the broad engagement of these stakeholders in a participatory assessment and planning process. Providing educational support, data and assessment information, especially for the most vulnerable communities and population groups, is crucial to enabling their effective contribution in the process, and may require the development of a distinct local political mandate along with more participatory and open governance. For example, the urban resilience strategy of Accra, Ghana, includes an entire section focused on embracing the informal sector’s contribution to resilience-building (Accra Metropolitan Assembly 2019) and was developed in partnership with the local affiliates of Slum Dwellers International (SDI).


ii) Coordination, leadership and institutionalization. Due to the cross-sectoral, system-wide nature of resilience- building, the preparation and implementation of urban resilience plans have typically needed the establishment of a distinct leadership approach and management capacity to coordinate resilience-building efforts across different jurisdictions, sectors and urban systems and their respective stakeholders. Urban regions can be divided into small and often uncoordinated, if not competing, local government jurisdictions. Within these jurisdictions, city administrations and management are often organized into separate sectors that do not regularly coordinate their work and may even work at cross-purposes. City plans and investments within the urban region may be executed by distinct entities, which also manage unintegrated infrastructure and services. Addressing major resilience challenges, such as chronic flooding or drought, requires action across various city


processes, such as spatial planning and development regulation, technical assessments, budgeting and procurement, building codes and permitting, and local government asset management and service functions. It also generally requires changing private sector practices and the behaviours of city residents. New senior management functions and roles are being established in many cities to coordinate resilience planning and project efforts across jurisdictions, operations and sectors, providing such cross-cutting leadership capacity. In Los Angeles, for example, the mayor not only established a Chief Resilience Officer within his office, but also mandated the establishment of standing Chief Resilience Officers in all city departments (Los Angeles Mayor’s Office 2018)


Cities of the Global South face significant challenges when trying to build resilience strategies. The Cape Town case study (Box 5.5) helps illustrate how the city overcame such challenges.


Active involvement of social change organizations, urban communities, connected rural hinterlands, businesses and industry is also crucial (Grabowski, Klos and Monfreda 2019), and in turn requires an understanding of the role that perceptions, traditional and local knowledge, and cultural and everyday practices play in community participation (Bodoque et al. 2016; Kagan et al. 2018). Extensive retrofits and urban planning may be necessary interventions in resilience-building, but may threaten sites of heritage, archaeological resources and significant cultural value, and therefore need to be tailored to diverse contexts, collaboratively planned and equitably implemented.


Achieving Urban Transformation: From Visions to Pathways 109


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