UCLG ASPAC Newsletter Vol 26

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LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

FOREWORD

Won Hee-Ryong President

CONTENTS

Dr. Bernadia Irawati Tjandradewi Secretary General

Dear all members and partners,

Dear valued readers,

Entering the year 2017, we are getting more connected. I am personally excited because the time has come for us to review what we have done, both in localizing SDGs and implementing the New Urban Agenda. Be prepared, insights and inspirations will soon arise.

In this mid-year term, I am happy to be able to greet you again, to share our mission and continue our journey together.

My excitement incredibly increases as one of the foundations for development, culture, is built stronger for localization in the 2nd UCLG Culture Summit to be held in my home, at Jeju. I sincerely hope that you can enjoy the meeting nicely as well as Jeju as a whole, the people, weather, environment, culture, and tourist destination; and bring back home valuable insights to be implemented in your areas.

Therefore, I invite us all to make the most of this opportunity. By doing so, we are leaving no one behind.

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As the year progresses, we are slowly but surely putting in the work needed to realize the commitments we agreed to in prior meetings.

As Secretary General of a thriving organization, I am proud that we remain connected by common goals as we continue to grow in size and in reach across the region.

In addition to our fruitful Executive Bureau Meeting in Catbalogan City, we will strongly advocate the formation of borderless Southeast Asia Community through the ASEAN Mayors Forum, encourage local innovation, and also development of livable cities through public space international conference.

I encourage everyone not to waste these opportunities nor rest in our laurels. As always, we will be keen to reunite with all of you in these occasions where we move forward together to make cities more connected, resilient, and livable.

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Conserving Culture, Sustaining Society

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Towards Borderless ASEAN Community

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Collaborate to Win

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Belt and Road: Partnership for the Goal

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Definite Steps of SDGs Localization in Bojonegoro

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United for Mitigating Disaster Risk

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Good Waste Management: Involve People to Solve What They Create

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New Leadership to Empower Women

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Social Integration, a Story from Kaohsiung City

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Youth and Children: Investment for the Future

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Make Children Happy, Drive City to Sustainability

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Sub-region Update

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New Members

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ASPAC Supporting Lady Mayors

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Calendar of Activities 2017

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LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

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Jeju Island

CONSERVING CULTURE, SUSTAINING SOCIETY

Chairing the Committee on Culture of UCLG ASPAC, local government of Jeju has raised slogan ‘Jeju: Advancing the Value of Nature, Culture and People’ as its vision for empowering nature and people

with culture through social growth policies. To support this, 127.3 billion won (around USD112,000,000) was provided.

E

CONOMIC Growth, Social Inclusion, and Environmental Balance were set as 3 dimensions of Sustainable Development.

It is agreed that those three are crucial in the pursuance of future advancement.

As time goes by, however, there is an increasing awareness that one of sustainable development dimensions should drive action right at heart of the development itself: what motivates actors of development; in which, culture plays key role.

Through Committee on Culture, UCLG ASPAC has continuously encouraged its members to include Culture as the 4th dimension of sustainable development goal. Vigan City, Jeju Island, and Makati City have exemplified how.

Tribu Katbalaugan, official festival of Catbalogan City, The Philippines.

Sets regulation regarding protective measures and development plans.

HOW: conservation guidelines, review of building permits.

As one of the well-known cities in the Philippines, Vigan was initially founded as a Spanish colonial settlement. As a city that is rich in history, Vigan also has culture mix in store. Councilor Janina Medina-Farinas, when attending “Collaborative Culture: UCLG ASPAC Forum on Culture in Local Planning” (Solo, October 2016), shared efforts of the local authority in conserving Vigan’s cultural heritage and integrating it with its local development.

Councilor Janina mentioned that Vigan City utilises a Cultural Heritage Conservation

Program as a tool for development. In doing this, the city’s local leaders have taken comprehensive action to maintain and develop the city’s heritage for the benefit of the city and its people.

By putting on the spotlight its rich culture, through various communication tools, Vigan’s local government is fortifying the sense of identity and pride of its people to their city. Regulations regarding protective measures and development plans, from conservation guidelines up to building are also set. Further, the local government also

Newsletter of Vigan City.

a. Surveys about the existing cultural ecosystem which produced a cultural index

e. Culture Voucher program to give out KRW20,000 to disadvantaged people to spend on cultural activities f. Various culture and art education for the disabled

Support Small Business and disadvantaged people

b. Classes in music, theater, movie, dance, comic art, crafts, photography, and design

a. Culture and Literature Schools

c. Specialized curriculum for art college students to find job/start business in art

Culture to Jeju’s rural villages

Olle Trails The 21 walking trails constructed for visitors to travel around the island to enjoy Jeju’s beautiful nature. It has been successful in promoting Jeju globally.

Make Vigan as tourist destination HOW: Various festivals and cultural events.

encourages domestic and international linkages to support conservation and development programs (from various cooperation with local and international organizations up to restoration). Finally, efforts are also taken to develop Vigan as a tourist destination to enhance core values to its citizens as well as improve their economic conditions, through various festivals and cultural events.

The result was that Vigan has experienced economic growth, from PHP27,000,000 (approx. USD540,000) in 1995 to PHP350,000,000 (approx. USD7,000,000) now.

A ‘calle’ of ancestral homes used as souvenir shops.

Restoration of 4-storey ancestral building in Crisologo Street.

Culture Planning in Jeju

d. Set up special culture zone policies

4 Conserving Cultural Heritage

Enlivening its vision, Jeju entered the socialization through education: run culture and literature schools (artists introduce elementary school students to cultural activities at early age), various classes relating to Korean culture (music, theater, movie, dance, comic art, crafts, photography, and design), and specialized education curriculum for art college students (assistance to finding a job or starting a business in their field).

c. Improved various legal systems

Forge local and international linkages to support conservation and development programs HOW: cooperation with local and international organizations and restoration.

1 Promote the city to fortify the sense of identity and pride of its people.

HOW: in social media, newsletter, website, brochures, video film.

Education Field

b. Introduced a cooperative system connecting Jeju Education Office with culture and arts organizations

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Vigan City

Jeju’s Culture Development Plan

Vigan City’s Raniag Twilight Festival.

Vacant House Project A project that provides the village with a cultural space and activities; Transform empty houses or other vacant space in remote villages into creative spaces (studios, exhibitions)

Jeju’s local government has also encouraged cooperation between companies and cultural/arts organization and artists through surveys about the existing cultural ecosystem which produced a cultural index. To support small business, it has introduced a cooperative system connecting Jeju Education Office with culture and arts organizations, as well as improved various legal systems related to culture. Included is setting up special culture zone policies. Inclusiveness is shown in the Culture Voucher program, which gives out 20,000 won to disadvantaged people to spend on cultural activities, and various culture and art education for the disabled.

Makati City Makati City Poblacion Heritage Conservation Project (Description taken from “UCLG International Award – Mexico City – Culture 21”) Makati City, regarded as the premier financial capital of the Philippines, aims to raise awareness and appreciation for its littleknown history and culture by redeveloping a 6.7 hectare area within Barangay Poblacion as the city’s heritage district. The project aims to bring urban renewal in the city’s oldest district by preserving a vibrant community-based culture and its old-world setting that are both threatened by rapid modernization. Most notable are the Lenten practices and other religious traditions (parochial fiestas with their associated rituals, songs, and dances) which continue to have strong community participation, amidst the cosmopolitan and highly modernized image of the central business district. These cultural phenomena, as well as the built heritage (centuries-old churches and houses) in the barangay are the foundation of the city’s redevelopment efforts.

In planning and implementing the project, the opportunities it aims to take advantage of include the growing interest by the public in

Makati City Poblacion Heritage Conservation Project l

Urban Development

l

Transportation Management

l

Financial

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Institutional and Legal Frameworks [Tourism Act of 2009; National Cultural Heritage Act of 2009]

l

Local Ordinances and Policies [Comprehensive Land Use Plan; Comprehensive Development Plan; Makati Poblacion Heritage Conservation Plan]

l

Community Participation

l

Socio-cultural and Economic Development

heritage conservation, culture and tourism, as well as the general support from stakeholders calling for a conservation program, and strong partnerships with the private sector, local and international organizations. The project desires to showcase a different side of the country’s financial center and make it the soul of Makati.

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LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

ASEAN Mayors Forum Achievements & Challenges

ASEAN Mayors Forum 2015, Makassar.

TOWARDS BORDERLESS ASEAN COMMUNITY A

world with no boundaries was envisaged when the term globalization was coined. The future has not yet come, but all eyes are looking forward, and every step taken brings us closer to this aspiration.

One of its embodiments is the inception of regional cooperation and integration; a partnership that spans long way off national boundaries and touches local lives deep down, as it involves transfer of information, goods, and services.

Being rich in almost every aspect of life, much is still in store for the Southeast Asia region. Like the rest of the world, the region has also walked to the “borderless” direction. One of its tangible efforts is the establishment of ASEAN Community, a borderless zone that accelerates economic growth, boosts productivity and employment, and strengthens institutions.

Fully in support of this effort, UCLG ASPAC in collaboration with Taguig City, The Philippines, will organise the 3rd ASEAN Mayors Forum, a platform for local governments in Southeast Asia to drive forward the creation of a community that will unlock its full potential and prosper locals.

Taking theme “50 Years of ASEAN: Cities and Local Governments Empowering Communities for a Stronger ASEAN”, the 3rd ASEAN Mayors Forum will be held on 25-28 July 2017, in collaboration with League of Cities of the Philippines.

To inform and connect with the upcoming meeting, let’s take a look back at what has been done and achieved in previous meetings.

Save the Date!

3rd ASEAN Mayors Forum 25-28 July 2017 Taguig (Metro Manila), The Philippines

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LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

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COLLABORATE TO WIN D

EVELOPMENT and its goals have always been the works of local leaders. Global goal setting and agenda planning, thus, has been helping authorities to see those concerns as presentable and globally applied. It also puts the challenges they face under the spotlight; finance for instance.

Addressing this, Public Private Partnership (3Ps) was regarded as solution. Practiced in various fields, such as infrastructure, health, water, education, etc., collaboration between government and private sector has proven to be able to accommodate public needs through service provision whenever local funding is becoming constraint. Now, as the development focuses on inclusiveness, PPP scheme is re-learned and improved into Public Private People Partnership, or commonly referred as 4Ps. Local governments in Asia-Pacific have been actively practising, both partnership schemes: Public Private Partnership and Public Private People Partnership.

Public Private Partnership - Transport Ahmedabad Urban Development Authority (AUDA), in facing challenges of traffic congestion and increasing number of population, decided to provide free bus service in order to discourage the use of private vehicles and reduce congestion. In implementation, AUDA has embraced Public Private Partnership model and used SWISS Challenge method in selecting private organization to provide the service. This service is implemented based on Build Operate and Transfer (BOT) pattern, managed by private and sustains on advertising venues.

SWISS Challenge refers to suo motu (on its own motion) proposals received from private organizations. In the proposal, participant informs details regarding technical, financial and managerial capabilities and expectations of support from government. After AUDA examines, open invitation can be conducted. If better proposal received, original proponent is given the opportunity to modify. Finally, the best proposal will be awarded the project for execution.

Collaboration of locals in the process of building Ketandan culture hall.

Including People in the Development Three public space projects, developed

by UCLG ASPAC in collaboration with UN-Habitat and local government of Surabaya, have all used people participatory method: ü ‘Cak Markeso’ culture hall in Kampung Ketandan Through discussion, local people agreed to build a culture hall as a place to meet and practice traditional art, dance, do worship, or simply relax in.

Locals and representatives of different CSOs in discussion and building process of Cak Markeso culture hall in Ketandan, Surabaya.

Raja Ampat: a 4Ps case study Public Space design development using Building Blocks in Tanah Kali Kedinding Its planning and design process involves youth and uses building blocks as tool to visualize the design of public space they need.

Youth discussion during workshop in Kedinding, Surabaya.

Used incinerator complex transformed into Public Space (indoor and outdoor) in Keputih The design and planning process involves civil society organizations from arts, disabled, sports, women and children.

Ex-incinerator complex for public space building in Keputih, Surabaya.

Formal participation of public, private, and people in one collaboration is captured in the management of Raja Ampat islands, an archipelago in Indonesia that contains rich marine biodiversity. The cooperation scheme involves distribution of responsibilities from various stakeholders: central government, local government, private company, and local people.

They coordinate under “4Ps Company” label to apply principles of “inclusive” and “fair”, “stakeholders to be shareholders.” The said 4Ps Company ensures “fair benefits” through shares distributed to private investor, provincial, regency, and city government, community, and workers.

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LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

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BELT AND ROAD: PARTNERSHIP FOR THE GOAL I

DENTIFIED as ambitious goals yet not legally binding, localization of Sustainable Development Goals and implementation of New Urban Agenda requires strong commitment and determination of local governments to continuously drive their maximum effort towards the aspired city. Along the course, partnership with the right institutions will carry connected parties to the set goal. However, a declared commitment to “leave no one behind� presents local governments with homework to cultivate local potency and use it as means to support realized progress while at the same time doing efforts to hook up other parties also means accommodating different interests. Faced with challenges in financing the pursued development; initiative to revitalize Belt and Road presents solution that caters interest of vast stakeholders in the road that used to bring prosperity for those connected.

Belt and Road initiative is a visionary approach to revitalize ancient trade routes, give them a retouch with modern infrastructure and technological interventions, and foster economic, social, and cultural relations among 65 countries along the road. The enormity of this project surpasses country borders and continents. It offers a potential economic opportunity, yet requires continuous support to remain relevant and boost collective prosperity of the countries within.

As united voice of local governments in Asia-Pacific, UCLG ASPAC encourages initiatives and partnerships that support local governments in accelerating development. Envisaging the benefits, UCLG ASPAC has established two Committees to bolster partnership for the benefits of its members.

Establishment of two Committees in UCLG ASPAC Executive Bureau Meeting 2017: The Belt and Road Local Cooperation and 21st Century Maritime Cooperation.

New Committees of UCLG ASPAC The Belt and Road Local Cooperation Led by Hangzhou City, this Committee is established with mission to align with the Belt and Road initiative. It aims to facilitate UCLG ASPAC members to identify opportunities for collaboration in multiple areas. It also functions as exchange knowledge platform of good experience and practices in city management, economic development and social welfare. The Committee will also focus on people-to-people relations and thus will conduct cultural and educational exchanges to deepen mutual understanding.

Secretariat of the Committee The Secretariat Office is headed by Secretary General assisted by two Deputy Secretary Generals, and a number of staffs.

21st Century Maritime Cooperation The Committee is an initiative by Fuzhou, established to stimulate cooperation particularly on agriculture, fisheries, marine conservation, waterway security, and disaster prevention and reduction. This Committee also functions as platform to integrate resources, promote exchanges, and inspire advices and suggestions to accelerate cooperation.

Secretariat of the Committee The Secretariat Office is to be set up in Fuzhou. Organizational structure will include President, Co-Presidents, elected from members of UCLG ASPAC.

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LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

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LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

Bojonegoro’s SDGs taskforce meeting.

DEFINITE STEPS OF SDGS LOCALIZATION IN BOJONEGORO Launching ceremony of Healthy and Smart Rural Movement (Gerakan Desa Sehat dan Cerdas/GDSC).

T

HE disparity in economic and social conditions in Indonesia and in some parts of the world has signalled that the efforts taken to pursue development still requires a long way to go. A strong commitment to deal with this issue is therefore needed. Development must be reflected on change in a society or adjustment in social system, without neglecting diversity and needs to move forward to a better life.

SDGs Localization in Bojonegoro Bojonegoro is a district in East Java (Indonesia) that has declared the implementation of SDGs since March 22, 2016. To accelerate the implementation, Bojonegoro Regent set up a task force on Sustainable Development Goals. To set the foundation, local government of Bojonegoro has also set six pillars, namely: economy, environment, social capital, sustained fiscal improvement, good governance and leadership transformation.

Declaration of Bojonegoro’s Commitment to implement SDGs.

Involving young generation as SDGs Ambassadors.

In the implementation process, local government of Bojonegoro translates some indicators into a program that they refer as GDSC (Healthy and Smart Rural Movement). Inside, there are clear indicators of the development target of each village. Besides, GDSC also includes macro and micro indicators which are similar to the ones in SDGs.

to the community through “Building Bojonegoro Enabling Enabling EnvironmEnt EnvironmEnt forfor SDgS SDgS towarDS towarDS StrEngthEning StrEngthEning DEcEntralization DEcEntralization Sustainable” slogan. Local government of Bojonegoro also held various activities such as scientific writing competition taking theme “Building the High School Level Sustainable Bojonegoro.” The local government has also made effort to shape young generation (High School students) as Bojonegoro’s SDGs Ambassador.

To affirm the support of the government, Local Government of Bojonegoro also conducts a review on their Mid-Term Development Planning ( RPJMD), so that its mission and programmes are always in accordance with the spirit of 17 sustainable development goals.

There is also a plan to include SDGs content in local curriculum. SDGs localization can only be successful, if there is also transformation on the way of thinking and integration of plan and implementation. The central government must also make regulations so that the National and Local Action Plan could be implemented immediately.

Moreover, in order that SDGs be recognized more easily and implemented by related stakeholders (government, local people, scientist, and private sectors) Bojonegoro introduces SDGs

12 criteria 12 criteria were applied: were applied: • 65% • of 65% SDGsofare SDGs in urban are indomain urban domain result- result-

ing to the ingcritical to therole critical of local role of government. local government.

• However, • However, the effectiveness the effectiveness of localof govlocal gov$ $ ernments ernments depends depends largely on largely the national on the national policy, legal policy, and legal institutional and institutional framework framework Financial Financial Local LocalCapacity Capacity Local Local Constitutional Constitutional LegislativeLegislative building ofbuilding of transfer transfer governments’ governments’ democracy democracy and theand levelthe of level autonomy of autonomy given togiven them.to them.frameworkframework frameworkframework local gov’tlocal gov’t from central fromown central revenues own revenues administrations administrations to the local to the local • A comparative • A comparative assessment assessment of enabling of enabling governments governments environment environment is conducted is conducted

by UCLG

by UCLG ASPAC,ASPAC, Cities Alliance Cities Alliance and UNDP andin UNDP 30 in 30 countries countries to provide to provide a situational a situational analysis,analysis, highlighting highlighting the progress the progress and constraints and constraints of of Urban Urban decentralization, decentralization, and outline and potential outline potential ways Transparency ways Transparency Citizen Citizen Local Gov’t Local Gov’t Women’s Women’s Environmental Environmental strategy strategy participation participation performance performance participation participation governance governance to improve to improve its implementation. its implementation. in local in local

United Cities United and Cities and Local Governments Local Governments Asia-Pacific Asia-Pacific

bojonEgoro bojonEgoro movES movES for for SDgS! SDgS!

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6. up Setting the prioritized up the prioritized SDGs inSDGs line with in line local with plan. local plan.

1. The Regency 1. The Regency declared declared readiness readiness to implement to implement the the 6. Setting 7. Regular 7. Regular monitoring monitoring and dialogue and dialogue betweenbetween government government SDGs. SDGs. institutions, institutions, community community and business and business sector every sector week. every week.

2. Formed 2. Formed an after an prepared after prepared Office for Office the Secretariat for the Secretariat 8. Synchronized 8. Synchronized with other with Regent other Regent policies.policies.

SDGs inSDGs the Planning in the Planning Board (Bappeda).

Board (Bappeda).

3. Intensive 3. Intensive discussions discussions of the SDGs of thewith SDGs relevant with relevant Civil Civil Society Society Organizations Organizations (CSOs) and (CSOs) other and international other international organizations. organizations.

4. Endorsed 4. Endorsed a MayoraDecree Mayor Decree on SDGs’ ontask SDGs’ force. task force.

5. Reviewing 5. Reviewing and harmonizing and harmonizing baselinebaseline data according data according to to SDGs perspective SDGs perspective (using the (using baseline the baseline from MDGs). from MDGs).

i’m ready i’m ready for SDgs for SDgs

RoADmAP RoADmAP for for LocaL LocaL goVErnMEnT goVErnMEnT in in LocaLizing LocaLizing

SDGs SDGs

governance governance

• Rapid • assessment Rapid assessment in 10 countries in 10 countries was carried was carried out out resulting resulting to a preliminary to a preliminary scoringscoring in each in criteria. each criteria.

Most countries Most countries in Asia Pacific in Asiaare Pacific doing arewell doing in Transwell in Transparency,parency, Citizen Participation, Citizen Participation, and Local and Performance Local Performance (Criteria(Criteria 7, 8, 9). 7, 8, 9).

• Criteria • Criteria of Constitution, of Constitution, Legislative, Legislative, Local Democracy, Local Democracy, and Financial and Financial TransferTransfer from Central from Central to Localto GovernLocal Government are ment found areaverage found average in thesein countries these countries (Criteria(Criteria 1, 1, 2, 3, 4). 2, 3, 4).

• All sample • All sample countries countries are generally are generally lacking lacking in National in National Urban Strategy Urban Strategy (Criteria(Criteria 10).

10).

• Meanwhile, • Meanwhile, capacitycapacity buildingbuilding for localfor governments local governments and local and governments local governments revenuerevenue are still weak are still in weak somein some countries. countries.

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www.uclg-aspac.org www.uclg-aspac.org

Enabling EnvironmEnt for SDgS towarDS StrEngthEning DEcEntralization • 65% of SDGs are in urban domain resulting to the critical role of local government.

• However, the effectiveness of local governments depends largely on the national policy, legal and institutional framework and the level of autonomy given to them.

• A comparative assessment of enabling environment is conducted by UCLG ASPAC, Cities Alliance and UNDP in 30 countries to provide a situational analysis, highlighting the progress and constraints of decentralization, and outline potential ways to improve its implementation.

12 criteria were applied:

$ Constitutional Legislative framework framework

Transparency

Citizen participation

Local democracy

Local Gov’t performance

Capacity Financial Local building of transfer governments’ local gov’t from central own revenues administrations to the local governments

Urban strategy

bojonEgoro movES for SDgS! 1. The Regency declared readiness to implement the SDGs. 2. Formed an after prepared Office for the Secretariat SDGs in the Planning Board (Bappeda).

3. Intensive discussions of the SDGs with relevant Civil Society Organizations (CSOs) and other international organizations.

4. Endorsed a Mayor Decree on SDGs’ task force.

5. Reviewing and harmonizing baseline data according to SDGs perspective (using the baseline from MDGs).

6. Setting up the prioritized SDGs in line with 7. Regular monitoring and dialogue between institutions, community and business sector 8. Synchronized with other Regent policies.

Women’s Environmental participation governance in local governance

• Rapid assessment in 10 countries was carried out resulting to a preliminary scoring in each criteria.

Most countries in Asia Pacific are doing well in Transparency, Citizen Participation, and Local Performance (Criteria 7, 8, 9).

• Criteria of Constitution, Legislative, Local Democracy, and Financial Transfer from Central to Local Government are found average in these countries (Criteria 1, 2, 3, 4).

• All sample countries are generally lacking in National Urban Strategy (Criteria 10).

• Meanwhile, capacity building for local governments and local governments revenue are still weak in some countries.

UCLG ASPAC produced the brochure: Roadmap for Local Government in Localizing SDGs. The case of Bojonegoro is included as an example that inspires.

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i’m ready for SDgs

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LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

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Catbalogan Strategies and Planning As one of the most vulnerable to the impacts of climate change, national government of Philippines, through Republic Act 10121 known as the Philippines Disaster Risk Reduction and Management Act, has mandated all city governments in the country to formulate the 5-year comprehensive city disaster risk reduction plan.

Catbalogan, capital of Samar Province, which is situated along the country’s typhoon corridor, has conducted rapid assessment to measure area preparedness in facing disaster. Based on this, local government of the city crafted the 5-year plan consisting of four priority areas with their respective long term goal.

One of main streets in Catbalogan, a small city of 103,879 inhabitants.

Priority area

UNITED FOR MITIGATING DISASTER RISK A

S the first major agreement of the post-2015 development agenda, Sendai Framework for Disaster Risk Reduction (SFDRR), for its implementation, requires collaboration of various stakeholders, such as local government and private sector. With mission to encourage local governments to take action in reducing disaster risk, UCLG ASPAC in collaboration with UNISDR organized the pre-conference stakeholder group session, “Boosting Local Authorities Actions to Implement the Sendai Framework” on 2nd November 2016. This session was held as part of the Asian Ministerial Conference on Disaster Risk Reduction (AMCDRR) 2016 from 2 nd –5th November 2016 in New Delhi, India.

In relation to the effort, UCLG ASPAC in collaboration with UNISDR, has proposed five countries to see their progress report in mitigating DRR, which includes Indonesia, India, The Philippines, Nepal, and Bangladesh.

Regarding DRR, those countries are the most prone and therefore mitigating disaster risk plans are urgently needed. The duration of the report is during 2017.

Bernadia I. Tjandradewi speaking at the 6th AMCDRR with Mayor Madelaine Alfelor of Iriga (left) and Professor Chandrasekar, Minister of Disaster Management of Gov. of Bihar India (right).

UCLG ASPAC also provides support for local governments relating to DRR:

1

Prevention and Mitigation

Long term goal: Avoid hazards and mitigate their potential impacts by reducing vulnerabilities and exposures and enhancing capacities of communities.

Priority area

2

Disaster Preparedness

Long term goal: Establish and strengthen capacities of communities to anticipate, cope, and recover from negative impacts of emergency occurrences and disasters.

Priority area

Disaster Response

Long term goal: Provide life preservation and meet the basic subsistence needs of affected population based on acceptable standards during or immediately after a disaster.

ü Advocacy Integrate the framework through Local Government Associations.

3

Priority area

4

Disaster Rehabilitation and Recovery Long term goal: Restore and improve facilities, livelihood, and living conditions and organizational capacities of all affected communities, and reduce disaster risks in accordance with the ‘building back better’ principle.

In the 5-year plan, it is also specifically mentioned the timeline of each priority to achieve output, involved units and distribution of responsibilities.

ü Awareness Raising / Capacity Building Communication and outreach to raise awareness on crucial importance of the program, specifically crucial role of Local Governments, private sector and other stakeholders at local level. ü Tools UCLG ASPAC will propose concrete instruments, tools, practices and experiences that point out the global effort agreed in the DRR.

Collaboration with UNISDR for Making Cities Resilient Among various sessions held in conjunction with UCLG ASPAC Executive Bureau Meeting in Catbalogan, the Philippines, one session is dedicated to the advocacy effort for disaster risk reduction. Held in collaboration with UNISDR, the session saw live discussion thanks to active participation of attendees.

ü Guidance through tailored tools The toolkit aims at being a practical support for Local Governments by providing suggestions and pointing out best practices in order to make their decisions coherent with the DRR.

Sarah Wade-Apicella from UNISDR shared their current activity in developing simple reporting method to be applied by each country that has ratified Sendai Framework.

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LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

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Hamamatsu Case Study This second largest city in Japan has practiced 3Rs and involved citizens in implementing good waste management.

Policy I.

Policy II.

Reduction of Raw Waste, Paper Recycling, and Other Waste UCLG ASPAC connected Wakatobi Regency to Yokohama City University to conduct “Clean The Beach” Campaign with Children in Wakatobi on 2-3 September 2015.

1.

Promotion of composting

GOOD WASTE MANAGEMENT: INVOLVE PEOPLE TO SOLVE WHAT THEY CREATE

2.

Paper recycling

3.

Other waste

O

NE of the biggest contributors of climate change is the large-scale emission of greenhouse gasses. Massive development of industry and increasing needs of people create a synergy that requires joint efforts from all related stakeholders to break the chain: responsibly consume and produce and also present solution for the existing impacts. UCLG ASPAC has taken steps for the latter: forms collaboration with partner and encourages members to come up with good waste management in their respective areas. Keyword for all waste management methods used: involve people.

Integrated Resource Recovery Centre In collaboration with UNESCAP, UCLG ASPAC has taken action to minimize waste’s problems through the establishment of Integrated Resource Recovery

Centre (IRRC) system, a Centre where a significant portion of waste (80-90%) can be processed in a cost effective way, close to the source of generation and in decentralized manner. IRRC provides not only economic and environmental benefits, but also social benefits. With good revenue scheme, capital and operation of IRRC can be recovered.

Therefore, IRRC is sustainable since it builds multi-stakeholder partnership, improves behavior changes and provides cost –recovery scheme. This IRRC project is currently making progress in Jambi and Malang Regency, Indonesia.

Education on Correct Methods of Rubbish Disposal and Waste Reduction

1.

Free distribution of composting containers, subsidy for the purchase of raw waste treatment machines

Elementary Students

Group collection of recyclables by residents, placement of recycling stations for collection hubs

2.

People in General

Creating waste reduction educational picture books for elementary students in grade 1 Creating and distributing 9,200 copies of pamphlet ‘Waste and Us’ to elementary students on grade 4

Visits of city staff to shopping malls in the city, holding educational events

Collection of other waste: small electrical appliances, used clothing, waste cooking oil, used ink cartridges and recycling of greenery (branches, grass, etc.)

Lao-Thai Exchange on Solid Waste Management UCLG ASPAC promotes exchanges, including those in Southeast Asia sub region within the framework of the Partnership for Democratic Local Governance in Southeast Asia (DELGOSEA) Program. UCLG ASPAC has facilitated peer learning exchange of Lao PDR to Thailand regarding good waste management.

Lao delegates from various districts in Vientianne, Savannakhet Province and NGOs visited Thailand in October 2016 to learn about Thai’s experience in implementing Reduce, Reuse, Recycle (3Rs) and community engagement on solid waste management from Nongsamrong Municipality in Udonthani Province, Sakholnakhon Municipality on Sakholnakhon Province, and Khonkaen Municipality in Khonkaen Province.

This visit has inspired Laos delegates to spread awareness and replicate lesson learnt in their respective municipalities.

Other effort taken is solid waste management applied in Wakatobi Regency, Indonesia. The action covers anti-littering campaign, cleaning the beach campaign (held in collaboration with Yokohama City University), and building integrated waste management pilot project.

Lao-Thai exchange knowledge on solid waste management in compost making site.

Participants of Lao-Thai exchange knowledge sharing buying and selling fertilizer.

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LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

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NEW LEADERSHIP TO EMPOWER WOMEN An interview with Dato Maimunah, the Chair of Women Standing Committee Dato’ Maimunah in International Women’s Day 2017 “Be Bold for Change, Be a Game Changer”.

1

You were appointed as Chair of the Standing Committee on Women in Local Governments at the recently held Executive Bureau Meeting. Can you please explain your vision and mission in chairing this Standing Committee?

Firstly, I would like to thank UCLG ASPAC for appointing me as a Co-President of UCLG ASPAC representing Women in Local Government and Chair of the Standing Committee on Women in Local Government. I am grateful to be given the trust and confidence to chair the Women Standing Committee to continue the vision to bring the women challenges and gender mainstreaming to a greater height. As a Chair of the Women Standing Committee, my Vision is to enhance and increase the number of women’s participation in the decision making and to strengthen women equity and leadership in local governments in line with SDGs 5 and New Urban Agenda 2030. My Mission is to influence the decision makers and uphold in practice the principles of substantive equality among women and men, good governance and social justice.

This mission seeks to mainstream gender into key policies, programmes and practices in public sector, and to transform necessary structures and culture through advocacy, capacity development and strategic partnerships with different sectors of society in local governments. There are three main areas, which are, strengthening social justice through people’s participation in budgeting processes under Gender Responsive and Participatory Budgeting (GRPB), Women’s Empowerment and Leadership and Women’s Economic Empowerment.

Women’s Empowerment and Leadership is to promote awareness of gender equality and enhance women’s participation, leadership and capacity development in the political decision making and socio-economic life. Women’s Economic Empowerment is formed to provide inclusive support to women in economics.

Based on my experience as Mayor of Seberang Perai since 2011, in order to achieve the vision and mission, we need collaboration with women’s organization around the world and highlight the importance of women representatives in local governments in order to ensure the voice of the people can be realized. It is a tall order but I believe that with the cooperation of UCLG and UCLG ASPAC members, we can move forward successfully.

My wish to all local leaders in Asia Pacific is to embed a political commitment at the highest level to promote gender equality in public life by developing a comprehensive framework to encourage balanced representation of women and men in public decision making. The wide-ranging framework on gender may include: Dato’ Maimunah in SAFETY Program at Taman Puteri Gunung, Simpang Ampat.

2

Opportunities for women are now more open in the field of public affairs, although there are still factors that hinder them in using the authority. In your opinion, what factors do women leaders need to note to address this?

1.4 Self-Imposed Barriers – these internal barriers may arise from gender differences in behaviour, limited self-promotion and lack of confidence. It is mainly due to gender stereotypes and gender social roles.

It needs awareness programmes to empower and transform women to be the potential leaders. This program should group all women in all ages so that no one will be left behind.

I agree that there are a lot of opportunities for women but there are several factors that hinder women in using the authority. These factors are in term of internal and external barriers which include among others: 1.1 Cultural Barriers – there is still an association that leadership and managerial roles as a “man’s domain” is due important factors improving women’s access to public leadership qualities such as specific skills, passion, strength and others. So, it needs a leadership development and mentoring opportunities to enable women’s access to top management positions.

1.2 Structural/Regulatory Barriers – it comes from limited flexible working arrangements, lack of work life balance and lack of support and development networks. Nowadays, women face a lot of challenges to consider in regulatory and voluntary in political or leaders posts. So, organisation needs to promote gender sensitive working policy to mainstream work life balance and family friendly work practices.

1.3 Lack of Gender Disaggregated Evidence and Accountability Mechanisms – there is a strong need to establish robust accountability mechanisms in order to encourage compliance with gender equality policies, pinpoint differences in order to address the remaining inequalities. We need big data and research on gender issues in workforce which can be used to monitor the effectiveness of policy and it can increase the number of women in workforce and politics. By enhancing the mechanisms, it can help to keep gender issues to be considered before any decision being made.

3

Any message you would like to share to all local leaders in Asia-Pacific regarding gender equality implementation?

Sustainable Development Goals No. 5 is about ending violence and discrimination against women and girls and making sure they have equal opportunities to all walks of life. I believe that many action plans can be done as a model for gender equality and women empowerment in local government through non-discriminatory services provided to citizen and fair employment practices.

(i)

Comprehensive regulatory or voluntary measures and environment to promote gender diversity in parliamentary and executive bodies.

(ii)

Introducing measures to enable equal access to opportunities in public services.

(iii)

Mainstreaming work life balance and family friendly work and environment.

(iv)

Strengthening the capacity building and leadership development and opportunities in local governments.

(v)

Monitoring mechanism in public administration which is to strengthen monitoring and accountability mechanism help to keep gender issues in the spotlight and ensuring policy effectiveness.

Last but not least, achieving gender balance and SDGs 5 in public leadership of local governments, requires a deep cultural change and paradigm shift at both societal and organizational levels. So that no one will be left behind.

In Seberang Perai, we practice Gender Responsive and Participatory Budgeting (GRPB) methodology in preparing our annual city budget. We implement Gender Responsive and Participatory Planning (GRPP) in determining, planning and implementation of public projects.

My message to all local leaders in Asia Pacific is that local governments are the “RIGHT PLATFORM” to implement gender mainstreaming through urban and rural planning and implementation of local policies, guidelines and in providing community facilities and services to women. Many women should be given opportunity to be in elected or appointed office and to lead local governments.

Dato’ Maimunah Mohd Sharif in opening ceremony of E-Waste Collection Center in Kampung Permatang Nibong.

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LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

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“Kaohsiung’s local government count the marginalized and strive for inclusivity.”

SOCIAL INTEGRATION, A STORY FROM KAOHSIUNG CITY T

HE term Social Integration has been used in a very wide context; and thus, it bears so many definitions. From those variations, however, there is a connecting line that denotes several characteristics of social integration: co-existence (not coercion) and equal opportunities. One of many reasons the term is raised up is because core institutions of society (family and community) do not serve its function appropriately. Embracing the inclusive spirit, local government of Kaohsiung City has taken necessary actions; although, improvement is still required for better result.

Immigrant Families

Workers and interpreters from Kaohsiung City’s Department of Health conducted house calls to immigrant pregnant women for education and outreach.

A

ccording to 2016 record, Kaohsiung ranks second in terms of the number of new immigrant families. Coming to new place, these people are often faced with many challenges: dealing with language barriers, coping with new lifestyles, building relationship, securing employment, raising offspring, and, not to mention, dealing with stress.

Responding to this situation, Kaohsiung City’s Department of Health provides new mothers and their families with resources on prenatal development, from enhancing awareness during pregnancy, utilizing social welfare support, to caring for their newborn babies.

It is expected that this support can assist immigrant families during pregnancy and provide suitable childcare for their newborns.

The efforts are taken to build well-adjusted and healthy families for a cohesive society.

Gender Friendly Campaign

Gender Friendly badge of Kaohsiung City.

T

alking about equality will definitely include gender. Kaohsiung, as an international harbor city, is in possession of rich history. Its local government has made effort to provide citizens with equal access.

Its recent action includes the creation of gender friendly badge symbolizing the city’s statement and commitment to raise awareness towards gender equality and voice for equal rights. The badge utilizes the beauty of Chinese character and combines with world map to highlight "high" and blends it with "female" and "power."

Disabled Friendly Space

Planning process of building disabled-friendly space.

T

he disabled are also among the concerns of Kaohsiung City’s local authority.

Providing the solution, Public Works Bureau of Kaohsiung City Government has initiated to allocate space for the disabled in the city’s project called the Kaohsiung Houses. A total of 22,559 square meters of universal space has been created for people of all ages and with certain disabilities, such as bathrooms and recreation rooms to facilitate smooth movement for wheelchair users and the entrances have a minimum of 80 cm door clear width. It is expected that this project becomes model for other areas.

Challenges on ‘Connecting’ Infrastructure

Yue Guang Shan Tunnel, Entrance of Meinong side and Shanlin side.

Y

ue Guang Shan Tunnel has strategic function. It connects Meinong district, well-known as tourist destination, with Shanlin, the less populated one. This potential, to be revealed, yet, requires certain concrete actions and necessary equipment that meet safety standard. Absence of necessary fire safety equipment and emergency evacuation routes are on the list of many other improvements to be made.

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LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

YOUTH AND CHILDREN:

II. Facts of Youth in Asia-Pacific

INVESTMENT FOR THE FUTURE

l Make up about 19% of the region’s total population. l > 60% of the world’s youth live in AsiaPacific. l > 750 million young women and men aged 15 to 24 years. l Tertiary education: Central Asia 25%, East Asia and the Pacific 26%, South and West Asia 13%.

Youth Forum organised by Catbalogan and UCLG ASPAC in April 2017 attracted young people to speak up and make their voices count.

E

NTERING the phase of implementation of New Urban Agenda and localization of SDGs, all local governments are intensely looking for opportunities to innovate, establish cooperation and partnership in order that their respective cities develop and achieve set goals without diminishing local wisdom. As inclusion is keyword, local governments are also bound to joint commitment to include youth as actor to succeed local development plan.

UCLG ASPAC, as the recognized local government association in Asia-Pacific region, advocates for the inclusion of youth as actor in local development. Represented by Co-President Emil Dardak and Mayor Stephany Uy-Tan of Catbalogan City, UCLG ASPAC injected essential knowledge to youth provoking them to speak up their mind relating to development in Youth dedicated session at UCLG ASPAC Executive Bureau Meeting 2017. The lively discussion ended up with declaration of shared commitment to participate more actively in the process of development.

“We call for the government to form collaboration with the private actors to ensure equal access to quality education to all members of the society including youth with disabilities, special needs, and vulnerable youth sectors”.

- Catbalogan City Youth Declaration 2017

I. Why Youth Inclusion is Important 1. To also have a say on how the future is shaped Whatever the efforts local governments take, today’s youth are going to reap the fruit of its labour. Involving them from the earliest stage of development provides them with opportunity to shape the future.

The future of humanity and of our planet lies in our hands. It lies also in the hands of today’s younger generation who will pass the torch to future generations.

We have mapped the road to sustainable development; it will be for all of us to ensure that the journey is successful and its gains irreversible.

- Paragraph 53, The 2030 Agenda for Sustainable Development, UN

2. To capacitate and explore skills Involving youth in local development process will introduce them with environment of knowledge and skills. They will find challenges that require them to develop and at the same time contribute in the development process.

This will build good foundation for them to innovate and face future challenge.

III. Empowering youth

3. To build a community supporting local development

l Enhance access to higher education, health.

Youth inclusion in development process will create an inclusive society that shares responsibilities to succeed local development.

This will surely accelerate the process, accommodate concerns of related stakeholders, and leave no one behind.

l Promote programme to equip youth with necessary skills. l Include youth in the local governance environment.

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LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

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MAKE CHILDREN HAPPY, DRIVE CITY TO SUSTAINABILITY GUNSAN: CHILD FRIENDLY CITY

Regular meeting of Gunsan Youth Council, teenagers of 13-18 years old exercising the practice of local governance.

S

DGs Goal 11 reads: Make cities and human settlements inclusive, safe, resilient, and sustainable. The goal, specifically mentions city, covers wide range of city life; from infrastructure to access, from space to its people, from economy to culture. This is surely challenging, yet provides plenty of choices for local governments to focus on regarding their city development.

In this regard, Mayor Moon Dong-Shin of Gunsan City, Republic of Korea, decided to focus on children’s happiness. He came up with an idea: ‘If children, the most vulnerable members of a community feel safe and happy, you can assure that everyone else is safe and happy.’ Building on this thought, he developed policies around creating a “Child-Friendly City Project of Gunsan.”

Now there lies a question: Why children?

Children, seniors, and the disabled are the vulnerable members of a society. Recognition on the needs of senior citizens and the disabled is fairly spread compared to child welfare, since it is still considered as an internal family issue. As a result, this leads to less pro-active and even passive response of local government.

In fact, children have a direct relation to the basic concept of SDGs, ‘sustainable development’; the development that meets the needs of the present without compromising the ability of generations to meet their own needs. (Brundtland 1987, 41).

Ultimately, the success of SDGs is dependent on how children see their role in linking the present and future. Children are young citizens now, but

Children of 11-12 years old in the Gunsan Child Council, child inclusion in local government.

in the future, they will play key roles in a global society with active participation and are expected to willingly engage in governance. These two explain why local government of Gunsan focuses on ‘Children’ to achieve Goal 11.

With this background, local government of Gunsan has set up a division dedicated to the child friendly city project. This is, in fact, the first municipal case in Korea. In implementation process, local authority of Gunsan has also established a committee in order to listen to various voices and opinions coming from different groups and social strata, as an effort to avoid one-sided city government-driving policy making. The project began with ‘listening.’

The principal rights of the child are rights of survival and development, protection, and participation as agreed in the UN Convention on Rights of the Child.

In order to guarantee the right of participation, the project is designed as child-participatory. Gunsan’s local authority opened both on and off-line doors and welcomed the young citizens.

For online access which is very familiar with them, Gunsan’s authority created child friendly version of Gunsan City website. It is an official website, created in simplified version for children to let them know their own rights and at the same time encourage their engagement in local governance. They can start exercising their participation by simply leaving comments to receive feedback from the city government.

Mayor Moon Dong-Shin of Gunsan happily chatting with children, explaining the Gunsan’s Child Friendly City Project.

The off-line channel is organising a youth city council. What is unique in case of Gunsan is that the council members consist of two age groups; the Youth Council of age 13-18 and the Child Council of age 11 and 12. The Youth and Child City Council hold regular meetings and come up with suggestions.

These suggestions are documented officially and delivered to each division of the city government. The council members exercise the right of participation by providing these suggestions that relate to them. This activity helps young citizens to grow up with more knowledge

Child Friendly City Project

- Council Members consists of children who have been trained to understand city government and its council, how to review and suggest budget, debate procedures, and others.

- Official Gunsan child-friendly website

of participation in local governance through experience of constructive debate and process of democratic decision-making.

Gunsan believes in “We raise our children, the children raise the value of Gunsan.” Gunsan shares this story to provide an idea how they approach SDGs to make the world sustainable TOGETHER. This effort of Gunsan City was recognized with a UNICEF Child Friendly Cities certification in October 2016.

Find more on http://childfriendlycities.org/

Message posting/ comments on website: - I like to see Gunsan’s website for us!

- I love Gunsan because it has Eunpa Lake Park and the Mulbit (Color of Water) Bridge.

- My name is Kwon Hyuk-jun. I look forward to hearing more and more explanations from this website.

Council Meeting conclusion: need to install child-friendly facility: toilets, washstands.

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LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

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SUB-REGION UPDATE EAST AND NORTHEAST ASIA

SOUTH AND SOUTHWEST ASIA

Equi-City launches City Development Forum in Nagpur

ODA Invitational Program for Talented Indonesian Youths Invitational Program held by Gyeonggi’s local government for Talented Indonesian Youths.

Launching ceremony of City Development Forum.

Twenty talented youths from Indonesia successfully completed an invitational program in the field of Information and Communication Technology organized by Gyeonggi Province. The graduation ceremony of the Gyeonggi Provincial Government ODA Invitational Program for Talented Indonesian Youths was held at the Startup Campus on 19 December 2016. It was attended by 20 recipients as well as Startup Campus staffers, and Indonesian government officials. The Gyeonggi Provincial Government ODA Invitational Program for Talented Indonesian Youths is one of the ODA projects to which the Gyeonggi Provincial Government is dedicated. Recipients of the program are primarily students from the University of Indonesia and the Bandung Institute of Technology.

They were given an opportunity to study advanced Korean technology and gain experience at Korean universities, institutions and IT companies from June until December of 2016.

Equi-City cell along with Nagpur Municipal Corporation (NMC) constituted City Development Forum (CDF) to improve dialogue between the citizens of Nagpur and city government, and enhance the quality and outreach of the municipal services rendered. AIILSG and UCLG ASPAC along with other partner organizations are implementing the Equi-City project in Nagpur, India. The project is funded by the European Union. The launch of the CDF under the Equi-City Project was conducted on 26 March 2017, at Grand Millennium Banquet, Nagpur.

CDF will help stakeholders inform, educate, and sensitize wider set of stakeholders on diversity and delivery of municipal services. The key issues within the participatory forum will help local authorities and stakeholders to form collaborative solutions. Further, the forums help strengthen the initiative through feedback received on various issues faced in the target area. The functioning of the Equi-City cell, which will be on a collaborative basis, will be able to execute the project with the help and support of CDF. Equi-City cell catalyzes the efficient delivery of municipal services with an increase in demand from citizens.

For more information about Equi-City Project, visit http://www.equicity.in/

PACIFIC

SOUTHEAST ASIA

Catbalogan Secures International Position with Magellan Cities’ Network

KiLGA gains support for ensuring children’s well-being Mayor Stephany Uy-Tan of Catbalogan with participants of the Global Network of Magellan Cities (GNMC).

Advocacy sharing session of Kiribati Local Government Association (KiLGA) and partners.

Catbalogan City through Mayor Stephany Uy-Tan and City Tourism Officer, Mr. Ador Hurtado, attended the 6th Meeting of the Red Mundial de Ciudades Magallanicas or the Global Network of Magellan Cities (GNMC) in Portugal, January 2017, to prepare for the 500th anniversary of the first circumnavigation between 2019-2022.

Children and youth have become priority of Kiribati Local Government Association (KiLGA). Shared in an advocacy session for Mayors and Clerks with key partners in Kiribati (UNICEF and ChildFund), this concern has received positive feedbacks.

This endeavor is part of the ongoing efforts of Catbalogan to connect with fellow local governments in order to develop cooperation and diplomacy while collaboratively uniting on relevant milestones. Opportunities such as this are chances to revisit the past, to appreciate its relevance, and to recognize how it will affect future developments.

Rick Steele of Child-Fund explained that his organization is planning to run a pilot project in Betio aimed at improving the social and economic well-being of children there. One of the activities is building a Youth Learning Centre to provide training and vocational courses for out of school and left-behind youths. One of the local partners has given support to the initiative.

Mayor Stephany believes that culture in any society is important not just because it distinguishes the group of people as to its present state, but most importantly because it describes its rich historic past and most importantly, knowledge of history better shapes the future.

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LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

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ASPAC Supporting Lady Mayors

NEW MEMBERS IRIGA CITY Iriga City is located at the foot of Mount Iriga 4,823 feet above sea level of the Philippines. Nestled between two growing cities, Naga in the north and Legaspi in the South, Iriga has evolved into an eco-tourism, agro-economic and educational hub. The city is also known as Character City, for warm, friendly, honest, and industrious people.

Mayor: Madelaine Yorobe Alfelor Population: 111,757 Website: www.iriga.gov.ph

MALAYSIA ASSOCIATION OF LOCAL AUTHORITIES (MALA) Established on October 20, 2000, MALA was set up to play an important role as a parent organisation to coordinate and unify the various activities of Local Authorities in Malaysia in order to further enhance and contribute to the development and progress of the local authorities, whilst maintaining sustainable development within them.

President: Dato’ Maimunah Mohd Sharif Member: 63 local authorities Website: www.mala.com.my

MALE’ CITY COUNCIL Set up in 2011, Male City Council is the local government body responsible for the governance of the city of Malé. The Council created with the enactment of the Decentralization Bill, which saw the introduction of local governance to the country.

Mayor: Mohamed Shihab

Handover of Chair of Standing Committee for Women in Local Government, from Ms. Iliza Saadudin Djamal, Mayor of Banda Aceh to Dato’ Maimunah, President of MALA and Mayor of Seberang Perai, Malaysia and Ms. Stephany Uy-Tan, Mayor of Catbalogan, the Philippines as Chair and Co-Chair, respectively.

I

NCREASING number of women occupying key roles in local government has continuously become focus of UCLG ASPAC. In the male-dominated field, women are not only confronted by challenges to solve problems under their authority, but also face greater scrutiny and pressure to prove their capacity in comparison to their male counterparts. However, it is unfortunate that when they, indeed, give impactful contributions, they do not necessarily receive the same level of appreciation or recognition. This lack of support not only can hinder women to realize their best contributions

afterwards, but also forms a general view that women are less capable; while the fact is otherwise.

Undertaking the role to promote women empowerment, UCLG ASPAC is raising the profile of lady mayors in the Asia-Pacific Region. Putting their actions under spotlight, UCLG ASPAC has dispersed essential knowledge on valuable contributions and achievements of these outstanding mayors through e-Newsleter and website under Mayor of the Month section, starting January 2017.

MAYOR OF THE MONTH 2017 JANUARY

FEBRUARY

MARCH

APRIL

Stephany Uy-Tan (Mayor of Catbalogan)

Madelaine Yorobe Alfelor (Mayor of Iriga)

Tri Rismaharini (Mayor of Surabaya)

Illiza Sa’aduddin Djamal (Mayor of Banda Aceh)

Population: 344,023 Website: www.malecity.gov.mv

THE LOCAL GOVERNMENT OF BOGOR CITY Bogor City is also called the city of rain. Named by the Dutch as a town “without worries,” Bogor is famous for its botanical garden.

The inhabitants of Bogor work in agriculture, forestry, industry.

Mayor: Bima Arya Sugiarto Population: 1,047,922 Website: www.kotabogor.go.id

VIGAN CITY Vigan is an island which used to be detached from the mainland by three rivers: the great Abra River, the Mestizo River and the Govantes River. Vigan City is unique because it is the country’s most extensive and only surviving historic city that dates back to the 16th century Spanish colonial period.

Mayor: Juan Carlo S. Medina Population: 53,879 Website: www.vigancity.gov.ph

ESTABLISHMENT OF ISLAMABAD SUB-REGIONAL OFFICE: A commitment to bolster cooperation in South and Southwest Asia REGIONAL cooperation is critical in governments’ efforts to accelerate economic growth. The established partnership will raise productivity and employment as well as enhance institution. Driven by this thought and the high demand of services and activities in the South and Southwest Asia sub-region, UCLG ASPAC has established a sub-regional office in Islamabad, Pakistan.

The sub-regional office is expected to do an effective coordination within countries of Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan and Sri Lanka; which are included in regional cooperation of the sub-region, namely South Asian Association for Regional Cooperation (SAARC). The coordination will draw valuable inputs for local governments within the region to strengthen the institution.

For optimum exposure, the South and Southwest Asian Office will be rotated amongst SAARC members.

Currently, the office is located within the premises of the Association for Development of Local Governance (ADLG) in Islamabad, Pakistan. Set up in 2015, ADLG closely collaborates with the Government of Pakistan and Ministry of Local Government in Pakistan. Held responsible for the day-to-day activities is the Coordinator of Sub-regional Committee and Office for South and Southwest Asia.

Currently, UCLG ASPAC has two sub-regional offices: in New Delhi and Islamabad.

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LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

LOCAL GOVERNMENTS Newsletter | Volume 26 | November 2016 - April 2017

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UCLG ASPAC Calendar of Activities MAY

#ASPACMeetUp

ORGANISER

6-7

Daegu, South Korea

Colorful Daegu Festival

Daegu, Daegu Foundation for Culture

9-12

Jeju, South Korea

Workshop on Culture

CIFAL Jeju

10-13

Jeju, South Korea

2nd UCLG Culture Summit ASPAC Culture Committee Meeting

UCLG, Jeju Special Self-Governing Province, UCLG ASPAC

22-26

Cancun, Mexico

Global Platform on Disaster Risk Reduction

UNISDR, Government of Mexico

19-22

Montreal, Canada

12 Metropolis World Congress

UCLG, Metropolis

22-30

Jeollabuk, South Korea

2017 Muju WTF World Taekwondo Championships

Jeollabuk Province

27-30

Ulyanovsk Region, Russia

4th WeGO General Assembly

WeGO Secretariat

JUNE

ORGANISER th

JULY 26-28

UCLG ASPAC COUNCIL MEETING 2017

ORGANISER Taguig, Philippines

The 3rd ASEAN Mayors Forum

SEPTEMBER

ORGANISER

10-13

Daejeon, South Korea

2017 Asia Pacific Cities Summit & Mayors’ Forum

Daejeon Metropolitan City and APCS Secretariat, Brisbane City Council

29 – 8 October

Andong, South Korea

Andong International Mask Dance Festival

Andong Festival & Tourism Foundation, Andong City Government

OCTOBER

MARINE ECONOMY AND URBAN DEVELOPMENT 25-27 October 2017 Fuzhou, China Expand the network, gain insights, promote your city, establish cooperation on the next #ASPACMeetUp 2017!

UCLG ASPAC, League of Cities of the Philippines, Taguig City

ORGANISER

TBC

Jeju, South Korea

CIFAL Jeju Training on Culture

CIFAL Jeju, Jeju Special Self-Governing Province, UCLG ASPAC

12-21

Busan, South Korea

Busan International Film Festival

Busan Metropolitan City

24-27

Busan, South Korea

Marine Week 2017

Busan Metropolitan City

25-27

Fuzhou, China

UCLG ASPAC Council Meeting

UCLG ASPAC, Fuzhou City Government

26-27

Busan, South Korea

14th

International Forum New & The Renewable Energy

NOVEMBER

Busan Metropolitan City

ORGANISER

1-4 or 20-23

Hangzhou, China

UCLG Council Meeting

UCLG

6-10

Guangzhou, China

Workshop for Thought Leaders: Urban Transportation Innovation into the Future

UCLG ASPAC, UCLG, Metropolis

Note: *) Above activities do not include the projects and city-to-city cooperation either on multilateral or bilateral basis. *) To get the full and updated list of events, do not hesitate to contact us or check out our website.

We would like to thank our members and partners for contributing photos and materials used for this Newsletter.

We want to hear from you! Please send your feedbacks and suggestions to info@uclg-aspac.org Contributors: - Serim Park (Gunsan) - Local Government of Kaohsiung - Malaysian Association of Local Authorities (MALA) - Rahmat Junaidi (Bojonegoro) - Kiribati Local Government Association (KiLGA) - Local Government of Gyeonggi Province - Abhishek Pandey (AIILSG) - Ador Hurtodo (Catbalogan) Editors: Fulvia Dianne May Seva

Executive Editor: Bernadia Irawati Tjandradewi

Cover di file terpisah

UCLG

ASPAC United Cities and Local Governments

Asia-Pacific UCLG ASPAC Secretariat Jakarta Capital City Government (City Hall of Jakarta) Building G, 8th Floor +62 21 389 01 801 Jl. Medan Merdeka Selatan No. 8-9 Central Jakarta 10110, Indonesia www.uclg-aspac.org info@uclg-aspac.org T : @uclgaspac FB : UCLG ASPAC - United Cities and Local Governments Asia - Pacific