Search Results for: Governance

IMFG Post-Doctoral Fellow Nick Lombardo presented on New York’s experience and drew lessons for how different levels of government can cooperate – or not – to provide large-scale infrastructure in cities today.
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In May 2019, the City of Toronto and TTC established an Expert Advisory Panel to provide input and advice to inform the City and TTC’s engagement with the Province on Ontario on the Ontario-Toronto Realignment of Transit Responsibilities Review. IMFG was engaged to help design the panel and facilitated panel discussions on various topics relating to the current state challenges of transit in the Toronto region, role of transit in city building, integrated mobility, governance, and funding.
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In this presentation on his new book, Shaping the Metropolis: Institutions and Urbanization in the United States and Canada, Zack Taylor compares the historical development of intergovernmental policymaking for Canadian and American cities since the 19th century with a particular focus on Toronto, Vancouver, Portland, and Minneapolis–St. Paul.
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Toronto is an emerging global city. Yet the failure to build rapid transit in step with the explosive growth of the past 40 years is one of the city-region’s biggest impediments to inclusive development and prosperity. This paper outlines how transit planning in the Greater Toronto Area can be improved through changes to governance and the role of evidence in decision-making.
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Experts from multiple disciplines have argued in principle for the benefits of metropolitan governance, but how has it played out in practice? On September 19, IMFG Visiting Scholar Alan Harding addressed this question by drawing on his experience as Chief Economic Adviser to the Greater Manchester Combined Authority as well as his many years of academic research on metropolitan governance.
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This paper examines the evolution of Mexico City’s governance structure. The City’s latest transition to a city-state, the paper argues, marks a particularly important step forward in the City’s pursuit of greater political autonomy and democratic decision-making.
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Toronto has more than 80 Business Improvement Areas (BIAs) and more than 150 neighbourhood associations (NAs) that claim to represent the interests of residents and businesses on matters ranging from the public realm to planning. This paper provides background and comprehensive data on the city’s BIAs and NAs, including their locations, functions, and correlations with other socioeconomic indicators, such as income. The paper concludes with options for City Council in reforming its governance model.
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Using findings from media and policy analysis, participant observation, and interviews, this presentation explores the Sidewalk Toronto consultation processes.
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