong city professionals to also join such a roster of experts • Pool of funds fed by members and donor(s) covers professional time • Provide value-added projects/services of entrepreneurial nature in return for corporate budgets for CSR activities • Facilitate in business-matching events between city-members and corporate-members Resources/Competencies/Key Infrastructure required: • Charge fees for match-making and deal-making: 1% of the value of the deal? • Encourage secondments of staff: members to partners and vice versa • Employ staff with direct private sector experience to engage corporate/SMEs • Fundraising from corporations shall not lead to conflicts of interests and independency of CITYNET • Get access to effective connectivity infrastructure

7. Members’ Focus: Creative Class/Agents of Change/Influential people • FUNCTIONS/PRODUCTS/SERVICES: • Set thematic priorities around ‘smart cities’ and ‘resilient cities’, find case studies (early adopters and model cites) and scale-up and replicate. • Build a ‘coalition of change agents’ : youth organizations, entrepreneurial persons, city leaders (good & great), corporate/SME leaders, NGO activists • Facilitate mayors of cities to establish a culture of ‘listening-at-breakfast time’: coffee with NGOs and resistance groups, coffee with corporations/SMEs and culture-creatives (artists, filmproducers, writers, inventors) Resources/Competencies/Key Infrastructure required:

8. Key Products and ServicesStop Doing – Continue Doing Sheet 1B • Stop assigning city clusters • Routine training • Limitations on membership of corporations/SMEs • C2C learning and exchanges • Rapid response advisory services – be compensated for it • Continue with TCDC cross-subsidies

9. Key Products and ServicesModifications of Existing– Start New Sheet 1B • National Chapters: get them a strategic focus/role and with a clear action-program; better promoted and distributed • Review cluster system as they are too agency-specific • Strengthening/training of CITYNET Secretariat Staff: focus on essential competencies • Design and deliver inspiring learning (smart pedagogical set up) events focusing on new urban challenges • Set in place a member-tier system to allow corporations/SMEs to join the network • Active and Real-Time Data Bank: connectivity via apps for mobile devices • Get young-political leaders of city councils and young-entrepreneurs in coalitions • Establish and run a CITYNET TV and broadcast via Internet (generate add revenues)

10. Sheet 5A CITYNET: One Secretariat, Multiple Cells Harmony for Impact Areas of Competencies Areas of Attention Areas of Synergy Seoul Mobility and Transport ICT and E-Governance Urban Safety Yokohama WaterTechnologies Disaster Risk Reduction Port Development Kuala Lumpur Basic Urban Environmental Services Mumbai Solid Waste Management Indonesia NC Capacity Building on Governance &, community Development Bangkok Slum Upgrading • Staff Qualifications • Format and quality of deliverables • Potentially weakening Secretariat • Potentially Problematic and conflicting financial systems • Client needs not clearly assessed • Cost Sharing/Leveraging • Ownership • Secretariat Backstopping • Unified Technical Committee needed (as part of Governance Structure)

11. Sheet 5B CITYNET: areas of renewal/enhancements Governance and Operational Management – Multiple Locations Business Strategy Road map for Growth/measurable Targets Staff Planning Incorporation/Legal Status Governance Bodies: lean systems Executive Leadership Appoint Executive Director Appoint Key/Core Professionals ExCom-plus Think Tank

12. Sheet 5B CITYNET: areas of renewal/enhancements Operational Management – Multiple Locations Critical Tasks Time bound Financial Independence (generate revenues at not-for-profit base) Get transitions defined/charted, set clear time-lines and prioritize and allocate financial resources for smooth implementation Needs Assessment/thematic priorities People/Talent Technical Expertise (from Resource Cities/Partners) Fund Raisers/Persuasive people Match-makers/Deal-makers Creative Communications/Media Producers Organizational Processes Set up Standard Operating Protocols/Procedures for effective, inspiring and transparent execution of tasks within Secretariat, between Secretariat and Host Institution (Seoul) and other Cells directly engaged in delivering activities. Culture(attitude) Common Purpose-driven staff Committed to serve mission: serving one master Entrepreneur’s spirit/Creative and Open-minded Multiple language skills/Multi-culture oriented Members and Partners centered/Service Oriented Passion for city vitality/vibrancy Ethically poised

13. Sheet 5C CITYNET: Required Resources Money – HR - Key Infrastructure • Revise fee systems (Business Orientation) • Improve collection system: strive for 100% (incentivize early payment, discourage late-payment or no-payment) • Other member endowment / incentives • Secondment of city staffs (from members) • Staff competent to design, plan and write proposals for fundraising • Observers from business and private sector (in boards/committees) • Criteria for private sector participation (according to international criteria) – avoid conflicts of interests • Articulate and Agree on transitional plan and resource-allocation • Road map for implementation within 4 years