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Governing cities

In "Governing Cities: Past, Present, and Future," Gerry Stoker explores enduring features of effective governance from ancient Greek city-states to modern global cities. He emphasizes the importance of political and economic autonomy, as well as the ability to adapt to change. The analysis highlights three critical pillars: management, political style, and policy dynamics, assessing their evolution over time. Stoker offers insights for Canberra's centenary, stressing the need for flexibility in management and governance to tackle contemporary challenges while remaining mindful of historical lessons.

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Governing cities

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  1. Governing cities Past,present and future Gerry Stoker

  2. What makes for a successful governing strategy • Some core features of governing remain the same overtime ...from Greek city states to 21st century • But many may also reflect ability to react to changing times, circumstances and opportunities • A future global city might need to lead with a different form of governing

  3. But there are some fixed points for governing success • Any city but especially a global city needs: • Degree of political autonomy reflected in powers, resource base, social capital • Degree of economic autonomy reflected in economic base, specialisation, adaptability, reseliency

  4. Three points of change • Over time beyond those fixed points governing practices might be expected to change and evolve • Let’s consider three pillars: • Management and administration • Political style and approach • Policy dynamic and perspectives

  5. The three pillars: Past • Management: Hierarchy and departmentalism • Politics: Representation and elite democracy • Policy: Long term planning

  6. Strengths and weaknesses • Clear lines of accountability • Strong focus on task and delivery • But... • Prone to fragmented empire building • Lack of capacity to deal with issues and citizens "in the round"

  7. Present • Holistic and and performance regulated • Engaged • Short term delivery

  8. Successes and failings • Ability to think and act strategically on key issues • Building legitimacy • But .... • Contradictions created by short-termism leads to disillusionment • Big issues raised but not resolved:overload • Limits to government by numbers

  9. Future • Streamlined: Internet driven and with hikes in productivity • Demand for social productivity: co-production • Learning organisation with strong policy cycle and feedback loops rather than rigidly long or short term in approach

  10. Challenges and pitfalls • Limits and fragmentation caused by social media • IT project failure • Political path to social productivity not clear • Learning and some institutional practices do not mix

  11. Implications for Canberra on its 100th anniversary • Structural political and economic autonomy remain key • Audit where you are • Meet new challenges with new management, diferent demands on citizens and politics and a flexible policy process • Do so with eyes open about the challenges involved

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