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[null,{"$f":"IF($B$11=1,iBG_Indicators!B17,0)","v":0},{"$f":"iBG_Indicators!C17","v":9},{"$f":"iBG_Indicators!D17","v":"Credit rating or shadow credit rating on the national credit rating scale of the country (rating - agency)"},null,{"$f":"iBG_Indicators!E17","v":"Ba3 - Moody's\nBB (Negative) - Fitch"},{"$f":"iBG_Indicators!F17","v":"-"},{"$f":"iBG_Indicators!G17","v":"-"},{"$f":"iBG_Indicators!H17","v":"-"},{"$f":"iBG_Indicators!I17","v":"Moody’s: Aaa; \nS&P: AAA; \nFitch: AAA;"},null,null,null,null,{"$f":"IF($B$11=1,iBG_Indicators!AF17,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AG17,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AH17,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AI17,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AJ17,0)","v":0}]
[null,{"$f":"IF($B$11=1,iBG_Indicators!B18,0)","v":0},{"$f":"iBG_Indicators!C18","v":10},{"$f":"iBG_Indicators!D18","v":"Own source revenue (million US$)"},null,{"$f":"iBG_Indicators!E18","v":701.63},{"$f":"iBG_Indicators!F18","v":"-"},{"$f":"iBG_Indicators!G18","v":"-"},{"$f":"iBG_Indicators!H18","v":598.83000000000004},{"$f":"iBG_Indicators!I18","v":45600},null,null,null,null,{"$f":"IF($B$11=1,iBG_Indicators!AF18,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AG18,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AH18,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AI18,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AJ18,0)","v":0}]
[null,{"$f":"IF($B$11=1,iBG_Indicators!B19,0)","v":0},{"$f":"iBG_Indicators!C19","v":11},{"$f":"iBG_Indicators!D19","v":"Total capital expenditures (million US$)"},null,{"$f":"iBG_Indicators!E19","v":423.86},{"$f":"iBG_Indicators!F19","v":632.16999999999996},{"$f":"iBG_Indicators!G19","v":"-"},{"$f":"iBG_Indicators!H19","v":463.52},{"$f":"iBG_Indicators!I19","v":9500},null,null,null,null,{"$f":"IF($B$11=1,iBG_Indicators!AF19,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AG19,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AH19,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AI19,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AJ19,0)","v":0}]
[null,{"$f":"IF($B$11=1,iBG_Indicators!B20,0)","v":0},{"$f":"iBG_Indicators!C20","v":12},{"$f":"iBG_Indicators!D20","v":"Debt service payments (million US$)"},null,{"$f":"iBG_Indicators!E20","v":43.07},{"$f":"iBG_Indicators!F20","v":"-"},{"$f":"iBG_Indicators!G20","v":0.24},{"$f":"iBG_Indicators!H20","v":19},{"$f":"iBG_Indicators!I20","v":0},null,null,null,null,{"$f":"IF($B$11=1,iBG_Indicators!AF20,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AG20,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AH20,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AI20,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AJ20,0)","v":0}]
[null,{"$f":"IF($B$11=1,iBG_Indicators!B21,0)","v":0},{"$f":"iBG_Indicators!C21","v":13},{"$f":"iBG_Indicators!D21","v":"City's GDP per capita (US$/capita)"},null,{"$f":"iBG_Indicators!E21","v":14257},{"$f":"iBG_Indicators!F21","v":34480},{"$f":"iBG_Indicators!G21","v":9507},{"$f":"iBG_Indicators!H21","v":7942},{"$f":"iBG_Indicators!I21","v":57714},null,null,null,null,{"$f":"IF($B$11=1,iBG_Indicators!AF21,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AG21,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AH21,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AI21,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AJ21,0)","v":0}]
[null,{"$f":"IF($B$11=1,iBG_Indicators!B22,0)","v":0},{"$f":"iBG_Indicators!C22","v":14},{"$f":"iBG_Indicators!D22","v":"Average annual growth (GDP) rate in the past 10 years (%)"},null,{"$f":"iBG_Indicators!E22","v":13.1},{"$f":"iBG_Indicators!F22","v":0},{"$f":"iBG_Indicators!G22","v":5.8},{"$f":"iBG_Indicators!H22","v":10.199999999999999},{"$f":"iBG_Indicators!I22","v":3.5},null,null,null,null,{"$f":"IF($B$11=1,iBG_Indicators!AF22,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AG22,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AH22,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AI22,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AJ22,0)","v":0}]
[null,{"$f":"IF($B$11=1,iBG_Indicators!B23,0)","v":0},{"$f":"iBG_Indicators!C23","v":15},{"$f":"iBG_Indicators!D23","v":"Number of days to obtain a business license (days)"},null,{"$f":"iBG_Indicators!E23","v":"-"},{"$f":"iBG_Indicators!F23","v":"-"},{"$f":"iBG_Indicators!G23","v":"-"},{"$f":"iBG_Indicators!H23","v":"-"},{"$f":"iBG_Indicators!I23","v":3},null,null,null,null,{"$f":"IF($B$11=1,iBG_Indicators!AF23,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AG23,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AH23,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AI23,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AJ23,0)","v":0}]
[null,{"$f":"IF($B$11=1,iBG_Indicators!B24,0)","v":0},{"$f":"iBG_Indicators!C24","v":16},{"$f":"iBG_Indicators!D24","v":"Labor force by education level (% / level)"},null,{"$f":"iBG_Indicators!E24","v":"43.4%/ Basic education\n49.3%/Secondary education\n66.5%/Tertiary education"},{"$f":"iBG_Indicators!F24","v":"55.8%/Basic education \n66.8%/Secondary education\n76.7%/Tertiary education"},{"$f":"iBG_Indicators!G24","v":"-"},{"$f":"iBG_Indicators!H24","v":"-"},{"$f":"iBG_Indicators!I24","v":"-"},null,null,null,null,{"$f":"IF($B$11=1,iBG_Indicators!AF24,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AG24,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AH24,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AI24,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AJ24,0)","v":0}]
[null,{"$f":"IF($B$11=1,iBG_Indicators!B25,0)","v":0},{"$f":"iBG_Indicators!C25","v":17},{"$f":"iBG_Indicators!D25","v":"Unemployment rate as a share of the labor force (%)"},null,{"$f":"iBG_Indicators!E25","v":14},{"$f":"iBG_Indicators!F25","v":9.5},{"$f":"iBG_Indicators!G25","v":0.9},{"$f":"iBG_Indicators!H25","v":"-"},{"$f":"iBG_Indicators!I25","v":2.2000000000000002},null,null,null,null,{"$f":"IF($B$11=1,iBG_Indicators!AF25,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AG25,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AH25,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AI25,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AJ25,0)","v":0}]
[null,{"$f":"IF($B$11=1,iBG_Indicators!B26,0)","v":0},{"$f":"iBG_Indicators!C26","v":18},{"$f":"iBG_Indicators!D26","v":"Income Gini coefficient"},null,{"$f":"iBG_Indicators!E26","v":0.39},{"$f":"iBG_Indicators!F26","v":"-"},{"$f":"iBG_Indicators!G26","v":"-"},{"$f":"iBG_Indicators!H26","v":0.68},{"$f":"iBG_Indicators!I26","v":0.46},null,null,null,null,{"$f":"IF($B$11=1,iBG_Indicators!AF26,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AG26,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AH26,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AI26,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AJ26,0)","v":0}]
[null,{"$f":"IF($B$11=1,iBG_Indicators!B27,0)","v":0},{"$f":"iBG_Indicators!C27","v":19},{"$f":"iBG_Indicators!D27","v":"Hectares of permanent green space per 100,000 city residents (ha)"},null,{"$f":"iBG_Indicators!E27","v":"-"},{"$f":"iBG_Indicators!F27","v":"-"},{"$f":"iBG_Indicators!G27","v":5137.6000000000004},{"$f":"iBG_Indicators!H27","v":"-"},{"$f":"iBG_Indicators!I27","v":"-"},null,null,null,null,{"$f":"IF($B$11=1,iBG_Indicators!AF27,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AG27,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AH27,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AI27,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AJ27,0)","v":0}]
[null,{"$f":"IF($B$11=1,iBG_Indicators!B28,0)","v":0},{"$f":"iBG_Indicators!C28","v":20},{"$f":"iBG_Indicators!D28","v":"Annual mean level of fine particulate matter in the city (Annual mean, ug/m3 PM2.5 and PM10)"},null,{"$f":"iBG_Indicators!E28","v":"30 (PM2.5)\n49 (PM10)"},{"$f":"iBG_Indicators!F28","v":"12 (PM2.5) \n25.2 (PM10) \n"},{"$f":"iBG_Indicators!G28","v":"-"},{"$f":"iBG_Indicators!H28","v":"-"},{"$f":"iBG_Indicators!I28","v":"30 (PM 2.5)\n18 (PM 10)\n\n\n"},null,null,null,null,{"$f":"IF($B$11=1,iBG_Indicators!AF28,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AG28,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AH28,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AI28,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AJ28,0)","v":0}]
[null,{"$f":"IF($B$11=1,iBG_Indicators!B29,0)","v":0},{"$f":"iBG_Indicators!C29","v":21},{"$f":"iBG_Indicators!D29","v":"Annual household water consumption for all sectors (US$ Million)"},null,{"$f":"iBG_Indicators!E29","v":"187,08"},{"$f":"iBG_Indicators!F29","v":"-"},{"$f":"iBG_Indicators!G29","v":"-"},{"$f":"iBG_Indicators!H29","v":"-"},{"$f":"iBG_Indicators!I29","v":"-"},null,null,null,null,{"$f":"IF($B$11=1,iBG_Indicators!AF29,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AG29,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AH29,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AI29,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AJ29,0)","v":0}]
[null,{"$f":"IF($B$11=1,iBG_Indicators!B30,0)","v":0},{"$f":"iBG_Indicators!C30","v":22},{"$f":"iBG_Indicators!D30","v":"Total solid waste generation per capita (kg /capita/day)"},null,{"$f":"iBG_Indicators!E30","v":1.32},{"$f":"iBG_Indicators!F30","v":1.46},{"$f":"iBG_Indicators!G30","v":0.33},{"$f":"iBG_Indicators!H30","v":"-"},{"$f":"iBG_Indicators!I30","v":0.86},null,null,null,null,{"$f":"IF($B$11=1,iBG_Indicators!AF30,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AG30,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AH30,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AI30,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AJ30,0)","v":0}]
[null,{"$f":"IF($B$11=1,iBG_Indicators!B31,0)","v":0},{"$f":"iBG_Indicators!C31","v":23},{"$f":"iBG_Indicators!D31","v":"Material footprint per capita (metric tons)"},null,{"$f":"iBG_Indicators!E31","v":"-"},{"$f":"iBG_Indicators!F31","v":"-"},{"$f":"iBG_Indicators!G31","v":"-"},{"$f":"iBG_Indicators!H31","v":"-"},{"$f":"iBG_Indicators!I31","v":70.47},null,null,null,null,{"$f":"IF($B$11=1,iBG_Indicators!AF31,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AG31,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AH31,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AI31,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AJ31,0)","v":0}]
[null,{"$f":"IF($B$11=1,iBG_Indicators!B32,0)","v":0},{"$f":"iBG_Indicators!C32","v":24},{"$f":"iBG_Indicators!D32","v":"Annual CO2 equivalent emissions per capita (tCO2/capita)"},null,{"$f":"iBG_Indicators!E32","v":5.31},{"$f":"iBG_Indicators!F32","v":3.8},{"$f":"iBG_Indicators!G32","v":2.29},{"$f":"iBG_Indicators!H32","v":1.77},{"$f":"iBG_Indicators!I32","v":10.31},null,null,null,null,{"$f":"IF($B$11=1,iBG_Indicators!AF32,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AG32,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AH32,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AI32,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AJ32,0)","v":0}]
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[null,{"$f":"IF($B$11=1,iBG_Indicators!B35,0)","v":0},{"$f":"iBG_Indicators!C35","v":27},{"$f":"iBG_Indicators!D35","v":"10-year average of direct disaster economic loss\n(,000 US$)"},null,{"$f":"iBG_Indicators!E35","v":"-"},{"$f":"iBG_Indicators!F35","v":"-"},{"$f":"iBG_Indicators!G35","v":"-"},{"$f":"iBG_Indicators!H35","v":"-"},{"$f":"iBG_Indicators!I35","v":"-"},null,null,null,null,{"$f":"IF($B$11=1,iBG_Indicators!AF35,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AG35,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AH35,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AI35,0)","v":0},{"$f":"IF($B$11=1,iBG_Indicators!AJ35,0)","v":0}]
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[{"$f":"uxb_works!A152","v":"City_Selected"},{"$f":"uxb_works!B152","v":3},{"$f":"uxb_works!C152","v":"Melaka"},"Unit","Year","Source","Notes",null,"Output"]
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[null,0,{"$f":"tblIndiSets!A246","v":9},{"$f":"tblIndiSets!B246","v":"Credit rating or shadow credit rating on the national credit rating scale of the country (rating - agency)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C17,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C17,Background_indicators!$A$2:$A$156,0)))","v":"Ba3 - Moody's\nBB (Negative) - Fitch"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C17,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C17,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C17,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C17,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C17,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C17,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C17,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C17,Background_indicators!$A$2:$A$156,0)))","v":"Moody’s: Aaa; \nS&P: AAA; \nFitch: AAA;"},null,0,0,0,0,0,0,null,9,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A247","v":10},{"$f":"tblIndiSets!B247","v":"Own source revenue (million US$)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C18,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C18,Background_indicators!$A$2:$A$156,0)))","v":701.63},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C18,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C18,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C18,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C18,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C18,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C18,Background_indicators!$A$2:$A$156,0)))","v":598.83000000000004},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C18,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C18,Background_indicators!$A$2:$A$156,0)))","v":45600},null,0,0,0,0,0,0,null,10,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A248","v":11},{"$f":"tblIndiSets!B248","v":"Total capital expenditures (million US$)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C19,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C19,Background_indicators!$A$2:$A$156,0)))","v":423.86},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C19,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C19,Background_indicators!$A$2:$A$156,0)))","v":632.16999999999996},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C19,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C19,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C19,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C19,Background_indicators!$A$2:$A$156,0)))","v":463.52},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C19,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C19,Background_indicators!$A$2:$A$156,0)))","v":9500},null,0,0,0,0,0,0,null,11,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A249","v":12},{"$f":"tblIndiSets!B249","v":"Debt service payments (million US$)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C20,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C20,Background_indicators!$A$2:$A$156,0)))","v":43.07},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C20,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C20,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C20,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C20,Background_indicators!$A$2:$A$156,0)))","v":0.24},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C20,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C20,Background_indicators!$A$2:$A$156,0)))","v":19},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C20,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C20,Background_indicators!$A$2:$A$156,0)))","v":0},null,0,0,0,0,0,0,null,12,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A250","v":13},{"$f":"tblIndiSets!B250","v":"City's GDP per capita (US$/capita)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C21,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C21,Background_indicators!$A$2:$A$156,0)))","v":14257},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C21,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C21,Background_indicators!$A$2:$A$156,0)))","v":34480},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C21,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C21,Background_indicators!$A$2:$A$156,0)))","v":9507},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C21,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C21,Background_indicators!$A$2:$A$156,0)))","v":7942},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C21,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C21,Background_indicators!$A$2:$A$156,0)))","v":57714},null,0,0,0,0,0,0,null,13,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A251","v":14},{"$f":"tblIndiSets!B251","v":"Average annual growth (GDP) rate in the past 10 years (%)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C22,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C22,Background_indicators!$A$2:$A$156,0)))","v":13.1},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C22,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C22,Background_indicators!$A$2:$A$156,0)))","v":0},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C22,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C22,Background_indicators!$A$2:$A$156,0)))","v":5.8},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C22,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C22,Background_indicators!$A$2:$A$156,0)))","v":10.199999999999999},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C22,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C22,Background_indicators!$A$2:$A$156,0)))","v":3.5},null,0,0,0,0,0,0,null,14,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A252","v":15},{"$f":"tblIndiSets!B252","v":"Number of days to obtain a business license (days)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C23,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C23,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C23,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C23,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C23,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C23,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C23,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C23,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C23,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C23,Background_indicators!$A$2:$A$156,0)))","v":3},null,0,0,0,0,0,0,null,15,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A253","v":16},{"$f":"tblIndiSets!B253","v":"Labor force by education level (% / level)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C24,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C24,Background_indicators!$A$2:$A$156,0)))","v":"43.4%/ Basic education\n49.3%/Secondary education\n66.5%/Tertiary education"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C24,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C24,Background_indicators!$A$2:$A$156,0)))","v":"55.8%/Basic education \n66.8%/Secondary education\n76.7%/Tertiary education"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C24,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C24,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C24,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C24,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C24,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C24,Background_indicators!$A$2:$A$156,0)))","v":"-"},null,0,0,0,0,0,0,null,16,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A254","v":17},{"$f":"tblIndiSets!B254","v":"Unemployment rate as a share of the labor force (%)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C25,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C25,Background_indicators!$A$2:$A$156,0)))","v":14},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C25,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C25,Background_indicators!$A$2:$A$156,0)))","v":9.5},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C25,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C25,Background_indicators!$A$2:$A$156,0)))","v":0.9},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C25,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C25,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C25,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C25,Background_indicators!$A$2:$A$156,0)))","v":2.2000000000000002},null,0,0,0,0,0,0,null,17,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A255","v":18},{"$f":"tblIndiSets!B255","v":"Income Gini coefficient"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C26,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C26,Background_indicators!$A$2:$A$156,0)))","v":0.39},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C26,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C26,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C26,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C26,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C26,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C26,Background_indicators!$A$2:$A$156,0)))","v":0.68},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C26,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C26,Background_indicators!$A$2:$A$156,0)))","v":0.46},null,0,0,0,0,0,0,null,18,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A256","v":19},{"$f":"tblIndiSets!B256","v":"Hectares of permanent green space per 100,000 city residents (ha)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C27,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C27,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C27,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C27,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C27,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C27,Background_indicators!$A$2:$A$156,0)))","v":5137.6000000000004},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C27,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C27,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C27,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C27,Background_indicators!$A$2:$A$156,0)))","v":"-"},null,0,0,0,0,0,0,null,19,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A257","v":20},{"$f":"tblIndiSets!B257","v":"Annual mean level of fine particulate matter in the city (Annual mean, ug/m3 PM2.5 and PM10)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C28,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C28,Background_indicators!$A$2:$A$156,0)))","v":"30 (PM2.5)\n49 (PM10)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C28,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C28,Background_indicators!$A$2:$A$156,0)))","v":"12 (PM2.5) \n25.2 (PM10) \n"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C28,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C28,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C28,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C28,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C28,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C28,Background_indicators!$A$2:$A$156,0)))","v":"30 (PM 2.5)\n18 (PM 10)\n\n\n"},null,0,0,0,0,0,0,null,20,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A258","v":21},{"$f":"tblIndiSets!B258","v":"Annual household water consumption for all sectors (US$ Million)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C29,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C29,Background_indicators!$A$2:$A$156,0)))","v":"187,08"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C29,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C29,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C29,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C29,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C29,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C29,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C29,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C29,Background_indicators!$A$2:$A$156,0)))","v":"-"},null,0,0,0,0,0,0,null,21,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A259","v":22},{"$f":"tblIndiSets!B259","v":"Total solid waste generation per capita (kg /capita/day)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C30,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C30,Background_indicators!$A$2:$A$156,0)))","v":1.32},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C30,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C30,Background_indicators!$A$2:$A$156,0)))","v":1.46},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C30,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C30,Background_indicators!$A$2:$A$156,0)))","v":0.33},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C30,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C30,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C30,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C30,Background_indicators!$A$2:$A$156,0)))","v":0.86},null,0,0,0,0,0,0,null,22,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A260","v":23},{"$f":"tblIndiSets!B260","v":"Material footprint per capita (metric tons)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C31,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C31,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C31,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C31,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C31,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C31,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C31,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C31,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C31,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C31,Background_indicators!$A$2:$A$156,0)))","v":70.47},null,0,0,0,0,0,0,null,23,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A261","v":24},{"$f":"tblIndiSets!B261","v":"Annual CO2 equivalent emissions per capita (tCO2/capita)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C32,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C32,Background_indicators!$A$2:$A$156,0)))","v":5.31},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C32,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C32,Background_indicators!$A$2:$A$156,0)))","v":3.8},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C32,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C32,Background_indicators!$A$2:$A$156,0)))","v":2.29},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C32,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C32,Background_indicators!$A$2:$A$156,0)))","v":1.77},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C32,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C32,Background_indicators!$A$2:$A$156,0)))","v":10.31},null,0,0,0,0,0,0,null,24,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A262","v":25},{"$f":"tblIndiSets!B262","v":"Total final energy consumption (GJ per capita)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C33,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C33,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C33,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C33,Background_indicators!$A$2:$A$156,0)))","v":21.54},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C33,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C33,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C33,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C33,Background_indicators!$A$2:$A$156,0)))","v":7.2158499579999997},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C33,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C33,Background_indicators!$A$2:$A$156,0)))","v":214.45},null,0,0,0,0,0,0,null,25,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A263","v":26},{"$f":"tblIndiSets!B263","v":"Percentage of total energy derived from renewable sources, as share of city’s total\nfinal energy consumption (%)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C34,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C34,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C34,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C34,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C34,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C34,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C34,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C34,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C34,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C34,Background_indicators!$A$2:$A$156,0)))","v":0.71},null,0,0,0,0,0,0,null,26,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A264","v":27},{"$f":"tblIndiSets!B264","v":"10-year average of direct disaster economic loss\n(,000 US$)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C35,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C35,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C35,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C35,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C35,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C35,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C35,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C35,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C35,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C35,Background_indicators!$A$2:$A$156,0)))","v":"-"},null,0,0,0,0,0,0,null,27,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
[null,0,{"$f":"tblIndiSets!A265","v":28},{"$f":"tblIndiSets!B265","v":"Housing shortage (number of housing units/number of households)"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C36,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(E$8&$C36,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C36,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(F$8&$C36,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C36,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(G$8&$C36,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C36,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(H$8&$C36,Background_indicators!$A$2:$A$156,0)))","v":"-"},{"$f":"IF(INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C36,Background_indicators!$A$2:$A$156,0))=\"\",\"-\",INDEX(Background_indicators!$F$2:$F$156,MATCH(I$8&$C36,Background_indicators!$A$2:$A$156,0)))","v":"-"},null,0,0,0,0,0,0,null,28,0,0,0,0,0,null,null,0,0,0,0,0,null,0,0,0,0,0]
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["INDI_IS_NATIONAL",null,null,null,null,null,null,{"$f":"IF(F3=0,\"\",RANK(G3,G$6:G$10,0)+COUNTIF(G3:G$6,G3)-1)","v":""},null,null,null,null,null,null,null,null,{"$f":"LEN(Q2)","v":127},null,null,null,{"$f":"IF(ISERROR(INDEX(iJustification,$B$2,uxb_works!$B$7)),\"\",INDEX(iJustification,$B$2,uxb_works!$B$7))","v":"Health promotion is a federal government responsibility. The country aims to be free from HIV by 2030, and Melaka has been selected as the first state to lead this initiative [3]. The Ministry of Health also enforced smoke-free zones in five areas across Melaka State in 2011 [4]."},{"$f":"IF(ISERROR(INDEX(iReference,$B$2,uxb_works!$B$7)),\"\",INDEX(iReference,$B$2,uxb_works!$B$7))","v":"[1] Sinar Harian. 2018. \"Kes HIV di Melaka Catat Penurunan.\" [http://www.sinarharian.com.my/edisi/melaka-ns/kes-hiv-di-melaka-catat-penurunan-1.876116].                                                                                                                                  [2] Melaka Bebas Asap Rokok (MBAR). 2018. \"Zon MBAR.\" [http://www.mbar.gov.my/2/page.php?s=zon-bebas-asap-rokok&id=607]."},null,null,null,null,null,null,null,"eg: A 1-2 sentence conclusion will be provided for each country explaining why they receive or do not receive credit for this indicator. For example, Uganda does not have market-based instruments for end-user level food waste.",null,null,null,null,null,null,null,null,null,3,null,null,null,null,null,null,{"$f":"INDEX(tblIndicators!$AR$2:$AV$42,iIndiRank!$B$2,iIndiRank!AU4+1)","v":"Yes"},null,null,{"$f":"INDEX(tblIndicators!$AR$2:$AV$42,iIndiRank!$B$2,iIndiRank!AX4+1)","v":"Somewhat"},null,null,{"$f":"INDEX(tblIndicators!$AR$2:$AV$42,iIndiRank!$B$2,iIndiRank!BA4+1)","v":"No"},null,null,{"$f":"INDEX(tblIndicators!$AR$2:$AV$42,iIndiRank!$B$2,iIndiRank!BD4+1)","v":0},null,null,{"$f":"INDEX(tblIndicators!$AR$2:$AV$42,iIndiRank!$B$2,iIndiRank!BG4+1)","v":0}]
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["GIUP1_1",{"$f":"IF(A17=\"\",\"\",MATCH(A17,tblIndicators!E$2:E$42,0))","v":3},{"$f":"REPT(\" \",D17)&IF($A17=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B17))","v":"  1.1) Vision and Long-term Strategic Planning"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B17)","v":2},{"$f":"REPT(\" \",D17)&IF($A17=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B17))","v":"  1.1) Vision and Long-term Strategic Planning"},"1.1) Vision and Long-term Strategic Planning",null,null,null,null,null,null,null,null,null,null,"FIFU2_2",null,null,"SUAG3_4","SUAG3_1",null,null,null,14,"FIFU2_2",{"$f":"IF(Z17=\"\",\"\",MATCH(Z17,tblIndicators!E$2:E$42,0))","v":14},{"$f":"IF($AA17=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA17))","v":"2.2) Creditworthiness"},{"$f":"IF($AA17=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA17))","v":3},null,null,14,19,null,14,"FLAW2_1_1",{"$f":"MATCH(AJ17,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM17)&IF($AK17=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK17))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK17)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM17)&IF($AK17=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK17))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO17<>\"\",IF(uxb_works!$B$167=1,LEFT(AO17,1),LEFT(AO17,3)))","v":{"$error":"#N/A"}},null,null,null,null,"SUAG3_2","FLAW2_1_1","FLAW2"]
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["GIUP1_3",{"$f":"IF(A19=\"\",\"\",MATCH(A19,tblIndicators!E$2:E$42,0))","v":5},{"$f":"REPT(\" \",D19)&IF($A19=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B19))","v":"  1.3) Data Management"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B19)","v":2},{"$f":"REPT(\" \",D19)&IF($A19=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B19))","v":"  1.3) Data Management"},"1.3) Data Management",null,null,null,null,null,null,null,null,null,null,"FIFU2_4",null,null,"SUAG3_6","SUAG3_2",null,null,null,16,"FIFU2_4",{"$f":"IF(Z19=\"\",\"\",MATCH(Z19,tblIndicators!E$2:E$42,0))","v":16},{"$f":"IF($AA19=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA19))","v":"2.4) Expenditure Management"},{"$f":"IF($AA19=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA19))","v":3},null,null,16,21,null,16,"FLAW2_2_1",{"$f":"MATCH(AJ19,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM19)&IF($AK19=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK19))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK19)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM19)&IF($AK19=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK19))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO19<>\"\",IF(uxb_works!$B$167=1,LEFT(AO19,1),LEFT(AO19,3)))","v":{"$error":"#N/A"}},null,null,null,null,"SUAG3_4","FLAW2_2_1","FLAW2_1_1"]
["GIUP1_4",{"$f":"IF(A20=\"\",\"\",MATCH(A20,tblIndicators!E$2:E$42,0))","v":6},{"$f":"REPT(\" \",D20)&IF($A20=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B20))","v":"  1.4) Trend Analyses"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B20)","v":2},{"$f":"REPT(\" \",D20)&IF($A20=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B20))","v":"  1.4) Trend Analyses"},"1.4) Trend Analyses",null,null,null,null,null,null,null,null,null,null,"FIFU2_5",null,null,"SUAG4","SUAG3_2_1",null,null,null,17,"FIFU2_5",{"$f":"IF(Z20=\"\",\"\",MATCH(Z20,tblIndicators!E$2:E$42,0))","v":17},{"$f":"IF($AA20=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA20))","v":"2.5) Management of Debt and Other Obligations"},{"$f":"IF($AA20=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA20))","v":3},null,null,17,22,null,17,"SUAG",{"$f":"MATCH(AJ20,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM20)&IF($AK20=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK20))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK20)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM20)&IF($AK20=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK20))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO20<>\"\",IF(uxb_works!$B$167=1,LEFT(AO20,1),LEFT(AO20,3)))","v":{"$error":"#N/A"}},null,null,null,null,"SUAG3_5","SUAG","FLAW2_2"]
["GIUP1_5",{"$f":"IF(A21=\"\",\"\",MATCH(A21,tblIndicators!E$2:E$42,0))","v":7},{"$f":"REPT(\" \",D21)&IF($A21=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B21))","v":"  1.5) Land Use and Zoning"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B21)","v":2},{"$f":"REPT(\" \",D21)&IF($A21=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B21))","v":"  1.5) Land Use and Zoning"},"1.5) Land Use and Zoning",null,null,null,null,null,null,null,null,null,null,"UREC",null,null,"SUAG4_1","SUAG3_3",null,null,null,18,"UREC",{"$f":"IF(Z21=\"\",\"\",MATCH(Z21,tblIndicators!E$2:E$42,0))","v":18},{"$f":"IF($AA21=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA21))","v":"3) URBAN ECONOMIES"},{"$f":"IF($AA21=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA21))","v":4},null,null,18,23,null,18,"SUAG3",{"$f":"MATCH(AJ21,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM21)&IF($AK21=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK21))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK21)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM21)&IF($AK21=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK21))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO21<>\"\",IF(uxb_works!$B$167=1,LEFT(AO21,1),LEFT(AO21,3)))","v":{"$error":"#N/A"}},null,null,null,null,"SUAG3_6","SUAG3","FLAW2_2_1"]
["GIUP1_6",{"$f":"IF(A22=\"\",\"\",MATCH(A22,tblIndicators!E$2:E$42,0))","v":8},{"$f":"REPT(\" \",D22)&IF($A22=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B22))","v":"  1.6) Urban Growth Patterns"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B22)","v":2},{"$f":"REPT(\" \",D22)&IF($A22=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B22))","v":"  1.6) Urban Growth Patterns"},"1.6) Urban Growth Patterns",null,null,null,null,null,null,null,null,null,null,"UREC3_1",null,null,"SUAG4_2","SUAG3_3_1",null,null,null,19,"UREC3_1",{"$f":"IF(Z22=\"\",\"\",MATCH(Z22,tblIndicators!E$2:E$42,0))","v":19},{"$f":"IF($AA22=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA22))","v":"3.1) Economic Performance"},{"$f":"IF($AA22=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA22))","v":3},null,null,19,24,null,19,"SUAG3_1",{"$f":"MATCH(AJ22,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM22)&IF($AK22=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK22))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK22)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM22)&IF($AK22=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK22))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO22<>\"\",IF(uxb_works!$B$167=1,LEFT(AO22,1),LEFT(AO22,3)))","v":{"$error":"#N/A"}},null,null,null,null,"SUAG4","SUAG3_1","FLAW2_2_1_1"]
["GIUP1_7",{"$f":"IF(A23=\"\",\"\",MATCH(A23,tblIndicators!E$2:E$42,0))","v":9},{"$f":"REPT(\" \",D23)&IF($A23=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B23))","v":"  1.7) Informal Settlements"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B23)","v":2},{"$f":"REPT(\" \",D23)&IF($A23=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B23))","v":"  1.7) Informal Settlements"},"1.7) Informal Settlements",null,null,null,null,null,null,null,null,null,null,"UREC3_2",null,null,"SUAG4_3","SUAG3_3_2",null,null,null,20,"UREC3_2",{"$f":"IF(Z23=\"\",\"\",MATCH(Z23,tblIndicators!E$2:E$42,0))","v":20},{"$f":"IF($AA23=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA23))","v":"3.2) Business Climate, Innovation, and Entrepreneurship"},{"$f":"IF($AA23=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA23))","v":3},null,null,20,25,null,20,"SUAG3_1_1",{"$f":"MATCH(AJ23,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM23)&IF($AK23=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK23))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK23)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM23)&IF($AK23=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK23))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO23<>\"\",IF(uxb_works!$B$167=1,LEFT(AO23,1),LEFT(AO23,3)))","v":{"$error":"#N/A"}},null,null,null,null,"SUAG4_1","SUAG3_1_1","FLAW2_2_1_2"]
["GIUP1_8",{"$f":"IF(A24=\"\",\"\",MATCH(A24,tblIndicators!E$2:E$42,0))","v":10},{"$f":"REPT(\" \",D24)&IF($A24=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B24))","v":"  1.8) Transport and Mobility Integrated with Land Use"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B24)","v":2},{"$f":"REPT(\" \",D24)&IF($A24=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B24))","v":"  1.8) Transport and Mobility Integrated with Land Use"},"1.8) Transport and Mobility Integrated with Land Use",null,null,null,null,null,null,null,null,null,null,"UREC3_3",null,null,"SUAG4_4","SUAG3_4",null,null,null,21,"UREC3_3",{"$f":"IF(Z24=\"\",\"\",MATCH(Z24,tblIndicators!E$2:E$42,0))","v":21},{"$f":"IF($AA24=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA24))","v":"3.3) Labor Force"},{"$f":"IF($AA24=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA24))","v":3},null,null,21,26,null,21,"SUAG3_2",{"$f":"MATCH(AJ24,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM24)&IF($AK24=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK24))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK24)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM24)&IF($AK24=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK24))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO24<>\"\",IF(uxb_works!$B$167=1,LEFT(AO24,1),LEFT(AO24,3)))","v":{"$error":"#N/A"}},null,null,null,null,"SUAG4_2","SUAG3_2","FLAW2_2_1_3"]
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["FIFU",{"$f":"IF(A26=\"\",\"\",MATCH(A26,tblIndicators!E$2:E$42,0))","v":12},{"$f":"REPT(\" \",D26)&IF($A26=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B26))","v":" 2) FISCAL SUSTAINABILITY"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B26)","v":1},{"$f":"REPT(\" \",D26)&IF($A26=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B26))","v":" 2) FISCAL SUSTAINABILITY"},"2) FISCAL SUSTAINABILITY",null,null,null,null,null,null,null,null,null,null,"UREC3_5",null,null,"SUAG4_6","SUAG3_5",null,null,null,23,"UREC3_5",{"$f":"IF(Z26=\"\",\"\",MATCH(Z26,tblIndicators!E$2:E$42,0))","v":23},{"$f":"IF($AA26=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA26))","v":"3.5) Income Equality and Shared Prosperity"},{"$f":"IF($AA26=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA26))","v":3},null,null,23,28,null,23,"SUAG3_3",{"$f":"MATCH(AJ26,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM26)&IF($AK26=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK26))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK26)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM26)&IF($AK26=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK26))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO26<>\"\",IF(uxb_works!$B$167=1,LEFT(AO26,1),LEFT(AO26,3)))","v":{"$error":"#N/A"}},null,null,null,null,"SUAG4_4","SUAG3_3","FLAW2_2_1_5"]
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["FIFU2_5",{"$f":"IF(A31=\"\",\"\",MATCH(A31,tblIndicators!E$2:E$42,0))","v":17},{"$f":"REPT(\" \",D31)&IF($A31=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B31))","v":"  2.5) Management of Debt and Other Obligations"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B31)","v":2},{"$f":"REPT(\" \",D31)&IF($A31=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B31))","v":"  2.5) Management of Debt and Other Obligations"},"2.5) Management of Debt and Other Obligations",null,null,null,null,null,null,null,null,null,null,"NERE4_4",null,null,"SUAG4_11","SUAG4_1_1",null,null,null,28,"NERE4_4",{"$f":"IF(Z31=\"\",\"\",MATCH(Z31,tblIndicators!E$2:E$42,0))","v":28},{"$f":"IF($AA31=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA31))","v":"4.4) Solid Waste Management"},{"$f":"IF($AA31=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA31))","v":3},null,null,28,35,null,28,"SUAG3_5",{"$f":"MATCH(AJ31,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM31)&IF($AK31=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK31))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK31)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM31)&IF($AK31=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK31))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO31<>\"\",IF(uxb_works!$B$167=1,LEFT(AO31,1),LEFT(AO31,3)))","v":{"$error":"#N/A"}},null,null,null,null,"SUAG4_9","SUAG3_5","SUAG"]
["UREC",{"$f":"IF(A32=\"\",\"\",MATCH(A32,tblIndicators!E$2:E$42,0))","v":18},{"$f":"REPT(\" \",D32)&IF($A32=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B32))","v":" 3) URBAN ECONOMIES"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B32)","v":1},{"$f":"REPT(\" \",D32)&IF($A32=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B32))","v":" 3) URBAN ECONOMIES"},"3) URBAN ECONOMIES",null,null,null,null,null,null,null,null,null,null,"NERE4_5",null,null,"SUAG4_12","SUAG4_1_2",null,null,null,29,"NERE4_5",{"$f":"IF(Z32=\"\",\"\",MATCH(Z32,tblIndicators!E$2:E$42,0))","v":29},{"$f":"IF($AA32=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA32))","v":"4.5) Consumption and Production Patterns"},{"$f":"IF($AA32=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA32))","v":3},null,null,29,36,null,29,"SUAG3_5_1",{"$f":"MATCH(AJ32,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM32)&IF($AK32=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK32))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK32)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM32)&IF($AK32=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK32))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO32<>\"\",IF(uxb_works!$B$167=1,LEFT(AO32,1),LEFT(AO32,3)))","v":{"$error":"#N/A"}},null,null,null,null,"SUAG4_10","SUAG3_5_1","SUAG3"]
["UREC3_1",{"$f":"IF(A33=\"\",\"\",MATCH(A33,tblIndicators!E$2:E$42,0))","v":19},{"$f":"REPT(\" \",D33)&IF($A33=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B33))","v":"  3.1) Economic Performance"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B33)","v":2},{"$f":"REPT(\" \",D33)&IF($A33=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B33))","v":"  3.1) Economic Performance"},"3.1) Economic Performance",null,null,null,null,null,null,null,null,null,null,"CLAR",null,null,"SUAG5","SUAG4_1_3",null,null,null,30,"CLAR",{"$f":"IF(Z33=\"\",\"\",MATCH(Z33,tblIndicators!E$2:E$42,0))","v":30},{"$f":"IF($AA33=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA33))","v":"5) CLIMATE ACTION AND RESILIENCE"},{"$f":"IF($AA33=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA33))","v":4},null,null,30,37,null,30,"SUAG3_6",{"$f":"MATCH(AJ33,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM33)&IF($AK33=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK33))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK33)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM33)&IF($AK33=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK33))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO33<>\"\",IF(uxb_works!$B$167=1,LEFT(AO33,1),LEFT(AO33,3)))","v":{"$error":"#N/A"}},null,null,null,null,"SUAG4_11","SUAG3_6","SUAG3_1"]
["UREC3_2",{"$f":"IF(A34=\"\",\"\",MATCH(A34,tblIndicators!E$2:E$42,0))","v":20},{"$f":"REPT(\" \",D34)&IF($A34=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B34))","v":"  3.2) Business Climate, Innovation, and Entrepreneurship"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B34)","v":2},{"$f":"REPT(\" \",D34)&IF($A34=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B34))","v":"  3.2) Business Climate, Innovation, and Entrepreneurship"},"3.2) Business Climate, Innovation, and Entrepreneurship",null,null,null,null,null,null,null,null,null,null,"CLAR5_1",null,null,"SUAG5_1","SUAG4_2",null,null,null,31,"CLAR5_1",{"$f":"IF(Z34=\"\",\"\",MATCH(Z34,tblIndicators!E$2:E$42,0))","v":31},{"$f":"IF($AA34=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA34))","v":"5.1) Greenhouse gas inventory"},{"$f":"IF($AA34=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA34))","v":3},null,null,31,38,null,31,"SUAG3_6_1",{"$f":"MATCH(AJ34,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM34)&IF($AK34=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK34))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK34)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM34)&IF($AK34=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK34))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO34<>\"\",IF(uxb_works!$B$167=1,LEFT(AO34,1),LEFT(AO34,3)))","v":{"$error":"#N/A"}},null,null,null,null,"SUAG4_12","SUAG3_6_1","SUAG3_1_1"]
["UREC3_3",{"$f":"IF(A35=\"\",\"\",MATCH(A35,tblIndicators!E$2:E$42,0))","v":21},{"$f":"REPT(\" \",D35)&IF($A35=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B35))","v":"  3.3) Labor Force"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B35)","v":2},{"$f":"REPT(\" \",D35)&IF($A35=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B35))","v":"  3.3) Labor Force"},"3.3) Labor Force",null,null,null,null,null,null,null,null,null,null,"CLAR5_2",null,null,"SUAG5_2","SUAG4_2_1",null,null,null,{"$f":"INDEX($AF$3:$AG$55,AF35+1,$Y$1)","v":32},"CLAR5_2",{"$f":"IF(Z35=\"\",\"\",MATCH(Z35,tblIndicators!E$2:E$42,0))","v":32},{"$f":"IF($AA35=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA35))","v":"5.2) Energy efficiency"},{"$f":"IF($AA35=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA35))","v":3},null,null,32,39,null,32,"SUAG4",{"$f":"MATCH(AJ35,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM35)&IF($AK35=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK35))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK35)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM35)&IF($AK35=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK35))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO35<>\"\",IF(uxb_works!$B$167=1,LEFT(AO35,1),LEFT(AO35,3)))","v":{"$error":"#N/A"}},null,null,null,null,"SUAG5","SUAG4","SUAG3_2"]
["UREC3_4",{"$f":"IF(A36=\"\",\"\",MATCH(A36,tblIndicators!E$2:E$42,0))","v":22},{"$f":"REPT(\" \",D36)&IF($A36=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B36))","v":"  3.4) Livelihood Opportunities"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B36)","v":2},{"$f":"REPT(\" \",D36)&IF($A36=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B36))","v":"  3.4) Livelihood Opportunities"},"3.4) Livelihood Opportunities",null,null,null,null,null,null,null,null,null,null,"CLAR5_3",null,null,"SUAG5_3","SUAG4_2_2",null,null,null,33,{"$f":"IF(INDEX($Q$4:$V$57,Y36,$Z$2)=\"\",\"\",INDEX($Q$4:$V$57,Y36,$Z$2))","v":"CLAR5_3"},{"$f":"IF(Z36=\"\",\"\",MATCH(Z36,tblIndicators!E$2:E$42,0))","v":33},{"$f":"IF($AA36=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA36))","v":"5.3) Clean energy"},{"$f":"IF($AA36=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA36))","v":3},null,null,33,40,null,33,{"$f":"IF(OR(INDEX($AS$4:$AW$55,$AI36,$AM$1)=0,INDEX($AS$4:$AW$55,$AI36,$AM$1)=\"\"),\"\",INDEX($AS$4:$AW$55,$AI36,$AM$1))","v":"SUAG4_1"},{"$f":"MATCH(AJ36,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM36)&IF($AK36=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK36))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK36)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM36)&IF($AK36=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK36))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO36<>\"\",IF(uxb_works!$B$167=1,LEFT(AO36,1),LEFT(AO36,3)))","v":{"$error":"#N/A"}},null,null,null,null,"SUAG5_1","SUAG4_1","SUAG3_2_1"]
["UREC3_5",{"$f":"IF(A37=\"\",\"\",MATCH(A37,tblIndicators!E$2:E$42,0))","v":23},{"$f":"REPT(\" \",D37)&IF($A37=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B37))","v":"  3.5) Income Equality and Shared Prosperity"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B37)","v":2},{"$f":"REPT(\" \",D37)&IF($A37=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B37))","v":"  3.5) Income Equality and Shared Prosperity"},"3.5) Income Equality and Shared Prosperity",null,null,null,null,null,null,null,null,null,null,"CLAR5_4",null,null,"NUCH6","SUAG4_2_3",null,null,null,34,"CLAR5_4",{"$f":"IF(Z37=\"\",\"\",MATCH(Z37,tblIndicators!E$2:E$42,0))","v":34},{"$f":"IF($AA37=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA37))","v":"5.4) Climate change adaptation"},{"$f":"IF($AA37=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA37))","v":3},null,null,34,44,null,34,"SUAG4_1_1",{"$f":"MATCH(AJ37,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM37)&IF($AK37=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK37))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK37)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM37)&IF($AK37=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK37))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO37<>\"\",IF(uxb_works!$B$167=1,LEFT(AO37,1),LEFT(AO37,3)))","v":{"$error":"#N/A"}},null,null,null,null,"SUAG5_2","SUAG4_1_1","SUAG3_3"]
["NERE",{"$f":"IF(A38=\"\",\"\",MATCH(A38,tblIndicators!E$2:E$42,0))","v":24},{"$f":"REPT(\" \",D38)&IF($A38=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B38))","v":" 4) NATURAL ENVIRONMENT AND RESOURCES"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B38)","v":1},{"$f":"REPT(\" \",D38)&IF($A38=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B38))","v":" 4) NATURAL ENVIRONMENT AND RESOURCES"},"4) NATURAL ENVIRONMENT AND RESOURCES",null,null,null,null,null,null,null,null,null,null,"CLAR5_5",null,null,"NUCH6_1","SUAG4_3",null,null,null,35,"CLAR5_5",{"$f":"IF(Z38=\"\",\"\",MATCH(Z38,tblIndicators!E$2:E$42,0))","v":35},{"$f":"IF($AA38=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA38))","v":"5.5) Disaster risk reduction"},{"$f":"IF($AA38=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA38))","v":3},null,null,35,45,null,35,"SUAG4_1_2",{"$f":"MATCH(AJ38,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM38)&IF($AK38=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK38))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK38)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM38)&IF($AK38=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK38))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO38<>\"\",IF(uxb_works!$B$167=1,LEFT(AO38,1),LEFT(AO38,3)))","v":{"$error":"#N/A"}},null,null,null,null,"SUAG5_3","SUAG4_1_2","SUAG3_3_1"]
["NERE4_1",{"$f":"IF(A39=\"\",\"\",MATCH(A39,tblIndicators!E$2:E$42,0))","v":25},{"$f":"REPT(\" \",D39)&IF($A39=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B39))","v":"  4.1) Ecosystems and Biodiversity"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B39)","v":2},{"$f":"REPT(\" \",D39)&IF($A39=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B39))","v":"  4.1) Ecosystems and Biodiversity"},"4.1) Ecosystems and Biodiversity",null,null,null,null,null,null,null,null,null,null,"INQL",null,null,"NUCH6_2","SUAG4_3_1",null,null,null,36,"INQL",{"$f":"IF(Z39=\"\",\"\",MATCH(Z39,tblIndicators!E$2:E$42,0))","v":36},{"$f":"IF($AA39=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA39))","v":"6) INCLUSIVITY AND QUALITY OF LIFE"},{"$f":"IF($AA39=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA39))","v":4},null,null,36,46,null,36,"SUAG4_1_3",{"$f":"MATCH(AJ39,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM39)&IF($AK39=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK39))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK39)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM39)&IF($AK39=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK39))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO39<>\"\",IF(uxb_works!$B$167=1,LEFT(AO39,1),LEFT(AO39,3)))","v":{"$error":"#N/A"}},null,null,null,null,"NUCH","SUAG4_1_3","SUAG3_3_2"]
["NERE4_2",{"$f":"IF(A40=\"\",\"\",MATCH(A40,tblIndicators!E$2:E$42,0))","v":26},{"$f":"REPT(\" \",D40)&IF($A40=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B40))","v":"  4.2) Air Quality"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B40)","v":2},{"$f":"REPT(\" \",D40)&IF($A40=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B40))","v":"  4.2) Air Quality"},"4.2) Air Quality",null,null,null,null,null,null,null,null,null,null,"INQL6_1",null,null,"NUCH6_3","SUAG4_3_2",null,null,null,37,"INQL6_1",{"$f":"IF(Z40=\"\",\"\",MATCH(Z40,tblIndicators!E$2:E$42,0))","v":37},{"$f":"IF($AA40=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA40))","v":"6.1) Housing"},{"$f":"IF($AA40=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA40))","v":3},null,null,37,50,null,37,"SUAG4_2",{"$f":"MATCH(AJ40,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM40)&IF($AK40=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK40))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK40)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM40)&IF($AK40=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK40))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO40<>\"\",IF(uxb_works!$B$167=1,LEFT(AO40,1),LEFT(AO40,3)))","v":{"$error":"#N/A"}},null,null,null,null,"NUCH6","SUAG4_2","SUAG3_4"]
["NERE4_3",{"$f":"IF(A41=\"\",\"\",MATCH(A41,tblIndicators!E$2:E$42,0))","v":27},{"$f":"REPT(\" \",D41)&IF($A41=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B41))","v":"  4.3) Water Resources Management"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B41)","v":2},{"$f":"REPT(\" \",D41)&IF($A41=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B41))","v":"  4.3) Water Resources Management"},"4.3) Water Resources Management",null,null,null,null,null,null,null,null,null,null,"INQL6_2",null,null,"NUCH7","SUAG4_3_3",null,null,null,38,"INQL6_2",{"$f":"IF(Z41=\"\",\"\",MATCH(Z41,tblIndicators!E$2:E$42,0))","v":38},{"$f":"IF($AA41=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA41))","v":"6.2) Poverty Reduction, Hunger Reduction, and Food Security"},{"$f":"IF($AA41=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA41))","v":3},null,null,38,51,null,38,"SUAG4_2_1",{"$f":"MATCH(AJ41,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM41)&IF($AK41=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK41))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK41)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM41)&IF($AK41=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK41))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO41<>\"\",IF(uxb_works!$B$167=1,LEFT(AO41,1),LEFT(AO41,3)))","v":{"$error":"#N/A"}},null,null,null,null,"NUCH6_1","SUAG4_2_1","SUAG3_4_1"]
["NERE4_4",{"$f":"IF(A42=\"\",\"\",MATCH(A42,tblIndicators!E$2:E$42,0))","v":28},{"$f":"REPT(\" \",D42)&IF($A42=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B42))","v":"  4.4) Solid Waste Management"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B42)","v":2},{"$f":"REPT(\" \",D42)&IF($A42=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B42))","v":"  4.4) Solid Waste Management"},"4.4) Solid Waste Management",null,null,null,null,null,null,null,null,null,null,"INQL6_3",null,null,"NUCH7_1","SUAG4_4",null,null,null,39,"INQL6_3",{"$f":"IF(Z42=\"\",\"\",MATCH(Z42,tblIndicators!E$2:E$42,0))","v":39},{"$f":"IF($AA42=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA42))","v":"6.3) Drinking Water and Sanitation"},{"$f":"IF($AA42=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA42))","v":3},null,null,39,52,null,39,"SUAG4_2_2",{"$f":"MATCH(AJ42,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM42)&IF($AK42=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK42))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK42)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM42)&IF($AK42=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK42))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO42<>\"\",IF(uxb_works!$B$167=1,LEFT(AO42,1),LEFT(AO42,3)))","v":{"$error":"#N/A"}},null,null,null,null,"NUCH6_2","SUAG4_2_2","SUAG3_5"]
["NERE4_5",{"$f":"IF(A43=\"\",\"\",MATCH(A43,tblIndicators!E$2:E$42,0))","v":29},{"$f":"REPT(\" \",D43)&IF($A43=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B43))","v":"  4.5) Consumption and Production Patterns"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B43)","v":2},{"$f":"REPT(\" \",D43)&IF($A43=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B43))","v":"  4.5) Consumption and Production Patterns"},"4.5) Consumption and Production Patterns",null,null,null,null,null,null,null,null,null,null,"INQL6_4",null,null,"NUCH7_2","SUAG4_4_1",null,null,null,40,"INQL6_4",{"$f":"IF(Z43=\"\",\"\",MATCH(Z43,tblIndicators!E$2:E$42,0))","v":40},{"$f":"IF($AA43=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA43))","v":"6.4) Health and Well-Being"},{"$f":"IF($AA43=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA43))","v":3},null,null,40,53,null,40,"SUAG4_2_3",{"$f":"MATCH(AJ43,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM43)&IF($AK43=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK43))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK43)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM43)&IF($AK43=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK43))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO43<>\"\",IF(uxb_works!$B$167=1,LEFT(AO43,1),LEFT(AO43,3)))","v":{"$error":"#N/A"}},null,null,null,null,"NUCH6_3","SUAG4_2_3","SUAG3_5_1"]
["CLAR",{"$f":"IF(A44=\"\",\"\",MATCH(A44,tblIndicators!E$2:E$42,0))","v":30},{"$f":"REPT(\" \",D44)&IF($A44=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B44))","v":" 5) CLIMATE ACTION AND RESILIENCE"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B44)","v":1},{"$f":"REPT(\" \",D44)&IF($A44=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B44))","v":" 5) CLIMATE ACTION AND RESILIENCE"},"5) CLIMATE ACTION AND RESILIENCE",null,null,null,null,null,null,null,null,null,null,"INQL6_5",null,null,"NUCH7_3","SUAG4_4_2",null,null,null,41,"INQL6_5",{"$f":"IF(Z44=\"\",\"\",MATCH(Z44,tblIndicators!E$2:E$42,0))","v":41},{"$f":"IF($AA44=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA44))","v":"6.5) Safety"},{"$f":"IF($AA44=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA44))","v":3},null,null,41,54,null,41,"SUAG4_3",{"$f":"MATCH(AJ44,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM44)&IF($AK44=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK44))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK44)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM44)&IF($AK44=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK44))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO44<>\"\",IF(uxb_works!$B$167=1,LEFT(AO44,1),LEFT(AO44,3)))","v":{"$error":"#N/A"}},null,null,null,null,"NUCH7","SUAG4_3","SUAG3_6"]
["CLAR5_1",{"$f":"IF(A45=\"\",\"\",MATCH(A45,tblIndicators!E$2:E$42,0))","v":31},{"$f":"REPT(\" \",D45)&IF($A45=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B45))","v":"  5.1) Greenhouse gas inventory"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B45)","v":2},{"$f":"REPT(\" \",D45)&IF($A45=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B45))","v":"  5.1) Greenhouse gas inventory"},"5.1) Greenhouse gas inventory",null,null,null,null,null,null,null,null,null,null,null,null,null,"NUCH7_4","SUAG4_4_3",null,null,null,42,"",{"$f":"IF(Z45=\"\",\"\",MATCH(Z45,tblIndicators!E$2:E$42,0))","v":""},{"$f":"IF($AA45=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA45))","v":""},{"$f":"IF($AA45=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA45))","v":""},null,null,42,56,null,42,"SUAG4_3_1",{"$f":"MATCH(AJ45,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM45)&IF($AK45=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK45))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK45)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM45)&IF($AK45=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK45))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO45<>\"\",IF(uxb_works!$B$167=1,LEFT(AO45,1),LEFT(AO45,3)))","v":{"$error":"#N/A"}},null,null,null,null,"NUCH7_1","SUAG4_3_1","SUAG3_6_1"]
["CLAR5_2",{"$f":"IF(A46=\"\",\"\",MATCH(A46,tblIndicators!E$2:E$42,0))","v":32},{"$f":"REPT(\" \",D46)&IF($A46=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B46))","v":"  5.2) Energy efficiency"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B46)","v":2},{"$f":"REPT(\" \",D46)&IF($A46=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B46))","v":"  5.2) Energy efficiency"},"5.2) Energy efficiency",null,null,null,null,null,null,null,null,null,null,null,null,null,"NUCH8","SUAG4_5",null,null,null,43,"",{"$f":"IF(Z46=\"\",\"\",MATCH(Z46,tblIndicators!E$2:E$42,0))","v":""},{"$f":"IF($AA46=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA46))","v":""},{"$f":"IF($AA46=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA46))","v":""},null,null,43,57,null,43,"SUAG4_3_2",{"$f":"MATCH(AJ46,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM46)&IF($AK46=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK46))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK46)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM46)&IF($AK46=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK46))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO46<>\"\",IF(uxb_works!$B$167=1,LEFT(AO46,1),LEFT(AO46,3)))","v":{"$error":"#N/A"}},null,null,null,null,"NUCH7_2","SUAG4_3_2","SUAG4"]
["CLAR5_3",{"$f":"IF(A47=\"\",\"\",MATCH(A47,tblIndicators!E$2:E$42,0))","v":33},{"$f":"REPT(\" \",D47)&IF($A47=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B47))","v":"  5.3) Clean energy"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B47)","v":2},{"$f":"REPT(\" \",D47)&IF($A47=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B47))","v":"  5.3) Clean energy"},"5.3) Clean energy",null,null,null,null,null,null,null,null,null,null,null,null,null,"NUCH8_1","SUAG4_5_1",null,null,null,44,"",{"$f":"IF(Z47=\"\",\"\",MATCH(Z47,tblIndicators!E$2:E$42,0))","v":""},{"$f":"IF($AA47=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA47))","v":""},{"$f":"IF($AA47=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA47))","v":""},null,null,44,59,null,44,"SUAG4_3_3",{"$f":"MATCH(AJ47,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM47)&IF($AK47=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK47))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK47)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM47)&IF($AK47=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK47))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO47<>\"\",IF(uxb_works!$B$167=1,LEFT(AO47,1),LEFT(AO47,3)))","v":{"$error":"#N/A"}},null,null,null,null,"NUCH7_3","SUAG4_3_3","SUAG4_1"]
["CLAR5_4",{"$f":"IF(A48=\"\",\"\",MATCH(A48,tblIndicators!E$2:E$42,0))","v":34},{"$f":"REPT(\" \",D48)&IF($A48=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B48))","v":"  5.4) Climate change adaptation"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B48)","v":2},{"$f":"REPT(\" \",D48)&IF($A48=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B48))","v":"  5.4) Climate change adaptation"},"5.4) Climate change adaptation",null,null,null,null,null,null,null,null,null,null,null,null,null,"NUCH8_2","SUAG4_6",null,null,null,45,"",{"$f":"IF(Z48=\"\",\"\",MATCH(Z48,tblIndicators!E$2:E$42,0))","v":""},{"$f":"IF($AA48=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA48))","v":""},{"$f":"IF($AA48=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA48))","v":""},null,null,45,61,null,45,"SUAG4_4",{"$f":"MATCH(AJ48,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM48)&IF($AK48=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK48))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK48)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM48)&IF($AK48=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK48))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO48<>\"\",IF(uxb_works!$B$167=1,LEFT(AO48,1),LEFT(AO48,3)))","v":{"$error":"#N/A"}},null,null,null,null,"NUCH7_4","SUAG4_4","SUAG4_1_1"]
["CLAR5_5",{"$f":"IF(A49=\"\",\"\",MATCH(A49,tblIndicators!E$2:E$42,0))","v":35},{"$f":"REPT(\" \",D49)&IF($A49=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B49))","v":"  5.5) Disaster risk reduction"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B49)","v":2},{"$f":"REPT(\" \",D49)&IF($A49=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B49))","v":"  5.5) Disaster risk reduction"},"5.5) Disaster risk reduction",null,null,null,null,null,null,null,null,null,null,null,null,null,"NUCH8_3","SUAG4_6_1",null,null,null,46,"",{"$f":"IF(Z49=\"\",\"\",MATCH(Z49,tblIndicators!E$2:E$42,0))","v":""},{"$f":"IF($AA49=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA49))","v":""},{"$f":"IF($AA49=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA49))","v":""},null,null,46,66,null,46,"SUAG4_4_1",{"$f":"MATCH(AJ49,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM49)&IF($AK49=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK49))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK49)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM49)&IF($AK49=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK49))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO49<>\"\",IF(uxb_works!$B$167=1,LEFT(AO49,1),LEFT(AO49,3)))","v":{"$error":"#N/A"}},null,null,null,null,"NUCH8","SUAG4_4_1","SUAG4_1_2"]
["INQL",{"$f":"IF(A50=\"\",\"\",MATCH(A50,tblIndicators!E$2:E$42,0))","v":36},{"$f":"REPT(\" \",D50)&IF($A50=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B50))","v":" 6) INCLUSIVITY AND QUALITY OF LIFE"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B50)","v":1},{"$f":"REPT(\" \",D50)&IF($A50=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B50))","v":" 6) INCLUSIVITY AND QUALITY OF LIFE"},"6) INCLUSIVITY AND QUALITY OF LIFE",null,null,null,null,null,null,null,null,null,null,null,null,null,"NUCH8_4","SUAG4_7",null,null,null,47,"",{"$f":"IF(Z50=\"\",\"\",MATCH(Z50,tblIndicators!E$2:E$42,0))","v":""},{"$f":"IF($AA50=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA50))","v":""},{"$f":"IF($AA50=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA50))","v":""},null,null,47,67,null,47,"SUAG4_4_2",{"$f":"MATCH(AJ50,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM50)&IF($AK50=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK50))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK50)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM50)&IF($AK50=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK50))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO50<>\"\",IF(uxb_works!$B$167=1,LEFT(AO50,1),LEFT(AO50,3)))","v":{"$error":"#N/A"}},null,null,null,null,"NUCH8_1","SUAG4_4_2","SUAG4_1_3"]
["INQL6_1",{"$f":"IF(A51=\"\",\"\",MATCH(A51,tblIndicators!E$2:E$42,0))","v":37},{"$f":"REPT(\" \",D51)&IF($A51=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B51))","v":"  6.1) Housing"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B51)","v":2},{"$f":"REPT(\" \",D51)&IF($A51=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B51))","v":"  6.1) Housing"},"6.1) Housing",null,null,null,null,null,null,null,null,null,null,null,null,null,null,"SUAG4_7_1",null,null,null,48,"",{"$f":"IF(Z51=\"\",\"\",MATCH(Z51,tblIndicators!E$2:E$42,0))","v":""},{"$f":"IF($AA51=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA51))","v":""},{"$f":"IF($AA51=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA51))","v":""},null,null,48,68,null,48,"SUAG4_4_3",{"$f":"MATCH(AJ51,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM51)&IF($AK51=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK51))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK51)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM51)&IF($AK51=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK51))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO51<>\"\",IF(uxb_works!$B$167=1,LEFT(AO51,1),LEFT(AO51,3)))","v":{"$error":"#N/A"}},null,null,null,null,"NUCH8_2","SUAG4_4_3","SUAG4_2"]
["INQL6_2",{"$f":"IF(A52=\"\",\"\",MATCH(A52,tblIndicators!E$2:E$42,0))","v":38},{"$f":"REPT(\" \",D52)&IF($A52=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B52))","v":"  6.2) Poverty Reduction, Hunger Reduction, and Food Security"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B52)","v":2},{"$f":"REPT(\" \",D52)&IF($A52=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B52))","v":"  6.2) Poverty Reduction, Hunger Reduction, and Food Security"},"6.2) Poverty Reduction, Hunger Reduction, and Food Security",null,null,null,null,null,null,null,null,null,null,null,null,null,null,"SUAG4_8",null,null,null,49,"",{"$f":"IF(Z52=\"\",\"\",MATCH(Z52,tblIndicators!E$2:E$42,0))","v":""},{"$f":"IF($AA52=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA52))","v":""},{"$f":"IF($AA52=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA52))","v":""},null,null,49,70,null,49,"SUAG4_5",{"$f":"MATCH(AJ52,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM52)&IF($AK52=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK52))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK52)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM52)&IF($AK52=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK52))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO52<>\"\",IF(uxb_works!$B$167=1,LEFT(AO52,1),LEFT(AO52,3)))","v":{"$error":"#N/A"}},null,null,null,null,"NUCH8_3","SUAG4_5","SUAG4_2_1"]
["INQL6_3",{"$f":"IF(A53=\"\",\"\",MATCH(A53,tblIndicators!E$2:E$42,0))","v":39},{"$f":"REPT(\" \",D53)&IF($A53=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B53))","v":"  6.3) Drinking Water and Sanitation"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B53)","v":2},{"$f":"REPT(\" \",D53)&IF($A53=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B53))","v":"  6.3) Drinking Water and Sanitation"},"6.3) Drinking Water and Sanitation",null,null,null,null,null,null,null,null,null,null,null,null,null,null,"SUAG4_8_1",null,null,null,50,"",{"$f":"IF(Z53=\"\",\"\",MATCH(Z53,tblIndicators!E$2:E$42,0))","v":""},{"$f":"IF($AA53=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA53))","v":""},{"$f":"IF($AA53=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA53))","v":""},null,null,50,72,null,50,"SUAG4_5_1",{"$f":"MATCH(AJ53,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM53)&IF($AK53=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK53))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK53)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM53)&IF($AK53=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK53))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO53<>\"\",IF(uxb_works!$B$167=1,LEFT(AO53,1),LEFT(AO53,3)))","v":{"$error":"#N/A"}},null,null,null,null,"NUCH8_4","SUAG4_5_1","SUAG4_2_2"]
["INQL6_4",{"$f":"IF(A54=\"\",\"\",MATCH(A54,tblIndicators!E$2:E$42,0))","v":40},{"$f":"REPT(\" \",D54)&IF($A54=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B54))","v":"  6.4) Health and Well-Being"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B54)","v":2},{"$f":"REPT(\" \",D54)&IF($A54=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B54))","v":"  6.4) Health and Well-Being"},"6.4) Health and Well-Being",null,null,null,null,null,null,null,null,null,null,null,null,null,null,"SUAG4_8_2",null,null,null,51,"",{"$f":"IF(Z54=\"\",\"\",MATCH(Z54,tblIndicators!E$2:E$42,0))","v":""},{"$f":"IF($AA54=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA54))","v":""},{"$f":"IF($AA54=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA54))","v":""},null,null,51,76,null,51,"SUAG4_6",{"$f":"MATCH(AJ54,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM54)&IF($AK54=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK54))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK54)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM54)&IF($AK54=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK54))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO54<>\"\",IF(uxb_works!$B$167=1,LEFT(AO54,1),LEFT(AO54,3)))","v":{"$error":"#N/A"}},null,null,null,null,null,"SUAG4_6","SUAG4_2_3"]
["INQL6_5",{"$f":"IF(A55=\"\",\"\",MATCH(A55,tblIndicators!E$2:E$42,0))","v":41},{"$f":"REPT(\" \",D55)&IF($A55=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B55))","v":"  6.5) Safety"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B55)","v":2},{"$f":"REPT(\" \",D55)&IF($A55=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B55))","v":"  6.5) Safety"},"6.5) Safety",null,null,null,null,null,null,null,null,null,null,null,null,null,null,"SUAG4_8_3",null,null,null,52,"",{"$f":"IF(Z55=\"\",\"\",MATCH(Z55,tblIndicators!E$2:E$42,0))","v":""},{"$f":"IF($AA55=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$AA55))","v":""},{"$f":"IF($AA55=\"\",\"\",INDEX(tblIndicators!AQ$2:AQ$42,$AA55))","v":""},null,null,52,77,null,52,"SUAG4_6_1",{"$f":"MATCH(AJ55,tblIndicators!$E$2:$E$42,0)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM55)&IF($AK55=\"\",\"\",INDEX(tblIndicators!$AK$2:$AK$42,AK55))","v":{"$error":"#N/A"}},{"$f":"INDEX(tblIndicators!$G$2:$G$42,AK55)","v":{"$error":"#N/A"}},{"$f":"REPT(\" \",AM55)&IF($AK55=\"\",\"\",INDEX(tblIndicators!$AL$2:$AL$42,$AK55))","v":{"$error":"#N/A"}},{"$error":"#N/A"},{"$f":"IF(AO55<>\"\",IF(uxb_works!$B$167=1,LEFT(AO55,1),LEFT(AO55,3)))","v":{"$error":"#N/A"}},null,null,null,null,null,"SUAG4_6_1","SUAG4_3"]
[]
[]
[]
["For Weights"]
["Categories + Indicators"]
[]
[{"$f":"Q5","v":"GIUP"},{"$f":"IF(A62=\"\",\"\",MATCH(A62,tblIndicators!E$2:E$42,0))","v":2},{"$f":"REPT(\" \",D62)&IF($A62=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B62))","v":" 1) GOVERNANCE AND INTEGRATED URBAN PLANNING"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B62)","v":1},{"$f":"IF($A62=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B62))","v":"1) GOVERNANCE AND INTEGRATED URBAN PLANNING"}]
["GIUP1_1",{"$f":"IF(A63=\"\",\"\",MATCH(A63,tblIndicators!E$2:E$42,0))","v":3},{"$f":"REPT(\" \",D63)&IF($A63=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B63))","v":"  1.1) Vision and Long-term Strategic Planning"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B63)","v":2},{"$f":"IF($A63=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B63))","v":"1.1) Vision and Long-term Strategic Planning"}]
["GIUP1_2",{"$f":"IF(A64=\"\",\"\",MATCH(A64,tblIndicators!E$2:E$42,0))","v":4},{"$f":"REPT(\" \",D64)&IF($A64=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B64))","v":"  1.2) Stakeholder participation"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B64)","v":2},{"$f":"IF($A64=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B64))","v":"1.2) Stakeholder participation"}]
["GIUP1_3",{"$f":"IF(A65=\"\",\"\",MATCH(A65,tblIndicators!E$2:E$42,0))","v":5},{"$f":"REPT(\" \",D65)&IF($A65=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B65))","v":"  1.3) Data Management"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B65)","v":2},{"$f":"IF($A65=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B65))","v":"1.3) Data Management"}]
["GIUP1_4",{"$f":"IF(A66=\"\",\"\",MATCH(A66,tblIndicators!E$2:E$42,0))","v":6},{"$f":"REPT(\" \",D66)&IF($A66=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B66))","v":"  1.4) Trend Analyses"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B66)","v":2},{"$f":"IF($A66=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B66))","v":"1.4) Trend Analyses"}]
["GIUP1_5",{"$f":"IF(A67=\"\",\"\",MATCH(A67,tblIndicators!E$2:E$42,0))","v":7},{"$f":"REPT(\" \",D67)&IF($A67=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B67))","v":"  1.5) Land Use and Zoning"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B67)","v":2},{"$f":"IF($A67=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B67))","v":"1.5) Land Use and Zoning"}]
["GIUP1_6",{"$f":"IF(A68=\"\",\"\",MATCH(A68,tblIndicators!E$2:E$42,0))","v":8},{"$f":"REPT(\" \",D68)&IF($A68=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B68))","v":"  1.6) Urban Growth Patterns"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B68)","v":2},{"$f":"IF($A68=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B68))","v":"1.6) Urban Growth Patterns"}]
["GIUP1_7",{"$f":"IF(A69=\"\",\"\",MATCH(A69,tblIndicators!E$2:E$42,0))","v":9},{"$f":"REPT(\" \",D69)&IF($A69=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B69))","v":"  1.7) Informal Settlements"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B69)","v":2},{"$f":"IF($A69=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B69))","v":"1.7) Informal Settlements"}]
["GIUP1_8",{"$f":"IF(A70=\"\",\"\",MATCH(A70,tblIndicators!E$2:E$42,0))","v":10},{"$f":"REPT(\" \",D70)&IF($A70=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B70))","v":"  1.8) Transport and Mobility Integrated with Land Use"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B70)","v":2},{"$f":"IF($A70=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B70))","v":"1.8) Transport and Mobility Integrated with Land Use"}]
["GIUP1_9",{"$f":"IF(A71=\"\",\"\",MATCH(A71,tblIndicators!E$2:E$42,0))","v":11},{"$f":"REPT(\" \",D71)&IF($A71=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B71))","v":"  1.9) Cultural Heritage"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B71)","v":2},{"$f":"IF($A71=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B71))","v":"1.9) Cultural Heritage"}]
["FIFU",{"$f":"IF(A72=\"\",\"\",MATCH(A72,tblIndicators!E$2:E$42,0))","v":12},{"$f":"REPT(\" \",D72)&IF($A72=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B72))","v":" 2) FISCAL SUSTAINABILITY"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B72)","v":1},{"$f":"IF($A72=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B72))","v":"2) FISCAL SUSTAINABILITY"}]
["FIFU2_1",{"$f":"IF(A73=\"\",\"\",MATCH(A73,tblIndicators!E$2:E$42,0))","v":13},{"$f":"REPT(\" \",D73)&IF($A73=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B73))","v":"  2.1) Accountability and Transparency"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B73)","v":2},{"$f":"IF($A73=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B73))","v":"2.1) Accountability and Transparency"}]
["FIFU2_2",{"$f":"IF(A74=\"\",\"\",MATCH(A74,tblIndicators!E$2:E$42,0))","v":14},{"$f":"REPT(\" \",D74)&IF($A74=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B74))","v":"  2.2) Creditworthiness"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B74)","v":2},{"$f":"IF($A74=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B74))","v":"2.2) Creditworthiness"}]
["FIFU2_3",{"$f":"IF(A75=\"\",\"\",MATCH(A75,tblIndicators!E$2:E$42,0))","v":15},{"$f":"REPT(\" \",D75)&IF($A75=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B75))","v":"  2.3) Revenue and Financial Autonomy"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B75)","v":2},{"$f":"IF($A75=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B75))","v":"2.3) Revenue and Financial Autonomy"}]
["FIFU2_4",{"$f":"IF(A76=\"\",\"\",MATCH(A76,tblIndicators!E$2:E$42,0))","v":16},{"$f":"REPT(\" \",D76)&IF($A76=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B76))","v":"  2.4) Expenditure Management"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B76)","v":2},{"$f":"IF($A76=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B76))","v":"2.4) Expenditure Management"}]
["FIFU2_5",{"$f":"IF(A77=\"\",\"\",MATCH(A77,tblIndicators!E$2:E$42,0))","v":17},{"$f":"REPT(\" \",D77)&IF($A77=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B77))","v":"  2.5) Management of Debt and Other Obligations"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B77)","v":2},{"$f":"IF($A77=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B77))","v":"2.5) Management of Debt and Other Obligations"}]
["UREC",{"$f":"IF(A78=\"\",\"\",MATCH(A78,tblIndicators!E$2:E$42,0))","v":18},{"$f":"REPT(\" \",D78)&IF($A78=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B78))","v":" 3) URBAN ECONOMIES"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B78)","v":1},{"$f":"IF($A78=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B78))","v":"3) URBAN ECONOMIES"}]
["UREC3_1",{"$f":"IF(A79=\"\",\"\",MATCH(A79,tblIndicators!E$2:E$42,0))","v":19},{"$f":"REPT(\" \",D79)&IF($A79=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B79))","v":"  3.1) Economic Performance"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B79)","v":2},{"$f":"IF($A79=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B79))","v":"3.1) Economic Performance"}]
["UREC3_2",{"$f":"IF(A80=\"\",\"\",MATCH(A80,tblIndicators!E$2:E$42,0))","v":20},{"$f":"REPT(\" \",D80)&IF($A80=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B80))","v":"  3.2) Business Climate, Innovation, and Entrepreneurship"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B80)","v":2},{"$f":"IF($A80=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B80))","v":"3.2) Business Climate, Innovation, and Entrepreneurship"}]
["UREC3_3",{"$f":"IF(A81=\"\",\"\",MATCH(A81,tblIndicators!E$2:E$42,0))","v":21},{"$f":"REPT(\" \",D81)&IF($A81=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B81))","v":"  3.3) Labor Force"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B81)","v":2},{"$f":"IF($A81=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B81))","v":"3.3) Labor Force"}]
["UREC3_4",{"$f":"IF(A82=\"\",\"\",MATCH(A82,tblIndicators!E$2:E$42,0))","v":22},{"$f":"REPT(\" \",D82)&IF($A82=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B82))","v":"  3.4) Livelihood Opportunities"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B82)","v":2},{"$f":"IF($A82=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B82))","v":"3.4) Livelihood Opportunities"}]
["UREC3_5",{"$f":"IF(A83=\"\",\"\",MATCH(A83,tblIndicators!E$2:E$42,0))","v":23},{"$f":"REPT(\" \",D83)&IF($A83=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B83))","v":"  3.5) Income Equality and Shared Prosperity"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B83)","v":2},{"$f":"IF($A83=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B83))","v":"3.5) Income Equality and Shared Prosperity"}]
["NERE",{"$f":"IF(A84=\"\",\"\",MATCH(A84,tblIndicators!E$2:E$42,0))","v":24},{"$f":"REPT(\" \",D84)&IF($A84=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B84))","v":" 4) NATURAL ENVIRONMENT AND RESOURCES"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B84)","v":1},{"$f":"IF($A84=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B84))","v":"4) NATURAL ENVIRONMENT AND RESOURCES"}]
["NERE4_1",{"$f":"IF(A85=\"\",\"\",MATCH(A85,tblIndicators!E$2:E$42,0))","v":25},{"$f":"REPT(\" \",D85)&IF($A85=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B85))","v":"  4.1) Ecosystems and Biodiversity"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B85)","v":2},{"$f":"IF($A85=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B85))","v":"4.1) Ecosystems and Biodiversity"}]
["NERE4_2",{"$f":"IF(A86=\"\",\"\",MATCH(A86,tblIndicators!E$2:E$42,0))","v":26},{"$f":"REPT(\" \",D86)&IF($A86=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B86))","v":"  4.2) Air Quality"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B86)","v":2},{"$f":"IF($A86=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B86))","v":"4.2) Air Quality"}]
["NERE4_3",{"$f":"IF(A87=\"\",\"\",MATCH(A87,tblIndicators!E$2:E$42,0))","v":27},{"$f":"REPT(\" \",D87)&IF($A87=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B87))","v":"  4.3) Water Resources Management"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B87)","v":2},{"$f":"IF($A87=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B87))","v":"4.3) Water Resources Management"}]
["NERE4_4",{"$f":"IF(A88=\"\",\"\",MATCH(A88,tblIndicators!E$2:E$42,0))","v":28},{"$f":"REPT(\" \",D88)&IF($A88=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B88))","v":"  4.4) Solid Waste Management"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B88)","v":2},{"$f":"IF($A88=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B88))","v":"4.4) Solid Waste Management"}]
["NERE4_5",{"$f":"IF(A89=\"\",\"\",MATCH(A89,tblIndicators!E$2:E$42,0))","v":29},{"$f":"REPT(\" \",D89)&IF($A89=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B89))","v":"  4.5) Consumption and Production Patterns"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B89)","v":2},{"$f":"IF($A89=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B89))","v":"4.5) Consumption and Production Patterns"}]
["CLAR",{"$f":"IF(A90=\"\",\"\",MATCH(A90,tblIndicators!E$2:E$42,0))","v":30},{"$f":"REPT(\" \",D90)&IF($A90=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B90))","v":" 5) CLIMATE ACTION AND RESILIENCE"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B90)","v":1},{"$f":"IF($A90=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B90))","v":"5) CLIMATE ACTION AND RESILIENCE"}]
["CLAR5_1",{"$f":"IF(A91=\"\",\"\",MATCH(A91,tblIndicators!E$2:E$42,0))","v":31},{"$f":"REPT(\" \",D91)&IF($A91=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B91))","v":"  5.1) Greenhouse gas inventory"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B91)","v":2},{"$f":"IF($A91=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B91))","v":"5.1) Greenhouse gas inventory"}]
["CLAR5_2",{"$f":"IF(A92=\"\",\"\",MATCH(A92,tblIndicators!E$2:E$42,0))","v":32},{"$f":"REPT(\" \",D92)&IF($A92=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B92))","v":"  5.2) Energy efficiency"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B92)","v":2},{"$f":"IF($A92=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B92))","v":"5.2) Energy efficiency"}]
["CLAR5_3",{"$f":"IF(A93=\"\",\"\",MATCH(A93,tblIndicators!E$2:E$42,0))","v":33},{"$f":"REPT(\" \",D93)&IF($A93=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B93))","v":"  5.3) Clean energy"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B93)","v":2},{"$f":"IF($A93=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B93))","v":"5.3) Clean energy"}]
["CLAR5_4",{"$f":"IF(A94=\"\",\"\",MATCH(A94,tblIndicators!E$2:E$42,0))","v":34},{"$f":"REPT(\" \",D94)&IF($A94=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B94))","v":"  5.4) Climate change adaptation"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B94)","v":2},{"$f":"IF($A94=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B94))","v":"5.4) Climate change adaptation"}]
["CLAR5_5",{"$f":"IF(A95=\"\",\"\",MATCH(A95,tblIndicators!E$2:E$42,0))","v":35},{"$f":"REPT(\" \",D95)&IF($A95=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B95))","v":"  5.5) Disaster risk reduction"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B95)","v":2},{"$f":"IF($A95=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B95))","v":"5.5) Disaster risk reduction"}]
["INQL",{"$f":"IF(A96=\"\",\"\",MATCH(A96,tblIndicators!E$2:E$42,0))","v":36},{"$f":"REPT(\" \",D96)&IF($A96=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B96))","v":" 6) INCLUSIVITY AND QUALITY OF LIFE"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B96)","v":1},{"$f":"IF($A96=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B96))","v":"6) INCLUSIVITY AND QUALITY OF LIFE"}]
["INQL6_1",{"$f":"IF(A97=\"\",\"\",MATCH(A97,tblIndicators!E$2:E$42,0))","v":37},{"$f":"REPT(\" \",D97)&IF($A97=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B97))","v":"  6.1) Housing"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B97)","v":2},{"$f":"IF($A97=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B97))","v":"6.1) Housing"}]
["INQL6_2",{"$f":"IF(A98=\"\",\"\",MATCH(A98,tblIndicators!E$2:E$42,0))","v":38},{"$f":"REPT(\" \",D98)&IF($A98=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B98))","v":"  6.2) Poverty Reduction, Hunger Reduction, and Food Security"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B98)","v":2},{"$f":"IF($A98=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B98))","v":"6.2) Poverty Reduction, Hunger Reduction, and Food Security"}]
["INQL6_3",{"$f":"IF(A99=\"\",\"\",MATCH(A99,tblIndicators!E$2:E$42,0))","v":39},{"$f":"REPT(\" \",D99)&IF($A99=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B99))","v":"  6.3) Drinking Water and Sanitation"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B99)","v":2},{"$f":"IF($A99=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B99))","v":"6.3) Drinking Water and Sanitation"}]
["INQL6_4",{"$f":"IF(A100=\"\",\"\",MATCH(A100,tblIndicators!E$2:E$42,0))","v":40},{"$f":"REPT(\" \",D100)&IF($A100=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B100))","v":"  6.4) Health and Well-Being"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B100)","v":2},{"$f":"IF($A100=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B100))","v":"6.4) Health and Well-Being"}]
["INQL6_5",{"$f":"IF(A101=\"\",\"\",MATCH(A101,tblIndicators!E$2:E$42,0))","v":41},{"$f":"REPT(\" \",D101)&IF($A101=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B101))","v":"  6.5) Safety"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B101)","v":2},{"$f":"IF($A101=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B101))","v":"6.5) Safety"}]
[]
[]
[]
["Country Compare Spider",1,"OVERVIEW",0,"OVERVIEW"]
[{"$f":"A6","v":"GIUP"},{"$f":"IF(A106=\"\",\"\",MATCH(A106,tblIndicators!E$2:E$42,0))","v":2},{"$f":"REPT(\" \",D106)&IF($A106=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B106))","v":" 1) GOVERNANCE AND INTEGRATED URBAN PLANNING"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B106)","v":1},{"$f":"REPT(\" \",D106)&IF($A106=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B106))","v":" 1) GOVERNANCE AND INTEGRATED URBAN PLANNING"}]
[{"$f":"A7","v":"FIFU"},{"$f":"IF(A107=\"\",\"\",MATCH(A107,tblIndicators!E$2:E$42,0))","v":12},{"$f":"REPT(\" \",D107)&IF($A107=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B107))","v":" 2) FISCAL SUSTAINABILITY"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B107)","v":1},{"$f":"REPT(\" \",D107)&IF($A107=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B107))","v":" 2) FISCAL SUSTAINABILITY"}]
["UREC",{"$f":"IF(A108=\"\",\"\",MATCH(A108,tblIndicators!E$2:E$42,0))","v":18},{"$f":"REPT(\" \",D108)&IF($A108=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B108))","v":" 3) URBAN ECONOMIES"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B108)","v":1},{"$f":"REPT(\" \",D108)&IF($A108=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B108))","v":" 3) URBAN ECONOMIES"}]
["NERE",{"$f":"IF(A109=\"\",\"\",MATCH(A109,tblIndicators!E$2:E$42,0))","v":24},{"$f":"REPT(\" \",D109)&IF($A109=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B109))","v":" 4) NATURAL ENVIRONMENT AND RESOURCES"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B109)","v":1},{"$f":"REPT(\" \",D109)&IF($A109=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B109))","v":" 4) NATURAL ENVIRONMENT AND RESOURCES"}]
["CLAR",{"$f":"IF(A110=\"\",\"\",MATCH(A110,tblIndicators!E$2:E$42,0))","v":30},{"$f":"REPT(\" \",D110)&IF($A110=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B110))","v":" 5) CLIMATE ACTION AND RESILIENCE"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B110)","v":1},{"$f":"REPT(\" \",D110)&IF($A110=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B110))","v":" 5) CLIMATE ACTION AND RESILIENCE"}]
["INQL",{"$f":"IF(A111=\"\",\"\",MATCH(A111,tblIndicators!E$2:E$42,0))","v":36},{"$f":"REPT(\" \",D111)&IF($A111=\"\",\"\",INDEX(tblIndicators!AK$2:AK$42,$B111))","v":" 6) INCLUSIVITY AND QUALITY OF LIFE"},{"$f":"INDEX(tblIndicators!$G$2:$G$42,B111)","v":1},{"$f":"REPT(\" \",D111)&IF($A111=\"\",\"\",INDEX(tblIndicators!AL$2:AL$42,$B111))","v":" 6) INCLUSIVITY AND QUALITY OF LIFE"}]
[]
[]
["COUNTRY PROFILE BUCKET SELECTION"]
["Domain level"]
["Category level"]
["Indicator level"]
["Sub-indicator level"]
["Sub-sub-indicator level"]
["For Average Selection"]
["All countries",null,"All Country Average",{"$f":"C121","v":"All Country Average"}]
[{"$f":"tblTerritories!S5","v":"Group 1"},null,{"$f":"\"Average for \"&A122","v":"Average for Group 1"},{"$f":"C122","v":"Average for Group 1"}]
[{"$f":"tblTerritories!S6","v":"Group 2"},null,{"$f":"\"Average for \"&A123","v":"Average for Group 2"},{"$f":"C123","v":"Average for Group 2"}]
[{"$f":"tblTerritories!S7","v":"Group 3"},null,"Average for Group 3","Average for Group 3"]
[]
["Scatter_Plot_X"]
[]
[{"$f":"Q4","v":"OVERALL"},{"$f":"IF(A128=\"\",\"\",MATCH(A128,tblIndicators!E$2:E$43,0))","v":1},{"$f":"REPT(\" \",D128)&IF($A128=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B128))","v":"OVERVIEW"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B128)","v":0},{"$f":"REPT(\" \",D128)&IF($A128=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B128))","v":"OVERVIEW"},0]
[{"$f":"Q5","v":"GIUP"},{"$f":"IF(A129=\"\",\"\",MATCH(A129,tblIndicators!E$2:E$43,0))","v":2},{"$f":"REPT(\" \",D129)&IF($A129=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B129))","v":" 1) GOVERNANCE AND INTEGRATED URBAN PLANNING"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B129)","v":1},{"$f":"REPT(\" \",D129)&IF($A129=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B129))","v":" 1) GOVERNANCE AND INTEGRATED URBAN PLANNING"},0]
[{"$f":"Q6","v":"GIUP1_1"},{"$f":"IF(A130=\"\",\"\",MATCH(A130,tblIndicators!E$2:E$43,0))","v":3},{"$f":"REPT(\" \",D130)&IF($A130=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B130))","v":"  1.1) Vision and Long-term Strategic Planning"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B130)","v":2},{"$f":"REPT(\" \",D130)&IF($A130=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B130))","v":"  1.1) Vision and Long-term Strategic Planning"},0]
["GIUP1_2",{"$f":"IF(A131=\"\",\"\",MATCH(A131,tblIndicators!E$2:E$43,0))","v":4},{"$f":"REPT(\" \",D131)&IF($A131=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B131))","v":"  1.2) Stakeholder participation"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B131)","v":2},{"$f":"REPT(\" \",D131)&IF($A131=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B131))","v":"  1.2) Stakeholder participation"},0]
["GIUP1_3",{"$f":"IF(A132=\"\",\"\",MATCH(A132,tblIndicators!E$2:E$43,0))","v":5},{"$f":"REPT(\" \",D132)&IF($A132=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B132))","v":"  1.3) Data Management"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B132)","v":2},{"$f":"REPT(\" \",D132)&IF($A132=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B132))","v":"  1.3) Data Management"},0]
["GIUP1_4",{"$f":"IF(A133=\"\",\"\",MATCH(A133,tblIndicators!E$2:E$43,0))","v":6},{"$f":"REPT(\" \",D133)&IF($A133=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B133))","v":"  1.4) Trend Analyses"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B133)","v":2},{"$f":"REPT(\" \",D133)&IF($A133=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B133))","v":"  1.4) Trend Analyses"},0]
["GIUP1_5",{"$f":"IF(A134=\"\",\"\",MATCH(A134,tblIndicators!E$2:E$43,0))","v":7},{"$f":"REPT(\" \",D134)&IF($A134=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B134))","v":"  1.5) Land Use and Zoning"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B134)","v":2},{"$f":"REPT(\" \",D134)&IF($A134=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B134))","v":"  1.5) Land Use and Zoning"},0]
["GIUP1_6",{"$f":"IF(A135=\"\",\"\",MATCH(A135,tblIndicators!E$2:E$43,0))","v":8},{"$f":"REPT(\" \",D135)&IF($A135=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B135))","v":"  1.6) Urban Growth Patterns"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B135)","v":2},{"$f":"REPT(\" \",D135)&IF($A135=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B135))","v":"  1.6) Urban Growth Patterns"},0]
["GIUP1_7",{"$f":"IF(A136=\"\",\"\",MATCH(A136,tblIndicators!E$2:E$43,0))","v":9},{"$f":"REPT(\" \",D136)&IF($A136=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B136))","v":"  1.7) Informal Settlements"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B136)","v":2},{"$f":"REPT(\" \",D136)&IF($A136=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B136))","v":"  1.7) Informal Settlements"},0]
["GIUP1_8",{"$f":"IF(A137=\"\",\"\",MATCH(A137,tblIndicators!E$2:E$43,0))","v":10},{"$f":"REPT(\" \",D137)&IF($A137=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B137))","v":"  1.8) Transport and Mobility Integrated with Land Use"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B137)","v":2},{"$f":"REPT(\" \",D137)&IF($A137=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B137))","v":"  1.8) Transport and Mobility Integrated with Land Use"},0]
["GIUP1_9",{"$f":"IF(A138=\"\",\"\",MATCH(A138,tblIndicators!E$2:E$43,0))","v":11},{"$f":"REPT(\" \",D138)&IF($A138=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B138))","v":"  1.9) Cultural Heritage"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B138)","v":2},{"$f":"REPT(\" \",D138)&IF($A138=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B138))","v":"  1.9) Cultural Heritage"},0]
["FIFU",{"$f":"IF(A139=\"\",\"\",MATCH(A139,tblIndicators!E$2:E$43,0))","v":12},{"$f":"REPT(\" \",D139)&IF($A139=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B139))","v":" 2) FISCAL SUSTAINABILITY"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B139)","v":1},{"$f":"REPT(\" \",D139)&IF($A139=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B139))","v":" 2) FISCAL SUSTAINABILITY"},0]
["FIFU2_1",{"$f":"IF(A140=\"\",\"\",MATCH(A140,tblIndicators!E$2:E$43,0))","v":13},{"$f":"REPT(\" \",D140)&IF($A140=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B140))","v":"  2.1) Accountability and Transparency"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B140)","v":2},{"$f":"REPT(\" \",D140)&IF($A140=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B140))","v":"  2.1) Accountability and Transparency"},0]
["FIFU2_2",{"$f":"IF(A141=\"\",\"\",MATCH(A141,tblIndicators!E$2:E$43,0))","v":14},{"$f":"REPT(\" \",D141)&IF($A141=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B141))","v":"  2.2) Creditworthiness"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B141)","v":2},{"$f":"REPT(\" \",D141)&IF($A141=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B141))","v":"  2.2) Creditworthiness"},0]
["FIFU2_3",{"$f":"IF(A142=\"\",\"\",MATCH(A142,tblIndicators!E$2:E$43,0))","v":15},{"$f":"REPT(\" \",D142)&IF($A142=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B142))","v":"  2.3) Revenue and Financial Autonomy"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B142)","v":2},{"$f":"REPT(\" \",D142)&IF($A142=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B142))","v":"  2.3) Revenue and Financial Autonomy"},0]
["FIFU2_4",{"$f":"IF(A143=\"\",\"\",MATCH(A143,tblIndicators!E$2:E$43,0))","v":16},{"$f":"REPT(\" \",D143)&IF($A143=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B143))","v":"  2.4) Expenditure Management"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B143)","v":2},{"$f":"REPT(\" \",D143)&IF($A143=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B143))","v":"  2.4) Expenditure Management"},0]
["FIFU2_5",{"$f":"IF(A144=\"\",\"\",MATCH(A144,tblIndicators!E$2:E$43,0))","v":17},{"$f":"REPT(\" \",D144)&IF($A144=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B144))","v":"  2.5) Management of Debt and Other Obligations"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B144)","v":2},{"$f":"REPT(\" \",D144)&IF($A144=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B144))","v":"  2.5) Management of Debt and Other Obligations"},0]
["UREC",{"$f":"IF(A145=\"\",\"\",MATCH(A145,tblIndicators!E$2:E$43,0))","v":18},{"$f":"REPT(\" \",D145)&IF($A145=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B145))","v":" 3) URBAN ECONOMIES"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B145)","v":1},{"$f":"REPT(\" \",D145)&IF($A145=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B145))","v":" 3) URBAN ECONOMIES"},0]
["UREC3_1",{"$f":"IF(A146=\"\",\"\",MATCH(A146,tblIndicators!E$2:E$43,0))","v":19},{"$f":"REPT(\" \",D146)&IF($A146=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B146))","v":"  3.1) Economic Performance"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B146)","v":2},{"$f":"REPT(\" \",D146)&IF($A146=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B146))","v":"  3.1) Economic Performance"},0]
["UREC3_2",{"$f":"IF(A147=\"\",\"\",MATCH(A147,tblIndicators!E$2:E$43,0))","v":20},{"$f":"REPT(\" \",D147)&IF($A147=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B147))","v":"  3.2) Business Climate, Innovation, and Entrepreneurship"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B147)","v":2},{"$f":"REPT(\" \",D147)&IF($A147=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B147))","v":"  3.2) Business Climate, Innovation, and Entrepreneurship"},0]
["UREC3_3",{"$f":"IF(A148=\"\",\"\",MATCH(A148,tblIndicators!E$2:E$43,0))","v":21},{"$f":"REPT(\" \",D148)&IF($A148=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B148))","v":"  3.3) Labor Force"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B148)","v":2},{"$f":"REPT(\" \",D148)&IF($A148=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B148))","v":"  3.3) Labor Force"},0]
["UREC3_4",{"$f":"IF(A149=\"\",\"\",MATCH(A149,tblIndicators!E$2:E$43,0))","v":22},{"$f":"REPT(\" \",D149)&IF($A149=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B149))","v":"  3.4) Livelihood Opportunities"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B149)","v":2},{"$f":"REPT(\" \",D149)&IF($A149=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B149))","v":"  3.4) Livelihood Opportunities"},0]
["UREC3_5",{"$f":"IF(A150=\"\",\"\",MATCH(A150,tblIndicators!E$2:E$43,0))","v":23},{"$f":"REPT(\" \",D150)&IF($A150=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B150))","v":"  3.5) Income Equality and Shared Prosperity"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B150)","v":2},{"$f":"REPT(\" \",D150)&IF($A150=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B150))","v":"  3.5) Income Equality and Shared Prosperity"},0]
["NERE",{"$f":"IF(A151=\"\",\"\",MATCH(A151,tblIndicators!E$2:E$43,0))","v":24},{"$f":"REPT(\" \",D151)&IF($A151=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B151))","v":" 4) NATURAL ENVIRONMENT AND RESOURCES"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B151)","v":1},{"$f":"REPT(\" \",D151)&IF($A151=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B151))","v":" 4) NATURAL ENVIRONMENT AND RESOURCES"},0]
["NERE4_1",{"$f":"IF(A152=\"\",\"\",MATCH(A152,tblIndicators!E$2:E$43,0))","v":25},{"$f":"REPT(\" \",D152)&IF($A152=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B152))","v":"  4.1) Ecosystems and Biodiversity"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B152)","v":2},{"$f":"REPT(\" \",D152)&IF($A152=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B152))","v":"  4.1) Ecosystems and Biodiversity"},0]
["NERE4_2",{"$f":"IF(A153=\"\",\"\",MATCH(A153,tblIndicators!E$2:E$43,0))","v":26},{"$f":"REPT(\" \",D153)&IF($A153=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B153))","v":"  4.2) Air Quality"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B153)","v":2},{"$f":"REPT(\" \",D153)&IF($A153=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B153))","v":"  4.2) Air Quality"},0]
["NERE4_3",{"$f":"IF(A154=\"\",\"\",MATCH(A154,tblIndicators!E$2:E$43,0))","v":27},{"$f":"REPT(\" \",D154)&IF($A154=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B154))","v":"  4.3) Water Resources Management"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B154)","v":2},{"$f":"REPT(\" \",D154)&IF($A154=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B154))","v":"  4.3) Water Resources Management"},0]
["NERE4_4",{"$f":"IF(A155=\"\",\"\",MATCH(A155,tblIndicators!E$2:E$43,0))","v":28},{"$f":"REPT(\" \",D155)&IF($A155=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B155))","v":"  4.4) Solid Waste Management"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B155)","v":2},{"$f":"REPT(\" \",D155)&IF($A155=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B155))","v":"  4.4) Solid Waste Management"},0]
["NERE4_5",{"$f":"IF(A156=\"\",\"\",MATCH(A156,tblIndicators!E$2:E$43,0))","v":29},{"$f":"REPT(\" \",D156)&IF($A156=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B156))","v":"  4.5) Consumption and Production Patterns"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B156)","v":2},{"$f":"REPT(\" \",D156)&IF($A156=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B156))","v":"  4.5) Consumption and Production Patterns"},0]
["CLAR",{"$f":"IF(A157=\"\",\"\",MATCH(A157,tblIndicators!E$2:E$43,0))","v":30},{"$f":"REPT(\" \",D157)&IF($A157=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B157))","v":" 5) CLIMATE ACTION AND RESILIENCE"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B157)","v":1},{"$f":"REPT(\" \",D157)&IF($A157=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B157))","v":" 5) CLIMATE ACTION AND RESILIENCE"},0]
["CLAR5_1",{"$f":"IF(A158=\"\",\"\",MATCH(A158,tblIndicators!E$2:E$43,0))","v":31},{"$f":"REPT(\" \",D158)&IF($A158=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B158))","v":"  5.1) Greenhouse gas inventory"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B158)","v":2},{"$f":"REPT(\" \",D158)&IF($A158=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B158))","v":"  5.1) Greenhouse gas inventory"},0]
["CLAR5_2",{"$f":"IF(A159=\"\",\"\",MATCH(A159,tblIndicators!E$2:E$43,0))","v":32},{"$f":"REPT(\" \",D159)&IF($A159=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B159))","v":"  5.2) Energy efficiency"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B159)","v":2},{"$f":"REPT(\" \",D159)&IF($A159=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B159))","v":"  5.2) Energy efficiency"},0]
["CLAR5_3",{"$f":"IF(A160=\"\",\"\",MATCH(A160,tblIndicators!E$2:E$43,0))","v":33},{"$f":"REPT(\" \",D160)&IF($A160=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B160))","v":"  5.3) Clean energy"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B160)","v":2},{"$f":"REPT(\" \",D160)&IF($A160=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B160))","v":"  5.3) Clean energy"},0]
["CLAR5_4",{"$f":"IF(A161=\"\",\"\",MATCH(A161,tblIndicators!E$2:E$43,0))","v":34},{"$f":"REPT(\" \",D161)&IF($A161=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B161))","v":"  5.4) Climate change adaptation"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B161)","v":2},{"$f":"REPT(\" \",D161)&IF($A161=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B161))","v":"  5.4) Climate change adaptation"},0]
["CLAR5_5",{"$f":"IF(A162=\"\",\"\",MATCH(A162,tblIndicators!E$2:E$43,0))","v":35},{"$f":"REPT(\" \",D162)&IF($A162=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B162))","v":"  5.5) Disaster risk reduction"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B162)","v":2},{"$f":"REPT(\" \",D162)&IF($A162=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B162))","v":"  5.5) Disaster risk reduction"},0]
["INQL",{"$f":"IF(A163=\"\",\"\",MATCH(A163,tblIndicators!E$2:E$43,0))","v":36},{"$f":"REPT(\" \",D163)&IF($A163=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B163))","v":" 6) INCLUSIVITY AND QUALITY OF LIFE"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B163)","v":1},{"$f":"REPT(\" \",D163)&IF($A163=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B163))","v":" 6) INCLUSIVITY AND QUALITY OF LIFE"},0]
["INQL6_1",{"$f":"IF(A164=\"\",\"\",MATCH(A164,tblIndicators!E$2:E$43,0))","v":37},{"$f":"REPT(\" \",D164)&IF($A164=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B164))","v":"  6.1) Housing"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B164)","v":2},{"$f":"REPT(\" \",D164)&IF($A164=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B164))","v":"  6.1) Housing"},0]
["INQL6_2",{"$f":"IF(A165=\"\",\"\",MATCH(A165,tblIndicators!E$2:E$43,0))","v":38},{"$f":"REPT(\" \",D165)&IF($A165=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B165))","v":"  6.2) Poverty Reduction, Hunger Reduction, and Food Security"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B165)","v":2},{"$f":"REPT(\" \",D165)&IF($A165=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B165))","v":"  6.2) Poverty Reduction, Hunger Reduction, and Food Security"},0]
["INQL6_3",{"$f":"IF(A166=\"\",\"\",MATCH(A166,tblIndicators!E$2:E$43,0))","v":39},{"$f":"REPT(\" \",D166)&IF($A166=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B166))","v":"  6.3) Drinking Water and Sanitation"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B166)","v":2},{"$f":"REPT(\" \",D166)&IF($A166=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B166))","v":"  6.3) Drinking Water and Sanitation"},0]
["INQL6_4",{"$f":"IF(A167=\"\",\"\",MATCH(A167,tblIndicators!E$2:E$43,0))","v":40},{"$f":"REPT(\" \",D167)&IF($A167=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B167))","v":"  6.4) Health and Well-Being"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B167)","v":2},{"$f":"REPT(\" \",D167)&IF($A167=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B167))","v":"  6.4) Health and Well-Being"},0]
["INQL6_5",{"$f":"IF(A168=\"\",\"\",MATCH(A168,tblIndicators!E$2:E$43,0))","v":41},{"$f":"REPT(\" \",D168)&IF($A168=\"\",\"\",INDEX(tblIndicators!AK$2:AK$43,$B168))","v":"  6.5) Safety"},{"$f":"INDEX(tblIndicators!$G$2:$G$43,B168)","v":2},{"$f":"REPT(\" \",D168)&IF($A168=\"\",\"\",INDEX(tblIndicators!AL$2:AL$43,$B168))","v":"  6.5) Safety"},0]
[]
[]
[]
["Scatter_Plot_Y"]
[]
[{"$f":"tblIndicators!D44","v":"PI01"},{"$f":"IF(A174=\"\",\"\",MATCH(A174,tblIndicators!E$44:E$116,0))","v":1},{"$f":"REPT(\" \",D174)&IF($A174=\"\",\"\",INDEX(tblIndicators!AK$44:AK$116,$B174))","v":"  PI01) Population"},{"$f":"INDEX(tblIndicators!$G$44:$G$116,B174)","v":2},{"$f":"REPT(\" \",D174)&IF($A174=\"\",\"\",INDEX(tblIndicators!AL$44:AL$116,$B174))","v":"  Population"},{"$f":"F128","v":0},{"$f":"INDEX(tblIndicators!Y$44:Y$116,$B174)","v":"people"}]
[{"$f":"tblIndicators!D45","v":"PI02"},{"$f":"IF(A175=\"\",\"\",MATCH(A175,tblIndicators!E$44:E$116,0))","v":2},{"$f":"REPT(\" \",D175)&IF($A175=\"\",\"\",INDEX(tblIndicators!AK$44:AK$116,$B175))","v":"  PI02) City's GDP per capita (US$/capita)"},{"$f":"INDEX(tblIndicators!$G$44:$G$116,B175)","v":2},{"$f":"REPT(\" \",D175)&IF($A175=\"\",\"\",INDEX(tblIndicators!AL$44:AL$116,$B175))","v":"  City's GDP per capita (US$/capita)"},{"$f":"F129","v":0},{"$f":"INDEX(tblIndicators!Y$44:Y$116,$B175)","v":"US$/capita"}]
[{"$f":"tblIndicators!D46","v":"PI03"},{"$f":"IF(A176=\"\",\"\",MATCH(A176,tblIndicators!E$44:E$116,0))","v":3},{"$f":"REPT(\" \",D176)&IF($A176=\"\",\"\",INDEX(tblIndicators!AK$44:AK$116,$B176))","v":"  PI03) Average annual growth (GDP) rate in the past 10 years (%)"},{"$f":"INDEX(tblIndicators!$G$44:$G$116,B176)","v":2},{"$f":"REPT(\" \",D176)&IF($A176=\"\",\"\",INDEX(tblIndicators!AL$44:AL$116,$B176))","v":"  Average annual growth (GDP) rate in the past 10 years (%)"},0,{"$f":"INDEX(tblIndicators!Y$44:Y$116,$B176)","v":"%"}]
[{"$f":"tblIndicators!D47","v":"PI04"},{"$f":"IF(A177=\"\",\"\",MATCH(A177,tblIndicators!E$44:E$116,0))","v":4},{"$f":"REPT(\" \",D177)&IF($A177=\"\",\"\",INDEX(tblIndicators!AK$44:AK$116,$B177))","v":"  PI04) Income Gini coefficient"},{"$f":"INDEX(tblIndicators!$G$44:$G$116,B177)","v":2},{"$f":"REPT(\" \",D177)&IF($A177=\"\",\"\",INDEX(tblIndicators!AL$44:AL$116,$B177))","v":"  Income Gini coefficient"},0,{"$f":"INDEX(tblIndicators!Y$44:Y$116,$B177)","v":"(0 - 1)"}]
[{"$f":"tblIndicators!D48","v":"PI05"},{"$f":"IF(A178=\"\",\"\",MATCH(A178,tblIndicators!E$44:E$116,0))","v":5},{"$f":"REPT(\" \",D178)&IF($A178=\"\",\"\",INDEX(tblIndicators!AK$44:AK$116,$B178))","v":"  PI05) Annual CO2 equivalent emissions per capita (tCO2/capita)"},{"$f":"INDEX(tblIndicators!$G$44:$G$116,B178)","v":2},{"$f":"REPT(\" \",D178)&IF($A178=\"\",\"\",INDEX(tblIndicators!AL$44:AL$116,$B178))","v":"  Annual CO2 equivalent emissions per capita (tCO2/capita)"},0,{"$f":"INDEX(tblIndicators!Y$44:Y$116,$B178)","v":"tCO2/capita"}]
[]
[]
["Weights Dropdown",1]
[]
[null,{"$f":"INDEX(C183:E183,$B$181)","v":"EIU Default"},{"$f":"iWeights1!A3","v":"EIU Default"}]
[null,"Spare#1",{"$f":"iWeights1!A4","v":"Spare#1"}]
[null,"Spare#2",{"$f":"iWeights1!A5","v":"Spare#2"}]
[null,"Spare#3",{"$f":"iWeights1!A6","v":"Spare#3"}]
[null,"Spare#4",{"$f":"iWeights1!A7","v":"Spare#4"}]
[null,"Spare#5",{"$f":"iWeights1!A8","v":"Spare#5"}]
[null,"Spare#6",{"$f":"iWeights1!A9","v":"Spare#6"}]
[null,"Spare#7",{"$f":"iWeights1!A10","v":"Spare#7"}]
[]
[]
[]
[]
[]
["COUNTRY COMPARE Spider Positions"]
[]
[null,1]
[null,2]
[null,3]
[null,4]
[null,5]
[null,6]
[null,7]
[null,8]
[]
["BOLD  WORDS",null,{"$f":"uxb_works!B115","v":1}]
[null,null,{"$f":"SUM(B209:B217)","v":8}]
[1,{"$f":"IF(C209=\"\",0,1)","v":1},{"$f":"IF(INDEX($D$209:$I$217,A209,$C$207)=\"\",\"\",INDEX($D$209:$I$217,A209,$C$207))","v":"Description:"},"Description:","Other_1"]
[2,{"$f":"IF(C210=\"\",0,1)","v":1},"Scoring Guidance:","Scoring Guidance:","Other_2"]
[3,1,"Units:","Units:","Other_3"]
[4,1,"Source:","Source:","Other_4"]
[5,1,"Question:","Question:","Other_5"]
[6,1,"Year:","Year:","Other_6"]
[7,1,"Justifications: ","Justifications: ","Other_7"]
[8,1,"References:","References:","Other_8"]
[9,0,"",null,"Other_9"]
[]
[]
[]
["Indicators with text"]
[]
[null,"x.x"]
[]
[]
[]
["Emerging"]
["Consolidating"]
["Advanced"]
["Sustainable"]
[]
[]
[]
[]
[]
["ALL BACKGROUND INDICATORS"]
[]
[1,"Population","people"]
[2,"Annual growth rate of the local population (%)","%"]
[3,"Age dependency ratio (% of working-age population)","% of working-age population"]
[4,"Years since land use plan was reviewed and updated (Years)","Years"]
[5,"Total city built up area (km2)","KM2"]
[6,"Percentage of urban population living in slums (%)","%"]
[7,"Percentage of households that declare they have access to public means of transport within 0.5 km. (%)","%"]
[8,"Number of World Heritage sites within 100 km (UNESCO World Heritage Sites)","World Heritage Sites"]
[9,"Credit rating or shadow credit rating on the national credit rating scale of the country (rating - agency)"]
[10,"Own source revenue (million US$)","million US$"]
[11,"Total capital expenditures (million US$)","million US$"]
[12,"Debt service payments (million US$)","million US$"]
[13,"City's GDP per capita (US$/capita)","US$/capita"]
[14,"Average annual growth (GDP) rate in the past 10 years (%)","%"]
[15,"Number of days to obtain a business license (days)","days"]
[16,"Labor force by education level (% / level)","% / level"]
[17,"Unemployment rate as a share of the labor force (%)","%"]
[18,"Income Gini coefficient","(0 - 1)"]
[19,"Hectares of permanent green space per 100,000 city residents (ha)","ha"]
[20,"Annual mean level of fine particulate matter in the city (Annual mean, ug/m3 PM2.5 and PM10)","ug/m3"]
[21,"Annual household water consumption for all sectors (US$ Million)","Million US$"]
[22,"Total solid waste generation per capita (kg /capita/day)","kg/capita/day"]
[23,"Material footprint per capita (metric tons)","metric tons"]
[24,"Annual CO2 equivalent emissions per capita (tCO2/capita)","tCO2/capita"]
[25,"Total final energy consumption (GJ per capita)","GJ per capita"]
[26,"Percentage of total energy derived from renewable sources, as share of city’s total\nfinal energy consumption (%)","%"]
[27,"10-year average of direct disaster economic loss\n(,000 US$)",",000 US$"]
[28,"Housing shortage (number of housing units/number of households)"]
[29,"Percentage of malnourished children under five (% of children under five)","% of children under five"]
[30,"People using safely managed drinking water services (% of population)","% of population"]
[31,"Total public and primary private health insurance coverage (% of total population covered)","% of total population"]

{"sheet":"tblIndicators","index":19,"n_rows":48,"n_cols":48,"rows_kept":48,"cut":false,"hidden":true,"merged":[]}
["line","IS_BG","Category_Number",null,"INDI_CODE","PARENT_CODE","depth",null,"INDICATOR_DISPLAY_LONG","NDICATOR_DROPDOWN_(SHORT)","Length","WeightedSum Definition","Short_Names",null,"Compound description","Definition/Policy Questions","Guidance Notes","Policy Question","BG Row","Source","Country Specific Ref and or Notes","Indicator Style For Indi Rank","Qual=2/Quant=1",null,"Units","Year","HIGH=Good","Format","Data D.P.",null,"HIGH_IS","NORM_ID (1=sumproduct, 2=min max set by data values, 3=min max set by user here)","HIGH_IS","If NORM = 3 Set Max",null,null,"REF_INDI","REF_INDI","PARENT_COAFE","Weight_row","Weight_nom","Weight-%",null,4,3,2,1,0]
[1,0,null,null,"OVERALL",{"$f":"E2","v":"OVERALL"},0,null,"Overview",{"$f":"IF(M2=\"\",I2,M2)","v":"Overview"},{"$f":"MATCH(MAX(K3:K42),$K$3:$K$42,0)","v":37},{"$f":"\"The overall score is the weighted sum of the following dimension scores:\n\n\"&AL3&\"\n\"&AL13&\"\n\"&AL19&\"\n\"&AL25&\"\n\"&AL31&\"\n\"&AL37&\"\"","v":"The overall score is the weighted sum of the following dimension scores:\n\n1) GOVERNANCE AND INTEGRATED URBAN PLANNING\n2) FISCAL SUSTAINABILITY\n3) URBAN ECONOMIES\n4) NATURAL ENVIRONMENT AND RESOURCES\n5) CLIMATE ACTION AND RESILIENCE\n6) INCLUSIVITY AND QUALITY OF LIFE"},null,null,{"$f":"IF(AF2=1,L2,P2)","v":"The overall score is the weighted sum of the following dimension scores:\n\n1) GOVERNANCE AND INTEGRATED URBAN PLANNING\n2) FISCAL SUSTAINABILITY\n3) URBAN ECONOMIES\n4) NATURAL ENVIRONMENT AND RESOURCES\n5) CLIMATE ACTION AND RESILIENCE\n6) INCLUSIVITY AND QUALITY OF LIFE"},null,null,null,{"$f":"IF(ISERROR(MATCH(R2,$S$44:$S$48,0)),\"-\",MATCH(R2,$S$44:$S$48,0))","v":"-"},"EIU Calculation",0,{"$f":"IF(AF2=1,1,IF(ISERROR(MATCH(D2,tblIndiSets!$B$223:$B$269,0)),2,3))","v":1},2,null,{"$f":"IF(V2=1,\"\",#REF!)","v":""},null,null,{"$f":"CHOOSE($AC2+1,\"0\",\"0.0\",\"0.00\")","v":"0.0"},1,null,{"$f":"IF(AA2=\"\",\"\",IF(AA2=\"High = good\",0,1))","v":""},1,null,null,null,null,"OVERVIEW","OVERVIEW","OVERVIEW",null,null,null,4,{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AR$1)","v":"Sustainable"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AS$1)","v":"Advanced"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AT$1)","v":"Consolidating"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AU$1)","v":"Emerging"}]
[{"$f":"A2+1","v":2},0,{"$f":"IFERROR(VALUE(LEFT(D3,1)),LEFT(D3,1))","v":1},1,"GIUP",{"$f":"$E$2","v":"OVERALL"},1,1,"Governance and Integrated Urban Planning",{"$f":"I3","v":"Governance and Integrated Urban Planning"},{"$f":"LEN(I3)","v":40},{"$f":"\"The dimension score is the weighted sum of the following focus areas scores:\n\n\"&AL4&\"\n\"&AL5&\"\n\"&AL6&\"\n\"&AL7&\"\n\"&AL8&\"\n\"&AL9&\"\n\"&AL10&\"\n\"&AL11&\"\n\"&AL12&\"\"","v":"The dimension score is the weighted sum of the following focus areas scores:\n\n1.1) Vision and Long-term Strategic Planning\n1.2) Stakeholder participation\n1.3) Data Management\n1.4) Trend Analyses\n1.5) Land Use and Zoning\n1.6) Urban Growth Patterns\n1.7) Informal Settlements\n1.8) Transport and Mobility Integrated with Land Use\n1.9) Cultural Heritage"},null,null,{"$f":"IF(AF3=1,L3,P3)","v":"The dimension score is the weighted sum of the following focus areas scores:\n\n1.1) Vision and Long-term Strategic Planning\n1.2) Stakeholder participation\n1.3) Data Management\n1.4) Trend Analyses\n1.5) Land Use and Zoning\n1.6) Urban Growth Patterns\n1.7) Informal Settlements\n1.8) Transport and Mobility Integrated with Land Use\n1.9) Cultural Heritage"},"Is there a city-level strategic plan that provides a clear long-term vision for the future?\n\n",null,null,"-","EIU Calculation\n\n",0,{"$f":"IF(AF3=1,1,IF(ISERROR(MATCH(D3,tblIndiSets!$B$223:$B$269,0)),2,3))","v":1},2,null,null,null,null,{"$f":"CHOOSE($AC3+1,\"0\",\"0.0\",\"0.00\")","v":"0.0"},1,null,{"$f":"IF(AA3=\"\",\"\",IF(AA3=\"High = good\",0,1))","v":""},1,null,null,null,null,{"$f":"IF(H3=\"\",I3,CONCATENATE(D3,\") \",IF(G3>=2,I3,UPPER(I3))))","v":"1) GOVERNANCE AND INTEGRATED URBAN PLANNING"},{"$f":"IF(H3=\"\",J3,CONCATENATE(D3,\") \",IF(G3>=2,J3,UPPER(J3))))","v":"1) GOVERNANCE AND INTEGRATED URBAN PLANNING"},"OVERVIEW",{"$f":"MATCH($E3,Weights!$C$13:$C$60,0)","v":1},{"$f":"IF(ISERROR($AN3),1,INDEX(Weights!$G$13:$G$60,$AN3))","v":1},{"$f":"IF(ISERROR(AO3/SUMIF($F$2:$F$42,$F3,AO$2:AO$42)),0,AO3/SUMIF($F$2:$F$42,$F3,AO$2:AO$42))","v":0.16666666666666666},4,{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AR$1)","v":"Sustainable"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AS$1)","v":"Advanced"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AT$1)","v":"Consolidating"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AU$1)","v":"Emerging"}]
[{"$f":"A3+1","v":3},0,{"$f":"IFERROR(VALUE(LEFT(D4,1)),LEFT(D4,1))","v":1},1.1000000000000001,{"$f":"$E$3&H4","v":"GIUP1_1"},{"$f":"$E$3","v":"GIUP"},2,"1_1","Vision and Long-term Strategic Planning",{"$f":"I4","v":"Vision and Long-term Strategic Planning"},39,null,null,null,"Is there a city-level strategic plan that provides a clear long-term vision for the future?","Is there a city-level strategic plan that provides a clear long-term vision for the future?","A city-level strategic plan establishes a long-term vision for the future. It identifies key issues, challenges, and choices to be addressed as part of the strategic planning effort. It includes clear and measurable accomplishments with intermediate goals, milestones, and procedures for monitoring progress.",1,1,"Policy Survey",1,{"$f":"IF(AF4=1,1,IF(ISERROR(MATCH(D4,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"1.1) Vision and Long-term Strategic Planning","1.1) Vision and Long-term Strategic Planning",{"$f":"$AL$3","v":"1) GOVERNANCE AND INTEGRATED URBAN PLANNING"},{"$f":"MATCH($E4,Weights!$C$13:$C$60,0)","v":10},{"$f":"IF(ISERROR($AN4),1,INDEX(Weights!$G$13:$G$60,$AN4))","v":1},0.1111111111111111,3,"Yes","Somewhat","No"]
[4,0,1,1.2,"GIUP1_2",{"$f":"$E$3","v":"GIUP"},2,"1_2","Stakeholder participation","Stakeholder participation",25,null,null,null,"Is there a structure that allows civil society to directly participate in urban planning and management?","Is there a structure that allows civil society to directly participate in urban planning and management?","This question aims to establish if the city seeks participation from key stakeholders for its projects. We are looking for a mechanism in place through which civil society can participate in the decision-making process that meets regularly and operates democratically. ",2,"-","Policy Survey",1,{"$f":"IF(AF5=1,1,IF(ISERROR(MATCH(D5,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"1.2) Stakeholder participation","1.2) Stakeholder participation",{"$f":"$AL$3","v":"1) GOVERNANCE AND INTEGRATED URBAN PLANNING"},{"$f":"MATCH($E5,Weights!$C$13:$C$60,0)","v":11},{"$f":"IF(ISERROR($AN5),1,INDEX(Weights!$G$13:$G$60,$AN5))","v":1},0.1111111111111111,3,"Yes","Somewhat","No"]
[5,0,1,1.3,"GIUP1_3","GIUP",2,"1_3","Data Management","Data Management",15,null,null,null,"Is there a publicly-accessible platform for georeferenced data at the city level?","Is there a publicly-accessible platform for georeferenced data at the city level?","The question aims to establish if the city has a public website where it has city-level statistics and if this data is associated with locations in physical space. So for example if there are statistics on the number of schools, whether you can find a map where the schools are located. ",3,"-","Policy Survey",1,{"$f":"IF(AF6=1,1,IF(ISERROR(MATCH(D6,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"1.3) Data Management","1.3) Data Management","1) GOVERNANCE AND INTEGRATED URBAN PLANNING",{"$f":"MATCH($E6,Weights!$C$13:$C$60,0)","v":12},{"$f":"IF(ISERROR($AN6),1,INDEX(Weights!$G$13:$G$60,$AN6))","v":1},0.1111111111111111,3,"Yes","Somewhat","No"]
[6,0,1,1.4,"GIUP1_4","GIUP",2,"1_4","Trend Analyses","Trend Analyses",14,null,null,null,"Is there evidence of data sets and trend analyses being used to inform city-level planning activities? ","Is there evidence of data sets and trend analyses being used to inform city-level planning activities? ","This question aims to establish whether there is data and forecasts to analyse the city's future trends in the following areas: \n1. Population growth \n2. Employment\n3. Ageing ",4,"-","Policy Survey",1,{"$f":"IF(AF7=1,1,IF(ISERROR(MATCH(D7,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"1.4) Trend Analyses","1.4) Trend Analyses","1) GOVERNANCE AND INTEGRATED URBAN PLANNING",{"$f":"MATCH($E7,Weights!$C$13:$C$60,0)","v":13},{"$f":"IF(ISERROR($AN7),1,INDEX(Weights!$G$13:$G$60,$AN7))","v":1},0.1111111111111111,3,"Yes","Somewhat","No"]
[7,0,1,1.5,"GIUP1_5","GIUP",2,"1_5","Land Use and Zoning","Land Use and Zoning",19,null,null,null,"Does the city have up-to-date land use plans and institutional capacity (an agency or committee) to monitor their implementation? ","Does the city have up-to-date land use plans and institutional capacity (an agency or committee) to monitor their implementation? ","This question aims to establish whether there is a land-use or/and zoning plan that controls development accross all parts of the city and whether this zoning plan actually gets enforced by an authority.  ",5,"-","Policy Survey",1,{"$f":"IF(AF8=1,1,IF(ISERROR(MATCH(D8,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"1.5) Land Use and Zoning","1.5) Land Use and Zoning","1) GOVERNANCE AND INTEGRATED URBAN PLANNING",{"$f":"MATCH($E8,Weights!$C$13:$C$60,0)","v":14},{"$f":"IF(ISERROR($AN8),1,INDEX(Weights!$G$13:$G$60,$AN8))","v":1},0.1111111111111111,3,"Yes","Somewhat","No"]
[8,0,1,1.6,"GIUP1_6","GIUP",2,"1_6","Urban Growth Patterns","Urban Growth Patterns",21,null,null,null,"Does the city have plans in place to limit urban sprawl and encourage increasing urban density?","Does the city have plans in place to limit urban sprawl and encourage increasing urban density?","This question aims to establish whether the land-use plan or any other policies limit the growth of the city's sprawl. In particular look for any mention of a floor area ration (FAR) which limits a building's total floor area (gross floor area) depending on the size of the piece of land upon which it is built. ",6,"-","Policy Survey",1,{"$f":"IF(AF9=1,1,IF(ISERROR(MATCH(D9,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"1.6) Urban Growth Patterns","1.6) Urban Growth Patterns","1) GOVERNANCE AND INTEGRATED URBAN PLANNING",{"$f":"MATCH($E9,Weights!$C$13:$C$60,0)","v":15},{"$f":"IF(ISERROR($AN9),1,INDEX(Weights!$G$13:$G$60,$AN9))","v":1},0.1111111111111111,3,"Yes","Somewhat","No"]
[9,0,1,1.7,"GIUP1_7","GIUP",2,"1_7","Informal Settlements","Informal Settlements",20,null,null,null,"Does the city have policies in place to prevent and rehabilitate informal settlements?","Does the city have policies in place to prevent and rehabilitate informal settlements?","We are looking for evidence of a policy or program that determines the number of people living in informal settlements or slums and outlines actions to reduce it/prevent it from growing. ",7,"-","Policy Survey",1,{"$f":"IF(AF10=1,1,IF(ISERROR(MATCH(D10,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"1.7) Informal Settlements","1.7) Informal Settlements","1) GOVERNANCE AND INTEGRATED URBAN PLANNING",{"$f":"MATCH($E10,Weights!$C$13:$C$60,0)","v":16},{"$f":"IF(ISERROR($AN10),1,INDEX(Weights!$G$13:$G$60,$AN10))","v":1},0.1111111111111111,3,"Yes","Somewhat","No"]
[10,0,1,1.8,"GIUP1_8","GIUP",2,"1_8","Transport and Mobility Integrated with Land Use","Transport and Mobility Integrated with Land Use",47,null,null,null,"Is there an up-to date transport master plan that enables authorities to measure and monitor the development of the transportation system?","Is there an up-to date transport master plan that enables authorities to measure and monitor the development of the transportation system?","We are looking for evidence of a plan monitoring the transportation system and guiding public transportation efforts.",8,"-","Policy Survey",1,{"$f":"IF(AF11=1,1,IF(ISERROR(MATCH(D11,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"1.8) Transport and Mobility Integrated with Land Use","1.8) Transport and Mobility Integrated with Land Use","1) GOVERNANCE AND INTEGRATED URBAN PLANNING",{"$f":"MATCH($E11,Weights!$C$13:$C$60,0)","v":17},{"$f":"IF(ISERROR($AN11),1,INDEX(Weights!$G$13:$G$60,$AN11))","v":1},0.1111111111111111,3,"Yes","Somewhat","No",1,0]
[11,0,1,1.9,"GIUP1_9","GIUP",2,"1_9","Cultural Heritage","Cultural Heritage",17,null,null,null,"Are there policies and plans in place to protect and conserve cultural and historical heritage? ","Are there policies and plans in place to protect and conserve cultural and historical heritage? ","We are looking for evidence that there is a program and financing in place to protect cultural and historical heritage",9,"-","Policy Survey",1,{"$f":"IF(AF12=1,1,IF(ISERROR(MATCH(D12,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"1.9) Cultural Heritage","1.9) Cultural Heritage","1) GOVERNANCE AND INTEGRATED URBAN PLANNING",{"$f":"MATCH($E12,Weights!$C$13:$C$60,0)","v":18},{"$f":"IF(ISERROR($AN12),1,INDEX(Weights!$G$13:$G$60,$AN12))","v":1},0.1111111111111111,3,"Yes","Somewhat","No"]
[12,0,2,2,"FIFU",{"$f":"$E$2","v":"OVERALL"},1,2,"Fiscal Sustainability","Fiscal Sustainability",21,{"$f":"\"The dimension score is the weighted sum of the following focus areas scores:\n\n\"&AL14&\"\n\"&AL15&\"\n\"&AL16&\"\n\"&AL17&\"\n\"&AL18&\"\"","v":"The dimension score is the weighted sum of the following focus areas scores:\n\n2.1) Accountability and Transparency\n2.2) Creditworthiness\n2.3) Revenue and Financial Autonomy\n2.4) Expenditure Management\n2.5) Management of Debt and Other Obligations"},null,null,"The dimension score is the weighted sum of the following focus areas scores:\n\n2.1) Accountability and Transparency\n2.2) Creditworthiness\n2.3) Revenue and Financial Autonomy\n2.4) Expenditure Management\n2.5) Management of Debt and Other Obligations",null,null,null,"-","EIU Calculation",0,{"$f":"IF(AF13=1,1,IF(ISERROR(MATCH(D13,tblIndiSets!$B$223:$B$269,0)),2,3))","v":1},2,null,null,null,null,"0.0",1,null,"",1,null,null,null,null,"2) FISCAL SUSTAINABILITY","2) FISCAL SUSTAINABILITY","OVERVIEW",{"$f":"MATCH($E13,Weights!$C$13:$C$60,0)","v":2},{"$f":"IF(ISERROR($AN13),1,INDEX(Weights!$G$13:$G$60,$AN13))","v":1},0.16666666666666666,4,{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AR$1)","v":"Sustainable"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AS$1)","v":"Advanced"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AT$1)","v":"Consolidating"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AU$1)","v":"Emerging"}]
[13,0,2,2.1,{"$f":"$E$13&H14","v":"FIFU2_1"},{"$f":"$E$13","v":"FIFU"},2,"2_1","Accountability and Transparency","Accountability and Transparency",31,null,null,null,"Is there an accountability framework in the city?","Is there an accountability framework in the city?","We are looking for accountability mechanisms that promote for example open data (e.g. through a website documenting local governemnt activities/budgets) and/or participatory mechanisms of enforcement (e.g. freedom of information acts or online platforms allowing citizens to enquire about government spending and/or public works and services. ",10,"-","Policy Survey",1,{"$f":"IF(AF14=1,1,IF(ISERROR(MATCH(D14,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"2.1) Accountability and Transparency","2.1) Accountability and Transparency",{"$f":"$AL$13","v":"2) FISCAL SUSTAINABILITY"},{"$f":"MATCH($E14,Weights!$C$13:$C$60,0)","v":20},{"$f":"IF(ISERROR($AN14),1,INDEX(Weights!$G$13:$G$60,$AN14))","v":1},0.2,3,"Yes","Somewhat","No"]
[14,0,2,2.2000000000000002,{"$f":"$E$13&H15","v":"FIFU2_2"},{"$f":"$E$13","v":"FIFU"},2,"2_2","Creditworthiness","Creditworthiness",16,null,null,null,"Does this city have a credit rating?","Does this city have a credit rating?","We would want to first figure out if the country has a national scale credit rating. See https://www.spratings.com/en_US/products/-/product-detail/national-and-regional-scale-credit-ratings. ",11,"-","Policy Survey",1,{"$f":"IF(AF15=1,1,IF(ISERROR(MATCH(D15,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"2.2) Creditworthiness","2.2) Creditworthiness",{"$f":"$AL$13","v":"2) FISCAL SUSTAINABILITY"},{"$f":"MATCH($E15,Weights!$C$13:$C$60,0)","v":21},{"$f":"IF(ISERROR($AN15),1,INDEX(Weights!$G$13:$G$60,$AN15))","v":1},0.2,3,"Yes","Somewhat","No"]
[15,0,2,2.2999999999999998,"FIFU2_3","FIFU",2,"2_3","Revenue and Financial Autonomy","Revenue and Financial Autonomy",30,null,null,null,"Is the city financially autonomous (as opposed to dependent on other levels of government) for its overall financing?","Is the city financially autonomous (as opposed to dependent on other levels of government) for its overall financing?","We want to figure whether local authorities collect their own taxes or are they mostly dependent on Federal budget",12,"-","Policy Survey",1,{"$f":"IF(AF16=1,1,IF(ISERROR(MATCH(D16,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"2.3) Revenue and Financial Autonomy","2.3) Revenue and Financial Autonomy","2) FISCAL SUSTAINABILITY",{"$f":"MATCH($E16,Weights!$C$13:$C$60,0)","v":22},{"$f":"IF(ISERROR($AN16),1,INDEX(Weights!$G$13:$G$60,$AN16))","v":1},0.2,3,"Yes","Somewhat","No"]
[16,0,2,2.4,"FIFU2_4","FIFU",2,"2_4","Expenditure Management","Expenditure Management",22,null,null,null,"Does the city have operating and capital investment plans that guide the preparation and execution of annual operating and capital budgets?","Does the city have operating and capital investment plans that guide the preparation and execution of annual operating and capital budgets?","TBA",13,2,"Policy Survey",1,{"$f":"IF(AF17=1,1,IF(ISERROR(MATCH(D17,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"2.4) Expenditure Management","2.4) Expenditure Management","2) FISCAL SUSTAINABILITY",{"$f":"MATCH($E17,Weights!$C$13:$C$60,0)","v":23},{"$f":"IF(ISERROR($AN17),1,INDEX(Weights!$G$13:$G$60,$AN17))","v":1},0.2,3,"Yes","Somewhat","No"]
[17,0,2,2.5,"FIFU2_5","FIFU",2,"2_5","Management of Debt and Other Obligations","Management of Debt and Other Obligations",40,null,null,null,"Is the city's debt level deemed sustainable by ratings agencies and/or independent watchdogs?","Is the city's debt level deemed sustainable by ratings agencies and/or independent watchdogs?","TBA",14,3,"Policy Survey",1,{"$f":"IF(AF18=1,1,IF(ISERROR(MATCH(D18,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"2.5) Management of Debt and Other Obligations","2.5) Management of Debt and Other Obligations","2) FISCAL SUSTAINABILITY",{"$f":"MATCH($E18,Weights!$C$13:$C$60,0)","v":24},{"$f":"IF(ISERROR($AN18),1,INDEX(Weights!$G$13:$G$60,$AN18))","v":1},0.2,3,"Yes","Somewhat","No"]
[18,0,3,3,"UREC",{"$f":"$E$2","v":"OVERALL"},1,3,"Urban Economies","Urban Economies",15,{"$f":"\"The dimension score is the weighted sum of the following focus areas scores:\n\n\"&AL20&\"\n\"&AL21&\"\n\"&AL22&\"\n\"&AL23&\"\n\"&AL24&\"\"","v":"The dimension score is the weighted sum of the following focus areas scores:\n\n3.1) Economic Performance\n3.2) Business Climate, Innovation, and Entrepreneurship\n3.3) Labor Force\n3.4) Livelihood Opportunities\n3.5) Income Equality and Shared Prosperity"},null,null,"The dimension score is the weighted sum of the following focus areas scores:\n\n3.1) Economic Performance\n3.2) Business Climate, Innovation, and Entrepreneurship\n3.3) Labor Force\n3.4) Livelihood Opportunities\n3.5) Income Equality and Shared Prosperity",null,null,null,"-","EIU Calculation",0,{"$f":"IF(AF19=1,1,IF(ISERROR(MATCH(D19,tblIndiSets!$B$223:$B$269,0)),2,3))","v":1},2,null,null,null,null,"0.0",1,null,"",1,null,null,null,null,"3) URBAN ECONOMIES","3) URBAN ECONOMIES","OVERVIEW",{"$f":"MATCH($E19,Weights!$C$13:$C$60,0)","v":3},{"$f":"IF(ISERROR($AN19),1,INDEX(Weights!$G$13:$G$60,$AN19))","v":1},0.16666666666666666,4,{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AR$1)","v":"Sustainable"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AS$1)","v":"Advanced"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AT$1)","v":"Consolidating"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AU$1)","v":"Emerging"}]
[19,0,3,3.1,{"$f":"$E$19&H20","v":"UREC3_1"},{"$f":"$E$19","v":"UREC"},2,"3_1","Economic Performance","Economic Performance",20,null,null,null,"Is there an economic plan or strategy to promote economic growth in different sectors of the city's economy?","Is there an economic plan or strategy to promote economic growth in different sectors of the city's economy?","In your justification list the two or three most important sectors of the economy and reflect whether the growth in these sectors has been driven by a strategic intervention from the city government. ",15,"-","Policy Survey",1,{"$f":"IF(AF20=1,1,IF(ISERROR(MATCH(D20,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"3.1) Economic Performance","3.1) Economic Performance",{"$f":"$AL$19","v":"3) URBAN ECONOMIES"},{"$f":"MATCH($E20,Weights!$C$13:$C$60,0)","v":26},{"$f":"IF(ISERROR($AN20),1,INDEX(Weights!$G$13:$G$60,$AN20))","v":1},0.2,3,"Yes","Somewhat","No"]
[20,0,3,3.2,{"$f":"$E$19&H21","v":"UREC3_2"},{"$f":"$E$19","v":"UREC"},2,"3_2","Business Climate, Innovation, and Entrepreneurship","Business Climate, Innovation, and Entrepreneurship",50,null,null,null,"Is the regulatory environment of the city conducive to starting and operating local firms relative to the rest of the country  (i.e. ease of doing business)?","Is the regulatory environment of the city conducive to starting and operating local firms relative to the rest of the country  (i.e. ease of doing business)?","The section of \"Starting a Business\" of the WB Doing Business report looks at paid-in minimum capital requirement, number of procedures, time and cost for a small- to medium-sized limited liability company to start up and formally operate in economy’s largest business city. In order to score this question we would want to know if local regulation differs from that in the largest business city of the country. You can look at the Methodology and some subnational reports of Doing Business in http://www.doingbusiness.org/en/reports/subnational-reports ",16,"-","Policy Survey",1,{"$f":"IF(AF21=1,1,IF(ISERROR(MATCH(D21,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"3.2) Business Climate, Innovation, and Entrepreneurship","3.2) Business Climate, Innovation, and Entrepreneurship",{"$f":"$AL$19","v":"3) URBAN ECONOMIES"},{"$f":"MATCH($E21,Weights!$C$13:$C$60,0)","v":27},{"$f":"IF(ISERROR($AN21),1,INDEX(Weights!$G$13:$G$60,$AN21))","v":1},0.2,3,"Yes","Somewhat","No"]
[21,0,3,3.3,"UREC3_3","UREC",2,"3_3","Labor Force","Labor Force",11,null,null,null,"Are there city-led policy programmes in place to  match the labor force level of skill to the current and emerging employment opportunities?","Are there city-led policy programmes in place to  match the labor force level of skill to the current and emerging employment opportunities?","We are looking for programmes such as apprentiships or training programs.",17,"-","Policy Survey",1,{"$f":"IF(AF22=1,1,IF(ISERROR(MATCH(D22,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"3.3) Labor Force","3.3) Labor Force","3) URBAN ECONOMIES",{"$f":"MATCH($E22,Weights!$C$13:$C$60,0)","v":28},{"$f":"IF(ISERROR($AN22),1,INDEX(Weights!$G$13:$G$60,$AN22))","v":1},0.2,3,"Yes","Somewhat","No","No"]
[22,0,3,3.4,"UREC3_4","UREC",2,"3_4","Livelihood Opportunities","Livelihood Opportunities",24,null,null,null,"Are there labor policies in place to deter discrimination and promote fair employment conditions?","Are there labor policies in place to deter discrimination and promote fair employment conditions?","Most legal measures related to discrimation are addressed at a federal level, however we are looking for local programs or efforts to promote employment among vulnerable populations such as ethnic minorities, women, or/and people with disabilities.",18,4,"Policy Survey",1,{"$f":"IF(AF23=1,1,IF(ISERROR(MATCH(D23,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"3.4) Livelihood Opportunities","3.4) Livelihood Opportunities","3) URBAN ECONOMIES",{"$f":"MATCH($E23,Weights!$C$13:$C$60,0)","v":29},{"$f":"IF(ISERROR($AN23),1,INDEX(Weights!$G$13:$G$60,$AN23))","v":1},0.2,3,"Yes","Somewhat","No"]
[23,0,3,3.5,"UREC3_5","UREC",2,"3_5","Income Equality and Shared Prosperity","Income Equality and Shared Prosperity",37,null,null,null,"Is there a government effort to ensure that the provision of public services reaches all urban areas?","Is there a government effort to ensure that the provision of public services reaches all urban areas?","This question aims to determine if there is a pattern of income disparity accross the city and whether the local government reinforces this pattern by providing better services (infrastructure, education, health, etc.) to certain areas of the city over others",19,"-","Policy Survey",1,{"$f":"IF(AF24=1,1,IF(ISERROR(MATCH(D24,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"3.5) Income Equality and Shared Prosperity","3.5) Income Equality and Shared Prosperity","3) URBAN ECONOMIES",{"$f":"MATCH($E24,Weights!$C$13:$C$60,0)","v":30},{"$f":"IF(ISERROR($AN24),1,INDEX(Weights!$G$13:$G$60,$AN24))","v":1},0.2,3,"Yes","Somewhat","No"]
[24,0,4,4,"NERE",{"$f":"$E$2","v":"OVERALL"},1,4,"Natural Environment and Resources","Natural Environment and Resources",33,{"$f":"\"The dimension score is the weighted sum of the following focus areas scores:\n\n\"&AL26&\"\n\"&AL27&\"\n\"&AL28&\"\n\"&AL29&\"\n\"&AL30&\"\"","v":"The dimension score is the weighted sum of the following focus areas scores:\n\n4.1) Ecosystems and Biodiversity\n4.2) Air Quality\n4.3) Water Resources Management\n4.4) Solid Waste Management\n4.5) Consumption and Production Patterns"},null,null,"The dimension score is the weighted sum of the following focus areas scores:\n\n4.1) Ecosystems and Biodiversity\n4.2) Air Quality\n4.3) Water Resources Management\n4.4) Solid Waste Management\n4.5) Consumption and Production Patterns",null,null,null,"-","EIU Calculation",0,{"$f":"IF(AF25=1,1,IF(ISERROR(MATCH(D25,tblIndiSets!$B$223:$B$269,0)),2,3))","v":1},2,null,null,null,null,"0.0",1,null,"",1,null,null,null,null,"4) NATURAL ENVIRONMENT AND RESOURCES","4) NATURAL ENVIRONMENT AND RESOURCES","OVERVIEW",{"$f":"MATCH($E25,Weights!$C$13:$C$60,0)","v":4},{"$f":"IF(ISERROR($AN25),1,INDEX(Weights!$G$13:$G$60,$AN25))","v":1},0.16666666666666666,4,{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AR$1)","v":"Sustainable"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AS$1)","v":"Advanced"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AT$1)","v":"Consolidating"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AU$1)","v":"Emerging"}]
[25,0,4,4.0999999999999996,{"$f":"$E$25&H26","v":"NERE4_1"},{"$f":"$E$25","v":"NERE"},2,"4_1","Ecosystems and Biodiversity","Ecosystems and Biodiversity",27,null,null,null,"Is there a policy or regulatory framework in place to protect ecosystems and biodiversity?","Is there a policy or regulatory framework in place to protect ecosystems and biodiversity?","Evidence of this can be the existence of protected areas or national parks. This protection might be made a the federal level.",20,"-","Policy Survey",1,{"$f":"IF(AF26=1,1,IF(ISERROR(MATCH(D26,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"4.1) Ecosystems and Biodiversity","4.1) Ecosystems and Biodiversity",{"$f":"$AL$25","v":"4) NATURAL ENVIRONMENT AND RESOURCES"},{"$f":"MATCH($E26,Weights!$C$13:$C$60,0)","v":32},{"$f":"IF(ISERROR($AN26),1,INDEX(Weights!$G$13:$G$60,$AN26))","v":1},0.2,3,"Yes","Somewhat","No"]
[26,0,4,4.2,{"$f":"$E$25&H27","v":"NERE4_2"},{"$f":"$E$25","v":"NERE"},2,"4_2","Air Quality","Air Quality",11,null,null,null,"Is there a policy program or plan to reduce the source emissions and to reduce the risks they represent for public health?","Is there a policy program or plan to reduce the source emissions and to reduce the risks they represent for public health?","An example of this can be policies to reduce the number of cars in the streets or increase the standards for cars circulating and/or warnings to the population when pollution levels are high",21,"-","Policy Survey",1,{"$f":"IF(AF27=1,1,IF(ISERROR(MATCH(D27,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"4.2) Air Quality","4.2) Air Quality",{"$f":"$AL$25","v":"4) NATURAL ENVIRONMENT AND RESOURCES"},{"$f":"MATCH($E27,Weights!$C$13:$C$60,0)","v":33},{"$f":"IF(ISERROR($AN27),1,INDEX(Weights!$G$13:$G$60,$AN27))","v":1},0.2,3,"Yes","Somewhat","No"]
[27,0,4,4.3,"NERE4_3","NERE",2,"4_3","Water Resources Management","Water Resources Management",26,null,null,null,"Is there a policy program or plan to improve water consumption patterns?","Is there a policy program or plan to improve water consumption patterns?","Focus mostly on programs to reduce demand for water in different sectors",22,"-","Policy Survey",1,{"$f":"IF(AF28=1,1,IF(ISERROR(MATCH(D28,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"4.3) Water Resources Management","4.3) Water Resources Management","4) NATURAL ENVIRONMENT AND RESOURCES",{"$f":"MATCH($E28,Weights!$C$13:$C$60,0)","v":34},{"$f":"IF(ISERROR($AN28),1,INDEX(Weights!$G$13:$G$60,$AN28))","v":1},0.2,3,"Yes","Somewhat","No"]
[28,0,4,4.4000000000000004,"NERE4_4","NERE",2,"4_4","Solid Waste Management","Solid Waste Management",22,null,null,null,"Are there standardized and sustainable municipal waste management practices?","Are there standardized and sustainable municipal waste management practices?","Illustrate who is responsible for waste management and whether this is done in a standardized manner accross the city. Best waste management practices aim to reduce waste generation, reclaim value from solid waste, and minimize environmental impacts of waste collection, treatment, and disposal",23,"-","Policy Survey",1,{"$f":"IF(AF29=1,1,IF(ISERROR(MATCH(D29,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"4.4) Solid Waste Management","4.4) Solid Waste Management","4) NATURAL ENVIRONMENT AND RESOURCES",{"$f":"MATCH($E29,Weights!$C$13:$C$60,0)","v":35},{"$f":"IF(ISERROR($AN29),1,INDEX(Weights!$G$13:$G$60,$AN29))","v":1},0.2,3,"Yes","Somewhat","No"]
[29,0,4,4.5,"NERE4_5","NERE",2,"4_5","Consumption and Production Patterns","Consumption and Production Patterns",35,null,null,null,"Are there city-led campaigns to raise awareness about sustainable consumption and lifestyles?","Are there city-led campaigns to raise awareness about sustainable consumption and lifestyles?","Here we are looking for evidence of campaigns to promote recycling, consumption of local goods, reduction of use of plastic, etc.  ",24,5,"Policy Survey",1,{"$f":"IF(AF30=1,1,IF(ISERROR(MATCH(D30,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"4.5) Consumption and Production Patterns","4.5) Consumption and Production Patterns","4) NATURAL ENVIRONMENT AND RESOURCES",{"$f":"MATCH($E30,Weights!$C$13:$C$60,0)","v":36},{"$f":"IF(ISERROR($AN30),1,INDEX(Weights!$G$13:$G$60,$AN30))","v":1},0.2,3,"Yes","Somewhat","No"]
[30,0,5,5,"CLAR",{"$f":"$E$2","v":"OVERALL"},1,5,"Climate Action and Resilience","Climate Action and Resilience",29,{"$f":"\"The dimension score is the weighted sum of the following focus areas scores:\n\n\"&AL32&\"\n\"&AL33&\"\n\"&AL34&\"\n\"&AL35&\"\n\"&AL36&\"\"","v":"The dimension score is the weighted sum of the following focus areas scores:\n\n5.1) Greenhouse gas inventory\n5.2) Energy efficiency\n5.3) Clean energy\n5.4) Climate change adaptation\n5.5) Disaster risk reduction"},null,null,"The dimension score is the weighted sum of the following focus areas scores:\n\n5.1) Greenhouse gas inventory\n5.2) Energy efficiency\n5.3) Clean energy\n5.4) Climate change adaptation\n5.5) Disaster risk reduction",null,null,null,"-","EIU Calculation",0,{"$f":"IF(AF31=1,1,IF(ISERROR(MATCH(D31,tblIndiSets!$B$223:$B$269,0)),2,3))","v":1},2,null,null,null,null,"0.0",1,null,"",1,null,null,null,null,"5) CLIMATE ACTION AND RESILIENCE","5) CLIMATE ACTION AND RESILIENCE","OVERVIEW",{"$f":"MATCH($E31,Weights!$C$13:$C$60,0)","v":5},{"$f":"IF(ISERROR($AN31),1,INDEX(Weights!$G$13:$G$60,$AN31))","v":1},0.16666666666666666,4,{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AR$1)","v":"Sustainable"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AS$1)","v":"Advanced"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AT$1)","v":"Consolidating"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AU$1)","v":"Emerging"}]
[31,0,5,5.0999999999999996,{"$f":"$E$31&H32","v":"CLAR5_1"},{"$f":"$E$31","v":"CLAR"},2,"5_1","Greenhouse gas inventory","Greenhouse gas inventory",24,null,null,null,"Does the city use a Green House Gasses (GHG) inventory to identify sources of emissions and prioritize policies to reduce emissions?","Does the city use a Green House Gasses (GHG) inventory to identify sources of emissions and prioritize policies to reduce emissions?","Some cities have undertaken commitments as part of national strategies to reduce emmissions. We are looking for evidence of a document detailing the current rate of emissions and a target to reduce them.",25,"-","Policy Survey",1,{"$f":"IF(AF32=1,1,IF(ISERROR(MATCH(D32,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"5.1) Greenhouse gas inventory","5.1) Greenhouse gas inventory",{"$f":"$AL$31","v":"5) CLIMATE ACTION AND RESILIENCE"},{"$f":"MATCH($E32,Weights!$C$13:$C$60,0)","v":38},{"$f":"IF(ISERROR($AN32),1,INDEX(Weights!$G$13:$G$60,$AN32))","v":1},0.2,3,"Yes","Somewhat","No"]
[32,0,5,5.2,{"$f":"$E$31&H33","v":"CLAR5_2"},{"$f":"$E$31","v":"CLAR"},2,"5_2","Energy efficiency","Energy efficiency",17,null,null,null,"Is the city implementing strategies to improve energy efficiency? ","Is the city implementing strategies to improve energy efficiency? ","TBA",26,"-","Policy Survey",1,{"$f":"IF(AF33=1,1,IF(ISERROR(MATCH(D33,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"5.2) Energy efficiency","5.2) Energy efficiency",{"$f":"$AL$31","v":"5) CLIMATE ACTION AND RESILIENCE"},{"$f":"MATCH($E33,Weights!$C$13:$C$60,0)","v":39},{"$f":"IF(ISERROR($AN33),1,INDEX(Weights!$G$13:$G$60,$AN33))","v":1},0.2,3,"Yes","Somewhat","No"]
[33,0,5,5.3,"CLAR5_3","CLAR",2,"5_3","Clean energy","Clean energy",12,null,null,null,"Has the city set targets, policies, incentives, and milestones to increase the share of renewable energies?","Has the city set targets, policies, incentives, and milestones to increase the share of renewable energies?","TBA",27,"-","Policy Survey",1,{"$f":"IF(AF34=1,1,IF(ISERROR(MATCH(D34,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"5.3) Clean energy","5.3) Clean energy","5) CLIMATE ACTION AND RESILIENCE",{"$f":"MATCH($E34,Weights!$C$13:$C$60,0)","v":40},{"$f":"IF(ISERROR($AN34),1,INDEX(Weights!$G$13:$G$60,$AN34))","v":1},0.2,3,"Yes","Somewhat","No"]
[34,0,5,5.4,"CLAR5_4","CLAR",2,"5_4","Climate change adaptation","Climate change adaptation",25,null,null,null,"Has the city developed a climate change adaptation plan or project?","Has the city developed a climate change adaptation plan or project?","If the city has adopted climate adaptation strategies it has probably done so under the UN Convention of Climate Change and funded by the Global Environment Facility, one of the main funders of Climate Change Adaptation projects. Programming for adpatation can focus in 10 priority areas:\n-Agriculture and food security\n-Water resources management\n-Coastal zone management\n-Infrastructure, including transport and energy\n-Disaster risk management\n-Natural resources management\n-Health\n-Climate information services\n-Climate-resilient urban systems\n-Small-island developing states\nTo find projects and/or strategies funded under the UN Convention of Climate Change see https://www.thegef.org/topics/climate-change-adaptation ",28,"-","Policy Survey",1,{"$f":"IF(AF35=1,1,IF(ISERROR(MATCH(D35,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"5.4) Climate change adaptation","5.4) Climate change adaptation","5) CLIMATE ACTION AND RESILIENCE",{"$f":"MATCH($E35,Weights!$C$13:$C$60,0)","v":41},{"$f":"IF(ISERROR($AN35),1,INDEX(Weights!$G$13:$G$60,$AN35))","v":1},0.2,3,"Yes","Somewhat","No"]
[35,0,5,5.5,"CLAR5_5","CLAR",2,"5_5","Disaster risk reduction","Disaster risk reduction",23,null,null,null,"Has the city undertaken comprehensive disaster risk management (DRM) strategies integrated with city planning?","Has the city undertaken comprehensive disaster risk management (DRM) strategies integrated with city planning?","The Global Facility for Disaster Reduction and Recovery (GFDRR) is one of the main funders to support disaster prone countries and build urban and climate resilience. For a list of cities where projects have been implemented visit: https://www.gfdrr.org/en/gfdrr-engagements \nThe World Bank also helps cities conduct Urban Risk Assesments. See http://www.worldbank.org/en/topic/urbandevelopment/publication/urban-risk-assessments",29,"-","Policy Survey",1,{"$f":"IF(AF36=1,1,IF(ISERROR(MATCH(D36,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"5.5) Disaster risk reduction","5.5) Disaster risk reduction","5) CLIMATE ACTION AND RESILIENCE",{"$f":"MATCH($E36,Weights!$C$13:$C$60,0)","v":42},{"$f":"IF(ISERROR($AN36),1,INDEX(Weights!$G$13:$G$60,$AN36))","v":1},0.2,3,"Yes","Somewhat","No"]
[36,0,6,6,"INQL",{"$f":"$E$2","v":"OVERALL"},1,6,"Inclusivity and Quality of Life","Inclusivity and Quality of Life",31,{"$f":"\"The dimension score is the weighted sum of the following focus areas scores:\n\n\"&AL38&\"\n\"&AL39&\"\n\"&AL40&\"\n\"&AL41&\"\n\"&AL42&\"\"","v":"The dimension score is the weighted sum of the following focus areas scores:\n\n6.1) Housing\n6.2) Poverty Reduction, Hunger Reduction, and Food Security\n6.3) Drinking Water and Sanitation\n6.4) Health and Well-Being\n6.5) Safety"},null,null,"The dimension score is the weighted sum of the following focus areas scores:\n\n6.1) Housing\n6.2) Poverty Reduction, Hunger Reduction, and Food Security\n6.3) Drinking Water and Sanitation\n6.4) Health and Well-Being\n6.5) Safety",null,null,null,"-","EIU Calculation",0,{"$f":"IF(AF37=1,1,IF(ISERROR(MATCH(D37,tblIndiSets!$B$223:$B$269,0)),2,3))","v":1},2,null,null,null,null,"0.0",1,null,"",1,null,null,null,null,"6) INCLUSIVITY AND QUALITY OF LIFE","6) INCLUSIVITY AND QUALITY OF LIFE","OVERVIEW",{"$f":"MATCH($E37,Weights!$C$13:$C$60,0)","v":6},{"$f":"IF(ISERROR($AN37),1,INDEX(Weights!$G$13:$G$60,$AN37))","v":1},0.16666666666666666,4,{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AR$1)","v":"Sustainable"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AS$1)","v":"Advanced"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AT$1)","v":"Consolidating"},{"$f":"INDEX(tblIndiSets!$A$227:$A$230,tblIndicators!AU$1)","v":"Emerging"}]
[37,0,6,6.1,{"$f":"$E$37&H38","v":"INQL6_1"},{"$f":"$E$37","v":"INQL"},2,"6_1","Housing","Housing",7,null,null,null,"Does the city have an affordable housing policy that is integrated with city planning and other national goals?","Does the city have an affordable housing policy that is integrated with city planning and other national goals?","Pay close attention at whether there is adequate supply of affordable housing to meet demand (see shortage indicator), and whether public housing is planned to create well connected communities, near transport facilities and local jobs.  ",30,"-","Policy Survey",1,{"$f":"IF(AF38=1,1,IF(ISERROR(MATCH(D38,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"6.1) Housing","6.1) Housing",{"$f":"$AL$37","v":"6) INCLUSIVITY AND QUALITY OF LIFE"},{"$f":"MATCH($E38,Weights!$C$13:$C$60,0)","v":44},{"$f":"IF(ISERROR($AN38),1,INDEX(Weights!$G$13:$G$60,$AN38))","v":1},0.2,3,"Yes","Somewhat","No"]
[38,0,6,6.2,{"$f":"$E$37&H39","v":"INQL6_2"},{"$f":"$E$37","v":"INQL"},2,"6_2","Poverty Reduction, Hunger Reduction, and Food Security","Poverty Reduction, Hunger Reduction, and Food Security",54,null,null,null,"Are there specific policies or programmes to ensure urban food security?","Are there specific policies or programmes to ensure urban food security?","Detail whether there are particular groups, communities, or areas within the city where people are unable to afford, or unable to access, sufficient nutritious food",31,"-","Policy Survey",1,{"$f":"IF(AF39=1,1,IF(ISERROR(MATCH(D39,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"6.2) Poverty Reduction, Hunger Reduction, and Food Security","6.2) Poverty Reduction, Hunger Reduction, and Food Security",{"$f":"$AL$37","v":"6) INCLUSIVITY AND QUALITY OF LIFE"},{"$f":"MATCH($E39,Weights!$C$13:$C$60,0)","v":45},{"$f":"IF(ISERROR($AN39),1,INDEX(Weights!$G$13:$G$60,$AN39))","v":1},0.2,3,"Yes","Somewhat","No"]
[39,0,6,6.3,"INQL6_3","INQL",2,"6_3","Drinking Water and Sanitation","Drinking Water and Sanitation",29,null,null,null,"Is there sufficient and affordable potable water supply and sanitation system provided to households across the city?","Is there sufficient and affordable potable water supply and sanitation system provided to households across the city?","TBA",32,"-","Policy Survey",1,{"$f":"IF(AF40=1,1,IF(ISERROR(MATCH(D40,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"6.3) Drinking Water and Sanitation","6.3) Drinking Water and Sanitation","6) INCLUSIVITY AND QUALITY OF LIFE",{"$f":"MATCH($E40,Weights!$C$13:$C$60,0)","v":46},{"$f":"IF(ISERROR($AN40),1,INDEX(Weights!$G$13:$G$60,$AN40))","v":1},0.2,3,"Yes","Somewhat","No"]
[40,0,6,6.4,"INQL6_4","INQL",2,"6_4","Health and Well-Being","Health and Well-Being",21,null,null,null,"Are there city-level health promotion intitiatives?","Are there city-level health promotion intitiatives?","These iniatives can be related to curving the incidence of a particular disease among the local population. They can also include a scheme to give coverage to residents of the city in addition to the national health system.",33,"-","Policy Survey",1,{"$f":"IF(AF41=1,1,IF(ISERROR(MATCH(D41,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"6.4) Health and Well-Being","6.4) Health and Well-Being","6) INCLUSIVITY AND QUALITY OF LIFE",{"$f":"MATCH($E41,Weights!$C$13:$C$60,0)","v":47},{"$f":"IF(ISERROR($AN41),1,INDEX(Weights!$G$13:$G$60,$AN41))","v":1},0.2,3,"Yes","Somewhat","No"]
[41,0,6,6.5,"INQL6_5","INQL",2,"6_5","Safety","Safety",6,null,null,null,"Are there policies to prevent and decrease crime prevalence? ","Are there policies to prevent and decrease crime prevalence? ","TBA",34,"-","Policy Survey",1,{"$f":"IF(AF42=1,1,IF(ISERROR(MATCH(D42,tblIndiSets!$B$223:$B$269,0)),2,3))","v":2},2,null,"0 = No\n1 = Somewhat\n2 = Yes",null,"High = good","0",0,null,0,3,0,2,null,null,"6.5) Safety","6.5) Safety","6) INCLUSIVITY AND QUALITY OF LIFE",{"$f":"MATCH($E42,Weights!$C$13:$C$60,0)","v":48},{"$f":"IF(ISERROR($AN42),1,INDEX(Weights!$G$13:$G$60,$AN42))","v":1},0.2,3,"Yes","Somewhat","No"]
[42,1,7,null,"PRIN",null,1,null,"Performance Indicators","Performance Indicators",22,null,null,null,null,null,null,null,{"$f":"S1","v":"BG Row"},null,0,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"IF(H43=\"\",I43,CONCATENATE(D43,\") \",IF(G43>=2,I43,UPPER(I43))))","v":"Performance Indicators"},{"$f":"IF(H43=\"\",J43,CONCATENATE(D43,\") \",IF(G43>=2,J43,UPPER(J43))))","v":"Performance Indicators"}]
[43,1,7,"PI01","PI01",{"$f":"$E$43","v":"PRIN"},2,"PI01","Population",{"$f":"I44","v":"Population"},10,null,null,null,null,null,null,null,1,null,null,null,null,null,"people",null,null,"#,##0",null,null,null,null,null,null,null,null,"PI01) Population",{"$f":"IF(H44=\"\",J44,IF(G44>=2,J44,UPPER(J44)))","v":"Population"},{"$f":"$AL$43","v":"Performance Indicators"}]
[44,1,7,"PI02","PI02",{"$f":"$E$43","v":"PRIN"},2,"PI02","City's GDP per capita (US$/capita)",{"$f":"I45","v":"City's GDP per capita (US$/capita)"},34,null,null,null,null,null,null,null,13,null,null,null,null,null,"US$/capita",null,null,"#,##0",null,null,null,null,null,null,null,null,"PI02) City's GDP per capita (US$/capita)",{"$f":"IF(H45=\"\",J45,IF(G45>=2,J45,UPPER(J45)))","v":"City's GDP per capita (US$/capita)"},{"$f":"$AL$43","v":"Performance Indicators"}]
[45,1,7,"PI03","PI03","PRIN",2,"PI03","Average annual growth (GDP) rate in the past 10 years (%)","Average annual growth (GDP) rate in the past 10 years (%)",57,null,null,null,null,null,null,null,14,null,null,null,null,null,"%",null,null,"#,##0.0",null,null,null,null,null,null,null,null,"PI03) Average annual growth (GDP) rate in the past 10 years (%)","Average annual growth (GDP) rate in the past 10 years (%)","Performance Indicators"]
[46,1,7,"PI04","PI04","PRIN",2,"PI04","Income Gini coefficient","Income Gini coefficient",23,null,null,null,null,null,null,null,18,null,null,null,null,null,"(0 - 1)",null,null,"#,##0.0",null,null,null,null,null,null,null,null,"PI04) Income Gini coefficient","Income Gini coefficient","Performance Indicators"]
[47,1,7,"PI05","PI05","PRIN",2,"PI05","Annual CO2 equivalent emissions per capita (tCO2/capita)","Annual CO2 equivalent emissions per capita (tCO2/capita)",56,null,null,null,null,null,null,null,24,null,null,null,null,null,"tCO2/capita",null,null,"#,##0.0",null,null,null,null,null,null,null,null,"PI05) Annual CO2 equivalent emissions per capita (tCO2/capita)","Annual CO2 equivalent emissions per capita (tCO2/capita)","Performance Indicators"]

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["UNIQUE_ID",null,"City","#","Performance indicator","Indicator","Unit","Year","Source","Notes"]
[{"$f":"C2&D2","v":"Izmir1"},null,"Izmir",1,"Population",4279677,"people",2017,"Turkish Statistical Institute","[1] \"Population of Provinces by Years, 2000-2017.\" [http://www.tuik.gov.tr/PreIstatistikTablo.do?istab_id=1590] 2017"]
[{"$f":"C3&D3","v":"Izmir2"},null,"Izmir",2,"Annual growth rate of the local population (%)",1.32,"%",2017,"Turkish Statistical Institute","Annual Growth Rate between 2016 and 2017 [1] \n\n[1] \"Annual Growth Rate and Population Density of Provinces by Years, 2007-2017.\" [http://www.tuik.gov.tr/PreIstatistikTablo.do?istab_id=1591]\n"]
["Izmir3",null,"Izmir",3,"Age dependency ratio (% of working-age population)",41.7,"% of working-age population",2017,"Turkish Republic Izmir Governorship","[1] Turkish Republic Izmir Governorship. 2018. \"Izmir with Statistics.\"[http://www.izmir.gov.tr/istatistiklerle-izmir.]"]
["Izmir4",null,"Izmir",4,"Years since land use plan was reviewed and updated (Years)",0,"Years",2018,"EIU","The large-scale plan covering the Izmir-Manisa area was updated on 10 October 2018. [1]\n\n[1] Turkish Ministry of Environment and Urbanisation. 2018. \"Izmir-Manisa Region 1/100,000 Scale Land Use Plan.\" (\"İzmir-Manisa Planlama Bölgesi 1/100.000 Ölçekli Çevre Düzeni Planı.\") [http://mpgm.csb.gov.tr/izmir-manisa-planlama-bolgesi-1-100.000-olcekli-cevre-duzeni-plani-i-82265]"]
["Izmir5",null,"Izmir",5,"Total city built up area (km2)","-","KM2",null,null,"No city-level data available."]
["Izmir6",null,"Izmir",6,"Percentage of urban population living in slums (%)","-","%",null,null,"No city-level data available. According to UN-Habitat, the percentage of slum population in urban area in Turkey was 14.10% in 2007 [1] \n\n[1] UN Habitat. 2007. \"Percentage of Slum Population in Urban Area in 2007.\" [http://urbandata.unhabitat.org/explore-data/?indicators=slum_proportion_living_urban]"]
["Izmir7",null,"Izmir",7,"Percentage of households that declare they have access to public means of transport within 0.5 km. (%)","-","%",null,null,"No city-level data available."]
["Izmir8",null,"Izmir",8,"Number of World Heritage sites within 100 km (UNESCO World Heritage Sites)",2,"World Heritage Sites",2018,"UNESCO","[1] UNESCO. \"\"Pergamon and its Multi-Layered Cultural Landscape\"\" [https://whc.unesco.org/en/list/1457]\n[2] UNESCO. \"\"Ephesus.\"\" \"\"[https://whc.unesco.org/en/list/1018]\""]
["Izmir9",null,"Izmir",9,"Credit rating or shadow credit rating on the national credit rating scale of the country (rating - agency)","Ba3 - Moody's\nBB (Negative) - Fitch",null,2018,"Moody's\nFitch","[1] Moody's. 2018. \"Metropolitan Municipality of Izmir.\" [https://www.moodys.com/credit-ratings/Izmir-Metropolitan-Municipality-of-credit-rating-822253371] \n[2] Fitch Ratings. 2018. \"Metropolitan Municipality of Izmir.\" [https://www.fitchratings.com/gws/en/esp/issr/86930359]"]
["Izmir10",null,"Izmir",10,"Own source revenue (million US$)",701.63,"million US$",2017,"Izmir Metropolitan Municipality","Figure derived from Fiscal Year Final account. [1] Converted from 3,760,733,584 TRY at a rate of 1 USD = 5.36TRY (7 November 2018)\n\n[1] \"2017 Fiscal Year Final Account\" (\"2017 Mali Yılı Kesin Hesap\") [https://www.izmir.bel.tr/YuklenenDosyalar/Dokumanlar/10_11062018_035228_2017_mali_kesinhesap.pdf]\n"]
["Izmir11",null,"Izmir",11,"Total capital expenditures (million US$)",423.86,"million US$",2017,"Izmir Metropolitan Municipality","Figure derived from Fiscal Year Final account. [1] Converted from 2,271,888,002 TRY at a rate of 1 USD = 5.36TRY (7 November 2018). \n\n[1] Izmir Metropolitan Municipality. 2018. \"2017 Fiscal Year Final Account\" (\"2017 Mali Yılı Kesin Hesap\") [https://www.izmir.bel.tr/YuklenenDosyalar/Dokumanlar/10_11062018_035228_2017_mali_kesinhesap.pdf]\n"]
["Izmir12",null,"Izmir",12,"Debt service payments (million US$)",43.07,"million US$",2017,"Izmir Metropolitan Municipality","Figure derived from Fiscal Year Final account. [1] Converted from 230,867,471 TRY at a rate of 1 USD = 5.36TRY (7 November 2018). \n\n[1] Izmir Metropolitan Municipality. 2018. \"2017 Fiscal Year Final Account\" (\"2017 Mali Yılı Kesin Hesap\") [https://www.izmir.bel.tr/YuklenenDosyalar/Dokumanlar/10_11062018_035228_2017_mali_kesinhesap.pdf]\n"]
["Izmir13",null,"Izmir",13,"City's GDP per capita (US$/capita)",14257,"US$/capita",2014,"Turkish Statistical Institute","[1] \"Gross Domestic Product Per Capita by Provinces, 2004-2014.\" (\"İl Bazında Kişi Başına Gayrisafi Yurtiçi Hasıla, 2004-2014.\") [http://tuik.gov.tr/PreIstatistikTablo.do?istab_id=2521]"]
["Izmir14",null,"Izmir",14,"Average annual growth (GDP) rate in the past 10 years (%)",13.1,"%",2014,"Turkish Statistical Institute","Calculated based on data from 2004-2014 [1] \"Gross Domestic Product by Provinces by Kind of Economic Activity, NACE Rev.2, 2004-2014.\" (\"İl Bazında Gayrisafi Yurtiçi Hasıla, iktisadi faaliyet kollarına göre, NACE Rev.2, 2004-2014 .\") [http://www.tuik.gov.tr/PreIstatistikTablo.do?istab_id=2520]\n"]
["Izmir15",null,"Izmir",15,"Number of days to obtain a business license (days)","-","days",null,null,"There is no city-level data using the World Bank Doing Business methodology. According to official sources, it takes 1 day to obtain a license with the exception of public entertainment licenses which take 30 days. [1] \n\n[1] Council of Ministers. 2005. Implementing Regulation on Business Licenses. (İşyeri Açma Ve Çalışma Ruhsatlarına İlişkin Yönetmelik.) Official Gazette No. 25902. [http://www.mevzuat.gov.tr/MevzuatMetin/3.5.20059207.pdf]"]
["Izmir16",null,"Izmir",16,"Labor force by education level (% / level)","43.4%/ Basic education\n49.3%/Secondary education\n66.5%/Tertiary education","% / level",2017,"Turkish Statistical Institute.","[1] \"TSI Central Distribution System.\" (\"TÜİK Merkezi Dağıtım Sistemi.\") [https://biruni.tuik.gov.tr/medas]"]
["Izmir17",null,"Izmir",17,"Unemployment rate as a share of the labor force (%)",14,"%",2017,"Turkish Statistical Institute","[1] \"TSI Central Distribution System.\" (\"TÜİK Merkezi Dağıtım Sistemi.\") [https://biruni.tuik.gov.tr/medas]"]
["Izmir18",null,"Izmir",18,"Income Gini coefficient",0.39,"(0 - 1)",2017,"Turkish Statistical Institute","[1] \"Regional Results of Income and Living Conditions Survey, 2017.\" (\"Gelir ve Yaşam Koşulları Araştırması Bölgesel Sonuçları, 2017.\") [http://www.tuik.gov.tr/PreHaberBultenleri.do?id=27824]"]
["Izmir19",null,"Izmir",19,"Hectares of permanent green space per 100,000 city residents (ha)","-","ha",null,null,"No city-level data is available"]
["Izmir20",null,"Izmir",20,"Annual mean level of fine particulate matter in the city (Annual mean, ug/m3 PM2.5 and PM10)","30 (PM2.5)\n49 (PM10)","ug/m3",2012,"World Health Organisation","[1] World Health Organisation. 2016. \"Ambient (Outdoor) Air Pollution Database, by Country and City.\" [http://www.who.int/airpollution/data/who-aap-database-may2016.xlsx?ua=1]"]
["Izmir21",null,"Izmir",21,"Annual household water consumption for all sectors (US$ Million)","187,08","Million US$",2016,"Turkish Statistical Institute","Figure taken from database and converted from TRY 1,002,656,710 at a rate of 1 USD = 5.35946 TRY, 16.11.2018 [1]\n\n\"TSI Central Distribution System.\" (\"TÜİK Merkezi Dağıtım Sistemi.\") [https://biruni.tuik.gov.tr/medas]\n\n"]
["Izmir22",null,"Izmir",22,"Total solid waste generation per capita (kg /capita/day)",1.32,"kg/capita/day",2016,"Turkish Republic Izmir Governorship","[1] \"Izmir with Statistics.\"(\"İstatistiklerle İzmir.\") [http://www.izmir.gov.tr/istatistiklerle-izmir.]"]
["Izmir23",null,"Izmir",23,"Material footprint per capita (metric tons)","-","metric tons"]
["Izmir24",null,"Izmir",24,"Annual CO2 equivalent emissions per capita (tCO2/capita)",5.31,"tCO2/capita",2014,"Izmir Metropolitan Municipality","[1] \"Izmir Sustainable Energy Action Plan.\" (\"Izmir Sürdürülebilir Enerji Eylem Planı.\") [http://skpo.izmir.bel.tr/Upload_Files/FckFiles/file/izmir_surdurulebilir_eylem_plani_2017.pdf]."]
["Izmir25",null,"Izmir",25,"Total final energy consumption (GJ per capita)","-","GJ per capita",null,null,"No city-level data is available"]
["Izmir26",null,"Izmir",26,"Percentage of total energy derived from renewable sources, as share of city’s total\nfinal energy consumption (%)","-","%",null,null,"No city-level data is available"]
["Izmir27",null,"Izmir",27,"10-year average of direct disaster economic loss\n(,000 US$)","-",",000 US$",null,null,"No city-level data is available"]
["Izmir28",null,"Izmir",28,"Housing shortage (number of housing units/number of households)","-",null,null,null,"No city-level data is available"]
["Izmir29",null,"Izmir",29,"Percentage of malnourished children under five (% of children under five)",null,"% of children under five",null,null,"No city-level data is available. According to UNICEF/WHO/World Bank joint child malnutrition estimates wasting, percentage of malnourished children under five in Turkey is 1,7%. (Survey Dates: 2013-2014) [1]\n\n[1] UNICEF. 2018. \"UNICEF/WHO/World Bank joint child malnutrition estimates: wasting (national and disaggregated).\" [https://data.unicef.org/wp-content/uploads/2018/05/UNICEF_Expanded_Global_Databases_Wasting_2018_May.xlsx]"]
["Izmir30",null,"Izmir",30,"People using safely managed drinking water services (% of population)","-","% of population",null,null,"No city-level data is available. According to JMP, 98,9% of people have access to safely managed drinking water services in Turkey. (2015) [1]\n\n[1] WHO/UNICEF Joint Monitoring Programme. 2015. \"Turkey.\" [https://washdata.org/data#!/tur]"]
["Izmir31",null,"Izmir",31,"Total public and primary private health insurance coverage (% of total population covered)","-","% of total population",null,null,"No city-level data is available"]
["Lisbon1",null,"Lisbon",1,"Population",506088,"people",2017,"PORDATA","[1] \"Resident population, estimates as at 31 December\" https://www.pordata.pt/Municipios/Popula%C3%A7%C3%A3o+residente++estimativas+a+31+de+Dezembro-120"]
["Lisbon2",null,"Lisbon",2,"Annual growth rate of the local population (%)",0.2,"%",2017,"PORDATA","Annual growth rate between 2016 - 2017 [1] \n\n[1] \"Resident population, estimates as at 31 December\" https://www.pordata.pt/Municipios/Popula%C3%A7%C3%A3o+residente++estimativas+a+31+de+Dezembro-120"]
["Lisbon3",null,"Lisbon",3,"Age dependency ratio (% of working-age population)",79.2,"% of working-age population",2016,"PORTDATA","\n[1] Old dependency index: https://www.pordata.pt/Municipios/%C3%8Dndice+de+depend%C3%AAncia+de+idosos-461\nYoung dependency index: https://www.pordata.pt/Municipios/%C3%8Dndice+de+depend%C3%AAncia+de+jovens-460"]
["Lisbon4",null,"Lisbon",4,"Years since land use plan was reviewed and updated (Years)",0,"Years",2018,"EIU","The land use plan was reviewed in 2018. [1] [2] \n\n[1] Macdonald, Jacob. PhD Candidate (Urban and Environment Economics), Nova School of Business and Economics. 23 November 2018 \n[2] Council of Lisbon. Master Director Plan. http://www.cm-lisboa.pt/viver/urbanismo/planeamento-urbano/plano-diretor-municipal"]
["Lisbon5",null,"Lisbon",5,"Total city built up area (km2)","-","KM2",null,null,"No city-level data was readily available. An estimate of 100.1 KM2 can be derived from the land use plan that estimates 32.5% (32.53 km2) of land is residential; 0.7% (0.70 km2) is industrial; and 29.4% (29.42 km2) is \"other\" (which includes facilities, hospitals, airport, education facilities. [1][2]\n\n[1] Macdonald, Jacob. PhD Candidate (Urban and Environment Economics), Nova School of Business and Economics. 23 November 2018 \n[2] Council of Lisbon. Master Director Plan. http://www.cm-lisboa.pt/viver/urbanismo/planeamento-urbano/plano-diretor-municipal\n[3] European Commission. 2017. European Green Capital City 2020 Application (Indicator 4 - Land Use): http://ec.europa.eu/environment/europeangreencapital/winning-cities/2020-lisbon/15210-2/"]
["Lisbon6",null,"Lisbon",6,"Percentage of urban population living in slums (%)","-","%",null,null,"No city-level data is available. According to official sources there are no people living in urban slums. [1]\n\n[1] President office, Concil of Lisbon. 27 November 2018"]
["Lisbon7",null,"Lisbon",7,"Percentage of households that declare they have access to public means of transport within 0.5 km. (%)","-","%",null,null,"There is no city-level data exactly comparable to this measure but 93.3% of individuals have access to public transportation within 0.3 km (no indicator for within 0.5 km) [1]\n\n[1] European Commission. 2017. European Green Capital City 2020 Application (Indicator 3 - Sustainable Urban Mobility): http://ec.europa.eu/environment/europeangreencapital/wp-content/uploads/2018/07/Indicator_3_Lisbon_EN.pdf (original source from Carris, the Lisbon bus operator)"]
["Lisbon8",null,"Lisbon",8,"Number of World Heritage sites within 100 km (UNESCO World Heritage Sites)",5,"World Heritage Sites",2018,"UNESCO","Torre de Belem and Jeronimos Monestary (considered as one); Monastery of Batalha; Monastery of Alcobaca; Evora Historic Center; Sintra Landscape \n\n[1] UNESCO World Heritage Sites https://whc.unesco.org/en/statesparties/pt"]
["Lisbon9",null,"Lisbon",9,"Credit rating or shadow credit rating on the national credit rating scale of the country (rating - agency)","-",null,null,null,"Lisbon no longer has a city-level credit rating. The national level rating is BBB- according to Standard & Poor's. [1]\n\n[1] Standard & Poor's. September 2018. [https://tradingeconomics.com/portugal/rating] \n"]
["Lisbon10",null,"Lisbon",10,"Own source revenue (million US$)","-","million US$","-",null,"City-level indicator not readily available. It could be estimated from from \"Current revenue of the municipal councils: total and by components\" in PORDATA [https://www.pordata.pt/Municipios/Receitas+correntes+das+c%C3%A2maras+municipais+total+e+por+componentes-601]\n"]
["Lisbon11",null,"Lisbon",11,"Total capital expenditures (million US$)",632.16999999999996,"million US$",2017,"PORDATA","[1] \"Effective capital revenues of municipalities: total and by components \" \n[https://www.pordata.pt/Municipios/Receitas+efectivas+de+capital+das+c%C3%A2maras+municipais+total+e+por+componentes-533]"]
["Lisbon12",null,"Lisbon",12,"Debt service payments (million US$)","-","million US$","-",null,"No city-level data is available."]
["Lisbon13",null,"Lisbon",13,"City's GDP per capita (US$/capita)",34480,"US$/capita",2013,"OECD","\n[1] \"GDP from cities\" [https://stats.oecd.org/Index.aspx?DataSetCode=CITIES]"]
["Lisbon14",null,"Lisbon",14,"Average annual growth (GDP) rate in the past 10 years (%)",0,"%",2013,"OECD","Calculated between 2003 and 2013 [1]\n\n[1] \"GDP from cities\" [https://stats.oecd.org/Index.aspx?DataSetCode=CITIES]"]
["Lisbon15",null,"Lisbon",15,"Number of days to obtain a business license (days)","-","days",null,null,"There is no city-level data using the World Bank Doing Business methodology."]
["Lisbon16",null,"Lisbon",16,"Labor force by education level (% / level)","55.8%/Basic education \n66.8%/Secondary education\n76.7%/Tertiary education","% / level",2018,"Council of Lisbon","[1] President office, Council of Lisbon. 27 November 2018\n"]
["Lisbon17",null,"Lisbon",17,"Unemployment rate as a share of the labor force (%)",9.5,"%",2016,"PORDATA","[1] \"Unemployed persons enrolled in employment centers as a % of the resident population aged 15-64\" https://www.pordata.pt/Municipios/Quadro+Resumo/Lisboa+(Munic%C3%ADpio)-231039\n\n"]
["Lisbon18",null,"Lisbon",18,"Income Gini coefficient","-","(0 - 1)",null,null,"No city-level data is available. The Gini coefficient at the national level is 0.36. [1] \n\n[1] World Bank. https://data.worldbank.org/indicator/SI.POV.GINI?end=2017&locations=PT&start=2017&view=bar"]
["Lisbon19",null,"Lisbon",19,"Hectares of permanent green space per 100,000 city residents (ha)","-","ha",null,null,"No city-level data is available. An estimate of 416.47 ha can be derived from information on Master Director Plan based on City size in 2016 is 100.1 km2 (Pordata). According to land use planning: 20.3% (20.32 km2 or 2032 ha) of land is public green space and 0.7% (0.700 km2 or 70 ha) is private green space. This would yield a total of ((2032+70)/504718)*100000 = 416.47 hectares of green space per 100,000 residents [1][2]\n\n[1] Macdonald, Jacob. PhD Candidate (Urban and Environment Economics), Nova School of Business and Economics. 23 November 2018\n[2] Council of Lisbon. Master Director Plan. http://www.cm-lisboa.pt/viver/urbanismo/planeamento-urbano/plano-diretor-municipal"]
["Lisbon20",null,"Lisbon",20,"Annual mean level of fine particulate matter in the city (Annual mean, ug/m3 PM2.5 and PM10)","12 (PM2.5) \n25.2 (PM10) \n","ug/m3",2016,"European Commission","[1] European Commission. 2017. European Green Capital City 2020 Application (Indicator 6 - Air Quality): http://ec.europa.eu/environment/europeangreencapital/wp-content/uploads/2018/07/Indicator_6_Lisbon_EN.pdf"]
["Lisbon21",null,"Lisbon",21,"Annual household water consumption for all sectors (US$ Million)","-","Million US$",null,null,"No city-level data on dollar value of consumption. In 2016, consumption was 256 Litres per Capita per Day [1]\n\n[1] European Commission. 2017.European Green Capital City 2020 Application (Indicator 9 - Water): http://ec.europa.eu/environment/europeangreencapital/wp-content/uploads/2018/07/Indicator_9_Lisbon_EN.pdf"]
["Lisbon22",null,"Lisbon",22,"Total solid waste generation per capita (kg /capita/day)",1.46,"kg/capita/day",2016,"European Commision","\n[1] European Commission. 2017. European Green Capital City 2020 Application (Indicator 8 - Waste): http://ec.europa.eu/environment/europeangreencapital/wp-content/uploads/2018/07/Indicator_8_Lisbon_EN.pdf"]
["Lisbon23",null,"Lisbon",23,"Material footprint per capita (metric tons)","-","metric tons",null,null,"No city-level data available."]
["Lisbon24",null,"Lisbon",24,"Annual CO2 equivalent emissions per capita (tCO2/capita)",3.8,"tCO2/capita",2014,"European Commision","[1] European Commission. 2017.European Green Capital City 2020 Application (Indicator 1 - Climate Change Mitigation): http://ec.europa.eu/environment/europeangreencapital/wp-content/uploads/2018/07/Indicator_1_Lisbon_EN.pdf"]
["Lisbon25",null,"Lisbon",25,"Total final energy consumption (GJ per capita)",21.54,"GJ per capita",2016,"PORDATA","[1] \"Electricity consumption per inhabitant (kWh)\". https://www.pordata.pt/Municipios/Quadro+Resumo/Lisboa+(Munic%C3%ADpio)-231039"]
["Lisbon26",null,"Lisbon",26,"Percentage of total energy derived from renewable sources, as share of city’s total\nfinal energy consumption (%)","-","%"]
["Lisbon27",null,"Lisbon",27,"10-year average of direct disaster economic loss\n(,000 US$)","-",",000 US$"]
["Lisbon28",null,"Lisbon",28,"Housing shortage (number of housing units/number of households)","-"]
["Lisbon29",null,"Lisbon",29,"Percentage of malnourished children under five (% of children under five)",null,"% of children under five"]
["Lisbon30",null,"Lisbon",30,"People using safely managed drinking water services (% of population)","-","% of population",null,null,"No city-level data available about the percentage of population. Alternative measure of 99.84% of consumer tap water complied with the EU Drinking Water Directive [1][2]\n\n[1] Macdonald, Jacob. PhD Candidate (Urban and Environment Economics), Nova School of Business and Economics. 23 November 2018\n[2] European Commission. 2017. European Green Capital City 2020 Application (Indicator 9 - Water): http://ec.europa.eu/environment/europeangreencapital/wp-content/uploads/2018/07/Indicator_9_Lisbon_EN.pdf"]
["Lisbon31",null,"Lisbon",31,"Total public and primary private health insurance coverage (% of total population covered)",100,"% of total population",null,null,"Universal health coverage"]
["Singapore1",null,"Singapore",1,"Population",5612250,"people",2017,"World Bank","[1] World Bank \"Population, total\" https://data.worldbank.org/indicator/SP.POP.TOTL"]
["Singapore2",null,"Singapore",2,"Annual growth rate of the local population (%)",0.1,"%",2017,"World Bank","Population growth between 2016 and 2017 [1] \n\n[1] World Bank. \"Population growth (annual%) https://data.worldbank.org/indicator/SP.POP.GROW?end=2017&locations=SG&start=2013&year_high_desc=false"]
["Singapore3",null,"Singapore",3,"Age dependency ratio (% of working-age population)",38.700000000000003,"% of working-age population",2017,"World Bank","[1] World Bank \"Age dependency ratio (% of working-age population)\" https://data.worldbank.org/indicator/SP.POP.DPND?name_desc=true"]
[{"$f":"C67&D67","v":"Singapore4"},null,"Singapore",4,"Years since land use plan was reviewed and updated (Years)",4,"Years",2018,"EIU","[1] Government of Singapore. Urban Redevelopment Authority. 2018. Official Website. [https://www.ura.gov.sg/Corporate/Planning/Master-Plan/Introduction]. Accessed October 2019"]
["Singapore5",null,"Singapore",5,"Total city built up area (km2)","-","KM2",null,null,"\nNo official city/-level data is available. Built-up Area Density in Singapore in 2013 was 186 persons per hectare [1]\n\n[1] UN Habitat \"Atlas of Urban Expansion\" [http://www.atlasofurbanexpansion.org/cities/view/Singapore]"]
["Singapore6",null,"Singapore",6,"Percentage of urban population living in slums (%)",0,"%",2007,"UN Habitat","[1] UN Habitat. \"Percentage of slum population in urban area\" http://urbandata.unhabitat.org/explore-data/?indicators=slum_proportion_living_urban"]
["Singapore7",null,"Singapore",7,"Percentage of households that declare they have access to public means of transport within 0.5 km. (%)","-","%",null,null,"No official city/-level data is available."]
["Singapore8",null,"Singapore",8,"Number of World Heritage sites within 100 km (UNESCO World Heritage Sites)",1,"World Heritage Sites",2018,"UNESCO","[1] UNESCO World Heritage Sites [https://whc.unesco.org/en/list/]"]
["Singapore9",null,"Singapore",9,"Credit rating or shadow credit rating on the national credit rating scale of the country (rating - agency)","Moody’s: Aaa; \nS&P: AAA; \nFitch: AAA;",null,2018,"Moody’s, S&P, Fitch"]
["Singapore10",null,"Singapore",10,"Own source revenue (million US$)",45600,"million US$",2013,"UN Habitat","[1] UN Habitat \"Global Municipal Database\" http://globalmunicipaldatabase.unhabitat.org/cities/singapore"]
["Singapore11",null,"Singapore",11,"Total capital expenditures (million US$)",9500,"million US$",2013,"UN Habitat","[1] UN Habitat \"Global Municipal Database\" http://globalmunicipaldatabase.unhabitat.org/cities/singapore"]
["Singapore12",null,"Singapore",12,"Debt service payments (million US$)",0,"million US$",2013,"UN Habitat","[1] UN Habitat \"Global Municipal Database\" http://globalmunicipaldatabase.unhabitat.org/cities/singapore"]
["Singapore13",null,"Singapore",13,"City's GDP per capita (US$/capita)",57714,"US$/capita",2017,"World Bank","[1] World Bank. GDP per capita https://data.worldbank.org/indicator/NY.GDP.PCAP.CD?end=2017&locations=SG&start=2017"]
["Singapore14",null,"Singapore",14,"Average annual growth (GDP) rate in the past 10 years (%)",3.5,"%",2017,"World Bank","[1] World Bank. \"GDP per capita growth (annual %)\""]
["Singapore15",null,"Singapore",15,"Number of days to obtain a business license (days)",3,"days",2017,"World Bank","[1] World Bank. \"Doing Business\""]
["Singapore16",null,"Singapore",16,"Labor force by education level (% / level)",null,"% / level"]
["Singapore17",null,"Singapore",17,"Unemployment rate as a share of the labor force (%)",2.2000000000000002,"%",2017,"Ministry of Manpower","\nOverall Unemployment Rate. Annual Average. The unemployment rate refers to the unemployed as a percentage of the labour force (also known as the economically active population). [http://stats.mom.gov.sg/Pages/Unemployment-Summary-Table.aspx]"]
["Singapore18",null,"Singapore",18,"Income Gini coefficient",0.46,"(0 - 1)",2017,"CIA World Factbook","[1] CIA World Factbook https://www.cia.gov/library/publications/the-world-factbook/geos/sn.html"]
["Singapore19",null,"Singapore",19,"Hectares of permanent green space per 100,000 city residents (ha)",null,"ha",null,null,"No official city/-level data was found."]
["Singapore20",null,"Singapore",20,"Annual mean level of fine particulate matter in the city (Annual mean, ug/m3 PM2.5 and PM10)","30 (PM 2.5)\n18 (PM 10)\n\n\n","ug/m3",2014,"World Health Organisation","[1] WHO Global Urban Ambient Air Pollution Database http://www.who.int/airpollution/data/cities-2016/en/"]
["Singapore21",null,"Singapore",21,"Annual household water consumption for all sectors (US$ Million)","-","Million US$",null,null,"No city-level data on dollar value of consumption was found. In 2014 the per capita household water consumption was 143 litres [1]\n\n[1] Singapore's Water Agency \"Singapore Water Story\" [https://www.pub.gov.sg/watersupply/singaporewaterstory]"]
["Singapore22",null,"Singapore",22,"Total solid waste generation per capita (kg /capita/day)",0.86,"kg/capita/day",2015,"Government of Singapore","Solid Waste Management - Total Domestic Waste Disposed Per Capita (kg/day/person) [https://data.gov.sg/dataset/solid-waste-management-total-domestic-waste-disposed-per-capita?view_id=e7298947-e719-49a4-96a5-81d6c4a64154&resource_id=21727d9f-dc4f-4992-a354-4375a3a766c4]"]
["Singapore23",null,"Singapore",23,"Material footprint per capita (metric tons)",70.47,"metric tons",2010,"United Nations","[1] Sustainable Development Goals tracker [https://sdg-tracker.org/sustainable-consumption-production]"]
["Singapore24",null,"Singapore",24,"Annual CO2 equivalent emissions per capita (tCO2/capita)",10.31,"tCO2/capita",2014,"World Bank","[1] CO2 emissions (metric tons per capita)\nhttps://data.worldbank.org/indicator/EN.ATM.CO2E.PC?year_high_desc=true"]
["Singapore25",null,"Singapore",25,"Total final energy consumption (GJ per capita)",214.45,"GJ per capita",2014,"World Bank","Converted from 5122 kg of Oil per capita\n\n[1] World Bank. Energy use (kg of oil equivalent per capita) https://data.worldbank.org/indicator/EG.USE.PCAP.KG.OE?locations=SG"]
["Singapore26",null,"Singapore",26,"Percentage of total energy derived from renewable sources, as share of city’s total\nfinal energy consumption (%)",0.71,"%",2015,"World Bank","[1] World Bank Renewable energy consumption (% of total final energy consumption) https://data.worldbank.org/indicator/EG.FEC.RNEW.ZS"]
["Singapore27",null,"Singapore",27,"10-year average of direct disaster economic loss\n(,000 US$)","-",",000 US$",null,null,"Data for 10-year average seems not to be available. This is counted in AAl and PML.\n\nFor Disaster Loss, the database \"https://www.emdat.be/about\" could be cheked, but access is restricted.\n\nDesInventar does not list Singapore \"https://www.desinventar.net/DesInventar/\""]
["Singapore28",null,"Singapore",28,"Housing shortage (number of housing units/number of households)","-",null,null,null,"No official city/-level data was found."]
["Singapore29",null,"Singapore",29,"Percentage of malnourished children under five (% of children under five)","-","% of children under five",null,null,"No recent official city/-level data was found."]
["Singapore30",null,"Singapore",30,"People using safely managed drinking water services (% of population)",100,"% of population",2015,"World Health Organization","World Health Organization JMP [https://washdata.org/data#!/sgp]"]
["Singapore31",null,"Singapore",31,"Total public and primary private health insurance coverage (% of total population covered)","-","% of total population",null,null,"No official city/-level data was found."]
["Recife1",null,"Recife",1,"Population",1637834,"people",2018,"Brazilian Institute for Geography and Statistics (IBGE)","[1] Estimated population [https://cidades.ibge.gov.br/brasil/pe/recife/panorama]"]
["Recife2",null,"Recife",2,"Annual growth rate of the local population (%)",0.25,"%",2018,"Brazilian Institute for Geography and Statistics (IBGE)","Estimate growht between 2017 and 2018. [1]\n\n[1] Brazilian Institute for Geography and Statistics [https://sidra.ibge.gov.br/tabela/6579]"]
["Recife3",null,"Recife",3,"Age dependency ratio (% of working-age population)",40.9,"% of working-age population",2016,"Statistical Annual Report of Pernambuco","[1] Socioeconomic Activities - Work [http://www.anuario.pe.gov.br/categoria/demografia]"]
["Recife4",null,"Recife",4,"Years since land use plan was reviewed and updated (Years)",10,"Years",2018,"EIU","The last land use plan was published in 2008. The new version of the plan is currently under revisions. [1]\n\n[1] City of Recife. Law 17,511 of 2008. \"Plano diretor do Recife\". http://licenciamento.recife.pe.gov.br/sites/default/files/2008%20-%20Plano%20Diretor%20Lei%20n%C2%BA%2017511.08.pdf"]
["Recife5",null,"Recife",5,"Total city built up area (km2)",38.475000000000001,"KM2",2016,"City of Recife","[1] Secretariat of Planning, Administration and Mangement of People [http://www2.recife.pe.gov.br/22/12/2016/m2-de-area-construida]"]
["Recife6",null,"Recife",6,"Percentage of urban population living in slums (%)",22.9,"%",2010,"Brazilian Institute for Geography and Statistics (IBGE)","[1] Agencia IBGE Noticias \"National Housing Day: Brazile has 11.4 million people living in slums\" https://agenciadenoticias.ibge.gov.br/agencia-noticias/2012-agencia-de-noticias/noticias/15700-dados-do-censo-2010-mostram-11-4-milhoes-de-pessoas-vivendo-em-favelas"]
["Recife7",null,"Recife",7,"Percentage of households that declare they have access to public means of transport within 0.5 km. (%)","-","%"]
["Recife8",null,"Recife",8,"Number of World Heritage sites within 100 km (UNESCO World Heritage Sites)",1,"World Heritage Sites",2018,"UNESCO"]
["Recife9",null,"Recife",9,"Credit rating or shadow credit rating on the national credit rating scale of the country (rating - agency)","-",null,null,null,"There is no city-level credit rating available. Brazil's national credit ratings are BB- (S&P) / Ba2 (Moody's) / BB- (Fitch) \n\n[1] Trevizan, Karina. January 11th 2018. \"S&P rebaixa nota de crédito do Brasil\". G1. Available at: https://g1.globo.com/economia/noticia/sp-rebaixa-nota-do-brasil.ghtml\n[2] Gerbelli, Luiz Guilherme & Darlan Alvarenga. April 9th 2018. \"Moody's muda perspectiva da nota do Brasil de negativa para estável\". Available at: https://g1.globo.com/economia/noticia/moodys-muda-perspectiva-da-nota-do-brasil-de-negativa-para-estavel.ghtml\n[3] Alvarenga, Darlan & Olívia Henriques. February 23rd 2018. \"Fitch rebaixa nota do Brasil e país fica mais longe do selo de bom pagador\". Available at: https://g1.globo.com/economia/noticia/fitch-rebaixa-a-nota-do-brasil.ghtml"]
["Recife10",null,"Recife",10,"Own source revenue (million US$)",598.83000000000004,"million US$",2017,"City of Recife","[1] City of Recife. \"Portal da Transparência: Receitas Totais do Recife\". http://transparencia.recife.pe.gov.br/codigos/web/receitas/receitaTotal.php#result"]
["Recife11",null,"Recife",11,"Total capital expenditures (million US$)",463.52,"million US$",2017,"City of Recife","[1] City of Recife. \"Portal da Transparência: Despesas Totais do Recife\". http://transparencia.recife.pe.gov.br/codigos/web/despesas/despesaTotal.php#result"]
["Recife12",null,"Recife",12,"Debt service payments (million US$)",19,"million US$",2017,"City of Recife","[1] City of Recife. \"Portal da Transparência: Despesas Totais do Recife\". \nhttp://transparencia.recife.pe.gov.br/codigos/web/despesas/despesaTotal.php#result"]
["Recife13",null,"Recife",13,"City's GDP per capita (US$/capita)",7942,"US$/capita",2015,"Brazilian Institute for Geography and Statistics (IBGE)","[1] Brazilian Institute for Geography and Statistics (IBGE) [https://cidades.ibge.gov.br/brasil/pe/recife/panorama]"]
["Recife14",null,"Recife",14,"Average annual growth (GDP) rate in the past 10 years (%)",10.199999999999999,"%",2015,"Brazilian Institute for Geography and Statistics (IBGE)","[1] Brazilian Institute for Geography and Statistics (IBGE) https://cidades.ibge.gov.br/brasil/pe/recife/pesquisa/38/47001?ano=2015"]
["Recife15",null,"Recife",15,"Number of days to obtain a business license (days)","-","days",null,null,"There is no city-level data using the World Bank Doing Business methodology.However according to a 2017 study it takes 151 days to obtain a business license in Recife. [1]\n\n[1] Guarda, Adriana. September 24th 2017. \"Burocracia: No Brasil são necessários 80 dias para abrir uma empresa\". [https://jconline.ne10.uol.com.br/canal/economia/pernambuco/noticia/2017/09/24/burocracia-no-brasil-sao-necessarios-80-dias-para-abrir-uma-empresa-308197.php] \n"]
["Recife16",null,"Recife",16,"Labor force by education level (% / level)",null,"% / level",null,null,"No city-level data available"]
["Recife17",null,"Recife",17,"Unemployment rate as a share of the labor force (%)","-","%",2017,null,"No official city-level estimate is available. However a news article estimated the unemployment rate as a share of the labor force was 15.3% in 2017 [1]\n\n[1] Coutinho, Katherine & Thamires Oliveira. February 23rd 2018. \"Pernambuco fecha 2017 com taxa de desemprego em 17,6%, segundo maior resultado do país\". G1.https://g1.globo.com/pe/pernambuco/noticia/pernambuco-fecha-2017-com-taxa-de-desemprego-em-176-segundo-maior-resultado-do-pais.ghtml"]
["Recife18",null,"Recife",18,"Income Gini coefficient",0.68,"(0 - 1)",2010,"City of Recife","[1] City of Recife. \"Informações socioeconômicas\". \nhttp://www2.recife.pe.gov.br/pagina/informacoes-socioeconomicas"]
["Recife19",null,"Recife",19,"Hectares of permanent green space per 100,000 city residents (ha)","-","ha",null,null,"No official estimate is available but a 2012 study estimates that there are 608.18ha of permanent green space. [1]\n\n[1] Carvalho, Ciara. March 18th 2012. \"O mapa verde de Recife\". JC Online.\nhttps://jconline.ne10.uol.com.br/canal/cidades/cienciamambiente/noticia/2012/03/18/o-mapa-verde-do-recife-36165.php"]
["Recife20",null,"Recife",20,"Annual mean level of fine particulate matter in the city (Annual mean, ug/m3 PM2.5 and PM10)","-","ug/m3",null,null,"The City does not collect this data, according to news article. [1] \n\n[1] \"Monitoramento da poluição atmosférica no Grande Recife é deficiente\". 2016\nhttps://noticias.ne10.uol.com.br/grande-recife/noticia/2016/08/18/monitoramento-da-poluicao-atmosferica-no-grande-recife-e-deficiente-632674.php"]
["Recife21",null,"Recife",21,"Annual household water consumption for all sectors (US$ Million)","-","Million US$",null,null,"No city-level data on dollar value of consumption. In 2017 the total consumption of water was 1,792,925,112 m3. [1]\n\n[1] Portal Folha PE. April 7th 2017. \"Residências respondem por 87% do consumo de água no Recife\". Portal Folha PE.https://www.folhape.com.br/noticias/noticias/cotidiano/2017/04/07/NWS,23723,70,449,NOTICIAS,2190-RESIDENCIAS-RESPONDEM-POR-CONSUMO-AGUA-RECIFE.aspx"]
["Recife22",null,"Recife",22,"Total solid waste generation per capita (kg /capita/day)","-","kg/capita/day",null,null,"There is no readily available official estimate. According to a news article in 2012 the total solid waste generation was 1.3 kg per capita per day. [1]\n\n[1] Markman, Luna. March 18th 2012. \"Apenas 0,17% dos resíduos sólidos coletados no Recife são reciclados\". G1. http://g1.globo.com/pernambuco/noticia/2012/03/apenas-017-dos-residuos-solidos-coletados-no-recife-sao-reciclados.html"]
["Recife23",null,"Recife",23,"Material footprint per capita (metric tons)","-","metric tons",null,null,"There is no readily available official estimate."]
["Recife24",null,"Recife",24,"Annual CO2 equivalent emissions per capita (tCO2/capita)",1.77,"tCO2/capita",2017,"Development Bank of Latin America (CAF)","[1] Portal Folha PE. April 7th 2017. \"Residências respondem por 87% do consumo de água no Recife\". Portal Folha PE.https://www.folhape.com.br/noticias/noticias/cotidiano/2017/04/07/NWS,23723,70,449,NOTICIAS,2190-RESIDENCIAS-RESPONDEM-POR-CONSUMO-AGUA-RECIFE.aspx"]
["Recife25",null,"Recife",25,"Total final energy consumption (GJ per capita)",7.2158499579999997,"GJ per capita",2017,"Pernambuco State","[1] Pernambuco State Data Base. \"Consumo de energia elétrica\". http://www.bde.pe.gov.br/visualizacao/Visualizacao_formato2.aspx?codFormatacao=409&CodInformacao=416&Cod=3"]
["Recife26",null,"Recife",26,"Percentage of total energy derived from renewable sources, as share of city’s total\nfinal energy consumption (%)","-","%"]
["Recife27",null,"Recife",27,"10-year average of direct disaster economic loss\n(,000 US$)","-",",000 US$"]
["Recife28",null,"Recife",28,"Housing shortage (number of housing units/number of households)","-",null,null,null,"No city level data is available. There is an estimate ousing deficit of 71,160 households, defined as number of households in need of adequate housing. [1] \n\n[1] City of Recife. \"Equidade socioterritorial, habitação e regularização fundiária\". \nhttp://planodiretordorecife.com.br/wp-content/uploads/2018/09/Equidade-Socioterritorial-Habita%C3%A7%C3%A3o-e-Regulariza%C3%A7%C3%A3o-Fundi%C3%A1ria.pdf"]
["Recife29",null,"Recife",29,"Percentage of malnourished children under five (% of children under five)",5.1999999999999998E-3,"% of children under five",2012,"Ministry of Health","[1] Programa Cidades Sustentáveis. \"Desnutrição infantil - Recife, PE\" \n[https://indicadores.cidadessustentaveis.org.br/br/PE/recife/desnutricao-infantil]"]
["Recife30",null,"Recife",30,"People using safely managed drinking water services (% of population)","-","% of population",2016,null,"There is no city level data on percentage of population using safely managed drinking water services however 83% of the population has access to treated water. [1]\n\n[1] Ministry of Cities (Brazil). National System for Information on Sanitation. http://app3.cidades.gov.br/serieHistorica/#"]
["Recife31",null,"Recife",31,"Total public and primary private health insurance coverage (% of total population covered)",100,"% of total population",2018,"Ministry of Health","Brazil has free, universal healthcare [1]\n\n[1] Sistema Único de Saúde (SUS): estrutura, princípios e como funciona\". http://portalms.saude.gov.br/sistema-unico-de-saude"]
["Melaka1",null,"Melaka",1,"Population",901700,"people",2016,"Melaka State Economic Planning Department (UPEN)","[1] Melaka State Economic Planning Department (UPEN) \"Data Asas Negeri Melaka 2016\" [https://www.melaka.gov.my/ms/koleksi-media/penerbitan/data-asas/lampiran-da/bda_2016.pdf]\n"]
["Melaka2",null,"Melaka",2,"Annual growth rate of the local population (%)",1.4,"%",2016,"State Economic Planning Department (UPEN)","[1] State Economic Planning Department (UPEN). [.] \"Data Asas Negeri Melaka 2016\" [https://www.melaka.gov.my/ms/koleksi-media/penerbitan/data-asas/lampiran-da/bda_2016.pdf]"]
["Melaka3",null,"Melaka",3,"Age dependency ratio (% of working-age population)",44.8,"% of working-age population\n",2017,"Department of Statistics of Malaysia","[1] Department of Statistics Malaysia (DOSM). 2018. \"Current Population Statistics 2018\" [https://newss.statistics.gov.my/newss-portalx/ep/epDownloadContentSearch.seam?cid=87251]"]
["Melaka4",null,"Melaka",4,"Years since land use plan was reviewed and updated (Years)",0,"Years",2018,"EIU"]
["Melaka5",null,"Melaka",5,"Total city built up area (km2)","-","KM2",null,null,"No official city/state-level data was found."]
[{"$f":"C131&D131","v":"Melaka6"},null,"Melaka",6,"Percentage of urban population living in slums (%)","-","%",null,null,"No official city/state-level data was found."]
["Melaka7",null,"Melaka",7,"Percentage of households that declare they have access to public means of transport within 0.5 km. (%)","-","%",null,null,"No official city/state-level data was found."]
["Melaka8",null,"Melaka",8,"Number of World Heritage sites within 100 km (UNESCO World Heritage Sites)",1,"World Heritage Sites",2018,"UNESCO"]
["Melaka9",null,"Melaka",9,"Credit rating or shadow credit rating on the national credit rating scale of the country (rating - agency)","-",null,null,null,"No official city/state-level data was found."]
["Melaka10",null,"Melaka",10,"Own source revenue (million US$)","-","million US$",null,null,"No official city/state-level data was readily available."]
["Melaka11",null,"Melaka",11,"Total capital expenditures (million US$)","-","million US$",null,null,"No official city/state-level data was readily available."]
["Melaka12",null,"Melaka",12,"Debt service payments (million US$)",0.24,"million US$",2017,"Finance and Treasury Department of Melaka","[1] Finance and Treasury Department of Melaka. 2018. \"Perbelanjaan Tanggungan Mengikut Objek Sebagai Bagi Tahun 2019\" or \"Liability Expenses By Object for 2019\" [https://jkpnm.melaka.gov.my/xs/page.php?id=203]"]
["Melaka13",null,"Melaka",13,"City's GDP per capita (US$/capita)",9507,"US$/capita",2017,"State Economic Planning Department (UPEN)","[1] State Economic Planning Department (UPEN). \"Data Asas Negeri Melaka 2016\" [https://www.melaka.gov.my/ms/koleksi-media/penerbitan/data-asas/lampiran-da/bda_2016.pdf]\n"]
["Melaka14",null,"Melaka",14,"Average annual growth (GDP) rate in the past 10 years (%)",5.8,"%",2017,"Department of Statistics of Malaysia","[1] Department of Statistics Malaysia (DOSM). 2018. \"Laporan Sosioekonomi Negeri Melaka 2017\" [https://newss.statistics.gov.my/newss-portalx/ep/epDownloadContentSearch.seam?cid=87291]\n"]
["Melaka15",null,"Melaka",15,"Number of days to obtain a business license (days)","-","days",null,null,"There is no city-level data using the World Bank Doing Business methodology."]
["Melaka16",null,"Melaka",16,"Labor force by education level (% / level)",null,"% / level",null,null,"No official city/state-level data was found."]
["Melaka17",null,"Melaka",17,"Unemployment rate as a share of the labor force (%)",0.9,"%",2016,"State Economic Planning Department (UPEN)","[1] State Economic Planning Department (UPEN) \"Data Asas Negeri Melaka 2016\" [https://www.melaka.gov.my/ms/koleksi-media/penerbitan/data-asas/lampiran-da/bda_2016.pdf]"]
["Melaka18",null,"Melaka",18,"Income Gini coefficient","-","(0 - 1)",2016,"\n","No official city/state-level data was found. The gini coefficient for Malaysia is 0.33 [1]\n[1] Department of Statistics Malaysia (DOSM)"]
["Melaka19",null,"Melaka",19,"Hectares of permanent green space per 100,000 city residents (ha)",5137.6000000000004,"ha",2016,"State Economic Planning Department (UPEN).","State Economic Planning Department (UPEN). \"Data Asas Negeri Melaka 2016\" [https://www.melaka.gov.my/ms/koleksi-media/penerbitan/data-asas/lampiran-da/bda_2016.pdf]"]
["Melaka20",null,"Melaka",20,"Annual mean level of fine particulate matter in the city (Annual mean, ug/m3 PM2.5 and PM10)","-","ug/m3",null,null,"No official city/state-level data was found."]
["Melaka21",null,"Melaka",21,"Annual household water consumption for all sectors (US$ Million)","-","Million US$",null,null,"No official city/state-level data was found."]
["Melaka22",null,"Melaka",22,"Total solid waste generation per capita (kg /capita/day)",0.33,"kg/capita/day",2017,"State Economic Planning Unit (UPEN)","[1] State Economic Planning Unit (UPEN). 2018. \"Green Cities Action Plan (GCAP) 1st Draft Report\""]
["Melaka23",null,"Melaka",23,"Material footprint per capita (metric tons)","-","metric tons",null,null,"No official city/state-level data was found."]
["Melaka24",null,"Melaka",24,"Annual CO2 equivalent emissions per capita (tCO2/capita)",2.29,"tCO2/capita",2013,"Melaka Green Technology Corporation","Calculated using figure for Melaka State Total Emissions (2013) = 1,961,598 tCO2 [2] Population (2013) = 856,700 [3]\n\n\n[1] Melaka Green Technology Corporation. 2018. \"Green House Gas Emissions Inventory\" [http://melakagreentech.gov.my/index.php/component/content/article/2-uncategorised/262-inventori-pelepasan-gas-rumah-hijau] [3]Department of Statistics Malaysia (DOSM). 2018. \"Current Population Statistics 2018\" [https://newss.statistics.gov.my/newss-portalx/ep/epDownloadContentSearch.seam?cid=87251]"]
["Melaka25",null,"Melaka",25,"Total final energy consumption (GJ per capita)","-","GJ per capita","-",null,"No official city/state-level data was found."]
["Melaka26",null,"Melaka",26,"Percentage of total energy derived from renewable sources, as share of city’s total\nfinal energy consumption (%)","-","%",null,null,"No official city/state-level data was found."]
["Melaka27",null,"Melaka",27,"10-year average of direct disaster economic loss\n(,000 US$)","-",",000 US$",null,null,"No official city/state-level data was found."]
["Melaka28",null,"Melaka",28,"Housing shortage (number of housing units/number of households)","-",null,null,null,"No official city/state-level data was found."]
["Melaka29",null,"Melaka",29,"Percentage of malnourished children under five (% of children under five)","-","% of children under five",null,null,"No official city/state-level data was found."]
["Melaka30",null,"Melaka",30,"People using safely managed drinking water services (% of population)","-","% of population",null,null,"No official city/state-level data was found."]
["Melaka31",null,"Melaka",31,"Total public and primary private health insurance coverage (% of total population covered)","-","% of total population",null,null,"No official city/state-level data was found."]

{"sheet":"iJustifications","index":22,"n_rows":79,"n_cols":15,"rows_kept":79,"cut":false,"hidden":true,"merged":[]}
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[null,{"$f":"tblIndicators!A1","v":"line"},{"$f":"tblIndicators!B1","v":"IS_BG"},"level",{"$f":"tblIndicators!H1","v":0},{"$f":"tblIndicators!K1","v":"Length"},{"$f":"tblIndicators!AF1","v":"NORM_ID (1=sumproduct, 2=min max set by data values, 3=min max set by user here)"},"Indicator","Unit",null,{"$f":"INDEX(tblTerritories!$C$3:$C$7,K4)","v":"Izmir"},{"$f":"INDEX(tblTerritories!$C$3:$C$7,L4)","v":"Lisbon"},{"$f":"INDEX(tblTerritories!$C$3:$C$7,M4)","v":"Melaka"},{"$f":"INDEX(tblTerritories!$C$3:$C$7,N4)","v":"Recife"},{"$f":"INDEX(tblTerritories!$C$3:$C$7,O4)","v":"Singapore"}]
[{"$f":"IF(tblIndicators!D2=\"\",\"\",tblIndicators!D2)","v":""},{"$f":"tblIndicators!A2","v":1},{"$f":"tblIndicators!B2","v":0},{"$f":"tblIndicators!G2","v":0},{"$f":"tblIndicators!E2","v":"OVERALL"},{"$f":"tblIndicators!K2","v":37},{"$f":"tblIndicators!AF2","v":1},{"$f":"REPT(\" \",D6)&tblIndicators!AK2","v":"OVERVIEW"},{"$f":"IF(G6=1,\"\",tblIndicators!Y2)","v":""},{"$f":"B6+$G$1","v":1},{"$f":"IF($G6=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E6&K$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G6=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E6&L$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G6=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E6&M$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G6=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E6&N$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G6=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E6&O$5,Policy_questions!$B$2:$B$171,0)))","v":""}]
[{"$f":"IF(tblIndicators!D3=\"\",\"\",tblIndicators!D3)","v":1},{"$f":"tblIndicators!A3","v":2},{"$f":"tblIndicators!B3","v":0},{"$f":"tblIndicators!G3","v":1},{"$f":"tblIndicators!E3","v":"GIUP"},{"$f":"tblIndicators!K3","v":40},{"$f":"tblIndicators!AF3","v":1},{"$f":"REPT(\" \",D7)&tblIndicators!AK3","v":" 1) GOVERNANCE AND INTEGRATED URBAN PLANNING"},{"$f":"IF(G7=1,\"\",tblIndicators!Y3)","v":""},{"$f":"tblIndicators!AQ3","v":4},{"$f":"IF($G7=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E7&K$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G7=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E7&L$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G7=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E7&M$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G7=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E7&N$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G7=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E7&O$5,Policy_questions!$B$2:$B$171,0)))","v":""}]
[{"$f":"IF(tblIndicators!D4=\"\",\"\",tblIndicators!D4)","v":1.1000000000000001},{"$f":"tblIndicators!A4","v":3},{"$f":"tblIndicators!B4","v":0},{"$f":"tblIndicators!G4","v":2},{"$f":"tblIndicators!E4","v":"GIUP1_1"},{"$f":"tblIndicators!K4","v":39},{"$f":"tblIndicators!AF4","v":3},{"$f":"REPT(\" \",D8)&tblIndicators!AK4","v":"  1.1) Vision and Long-term Strategic Planning"},{"$f":"IF(G8=1,\"\",tblIndicators!Y4)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ4","v":3},{"$f":"IF($G8=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E8&K$5,Policy_questions!$B$2:$B$171,0)))","v":"Izmir Metropolitan Municipality (IMM), the main local authority, has a city-level strategic plan that provides a long-term vision for the future. Three strategic plans have been developed to date, covering the periods 2006-17, 2010-17 and 2015-19. The current strategic plan includes an evaluation of the 2010-17 period and examines a wide range of issues, including geography, population, employment, health, education, economy, culture and art, and infrastructure. It identifies nine main strategic objectives, each with targets and performance benchmarks. These nine objectives are: transparent governance; sustainable environmental management; urban conservation and planning; infrastructure improvement; safe and environmentally friendly transportation; social solidarity and health; 24/7 culture, art and sport; the popularisation of tourism; and disaster management and security [1]. IMM's performance in implementing the strategic plan is monitored and evaluated through performance programmes and activity reports, which are published annually [2]."},{"$f":"IF($G8=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E8&L$5,Policy_questions!$B$2:$B$171,0)))","v":"The 2010-2024 strategy is a long-term vision for the city of Lisbon [1]. It touches on key issues such as habitational demography, social cohesion, sustainability, economic development, cultural identity and governance. The time period was chosen to mark one century as a republic (2010) and 50 years since the end of the dictatorship. The Master Municipal Plan was created in 2012 and is updated every year [2]. It follows the long-term strategy and is the main tool for territorial planning, establishing a spatial organisation model; a territorial development strategy; land classification rules; and rules and parameters applied to land occupation, use and transformation. According to the Master Municipal Plan, the four main priorities for the municipal government are: reinforce Lisbon's position in national and international networks; regenerate the consolidated city; promote urban qualification; and stimulate public participation and improve the governance model. These priorities are reflected in seven main goals: attract more residents; capture more businesses and jobs; boost urban rehabilitation; improve public spaces; return the riverfront to the population; promote sustainable mobility; and incentivise environmental efficiency. Goals are clearly identified but milestones and procedures for monitoring progress are lacking [3]. Implementation is also lagging, according to experts interviewed [4]."},{"$f":"IF($G8=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E8&M$5,Policy_questions!$B$2:$B$171,0)))","v":"The state of Melaka developed a State Structure Plan in 2016, with the ultimate goal of making Melaka a resilient city-state. The Melaka State Structure Plan 2035 (MSSP) formulates the policy and general proposals of the State Authority for the development and use of land, including measures for improving the physical living environment, improving communications, managing traffic, improving socio-economic well-being, promoting economic growth, and facilitating sustainable development, as stipulated in the Town and Country Planning Act (TCPA) 1976 (Act 172) [1]. There are four key themes: 1) \"resilient economic growth\"; 2) \"Melaka as a green technology city\"; 3) \"harmony and inclusive Melaka\"; and 4) \"Melaka identity\". For each theme, the document details the strategic direction, policies, implementation initiatives, and mechanisms for enforcement and monitoring [2]. There are other plans that establish the long-term vision for the city-state, including the Green City Action Plan (GCAP) for Melaka State, which provides a framework for sustainable urban development in Melaka; and the Green Technology Blueprint, which sets out the vision to become a green technology city-state by 2020 [3]. At the city level, the Local Plan for Melaka Historic City Council (MBMB) is currently being updated and is expected to be completed in 2019. There is also a Special Area Plan for the Management of the World Heritage Site of Melaka [4]."},{"$f":"IF($G8=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E8&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The city of Recife is in the process of renewing its Director Plan, which was last revised in 2008. The new plan offers a long-term, city-level strategic vision to guide the development of the city until 2028 [1], and it is set to be revised every ten years. Having a Director Plan is a legal requirement for all municipal governments in Brazil, in accordance with the Statute of the Cities of 2001 (a national law). However, Recife had been developing Director Plans prior to the passing of this national law and had one as far back as 1991. The Director Plan of 1991 was expected to be revised in 2001, but delays meant that it was not updated until 2008 [2]. The Director Plan 2018 will cover issues such as urban planning and management, new buildings, business and infrastructure, and occupation regulations and preservation areas. The plan is currently under public consultation and is expected to be finalised in December 2018 [1][3][4]. In order to identify the key issues, targets and themes for the Director Plan 2018, Recife organised studies to evaluate the state of various areas of the city, including diagnostic reports. According to Antonio Alexandre, the municipal secretary for urban planning, the diagnostic reports provided \"a critical reflection of the effectiveness and actuality of the current Director Plan [of 2008], indicating what must and could be revised\" [5]. In addition to renewing its Director Plan, Recife partnered with a civil society organisation, Núcleo de Gestão do Porto Digital, to create the Recife Agency for Innovation and Strategy (ARIES), with the goal of developing the Plan Recife 500 Years (the city will be celebrating its 500-year anniversary in 2037) [6][7]. ARIES also has support from the federal government through the Ministry of Science, Technology, Innovation and Communication, as the Núcleo de Gestão do Porto Digital is a long-time partner of the federal and local government [8]. The first version of the plan was released on March 12th 2018 and focuses on six main areas: connectivity and technology, the distribution of public services and infrastructure development across all neighbourhoods, civic participation, water management, transportation and the development of public spaces, and education and health [9]. The objective of Plan Recife 500 Years is to commit the local government to a long-term plan [10]."},{"$f":"IF($G8=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E8&O$5,Policy_questions!$B$2:$B$171,0)))","v":"The Urban Redevelopment Authority’s (URA) Master Plan 2014 provides a long-term strategic vision for Singapore which covers six key focus areas in detail: housing, the economy, transport, recreation, identity and public spaces. The overall objective of the master plan is to create an inclusive, liveable, economically vibrant and green society for Singapore through efficient land use and efforts to build a high-quality living environment [1][2]. The master plan is revised every five years to incorporate the long-term goals of the broader 2011 Concept Plan (reviewed every ten years) into direct plans for property development [3][4]. The Singapore Centre for Liveable Cities also undertakes ongoing research into sustainable and resilient city design to contribute to future development strategies [5]."}]
[{"$f":"IF(tblIndicators!D5=\"\",\"\",tblIndicators!D5)","v":1.2},{"$f":"tblIndicators!A5","v":4},{"$f":"tblIndicators!B5","v":0},{"$f":"tblIndicators!G5","v":2},{"$f":"tblIndicators!E5","v":"GIUP1_2"},{"$f":"tblIndicators!K5","v":25},{"$f":"tblIndicators!AF5","v":3},{"$f":"REPT(\" \",D9)&tblIndicators!AK5","v":"  1.2) Stakeholder participation"},{"$f":"IF(G9=1,\"\",tblIndicators!Y5)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ5","v":3},{"$f":"IF($G9=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E9&K$5,Policy_questions!$B$2:$B$171,0)))","v":"In Izmir, there are efforts to involve civil society in urban planning. Izmir Metropolitan Municipality (IMM), the main local authority, takes a participatory approach and has developed relationships with non-governmental organisations (NGOs) to assist in policymaking. There are multiple platforms channelling advice from civil society to local government bodies [1] [2]. \n \nThe Izmir Regional Plan—prepared periodically by the Izmir Development Agency (IDD), a local body responsible for Izmir's development, working in co-ordination with the Ministry of Industry—identifies civil society participation in the decision-making process as a key objective, and the creation of a participatory and transparent governance system in the period 2014-23 as a major target. It mentions the Board of Directors of IDD as an example of co-operation between civil society and local authorities, as it involves three civil society representatives and five representatives of local authorities. The Board of Development—which is composed of public, civil society, university and private-sector representatives—functions as the advisory board for IDD, issuing recommendations on local issues. City councils, composed of four different groups of citizens (women, youth, people with disabilities and children), work on multiple social issues and are established under the co-ordination of IMM. Another body subordinated to IMM, the Izmir Economic Development Co-ordination Council, is composed of representatives from public bodies, chambers, the private sector and civil society and aims to enhance co-ordination and launch common projects for the economic development of Izmir. [3] During its monthly meetings, projects in the implementation and development phases are presented to the council by IMM, and changes are made by IMM in line with the suggestions of the council. The council can also propose new projects to IMM. During the development of both the strategic plan and the transportation master plan, IMM led consultations to determine the needs and requests of the residents of Izmir [4].\n \nThere is some evidence, however, that these platforms do not constitute a coherent, co-ordinated and effective advisory system, and that civil society advice is often overlooked by local authorities [1]."},{"$f":"IF($G9=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E9&L$5,Policy_questions!$B$2:$B$171,0)))","v":"There is a structure that allows civil society to directly participate in urban planning and management. The \"Smart Lisbon\" website, sponsored by the local government, presents different mechanisms that citizens can use to participate in public debate about Lisbon. There is a well-functioning app called \"Na Minha Rua\" (In My Street), and members can vote on the participatory budget for the city. The feedback from participants is generally very positive."},{"$f":"IF($G9=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E9&M$5,Policy_questions!$B$2:$B$171,0)))","v":"The Town and Country Planning Act (TCPA) 1976 (Act 172) requires public feedback to be obtained before any draft state structure plan or draft local plan is finalised and gazetted. In particular, the TCPA states that the \"State Director shall publish, in three issues of at least two local newspapers, one of which being in the national language, a notice stating that copies of the plan are available for inspection at the office of the State Director and at such other places as he may determine and the time within which objections to the plan may be made to the Committee\" [1]. Civil society was involved in the preparation of the Melaka State Structure Plan 2035 (MSSP) through \"Publicity and Public Participation\" and \"Publicity and Public Objections\" sessions, which provided the public with opportunities to voice their opinions and provide relevant input on the draft plan [2]. A Publicity Report was then prepared, based on the public feedback [3]. The state structure plan is to be reviewed every five years, and any proposed alterations must also be provided for public consultation [1]. A similar stakeholder participation process is used for the development of the Melaka Historic City Council (MBMB) Local Plan [4]. In addition—and as part of the planning and approval process for any large-scale development—the population within the development radius is invited to a public hearing [4]. The state government has also been holding weekly townhall sessions attended by the chief minister and residents of Melaka since the new state administration took over in May 2018. The MBMB organises annual townhall sessions for residents within each state assembly to discuss service delivery and problems faced by residents [4][5]."},{"$f":"IF($G9=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E9&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The Council of the City of Recife organises public audiences to allow civil society to participate in decisions related to city projects, strategies and plans [1]. According to its website, \"the Council of the City of Recife is a body that aims to discuss and follow up on public policies related to urban space, focusing on improving the quality of life in the capital of Pernambuco state. As a permanent body, the commission is composed of representatives of the public and private sector, social movements and class entities, NGOs, as well as scientists and researchers\" [1]. Public audiences are required by federal law when a Director Plan is being developed by a municipal government (Article 40, §4-I of Law 10,257 of 2001, or the Statute of the City) [2]. A list of projects that are currently going through the public audience process appears on the city's website, along with details on how to participate in each meeting [3]. Input on the Director Plan 2018 has been collected from civil society and the general population through townhall meetings spread across the entire city, with the aim of covering as much territory and as many socio-economic and interest groups as possible. The city invites experts and academics—such as urban planners, engineers and architects—to participate in the audiences, but they are also open to the general public. The city also organised workshops with representatives from professional associations and organisations, universities and academics, research organisations and professional councils, and non-governmental organisations (NGOs) focused on urban planning and the environment [4]. These workshops were led by an expert and their objective was to tackle a specific issue or theme of the Director Plan in a more focused environment [5]. The public can also participate by answering questionnaires or interacting through live streaming of the meetings. The same process was used for the Municipal Plan for Urban Mobility and the Plan Recife 500 Years [6][7]."},{"$f":"IF($G9=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E9&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Civil society groups have been invited to directly take part in urban planning and development in Singapore, through consultations, since the draft of the 2001 Concept Plan was released [1]. The public has since been further involved in urban planning, having been invited to provide feedback on draft concept plans (which are displayed to the public), including via the website [2]. The Government of Singapore has also taken steps to foster ownership of areas on a local level [1]. Critiques of urban planning in Singapore often highlight the top-down approach to city planning and question the extent to which public feedback is considered and incorporated into development plans [3]."}]
[{"$f":"IF(tblIndicators!D6=\"\",\"\",tblIndicators!D6)","v":1.3},{"$f":"tblIndicators!A6","v":5},{"$f":"tblIndicators!B6","v":0},{"$f":"tblIndicators!G6","v":2},{"$f":"tblIndicators!E6","v":"GIUP1_3"},{"$f":"tblIndicators!K6","v":15},{"$f":"tblIndicators!AF6","v":3},{"$f":"REPT(\" \",D10)&tblIndicators!AK6","v":"  1.3) Data Management"},{"$f":"IF(G10=1,\"\",tblIndicators!Y6)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ6","v":3},{"$f":"IF($G10=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E10&K$5,Policy_questions!$B$2:$B$171,0)))","v":"Izmir Metropolitan Municipality (IMM) has a publicly accessible platform for georeferenced data. IMM's website offers two-dimensional and three-dimensional city guides, with maps searchable by location and transportation lines. These georeferenced maps also allow citizens to search for 24-hour pharmacies, health and education services, public institutions and organisations, religious institutions, social services, culture and art, and museums and historical sites [1]. The platform does not allow data to be downloaded, which means it cannot be used as a resource for empirical studies. This can be viewed as a shortcoming [2]. However, the mobile application \"Yarımada Izmir\", also developed for IMM, enables citizens to add data to IMM's georeferenced maps (although the application remains in need of improvement) [3]. In addition, through the Izmir Transport Centre (IZUM) application, traffic and parking places in the city can be monitored in real time [4]."},{"$f":"IF($G10=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E10&L$5,Policy_questions!$B$2:$B$171,0)))","v":"There is an interactive website for georeferenced data. The platform is provided by the Council of Lisbon and hosts sets of geographical data on the city. It aims to boost the re-utilisation of information produced by the council. Data is provided in a way that can be used in the Geographic Information System (GIS). On the platform, one can find the location of schools, health centres and hospitals, sports facilities, public transport facilities and police posts. The website also provides links for other council initiatives (which usually involve partnering with other institutions). One important initiative is Lisbon's Social Atlas, developed under the 2014-17 Action Plan by the Social Rights Department. It aims to reconstruct the social reality of a series of neighbourhoods within the city of Lisbon, providing detailed and georeferenced data on major social and economic indicators (territory, population, families, education, labour market, homelessness, social contributions, immigration, interculturality and housing). Another initiative is a platform that focuses on geomonuments in Lisbon, providing georeferenced data and suggested themed tours."},{"$f":"IF($G10=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E10&M$5,Policy_questions!$B$2:$B$171,0)))","v":"There is a publicly accessible platform for georeferenced data, available through the Georeferenced Data System for the Historic City of Melaka. The system provides information on land use; administrative boundaries and government offices; historic and cultural heritage sites; public facilities, such as schools and hospitals; and public infrastructure [1]. Other portals that provide land-use information include the i-plan portal and the Melaka Geographic Information System (MelGIS) [2][3]."},{"$f":"IF($G10=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E10&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The web-based Geographic Information of Recife (ESIG), organised by the city, has city-level statistics and data associated with locations in physical space. The user can navigate the map by research topic (including education, streets, traffic cameras, infrastructure projects, public safety, parks, zones, etc.) [1]."},{"$f":"IF($G10=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E10&O$5,Policy_questions!$B$2:$B$171,0)))","v":"The Singapore Department of Statistics compiles extensive statistics on its official website. Through the SingStat Table Builder, data from 60 public-sector agencies can be used to develop customised data tables [1]. The Singapore Land Authority also developed the New OneMap to provide a detailed, authoritative and up-to-date map of Singapore [2]. Singapore's National Spatial Data Infrastructure (NSDI) was set up in 2008 and re-conceptualised as Geospatial Singapore (GeospatialSG) in 2018. It aims to increase the use of geospatial information and technology by making authoritative geospatial data available. The programme is lead by the Singapore Land Authority (SLA) and the Government Technology Agency of Singapore (GovTech) and reports to the Government Data Steering Committee, overseen by the Smart Nation and Digital Government Office [3]."}]
[{"$f":"IF(tblIndicators!D7=\"\",\"\",tblIndicators!D7)","v":1.4},{"$f":"tblIndicators!A7","v":6},{"$f":"tblIndicators!B7","v":0},{"$f":"tblIndicators!G7","v":2},{"$f":"tblIndicators!E7","v":"GIUP1_4"},{"$f":"tblIndicators!K7","v":14},{"$f":"tblIndicators!AF7","v":3},{"$f":"REPT(\" \",D11)&tblIndicators!AK7","v":"  1.4) Trend Analyses"},{"$f":"IF(G11=1,\"\",tblIndicators!Y7)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ7","v":3},{"$f":"IF($G11=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E11&K$5,Policy_questions!$B$2:$B$171,0)))","v":"Data is used to inform city-level planning in Izmir. \n \nThe Turkish Statistical Institute (TSI), the government statistical office, has data and forecasts on Izmir's population growth for each year until 2025 [1]. In the period 2017-23, an annual average population growth rate of 11.3% is projected for the city [2]. TSI also has ageing projections for Turkey, although there is no data specifically for Izmir [3]. TSI does have up-to-date data on the main labour market indicators (participation rate, unemployment rate, employment rate) for Izmir, however [5].\n \nThese datasets and forecasts are taken into consideration in local authorities' planning activities. In the preparation of land-use plans, for instance, population growth forecasts play a key role, helping planners to make projections. Datasets are also used when determining whether a certain area should be protected, or designated as a \"tourism area\" (which is the domain of national authorities) [6]. Data and forecasts are also taken into consideration by Izmir Metropolitan Municipality (IMM) when it makes decisions regarding the services provided to residents—for example, the construction of care homes [7]. IMM's development plans and the Izmir Development Agency's regional plan were also prepared using these datasets [8]."},{"$f":"IF($G11=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E11&L$5,Policy_questions!$B$2:$B$171,0)))","v":"PORDATA publishes a data breakdown by council on population, income, unemployment and age, and an index of old-age dependency and young-age dependency, among other indicators. These figures come from Statistics Portugal and are up to date on the website. However, most of the projections are made for the national aggregate. Population projections are developed through studies by Statistics Portugal from time to time, but the latest available study only shows data for the aggregate (Portugal) and for the seven regiões in the country (which includes the Metropolitan Area of Lisbon). There is no further detail by council."},{"$f":"IF($G11=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E11&M$5,Policy_questions!$B$2:$B$171,0)))","v":"The Melaka State Structure Plan 2035 (MSSP) takes population growth into account [1]. The Department of Statistics Malaysia (DOSM) provides national and state population projections through to 2040, analysing changes in total population and population age structure, including the age dependency ratio [2]. "},{"$f":"IF($G11=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E11&N$5,Policy_questions!$B$2:$B$171,0)))","v":"There is little data available, but there is some evidence that trend analysis is used for city planning. The Brazilian Institute for Geography and Statistics (IBGE) collects annual population data for every municipality in Brazil, including Recife. Data is available from 2001 to 2018 [1]. However, there is no evidence that forecasts are available for the municipality of Recife; forecast population data is only available at the state level of Pernambuco. There is also no evidence of forecast trend analyses of employment levels; the website for IBGE includes historical data series but no forecasts for employment [2]. The IBGE provides historical and forecast data for population by age for Brazil and each state, but not for cities or metropolitan areas, including Recife. There is no evidence that this data is incorporated into the Director Plan or the Plan Recife 500 years [3]. Presentations on the Director Plan do use data sets, such as the city's GDP, share of GDP per economic activity, productivity and average income. However, all the data presented is historical, with no mention of forecasts [4]. According to Mariana Asfora, the co-ordinator for the revision of the Director Plan 2018, all the components of the plan were developed based on diagnostic studies for each specific issue and theme. These diagnostic studies used quantitative data to inform policymakers about how to draft the components of the plan. However, the data and information were compiled and analysed on an ad hoc basis, so there is no centralised and institutionalised database for the city. A municipal system to centralise information, data and records is being developed but has not yet materialised [5]."},{"$f":"IF($G11=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E11&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Data sets and trend analysis are extensively integrated into city planning in Singapore. The government of Singapore—through the Smart Nation Singapore Portal—publishes datasets compiled to guide national and urban planning initiatives and has Strategic National Projects as part of the Smart Nation drive. These are aimed at integrating digital technology and innovation into government planning and economic growth through the Digital Economy Framework for Action [1]. Extensive statistics and data are compiled by the Singapore Department of Statistics [2]."}]
[{"$f":"IF(tblIndicators!D8=\"\",\"\",tblIndicators!D8)","v":1.5},{"$f":"tblIndicators!A8","v":7},{"$f":"tblIndicators!B8","v":0},{"$f":"tblIndicators!G8","v":2},{"$f":"tblIndicators!E8","v":"GIUP1_5"},{"$f":"tblIndicators!K8","v":19},{"$f":"tblIndicators!AF8","v":3},{"$f":"REPT(\" \",D12)&tblIndicators!AK8","v":"  1.5) Land Use and Zoning"},{"$f":"IF(G12=1,\"\",tblIndicators!Y8)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ8","v":3},{"$f":"IF($G12=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E12&K$5,Policy_questions!$B$2:$B$171,0)))","v":"There are up-to-date land-use plans, which are regularly and publicly published on the website of Izmir Metropolitan Municipality (IMM), the main local authority in the city and the plans' enforcing authority [1] [2]. According to the Zoning Law [3] and the Law on Municipalities [4], land-use plans are prepared by an authorised city planner. The plans prepared by IMM are approved by the Municipal Assembly (a body within IMM composed of elected representatives from different political parties), along with a technical report prepared by IMM and a report from the Zoning Commission (a body composed of members of the Municipal Assembly who are responsible for city planning) [5] [6]. IMM has institutional capacity for both preparation and implementation, and its plans are prepared by its own zoning and urbanisation department [7]. In addition, district municipalities are authorised to prepare small-scale land-use plans, with implementation monitored by IMM [8]. In Izmir, land-use plans are regularly updated to reflect the changing circumstances of the city. For instance, projections made while preparing the 2004 land-use plan did not prove correct, due to factors such as immigration and the expansion of municipal boundaries (as a result of the Law on the Amendment of Certain Laws and Decree Laws on the Establishment of the Metropolitan Municipality and Twenty-Six Districts in the Thirteen Provinces) [9], and the plan therefore required revisions. IMM is the authority in charge of enforcing land-use plans, and both citizens and organisations (e.g. Izmir Chamber of City Planners) can open a case if there are irregularities, which works as a control mechanism [6] [10]."},{"$f":"IF($G12=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E12&L$5,Policy_questions!$B$2:$B$171,0)))","v":"According to the Basic Law for Land Planning, the Municipal Master Plan defines—within guidelines at the regional and national level, and in line with the council's strategy—the policy for land use and land planning. The plan is meant to be revised at least every ten years. However, the current Municipal Master Plan was published in 2012, and the previous plan was published in 1994. In October 2018, a new restriction on local accommodation areas was proposed. The plan is designed under the legal regime of Territorial Management Instruments and there is institutional capacity to enforce these regulations."},{"$f":"IF($G12=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E12&M$5,Policy_questions!$B$2:$B$171,0)))","v":"Existing zoning and land-use plans can be found on the i-plan portal or the Melaka Geographic Information System (MelGIS) [1][2]. Land-use information is supplied by the local authorities, according to their respective local plans and records [1]. The zoning plan is enforced by the local authority, which provides planning permission. Applications that do not comply with the land-use plan (as detailed in the Local Plan) are escalated to the State Planning Committee for review, and for conversion of land-use status (if approved) [3][4]. However, land reclamation projects in Melaka provide a recent example of a lapse in enforcement: freehold titles were given on reclaimed land before reclamation was even complete, and there are concerns about the impact of the reclamation on existing river passages and drainage systems [5]."},{"$f":"IF($G12=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E12&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The city of Recife has land-use plans and institutional capacity to monitor their implementation. There are challenges in enforcement, however, due to the large number of informal settlements (known in Brazil as favelas). The city has addressed this challenge by formally recognising these areas: in 1983, the city created a denomination called Special Zones for Social Interest (ZEIS) to formalise favelas and provide the necessary infrastructure and public services [1][2]. Land-use plans are monitored by the executive director for licencing and urbanism (DILURB), under the municipal secretary for mobility and urban control (SEMOC). The Portal for Urban Licencing keeps up-to-date land-use and zoning plans for the entire city. Through this portal, citizens have access to information on licencing and urban development in the city, including instructions on how to obtain a licence, information on the status of a licence application, a detailed zoning map for Recife, necessary documents and forms for several types of licences, online application forms for urban projects, information on the status of applications for urban projects, and location and operation certification [2]."},{"$f":"IF($G12=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E12&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Singapore’s long-term land development concept plan, Land Use Plan 2030, was drafted in 2013 and outlines the government's strategies for implementation, in line with population and economic projections for 2030 from the National Population & Talent Division (NPTD). The concept plan is monitored by the Ministry of National Development (MND). The more detailed operational planning blueprint, Master Plan 2014, is drawn up every five years, based on the concept plan. It is overseen by the Urban Redevelopment Authority, which co-ordinates with relevant agencies to implement and enforce the plan [1]."}]
[{"$f":"IF(tblIndicators!D9=\"\",\"\",tblIndicators!D9)","v":1.6},{"$f":"tblIndicators!A9","v":8},{"$f":"tblIndicators!B9","v":0},{"$f":"tblIndicators!G9","v":2},{"$f":"tblIndicators!E9","v":"GIUP1_6"},{"$f":"tblIndicators!K9","v":21},{"$f":"tblIndicators!AF9","v":3},{"$f":"REPT(\" \",D13)&tblIndicators!AK9","v":"  1.6) Urban Growth Patterns"},{"$f":"IF(G13=1,\"\",tblIndicators!Y9)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ9","v":3},{"$f":"IF($G13=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E13&K$5,Policy_questions!$B$2:$B$171,0)))","v":"Izmir has plans to limit urban sprawl and increase urban density, but implementation faces a series of problems. \n \nIzmir's city plans take into consideration agricultural areas and the natural environment [1] [2]. Especially in newly developing areas, IMM attaches great importance to protecting the green texture of the city, which is reflected in its Green Infrastructure Strategy, published in January 2018. This strategy aims to create a green system that encircles the central area and proposes nature-based solutions in order to prevent unhealthy growth of the city's sprawl [2] [3].\n \nOne problem preventing successful implementation of these plans is illegal housing and the legalisation of these settlements through zoning amnesties [4] [5]. A second problem is the zoning of protected areas for housing by the national government, changing the protected area categories determined by the International Union for Conservation of Nature. The zoning of the Gediz Delta wetland in the Mavişehir district and the airport project in the Çeşme district are two examples of this second problem [4]. A third problem is the lack of co-ordination between the Ministry of Environment and Urbanisation, which is responsible for the preparation of large-scale land-use plans, and IMM, which is responsible for small-scale plans. In the land-use plans prepared by the ministry, the zoning limits are wider than in the plans prepared by IMM, which try to limit growth of the city's sprawl. The lack of consensus between the two bodies limits IMM's ability to increase urban density [5]."},{"$f":"IF($G13=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E13&L$5,Policy_questions!$B$2:$B$171,0)))","v":"During the municipal presidency of António Costa (2007-15), now prime minister of Portugal, policies were implemented to reverse the decline in population in Lisbon. Costa led wide investment programmes in green transportation and schools in the centre of the city, among other initiatives [1]. These measures have produced results: since 2014, there has been a slowdown in the decline of urban density (i.e., the average number of people per square metre), which grew for the first time in 2017 (2014: -1.4%; 2015: -1.2%; 2016: -0.4%; 2017: 0.2%) [2]."},{"$f":"IF($G13=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E13&M$5,Policy_questions!$B$2:$B$171,0)))","v":"Melaka City has a population density below the national average, and far below the average for East Asia. In 2017, the Central Melaka District covered an area of 299km2 and had a population of 563,400, which equates to a population density of 1,884 per km2 [1]. In 2010, the average population density in East Asia was 5,800 people per km2, and Malaysia's average was trailing behind at 3,300 people per km2 [2]. Population density in Melaka City could decline further, given the mega developments that are being planned along the coastline, on reclaimed land and the Melaka Gateway [3]."},{"$f":"IF($G13=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E13&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The current Director Plan of Recife of 2008 (which expires in 2018) includes measures to increase urban density in order to limit urban sprawl. It has identified regions in the city where buildings with fewer than ten floors would be demolished and the construction of taller buildings (between 20 and 30 floors) would be prioritised. The Director Plan that is being developed for 2018 (and will last another ten years) includes measures to continue this policy in select city areas [1]. According to Mariana Asfora, the co-ordinator for the revision of the Director Plan 2018, increasing and controlling urban density is a priority for the city. The city is controlling and managing urban density by redistributing resources to develop certain areas and provide public transportation and sanitation infrastructure [2]."},{"$f":"IF($G13=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E13&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Efforts to limit urban sprawl are integrated within the 2011 Concept Plan and the 2014 Master Plan, which establish zoning and identify land to be developed [1][2]. State land is then developed according to these zones to conform with economic and population projections [3]."}]
[{"$f":"IF(tblIndicators!D10=\"\",\"\",tblIndicators!D10)","v":1.7},{"$f":"tblIndicators!A10","v":9},{"$f":"tblIndicators!B10","v":0},{"$f":"tblIndicators!G10","v":2},{"$f":"tblIndicators!E10","v":"GIUP1_7"},{"$f":"tblIndicators!K10","v":20},{"$f":"tblIndicators!AF10","v":3},{"$f":"REPT(\" \",D14)&tblIndicators!AK10","v":"  1.7) Informal Settlements"},{"$f":"IF(G14=1,\"\",tblIndicators!Y10)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ10","v":3},{"$f":"IF($G14=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E14&K$5,Policy_questions!$B$2:$B$171,0)))","v":"There are policies in place to rehabilitate informal settlements, but not to prevent their construction. The two major avenues for rehabilitating informal settlements are urban transformation projects and the Zoning Peace programme.\n \nUrban transformation projects, according to the Law on the Transformation of the Areas Under Disaster Risk, may be started in cases of inadequate planning or services infrastructure, or where construction exists contrary to zoning legislation, or where infrastructure or superstructure is damaged. Following approval from the ministry (or in the case of areas in public use, the president [3]), the local authority is responsible for demolition and the provision of licences [1] [2]. Izmir Metropolitan Municipality (IMM), the main local authority, is also authorised to start urban transformation projects—according to Article 73 of the Law on Municipalities—to protect and restore the historical and cultural fabric of the city, or to mitigate earthquake risk. Projects currently underway involve the districts of Kadifekale and Yeşildere, Uzundere, Ege Mahallesi, Örnekköy, Ballıkuyu, Bayraklı, Aktepe and Emrez, and Güzeltepe [4]. Efficient implementation is hindered by a need for consensus among a number of actors with divergent financial and other interests (the ministry, IMM, owners of the buildings, building contractors) [5].\n \nZoning Peace, a programme launched by the Ministry of Environment and Urbanisation in 2018, rolls out a zoning amnesty, granting construction licences to buildings built contrary to zoning rules [6]. According to experts, this makes the problem of irregular urbanisation permanent [7]. Including settlements in areas of natural value (the Black Sea Highlands, for instance) in the programme is particularly controversial [7]."},{"$f":"IF($G14=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E14&L$5,Policy_questions!$B$2:$B$171,0)))","v":"Lisbon has relatively few slums, following an active investment policy in the 1990s. According to a 2013 report by Statistics Portugal, there was an 87% reduction in non-classic housing (which relates to informal settlements) between 2001 and 2011 in Greater Lisbon. Reducing slums is no longer among the government's top priorities (both at the national and at the local level), but progress in this area continues modestly. This investment policy was designed at the national level. In particular, the national government created the Special Rehabilitation Programme (Programa Especial de Realojamento, PER) in 1993, which gave municipalities (especially the Lisbon municipality) financial resources to eradicate informal settlements. The council used the money to construct and acquire buildings/houses that could be sublet at affordable prices. Other measures included the bonification of mortgage interest payments and rent subsidies."},{"$f":"IF($G14=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E14&M$5,Policy_questions!$B$2:$B$171,0)))","v":"Preventing and rehabilitating informal settlements is not a priority as the city does not have any informal settlements. This was confirmed in interviews with representatives from the four local authorities in Melaka State. According to these interviewees, only two to three households were found in the local authority area of Jasin and have since been relocated to government housing [1]."},{"$f":"IF($G14=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E14&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The city has policies in place to rehabilitate informal settlements, but not to prevent their expansion. It has created Special Zones for Social Interest (ZEIS)—low-income residential areas where there is a lack or shortage of public services and public infrastructure, and which are part of the urban area of the city [1]. The ZEIS were created in the 1980s and established in law in 1996, and they have been included in the Director Plans for the city [2]. The ZEIS include communities known as favelas, which are generally irregular and tend to lack public services and infrastructure [3]. The creation of ZEIS shows that the city recognises the irregular communities, with the intention of regularising and formalising their situation and improving the lives of their residents [2]. According to a study by the Institute of Applied Economic Research (IPEA, a government-led research organisation) and census data, 23.5% of the population of the metropolitan area of Recife (not the city proper) lived in informal settlements in 2010, which translated to around 852,000 people. This compares to 23.9% in 2000, or around 785,000 people. The number of peole living in informal settlements in the metropolitan area of Recife grew by 8.5% in ten years (the population increased by 10.4%) [4]. In 2014, the city announced a R$19.6m (about US$5.3m) investment in ZEIS [5]. In 2018, it partnered with the Recife Agency for Innovation and Strategy (ARIES) and the Bernard Van Leer Foundation to revitalise low-income areas, including favelas, with an investment of R$3.5m (nearly US$1m) [6]. In addition, the city—with support from the Ministry of Cities, which is part of the federal government—has implemented the Programme for the Requalification of Central Urban Areas. These have become neglected, low-income areas in many large cities in Brazil (including Recife), where people informally occupy abandoned buildings in city centres [7]."},{"$f":"IF($G14=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E14&O$5,Policy_questions!$B$2:$B$171,0)))","v":"The Singapore Housing Development Board (HDB) is broadly lauded for instituting housing policies that have shifted Singapore from informal settlements in the 1960s to the present system of integrated urban planning and state housing. The strategy consisted of developing decentralised towns, with high-density, high-rise housing accessible by public transportation [1][2]. Actions to prevent the growth of informal settlements centre on the detailed planning approach of the HDB, which matches development of housing with Singapore’s concept and master plans (in line with economic and population projections) in order to provide adequate options for residents [3]. Programmes for temporary housing are also available through the Ministry of Social and Family Development, including transitional shelters and welfare homes [4]."}]
[{"$f":"IF(tblIndicators!D11=\"\",\"\",tblIndicators!D11)","v":1.8},{"$f":"tblIndicators!A11","v":10},{"$f":"tblIndicators!B11","v":0},{"$f":"tblIndicators!G11","v":2},{"$f":"tblIndicators!E11","v":"GIUP1_8"},{"$f":"tblIndicators!K11","v":47},{"$f":"tblIndicators!AF11","v":3},{"$f":"REPT(\" \",D15)&tblIndicators!AK11","v":"  1.8) Transport and Mobility Integrated with Land Use"},{"$f":"IF(G15=1,\"\",tblIndicators!Y11)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ11","v":3},{"$f":"IF($G15=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E15&K$5,Policy_questions!$B$2:$B$171,0)))","v":"Izmir has an up-to-date transportation master plan launched by the Izmir Metropolitan Municipality (IMM), the main local authority, on 9 January 2018, but the plan itself is not publicly available. IMM began work on the plan in August 2015, with a large technical team led by ten academic advisors with international expertise. The plan determines the roadmap for İzmir's transportation until 2030. It foresees, for instance, the extension of the city's rail network to a total length of 465 kilometres in the next 12 years. It also seeks to establish 27 new interchange stations, as well as six new ports with 11 new sea transportation lines [1]. IMM has not made the full version of the plan publicly available and has not explained this decision. It has, however, published a presentation highlighting key points of the plan on its website [2]. Criticism of the plan focuses on the effects of new routes on the natural areas of the city [3], the choice of new routes [3] [4] and the lack of focus on underground transportation [4]. \n \nIMM's Sustainable Energy Action Plan also has important implications for the transportation system in Izmir. One example is the introduction of electric buses—a step towards reducing greenhouse gases (GHGs; transportation accounts for 20% of total GHG emissions). An urban logistics master plan, as well as pedestrian and bicycle master plans, are currently being developed by IMM [5]."},{"$f":"IF($G15=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E15&L$5,Policy_questions!$B$2:$B$171,0)))","v":"Chapter 5 in the Municipal Master Plan focuses on transportation and outlines the features and rules of the collective transport network (specifying the functions of the different connection lines, the speeds, the levels of reliability, the schedules and other features), as well as the different roads in Lisbon and the connections they provide. Public transportation efforts are reflected in the Grand Options Plan (2018-21), an instrument that accompanies the council's budget and outlines a set of proposed reforms. While the Grand Options Plan provides specific goals for transport policy, the council manages all the overground means of transport, parking lots, the municipal police force, mobility planning and bike lanes, and is in a good position to implement new policies. The council aims to increase the speed of CARRIS transport networks (buses, trams and funiculars); expand the transport network; acquire a minimum of 250 low-emission buses, with the goal of having a stock of zero-emission buses by 2040; recruit 200 new drivers; reduce the transport fees for some population groups; secure the expansion of the underground network; expand bike lanes; increase parking spots for bikes; and conclude the first phase of building a shared city bike system. The plan has 29 measures."},{"$f":"IF($G15=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E15&M$5,Policy_questions!$B$2:$B$171,0)))","v":"There is currently no transport master plan for Melaka State or Melaka City. However, the Melaka State Structure Plan 2035 (MSSP) includes a target to increase the public-private modal split from 14% to 60% by 2035, and it provides a few high-level strategies to meet this target [1]. The Green City Action Plan (GCAP) identifies the need to prepare a transport plan to support tourism activities in Melaka, as well as a transit plan for the state [2]. The Melaka Historic City Council (MBMB) has prepared terms of reference for the preparation of the Melaka City Public Transport and Traffic Master Plan, but the effort has been stalled due to a lack of funding [3]."},{"$f":"IF($G15=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E15&N$5,Policy_questions!$B$2:$B$171,0)))","v":"Recife is developing a new Director Plan and a Municipal Plan for Urban Mobility, both of which are currently awaiting approval. The current Director Plan 2008 (due to expire in 2018) includes measures to develop the city's mobility and transportation system [1]. The new plan, which will be released in December 2018 and will last for another ten years, is expected to cover sustainable mobility issues as well. The new plan focuses on seven areas: safety; disincentives for using individual motorised vehicles; pedestrians; cyclists; public transportation; trip-generating nodes (polos geradores de viagens); and financing, governance, data and indicators of mobility [2]. The main monitoring body for mobility in Recife is the Municipal Council for Traffic and Transportation. It consists of 14 members from local government, private companies and civil society, and it is responsible for deliberating on public policy regarding traffic and transportation, monitoring the development of the transportation system, and proposing guidance on issues related to traffic and transportation [3]. The Director Plan 2018 incorporates and is aligned with the Municipal Plan for Urban Mobility 2018, which is at a more advanced stage of approval and adoption (development of this plan started in 2015). The Municipal Plan for Urban Mobility will go to the City Council by early 2019 and is expected to be approved in the first half of 2019 [4]."},{"$f":"IF($G15=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E15&O$5,Policy_questions!$B$2:$B$171,0)))","v":"The Land Transport Authority (LTA) of Singapore released the Land Transport Master Plan: Smart Mobility 2030 in 2013. The plan introduces ambitious plans to create an integrated transport system (ITS), designed and updated through mobile and wireless technology. It further aims to extend rail lines, increase the capacity of the bus system and move towards stricter environmental standards [1] [2]. The Land Transport Master Plan is strongly integrated into broader development plans."}]
[{"$f":"IF(tblIndicators!D12=\"\",\"\",tblIndicators!D12)","v":1.9},{"$f":"tblIndicators!A12","v":11},{"$f":"tblIndicators!B12","v":0},{"$f":"tblIndicators!G12","v":2},{"$f":"tblIndicators!E12","v":"GIUP1_9"},{"$f":"tblIndicators!K12","v":17},{"$f":"tblIndicators!AF12","v":3},{"$f":"REPT(\" \",D16)&tblIndicators!AK12","v":"  1.9) Cultural Heritage"},{"$f":"IF(G16=1,\"\",tblIndicators!Y12)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ12","v":3},{"$f":"IF($G16=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E16&K$5,Policy_questions!$B$2:$B$171,0)))","v":"There are plans in place to protect and conserve cultural and historical heritage, but they are largely led by the national government. However, Izmir Metropolitan Municipality (IMM), the main local authority, identifies conservation of historical heritage as a key goal. It seeks to increase the number of archaeological excavations and focus on restoring buildings and public spaces [1].\n \nA local conservation plan, the Izmir Tarih Project (launched in 2013 by IMM), aims to revitalise and improve the Kemeraltı neighbourhood (the historical city centre) and surrounding areas [2] [3]. This is one of the best examples of public-private partnership in the conservation of cultural and historical heritage in Turkey. However, it is narrowly focused on the historical centre of Izmir, as the boundaries of the city continuously change due to national laws [4]. There is also a private-sector initiative to improve the Kemeraltı area. TARKEM, a private joint stock company established in November 2012, seeks a new business model to protect and develop the city and renovate the historical city centre [5].\n \nTwo cultural and natural heritage preservation boards, responsible for different groups of districts in and around Izmir, function under the Turkish Ministry of Culture and Tourism.\n \nThe İzmir Development Agency (IDA) started a financial support programme in 2017 to contribute to efforts to protect cultural and historical heritage. Within the scope of this programme, 20 renovation projects received funding of TL14m (US$2.6m) in total [5]. The national government also provides financing on demand for the protection of cultural and natural heritage, including low-interest loans and grants. According to the Law on Protection of Cultural and Natural Assets, at least 10% of such funds are to be used for maintenance, repair and restoration work [6]. Izmir has 217,424 decares of protected areas, including eight natural parks, ten natural monuments, two wildlife protection areas and one wetland of national importance [7]. In addition to these protected areas, Izmir has two UNESCO World Heritage sites, with three more listed on the World Heritage Temporary List [8]."},{"$f":"IF($G16=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E16&L$5,Policy_questions!$B$2:$B$171,0)))","v":"The long-term vision (2010-24) outlines how to reinforce Lisbon's position in a globalised world, by focusing on (1) Lisbon's unique selling points, (2) heritage, (3) cultural offerings and (4) communication. Within those guidelines, the council has been actively protecting cultural and historical heritage, with a particular focus on urban rehabilitation. There is a long-term Urban Rehabilitation Programme (2011-24), which is one of the government's priorities. A legal framework identifying urban rehabilitation areas was created in 2009 and then modified in 2012. In 2015, the council proposed a modification to the boundaries. In 2017, it launched a programme entitled \"First Rehabilitate, Pay After\" to promote the rehabilitation of municipal heritage sites that are unoccupied or degraded. Under this programme, buyers can acquire municipal buildings, rehabilitate them and defer payment until after the construction work is finished. The price will take into consideration all the costs related to the rehabilitation. The council also offers a series of fiscal incentives and deductions for urban rehabilitation projects, in order to conserve municipal heritage. To promote cultural heritage, the council designed a Strategy for Culture in 2017. The Grand Options Plan (2018-21) also covers measures such as rehabilitating some museums, adding new cultural content to the Lisbon Museum (Roman Lisbon), rehabilitating and opening new theatres, creating the Discovery Museum and the Jewish Museum, promoting other cultural centres, promoting culture at the international level by welcoming international events and promoting the exchange of artists and projects with other cities, and making public the city of Lisbon's history of slavery. The efforts to promote cultural and historical heritage are the result of a series of initiatives by the council, but also include participation and investment from the private sector. Lisbon has grown into a major tourist destination, leading the council to invest more in this area."},{"$f":"IF($G16=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E16&M$5,Policy_questions!$B$2:$B$171,0)))","v":"Melaka developed a Conservation Management Plan in 2008 as part of the requirements to become a World Heritage Site [1]. It has also presented three reports on the state of conservation, which outline changes to the guidelines for Special Area Plans (SAPs). In 2013, an SAP amendment was developed to stress the importance of preserving the \"outstanding universal value\" of historical sites, and to require heritage impact assessments for all new developments [2]. The conservation and maintenance of cultural and historical heritage is also addressed in the Melaka State Structure Plan 2035 (MSSP), in Chapter 4 (\"Strategic Thrusts\") and Chapter 6 (under \"Melaka Identity\") [3]. The Executive Committee of Melaka City Area Development is responsible for granting approval for building changes within the World Heritage Site. The committee is chaired by the mayor and includes consultants, technical departments and state councillors from the Melaka Historic City Council. The committee meets 12 times a year [4]."},{"$f":"IF($G16=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E16&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The Directorate for the Preservation of Cultural Heritage (DPPC) is responsible for preserving the cultural heritage of Recife. The DPPC is responsible for analysing projects and advising on existing legislation, and providing information about the permitted uses for Special Areas of Preservation of Historical-Cultural Heritage (ZEPHs) and Special Preservation Properties (IEPs), which the DPPC also designates [1]. These areas are included in the city's zoning maps [2]. The DPPC follows the recommendations and complies with the legal instruments of bodies such as the United Nations Educational, Scientific and Cultural Organisation (UNESCO) and the National Institute of Historic and Artistic Heritage (IPHAN), in addition to the Brazilian Constitution, which establishes that the public sector, with the co-operation of the community, must promote and protect Brazilian cultural heritage [1]. The Director Plan 2008 includes several measures to protect Recife's natural, cultural and historical heritage [3]. The preservation of natural, cultural and historical heritage is also included in the upcoming Director Plan 2018 [4]. According to the City's Transparency Portal, R$5.7m has been allocated for historical, artistic and archaeological preservation, and another R$104m has been allocated for cultural promotion in 2018 [5]."},{"$f":"IF($G16=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E16&O$5,Policy_questions!$B$2:$B$171,0)))","v":"The National Heritage Board (NHB) under the Ministry of Culture, Community and Youth is responsible for the protection and promotion of cultural heritage in Singapore. Initiatives of the NHB include cultural museums, the National Collection, monuments, historical sites and community engagement through educational public programmes [1]. Additionally, over 7,000 historic or culturally significant buildings and structures have been conserved through Singapore’s Conservation Programme [2]."}]
[{"$f":"IF(tblIndicators!D13=\"\",\"\",tblIndicators!D13)","v":2},{"$f":"tblIndicators!A13","v":12},{"$f":"tblIndicators!B13","v":0},{"$f":"tblIndicators!G13","v":1},{"$f":"tblIndicators!E13","v":"FIFU"},{"$f":"tblIndicators!K13","v":21},{"$f":"tblIndicators!AF13","v":1},{"$f":"REPT(\" \",D17)&tblIndicators!AK13","v":" 2) FISCAL SUSTAINABILITY"},{"$f":"IF(G17=1,\"\",tblIndicators!Y13)","v":""},{"$f":"tblIndicators!AQ13","v":4},{"$f":"IF($G17=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E17&K$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G17=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E17&L$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G17=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E17&M$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G17=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E17&N$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G17=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E17&O$5,Policy_questions!$B$2:$B$171,0)))","v":""}]
[{"$f":"IF(tblIndicators!D14=\"\",\"\",tblIndicators!D14)","v":2.1},{"$f":"tblIndicators!A14","v":13},{"$f":"tblIndicators!B14","v":0},{"$f":"tblIndicators!G14","v":2},{"$f":"tblIndicators!E14","v":"FIFU2_1"},{"$f":"tblIndicators!K14","v":31},{"$f":"tblIndicators!AF14","v":3},{"$f":"REPT(\" \",D18)&tblIndicators!AK14","v":"  2.1) Accountability and Transparency"},{"$f":"IF(G18=1,\"\",tblIndicators!Y14)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ14","v":3},{"$f":"IF($G18=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E18&K$5,Policy_questions!$B$2:$B$171,0)))","v":"There is an accountability framework for the city. Izmir Metropolitan Municipality (IMM) publishes its budgets, financial expenditures and projections for the following year on its website [1]. IMM also has an information hotline, established in accordance with the Right to Information Act No. 4982, through which citizens can ask questions [2]. Another hotline called the Citizen Contact Centre has also been established by IMM. Through the Citizen Contact Centre, citizens can ask questions about the activities of IMM and communicate their requests to the local authority [4] [5]. The Right to Information Act is a national policy enforced by the Information Act Evaluation Board (Bilgi Edinme Değerlendirme Kurulu) [2]. However, institutions remain suspicious about this right and often fail to facilitate its fulfilment [3]."},{"$f":"IF($G18=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E18&L$5,Policy_questions!$B$2:$B$171,0)))","v":"Lisbon meets the minimum legal requirements regarding data sharing and transparency. The council allows citizens to participate in the council's public meetings. There is also an online chat option, which guides citizens in their queries. The minutes from municipal assemblies and the municipal budget are public, although some of the information is not easily accessed. According to Transparency Portugal, which constructs an index for municipal transparency, Lisbon ranked 144 out of 308 municipalities in Portugal. Lisbon's stronger dimensions on this index are transparency in the relationship between the council and society (i.e., the frequency and quality of communication with residents through the website, publication of laws, answering online requests, etc.), followed by economic and financial transparency (through publication of the council's budgets, balance sheets and debts) and transparency in public procurement procedures. The city received average scores for transparency in urban plans (i.e., land-use plans, urban and heritage management), reports and other specific plans, and taxation. Lisbon scores particularly poorly on transparency of information about the council's organisation, social composition and functioning (i.e., information on elected officials, such as their interests and expenses, information on general staff and information on the council's code of ethics)."},{"$f":"IF($G18=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E18&M$5,Policy_questions!$B$2:$B$171,0)))","v":"Both the Melaka State Government and the Melaka Historic City Council (MBMB) have their own websites. However, only general information is provided, and some sections are not updated. Key documents—such as the Melaka State Structure Plan 2035, and the local plans, budgets and audited accounts of local authorities—are not available online. The state budget is available online, but other documents can only be obtained in person at the state offices [1][2][3]. Melaka Kini is a local newspaper that reports on news, events and government activities in Melaka, including the State Budget 2019. The paper serves as an information tool and is owned by the chief minister's commercial arm, Chief Minister Incorporated (CMI) [4]. A databook on key statistics for Melaka State is published on an annual basis. It presents data on land use, population, the economy and key sectors, housing, infrastructure and selected social indicators [5][6]. MURNInets is a central repository that collects key data on Malaysian cities' performance and level of sustainability, including for MBMB. This data is critical for monitoring the local authority's performance in relation to the Green City Action Plan (GCAP), but it is not published and is deemed confidential [7]. The public can make complaints via the public complaints hotline, Sistem Pengurusan Aduan Awam (SISPAA). Public complaints can also be lodged online and followed up on the SISPAA website. There is no available information on the number and nature of complaints lodged [8]. Malaysia does not have a freedom of information act; the Official Secrets Act 1972 allows the government to classify any document as secret and jail those who release information from it [9]."},{"$f":"IF($G18=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E18&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The Transparency Portal gathers data on revenues, expenses, agreements, bids and contracts for the city of Recife. Information on public employees, accounting statements, budget planning, fiscal statements and management data are also available on the site. The portal complies with Federal Complementary Law 131 of 2009, known as the Transparency Law [1]. Any user who wishes to request specific information that is not featured on the portal (or who cannot find the relevant information) can submit a request via the portal [2]. Every month, the site receives an average of 13,000 visits. It is considered to be the best among the 26 state capitals of Brazil, according to the comptroller-general of the union [3]."},{"$f":"IF($G18=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E18&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Government data sets and statistics are available through the Department of Statistics, which has over 27,000 data series that can be accessed from 70 government agencies [1][2]. The Singapore Budget undergoes examination via public consultation in the months prior to its release each fiscal year [3]."}]
[{"$f":"IF(tblIndicators!D15=\"\",\"\",tblIndicators!D15)","v":2.2000000000000002},{"$f":"tblIndicators!A15","v":14},{"$f":"tblIndicators!B15","v":0},{"$f":"tblIndicators!G15","v":2},{"$f":"tblIndicators!E15","v":"FIFU2_2"},{"$f":"tblIndicators!K15","v":16},{"$f":"tblIndicators!AF15","v":3},{"$f":"REPT(\" \",D19)&tblIndicators!AK15","v":"  2.2) Creditworthiness"},{"$f":"IF(G19=1,\"\",tblIndicators!Y15)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ15","v":3},{"$f":"IF($G19=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E19&K$5,Policy_questions!$B$2:$B$171,0)))","v":"Izmir has credit ratings from Moody's and Fitch. Turkey's rating is Ba3 (Negative) according to Moody's (17 August 2018) [1]; B+ (Stable) according to S&P (17 August 2018) [2]; and BB (Negative) according to Fitch (13 July 2018) [3]. Izmir's rating is Ba3 (Negative) according to Moody's (28 August 2018) [4] and BB (Negative) according to Fitch (20 July 2018) [5]. However, it should be noted that the rating has recently been levelled to the rating of Turkey, and that the city was rated AAA in 2017 by Fitch [6] [7], which made it possible for IMM to receive funding from international organisations, including the European Bank for Reconstruction and Development (EBRD) and the International Finance Corporation (IFC) [7]."},{"$f":"IF($G19=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E19&L$5,Policy_questions!$B$2:$B$171,0)))","v":"The city of Lisbon had a rating issued by Moody's, but this stopped being published in 2012. Councils do not go to the market to issue debt. The city's budget comes from own source revenues and transfers from the central government."},{"$f":"IF($G19=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E19&M$5,Policy_questions!$B$2:$B$171,0)))","v":"Malaysia does not have a national credit rating [1]. Melaka does not have a credit rating either."},{"$f":"IF($G19=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E19&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The municipality of Recife is not rated by any of the three main credit rating agencies: Standard & Poor's, Moody's or Fitch. Other municipalities receive credit ratings from one of the three main credit agencies [1][2][3]. There is evidence that the Municipality of Belo Horizonte (the capital city of the state of Minas Gerais) and the Municipality of Rio de Janeiro (the capital city of the state of Rio de Janeiro) are rated by Moody's [4][5], and that the Municipality of São Paulo (the capital city of the state of São Paulo) is rated by Fitch [6]."},{"$f":"IF($G19=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E19&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Singapore has been accorded a strong credit rating across agencies. These include Moody’s (Aaa), S&P (AAA), Fitch (AAA) and R&I (AAA) [1]."}]
[{"$f":"IF(tblIndicators!D16=\"\",\"\",tblIndicators!D16)","v":2.2999999999999998},{"$f":"tblIndicators!A16","v":15},{"$f":"tblIndicators!B16","v":0},{"$f":"tblIndicators!G16","v":2},{"$f":"tblIndicators!E16","v":"FIFU2_3"},{"$f":"tblIndicators!K16","v":30},{"$f":"tblIndicators!AF16","v":3},{"$f":"REPT(\" \",D20)&tblIndicators!AK16","v":"  2.3) Revenue and Financial Autonomy"},{"$f":"IF(G20=1,\"\",tblIndicators!Y16)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ16","v":3},{"$f":"IF($G20=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E20&K$5,Policy_questions!$B$2:$B$171,0)))","v":"Izmir is partially financially autonomous. The financing of Izmir Metropolitan Municipality (IMM), the main local authority, is composed of transfers from the state and taxes collected directly. Central government transfers are determined—primarily according to population numbers—by the 2018 Law on the Share of General Budget Tax Revenues to Special Provincial Administrations and Municipalities [1]. Metropolitan municipalities can collect seven different taxes, according to the Law on Municipal Revenues: advertising tax, entertainment tax, communication tax, electricity and gas consumption tax, fire insurance tax, property tax, and environment and cleaning tax [2]. Overall, 85-90% of IMM's income is provided by the central government [3]. Local administrations and district municipalities enjoy even less financial autonomy, and central government funding is limited [4].\n \nAccording to a recent analysis, the ratio of local expenditures to central government expenditures is 23% in Turkey (compared to 160% in Canada) [5]. Although recent steps, such as the 2012 expansion of municipal boundaries [6], have increased this share by one percentage point, a local-oriented perspective is still lacking in Turkey. The capacity of local authorities to raise their own resources remains limited, leaving them dependent on the central government [5].\n \nIn addition, the large weight assigned to population numbers in determining the scope of central government transfers is unfavourable for holiday cities such as Izmir, which have large temporary populations. In high season, the population rises steeply, as does the demand for services [7]."},{"$f":"IF($G20=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E20&L$5,Policy_questions!$B$2:$B$171,0)))","v":"Lisbon is one of the most financially independent cities in Portugal in terms of revenue collection capacity. PORDATA shows that transfers (current + capital) as a share of total revenues has declined since 2014. (There was a break in the data series in 2013, so previous data points are not comparable.) This share was 7.9% in 2014, 6.6% in 2015, 7.3% in 2016 and 5.5% in 2017. Revenue collection capacity has been boosted by tourism, but mainly by collecting council tax on housing transactions, which increased on the back of rising housing prices in Lisbon."},{"$f":"IF($G20=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E20&M$5,Policy_questions!$B$2:$B$171,0)))","v":"Melaka City is fairly financially autonomous. The Melaka Historic City Council (MBMB) derived RM175.1m (US$42.2m) or 88% of its total revenue of RM199.8m (US$48.1m) from own-source revenue in 2017. Own-source revenue includes revenue from property assessment taxes (65%), contribution rates (5%), provision of business licences (5%), services (5%) and other sources. The remaining RM24.7m (US$5.9m) or 12% was derived from government contributions and grants. MBMB spent a total of RM175.1m (US$42.4m) in 2017 and operated with a surplus that year [1]. Despite the surplus, MBMB is reliant on government contributions for certain development expenditures, such as improvements to city infrastructure and utilities, as these are managed by state or federal departments [2]."},{"$f":"IF($G20=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E20&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The city of Recife receives some of its financing from  federal and state governments. In 2017, about 21.5% of the city's revenue came from the federal government, while 22.3% came from the state government. In the Brazilian public revenue system, revenues are redistributed by the federal and state governments."},{"$f":"IF($G20=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E20&O$5,Policy_questions!$B$2:$B$171,0)))","v":"As a city-state, Singapore is fully financially autonomous [1]."}]
[{"$f":"IF(tblIndicators!D17=\"\",\"\",tblIndicators!D17)","v":2.4},{"$f":"tblIndicators!A17","v":16},{"$f":"tblIndicators!B17","v":0},{"$f":"tblIndicators!G17","v":2},{"$f":"tblIndicators!E17","v":"FIFU2_4"},{"$f":"tblIndicators!K17","v":22},{"$f":"tblIndicators!AF17","v":3},{"$f":"REPT(\" \",D21)&tblIndicators!AK17","v":"  2.4) Expenditure Management"},{"$f":"IF(G21=1,\"\",tblIndicators!Y17)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ17","v":3},{"$f":"IF($G21=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E21&K$5,Policy_questions!$B$2:$B$171,0)))","v":"Izmir has operating and capital investment plans to guide the preparation of annual operating and capital budgets. Each year, Izmir Metropolitan Municipality (IMM), the main local authority, prepares the Financial Situation and Expectations Report, which evaluates the previous year's budget and expenditures for different areas (governance, environment, urban planning, urban infrastructure, transportation, social solidarity and health, culture, arts and sports, tourism and local economy, disaster management and security). It also sets expectations and targets for the current year on budget incomes and expenditures, internal and external debt, and the status of the ongoing projects [1]."},{"$f":"IF($G21=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E21&L$5,Policy_questions!$B$2:$B$171,0)))","v":"Within the Grand Options Plan (2018-21), there is a four-year investment plan, broken down by economic groups and by policy areas. The latest plan points to capital investment of €1.3bn over the next four years. The biggest economic categories are diverse construction (38.6% of the total four-year investment), dwellings (23.3%), land (20.4%) and housing (9.5%). Investment will be channelled towards the council's following policy goals: city planning and rehabilitation (20.9%); building a sustainable, environmentally friendly city (19.8%); improving and extending public spaces (15.5%); providing housing for all (9.8%); transparency and accountability (6.3%); and efficiency and effectiveness (6.4%), among others."},{"$f":"IF($G21=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E21&M$5,Policy_questions!$B$2:$B$171,0)))","v":"The Melaka Historic City Council does not appear to have multi-year operating and capital investment plans. Discussions with local authority officials suggest that budgets are prepared based on estimated revenues for the coming year [1]. The local authority is subject to state and federal budget decisions regarding city infrastructure and utilities [2]."},{"$f":"IF($G21=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E21&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The Director Plan 2008 includes long-term investment plans for infrastructure, which are taken into consideration when writing the city's budgetary law, which is done annually [1]. The annual budget includes all anticipated expenditures for the following year, including operating and capital investment plans [2]. More recently, however, the City Council has criticised the executive's level of investment in infrastructure. For example, in May 2018 Councilman Ivan Moraes criticised the cuts in investment by the executive. According to the councilman, investment in infrastructure and municipal services fell from 12.84% of the budget in 2013 to 2.95% in 2017, which translates to a decrease in investment from R$580m (around US$155m) to R$128m (US$34m) [2]. For 2018, the current budget for infrastructure projects by the city of Recife is R$585m (US$156m) [3]. The Director Plan 2018 will also include infrastructure investment plans, particularly for mobility and transportation, as well as basic sanitation and water distribution [4][5]."},{"$f":"IF($G21=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E21&O$5,Policy_questions!$B$2:$B$171,0)))","v":"The Singapore Budget guides the execution of annual operating and investment plans in Singapore. The budget is prepared between 1 April and 31 March and includes revised revenue and expenditures for the present fiscal year, as well as planned expenses for the future year [1]. The Constitution of Singapore requires the government to keep a balanced budget [1][2]."}]
[{"$f":"IF(tblIndicators!D18=\"\",\"\",tblIndicators!D18)","v":2.5},{"$f":"tblIndicators!A18","v":17},{"$f":"tblIndicators!B18","v":0},{"$f":"tblIndicators!G18","v":2},{"$f":"tblIndicators!E18","v":"FIFU2_5"},{"$f":"tblIndicators!K18","v":40},{"$f":"tblIndicators!AF18","v":3},{"$f":"REPT(\" \",D22)&tblIndicators!AK18","v":"  2.5) Management of Debt and Other Obligations"},{"$f":"IF(G22=1,\"\",tblIndicators!Y18)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ18","v":3},{"$f":"IF($G22=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E22&K$5,Policy_questions!$B$2:$B$171,0)))","v":"According to Fitch, Izmir's net external debt was 27% of its GDP in 2016, and 31.7% in 2017. The agency forecasts Izmir's debt to reach 33.8% of its GDP by 2020. In light of this, Fitch evaluates Izmir's debt status as neutral and the trend as stable. While Izmir Metropolitan Municipality (IMM) was one of the cities with the highest levels of debt in the past, it has repaid most of its debts in the past ten years and has started to invest [2] [3]."},{"$f":"IF($G22=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E22&L$5,Policy_questions!$B$2:$B$171,0)))","v":"The city's debt level declined both in 2016 and in 2017, falling below the €500m threshold for the first time on record last year. Revenue growth has been strong, with the level of current revenues alone surpassing the level of debt in 2017, for the first time in 15 years. This has been driven by higher taxes derived from rising house prices and tourism. In addition, previous governments had taken steps to reduce Lisbon's indebtedness. The independent fiscal council (Conselho das Finanças Públicas) does not publish a sustainability analysis. However, in one of its reports, it showed how the different municipalities are positioned in relation to the maximum legal threshold. Lisbon is one of the cities that falls below this threshold (and has done since at least 2014). The limit is established at 1.5 times the average of the net current revenue collected in the three previous years. This has improved a lot since the crisis. Moody's stopped issuing credit ratings for the municipality of Lisbon in 2012, but its last rating was Ba3 (some exposure of risk) with a negative outlook."},{"$f":"IF($G22=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E22&M$5,Policy_questions!$B$2:$B$171,0)))","v":"Melaka State has a long-term debt of RM1.8bn, which it owes to the federal government. This consists of RM839.9m borrowed for development projects since 1987; a RM600.1m consolidated deficit on state spending for development expenditures; and RM376.9m in advances for operational expenses since 2007. The state government plans to finance this by monetising existing assets and working with the federal government, but there is currently no fixed annual repayment stipulated by the federal government [1][2]. The outstanding debt amounts to a debt-to-GDP ratio of 4.3% (state GDP is estimated at RM41.9bn for 2018 [3]), which is 4.7 times the estimated revenue (RM384.2m) for 2019 [2]. The Melaka Historic City Council (MBMB) had total liabilities of RM177.6m at the end of 2017, RM128.8m of which is current, and RM48.7m of which represents long-term liabilities. Its liabilities consist of RM103.3m owed to creditors, RM22.3m in borrowed funds and RM52.1m in deposits received. This amounts to 0.9 times the revenue in 2017 [4]."},{"$f":"IF($G22=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E22&N$5,Policy_questions!$B$2:$B$171,0)))","v":"Rating agencies do not cover Recife, so there is no analysis of the municipality's finances. According to the Brazilian Central Bank, Recife had accrued debt of R$564m (US$151m) by October 2018. With a GDP of R$48bn (US$13bn) in 2015 (more recent data is not available), this yields a debt-to-GDP ratio of about 1.2% [2][3]. To provide a point of comparison, the debt-to-GDP ratio for the municipality of São Paulo is 4.4% [2][3]. A news article reported that the municipality's primary deficit decreased from R$795m (US$213m) in 2017 to R$773m (US$207m) in 2018. No opinion was given on the sustainability of these finances [1]."},{"$f":"IF($G22=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E22&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Despite a debt-to-GDP ratio of 112.33%, according to the World Bank, Singapore's level of debt has been deemed sustainable as most of the debt comes from liabilities in the banking sector [1]. Singapore has been given a strong credit rating across agencies. These include Moody’s (Aaa), S&P (AAA), Fitch (AAA) and R&I (AAA) [2]."}]
[{"$f":"IF(tblIndicators!D19=\"\",\"\",tblIndicators!D19)","v":3},{"$f":"tblIndicators!A19","v":18},{"$f":"tblIndicators!B19","v":0},{"$f":"tblIndicators!G19","v":1},{"$f":"tblIndicators!E19","v":"UREC"},{"$f":"tblIndicators!K19","v":15},{"$f":"tblIndicators!AF19","v":1},{"$f":"REPT(\" \",D23)&tblIndicators!AK19","v":" 3) URBAN ECONOMIES"},{"$f":"IF(G23=1,\"\",tblIndicators!Y19)","v":""},{"$f":"tblIndicators!AQ19","v":4},{"$f":"IF($G23=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E23&K$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G23=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E23&L$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G23=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E23&M$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G23=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E23&N$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G23=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E23&O$5,Policy_questions!$B$2:$B$171,0)))","v":""}]
[{"$f":"IF(tblIndicators!D20=\"\",\"\",tblIndicators!D20)","v":3.1},{"$f":"tblIndicators!A20","v":19},{"$f":"tblIndicators!B20","v":0},{"$f":"tblIndicators!G20","v":2},{"$f":"tblIndicators!E20","v":"UREC3_1"},{"$f":"tblIndicators!K20","v":20},{"$f":"tblIndicators!AF20","v":3},{"$f":"REPT(\" \",D24)&tblIndicators!AK20","v":"  3.1) Economic Performance"},{"$f":"IF(G24=1,\"\",tblIndicators!Y20)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ20","v":3},{"$f":"IF($G24=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E24&K$5,Policy_questions!$B$2:$B$171,0)))","v":"There are plans to promote economic growth in Izmir. The economies of Izmir's four regions are dominated by different sectors: industry in the north, agriculture in the south, tourism and agriculture in the west, and livestock breeding and horticulture in the east. The Izmir Development Agency's (IDA) Izmir Regional Plan 2014-2023 and the Izmir Chamber of Commerce's (ICC) Strategic Plan 2014-2017 both identify a strong local economy as a key strategic objective [1] [2]. The IDA focuses on high technology and innovation, entrepreneurship and tourism. These overlap with some of the ICC's targets, which include high technology, innovation and design, horticulture, shoemaking, cosmetics and jewellery [1] [2]. The Izmir Metropolitan Municipality (IMM) also supports the local economy through government purchases, such as purchasing milk produced by a local co-operative for its Süt Kuzusu project (which distributes 8 litres of milk per month to children), and purchasing flowers from local producers in the Bayındır district to use in landscape gardening throughout the city [3]. Thanks to the Süt Kuzusu project, the share of milk production in İzmir's agricultural production pattern increased by 87%, from 9.48% in 2002 to 17.74% by the end of 2015. Overall milk production in Turkey in the last ten years increased by 150%, but it increased by 240% in Izmir and 440% in the Tire district [4]. IMM signs agreements with co-operatives on the condition that they merge, thereby increasing their competitiveness in the market [5]."},{"$f":"IF($G24=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E24&L$5,Policy_questions!$B$2:$B$171,0)))","v":"One of the five chapters in the Grand Options Plan (2018-21) is called \"Boosting the Economy\". Lisbon has been growing as an attractive business destination and has managed to get global companies to set up part of their operations there (for example, Mercedes Benz digital centre). The government aims to make Lisbon an increasingly attractive business city, a big start-up incubator and a sustainable tourist destination. A lot has been done in terms of reducing red tape, making information accessible to companies, investing in and promoting skilled labour, making Lisbon an increasingly \"smart city\" and managing tourist flows. Measures in the plan include rapidly increasing the area dedicated to offices; creating a team that secures licences and handles red tape related to opening offices; deepening the relationship with Invest Lisboa; developing Beato's Creative Hub as the biggest in Europe for entrepreneurs, creative industries and multinationals; ensuring that the Web Summit continues to take place in Lisbon (a deal to extend this for another ten years was announced in November); creating a platform that gathers all the data on capital financing; increasing the number of protocols with other cities to facilitate the expansion of start-ups (protocols with Amsterdam and Tel Aviv have already been established); investing in educational programmes focused on young people (such as Young Creator or Maker Faire); promoting and attracting international students and researchers; and creating a €5m fund for research programmes, in co-operation with universities. The plan also aims to boost local and traditional businesses. One example of these efforts is the Neighbourhood Store programme, through which the council provides non-habitational buildings for traditional and local commerce. It is also improving the infrastructure of municipal markets and promoting their business. For example, it wants to create partnerships with schools so that canteens are supplied with market products. Regarding tourism, it wants to spread tourist flows away from the city centre and limit the area where tourist transportation can operate, among other measures."},{"$f":"IF($G24=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E24&M$5,Policy_questions!$B$2:$B$171,0)))","v":"Currently, the three major sectors of the economy are services (46.3%), manufacturing (39.6%) and agriculture (11.1%). The Melaka State Structure Plan 2035 (MSSP) aims to shift the structure of the economy so that it is significantly more reliant on the services sector (which it hopes will account for 63.3% of the economy) [1]. However, the plan does not highlight a specific area of focus among a variety of proposed activities, including developing high-tech industries and tourism."},{"$f":"IF($G24=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E24&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The Director Plan 2008 (still active; expires at the end of the year) includes a plan to promote growth in different sectors of the city's economy. It places emphasis on small and medium-sized enterprises, tourism and entertainment, and high-tech companies. The plan's objective is to consolidate Recife as a regional centre for services, commerce, culture and tourism [1]. The proposed Director Plan 2018 (which will be in place at the end of 2018 and will last for ten years) includes similar objectives with more specific targets, such as education, healthcare and legal services targets [2]. In accordance with the plan's emphasis on high-tech companies, the Porto Digital initiative encourages tech incubators to settle in Recife in an area by the city's port, in Bairro do Recife [3]. To boost tourism, the city has established Special Areas of Preservation of Historical-Cultural Heritage (ZEPHs) and Special Preservation Properties (IEPs), which protect the city's heritage and culture and encourage the development of the tourism industry [1]. The city has also developed its airports and has been receiving greater numbers of tourists, including international tourists, as a result. In 2017, 7.77m passengers passed through Recife, compared to 7.2m in 2014, when the World Cup was held in Brazil [4]."},{"$f":"IF($G24=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E24&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Singapore’s economic strategy is outlined in the 2017 Report of the Committee on Future Economy: Pioneers of the Next Generation. The report highlights four key strategies: deepen international connections to support open markets; build on the programmes of SkillsFuture; strengthen enterprise capabilities; and develop strong digital capabilities through the adoption of digital technology across all sectors. It also outlines three enabling strategies: invest in physical and social infrastructure; integrate the strategies through industry transformation maps (ITMs); and partner with industry to enable growth. The ITMs—platforms to holistically plan and integrate the strategies of the 2017 report into economic strategy—are projected to cover 23 industries and 80% of the economy by the end of the 2017 financial year [1]. The report follows on from a previous framework from February 2010: High Skilled People, Innovative Economy, Distinct Global City [2]. Economic strategy is further guided by the Singapore Ministry of Trade and Industry (MTI) and nine statutory boards: the Agency for Science, Technology and Research (A*STAR); the Economic Development Board (EDB); Enterprise Singapore; Jurong Town Corporation (JTC); the Singapore Tourism Board (STB); the Competition and Consumer Commission of Singapore (CCCS); the Energy Market Authority (EMA); the Hotels Licencing Board (HLB); and the Sentosa Development Corporation (SDC) [3].\n Singapore plans and develops multiple economic centres across all of its territory, using a variety of spaces to accommodate the different needs of Singapore’s changing economic and manufacturing landscape. It has introduced the Enterprise District Approach, where land use and density can be managed at the district level, which imposes a district-level gross floor area (GFA) quantum control for each land use [4] [5]."}]
[{"$f":"IF(tblIndicators!D21=\"\",\"\",tblIndicators!D21)","v":3.2},{"$f":"tblIndicators!A21","v":20},{"$f":"tblIndicators!B21","v":0},{"$f":"tblIndicators!G21","v":2},{"$f":"tblIndicators!E21","v":"UREC3_2"},{"$f":"tblIndicators!K21","v":50},{"$f":"tblIndicators!AF21","v":3},{"$f":"REPT(\" \",D25)&tblIndicators!AK21","v":"  3.2) Business Climate, Innovation, and Entrepreneurship"},{"$f":"IF(G25=1,\"\",tblIndicators!Y21)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ21","v":3},{"$f":"IF($G25=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E25&K$5,Policy_questions!$B$2:$B$171,0)))","v":"The regulatory environment for starting up a business in Izmir is the same as in the rest of Turkey, although real estate and living costs, as well as wage expenses, are lower than in the country's other big cities. \n \nThere are no rules requiring Turkish participation in capital or management, so there is no obstacle to establishing a company with 100% foreign ownership. There are six steps to establish a company in Izmir, and the city offers investors lower costs in areas such as wages, real-estate prices and cost of living than Istanbul or Ankara [1]. In previous years, there has been an increasing inflow of capital to Izmir, especially from Istanbul. This has resulted in increasing capital investment in Izmir's construction sector [2]. Data from the World Bank's Starting up a Business index is for Istanbul rather than Izmir [3]. It states that among 190 countries, Turkey ranks 78th for starting a business, 59th for dealing with construction permits, 60th for getting electricity, 39th for registering property, 32nd for getting credit, 26th for protecting minority investors, 80th for paying taxes, 42nd for trading across borders, 19th for enforcing contracts and 109th for resolving insolvency."},{"$f":"IF($G25=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E25&L$5,Policy_questions!$B$2:$B$171,0)))","v":"Lisbon is the largest business city in Portugal, but a recent report by the World Bank (July 2018) found that it lags behind other cities in terms of the business environment. This is mostly because of the amount of time it takes to enforce contracts, register property and, to a lesser extent, deal with construction permits. Lisbon performs better on getting electricity. Regulations for business (starting a business, tax systems, etc.) do not vary across municipalities as responsibility for this lies with the central government. In practice, Lisbon does have more incubators for start-ups and small businesses, which could be seen as a positive factor in terms of ease of doing business. However, it could speed up the issuing of licences for offices and provide more space and infrastructure for businesses. Nonetheless, Lisbon does not stand out from other cities. Portugal in general does not have a leading position in the World Bank's Ease of Doing Business Ranking; it is currently ranked 34th among 190 economies, according to the 2018 report. This represents a fall in the rankings, from 29 in 2017. Ease of doing business in Portugal averaged 31.91 between 2008 and 2018, reaching an all-time high of 48 in 2009 and a record low of 23 in 2014."},{"$f":"IF($G25=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E25&M$5,Policy_questions!$B$2:$B$171,0)))","v":"Melaka has a more competitive business environment than Malaysia overall. Malaysia ranks 15th in the World Bank's Doing Business 2019 report, but there is no comparable data at the subnational level [1]. However, the Melaka Historic City Council has established a key performance indicator (KPI) for processing business premise licences within one day, compared to the five days taken by Kuala Lumpur City Hall [1][2]. Malaysia's Competitiveness Report—developed by the Malaysia Productivity Corporation, adapting the methodology used for the Global Competitiveness Report—ranked Melaka's competitiveness environment above Malaysia's average in 2013, and categorised it as transitioning from an efficiency-driven economy to an innovation-driven economy [3]. Melaka's macroeconomic environment received a score in line with Malaysia's average. The state received its lowest scores in the areas of technological readiness and market size."},{"$f":"IF($G25=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E25&N$5,Policy_questions!$B$2:$B$171,0)))","v":"According to a study by Endeavor (an organisation that promotes entrepreneurship), it took an average of 151 days to open a business in Recife in 2016, compared to Brazil's national average of 80 days. Entrepreneurs are concerned about a lack of integration across the various government bodies for obtaining the proper licences. There is a proposal to create RedeSimples—a system that is intended to simplify the process of opening a business that is already present in other cities in Brazil. However, this has not yet been implemented in Recife [1]. In the previous edition of the Endeavor study, it took an average of 138 days to open a business in Recife and 177 days to obtain licencing for real estate, and 54.2% of the cases in local courts were backlogged. To provide a point of comparison, in the city of São Paulo (the largest city in Brazil) in the same year, it took an average of 88 days to open a business and 94 days to obtain licencing for real estate, and the backlog at local courts was 70% [2]."},{"$f":"IF($G25=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E25&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Singapore ranks second overall in the World Bank Ease of Doing Business Ranking, indicating that the regulatory environment is conducive to operating a local firm [1]."}]
[{"$f":"IF(tblIndicators!D22=\"\",\"\",tblIndicators!D22)","v":3.3},{"$f":"tblIndicators!A22","v":21},{"$f":"tblIndicators!B22","v":0},{"$f":"tblIndicators!G22","v":2},{"$f":"tblIndicators!E22","v":"UREC3_3"},{"$f":"tblIndicators!K22","v":11},{"$f":"tblIndicators!AF22","v":3},{"$f":"REPT(\" \",D26)&tblIndicators!AK22","v":"  3.3) Labor Force"},{"$f":"IF(G26=1,\"\",tblIndicators!Y22)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ22","v":3},{"$f":"IF($G26=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E26&K$5,Policy_questions!$B$2:$B$171,0)))","v":"In Izmir, there are city-led initiatives to match labour force skill to employment opportunities. The Izmir Metropolitan Municipality's (IMM) Vocational Factory Directorate provides training courses with the stated aims of increasing participation in production and preventing unemployment. These courses are available in 11 different centres for those who wish to acquire a profession, with a special focus on unemployed women, youth, people with disabilities and other disadvantaged groups. Since 2006, 2,180 courses in 75 branches have been opened under the name of İZMEB Vocational Training and Skills Courses, training 54,230 people (out of 263,000 unemployed in the city overall). However, it is unknown what share of participants have been able to rejoin the primary labour market [1] [4]. Another IMM initiative is FabLab, a digital fabrication workshop allowing innovators to produce prototypes [2] [3] [4]. In addition to the efforts of IMM, the Provincial Employment and Vocational Education Board brings together representatives from many institutions, including the Izmir Governorship, the Izmir Labour and Employment Agency, the Izmir Development Agency (IDA) and the Provincial Directorate for National Education. The board functions as a discussion platform for employment and vocational education in the city. IDA also introduced a vocational education financial support programme, providing total funding of TL20m (US$3.7m) for 40 projects in 2013, and TL10m (US$1.9m) for 13 projects in 2015 [4]."},{"$f":"IF($G26=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E26&L$5,Policy_questions!$B$2:$B$171,0)))","v":"Active labour market policies are the responsibility of the central government, with local governments tending to focus more on schooling and education policies. However, in the Grand Options Plan (2018-21) there are a few measures directed at workers and promoting employment. One goal is to set up Lisbon's Learning Integrated Centre, which will provide an educational and training space for children, young people and adults. It should also include the council's \"Qualify Centre\" and other training options. The Qualify programme was created by the central government at the national level and was launched in March 2017 (targeting 600,000 workers in the period to 2020). It aims to provide training and further education to adults across the country. The council has a supporting role in implementing this programme, monitoring its metrics, and managing and promoting \"qualify centres\" within the city. It also offers training courses in a range of different areas, mostly focused on council workers."},{"$f":"IF($G26=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E26&M$5,Policy_questions!$B$2:$B$171,0)))","v":"There is no evidence of apprenticeships or training programmes. According to Malaysia's Competitiveness Report, Melaka scored above the Malaysian average for both primary education provision (6.44, compared to a 6.07 national average) and higher education and training provision (5.12, compared to a 4.40 national average) [1]."},{"$f":"IF($G26=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E26&N$5,Policy_questions!$B$2:$B$171,0)))","v":"Recife's Directorate for the Promotion of Work Employment and Income is responsible for implementing the Public System for Work Employment and Income—a programme created by the federal government but run and managed by local governments. The public system matches labour force demand and supply, provides professional orientation, provides an unemployment safety net, implements the First Job National Programme, provides information on the labour market, guides citizens on microfinance opportunities, and provides professional and social qualifications for workers. Worker qualifications are provided through training in the economic areas of services, commerce and industry. The courses provided last an average of 200 hours and are catered towards the low-income population (whether unemployed or not). The city also has local programmes such as Local Labour by the City of Recife, which connects workers with local employers through partnerships between the public and private sectors. A programme to help youth enter the labour market provides training programmes and apprenticeships, and incentivises employers to hire vulnerable young people, such as those with physical or mental disabilities [1]."},{"$f":"IF($G26=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E26&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Singapore’s efforts to match labour to skills shortages are co-ordinated through the SkillsFuture Programme, managed by the Future Economy Council (FEC). The programme provides resources and training for residents across career levels through educational opportunities, accelerations, internships and bootcamps. It also provides resources to employers and training providers for worker development. Recent projects include the development of a TechSkills Accelerator aimed at expanding digital skills in local professionals [1]."}]
[{"$f":"IF(tblIndicators!D23=\"\",\"\",tblIndicators!D23)","v":3.4},{"$f":"tblIndicators!A23","v":22},{"$f":"tblIndicators!B23","v":0},{"$f":"tblIndicators!G23","v":2},{"$f":"tblIndicators!E23","v":"UREC3_4"},{"$f":"tblIndicators!K23","v":24},{"$f":"tblIndicators!AF23","v":3},{"$f":"REPT(\" \",D27)&tblIndicators!AK23","v":"  3.4) Livelihood Opportunities"},{"$f":"IF(G27=1,\"\",tblIndicators!Y23)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ23","v":3},{"$f":"IF($G27=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E27&K$5,Policy_questions!$B$2:$B$171,0)))","v":"There is no evidence of anti-discrimination measures implemented by Izmir local authorities. Izmir Metropolitan Municipality (IMM), the main local authority, has organised conferences entitled \"Unimpeded Izmir\" (Engelsizmir) on the inclusion of persons with disabilities, but these have focused on making public services (including public transport) accessible, rather than including people with disabilities or other vulnerable populations in the labour market [1] [2].\n \nAlthough there is no co-ordinated strategy for promoting employment among vulnerable populations, there are some district-level initiatives. For example, in Balçova district, the Neighbourhood Houses (Semtevleri) project provides housewives with free vocational training courses and materials for the production of handmade products, which are later put on sale at trade fairs and sold by a co-operative established by participants. The Municipality of Balçova also trains people with disabilities to make wedding candies and facilitates the sale of those goods [3].\n \nThere is no public evidence of programmes aimed at integrating refugees—for example, language courses run by local authorities [4]. Such programmes may exist, but the authorities may choose to hide them from public view due to negative attitudes towards immigration among the population [5]. NGOs such as Habitat, which works with disadvantaged groups throughout Turkey, run training programmes for refugees [5]. One challenge associated with integrating refugees into society is that they are located in specific districts within the city [2].\n \nAt the national level, the main legal instrument for fighting discrimination is Article 6 of the Law on the Human Rights Institution of Turkey, which outlaws discrimination in the workplace. The law was adopted in 2016 by the Grand National Assembly of Turkey, establishing the Human Rights Institution—a national agency tasked with protecting human rights, guaranteeing the right of people to be treated equally, and preventing discrimination in accessing legally recognised rights and freedoms [6]. The institution adjudicates claims of discrimination and penalises actions considered to be discriminatory. Persons discriminated against in the application, selection, recruitment and termination phases of employment can appeal to the institution [7]."},{"$f":"IF($G27=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E27&L$5,Policy_questions!$B$2:$B$171,0)))","v":"This is mostly a central government responsibility. However, there are a few initiatives at the local level. One of the five sections of the Grand Options Plan (2018-21) is dedicated to securing human and social rights and preventing social exclusions, although there is not a great deal on active labour market policies. The council also launched a Social Development Plan (2017-20) in 2017 in order to tackle social problems and ensure vulnerable population groups get the support they need. The plan sets out, as a clear goal, the promotion of employment and labour market participation for people with disabilities, people struggling with addiction and people who are homeless."},{"$f":"IF($G27=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E27&M$5,Policy_questions!$B$2:$B$171,0)))","v":"In Malaysia, the Employment Act 1955 covers workplace discrimination. There are currently proposals to enlarge the discrimination provisions in this act to outlaw \"any\" form of workplace discrimination [1][2]. There is no evidence of state or city-level activities."},{"$f":"IF($G27=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E27&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The Directorate for the Promotion of Work Employment and Income works with the Association Pestalozzi in Recife to promote employment among those who have physical or mental disabilities [1]. Association Pestalozzi is a national civil society organisation that provides training for people over the age of 14 who have physical or mental disabilities so that they can join the labour force. Funding for the organisation comes solely from the city of Recife and the federal government [2]. There are also policies focused on young people and low-income or low-skilled workers [1]. There is no evidence of programmes focused on increasing employment among other minorities or women."},{"$f":"IF($G27=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E27&O$5,Policy_questions!$B$2:$B$171,0)))","v":"The Employment Act (Chapter 91), revised on 31 July 2009, is Singapore’s main labour law and provides the basic terms and conditions at work for employees in Singapore [1]. The law is complemented by guidelines for fair employment issued by the Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP). The guidelines cover five principles of fair employment: merit-based recruitment and non-discrimination, fair treatment of employees, further opportunities for training and career development, rewards based on performance, and compliance with labour laws [2]. Singapore does not have broad anti-discrimination laws, however, leading to critiques that the TAREP guidelines do not do enough to protect workers, especially against age discrimination [3]."}]
[{"$f":"IF(tblIndicators!D24=\"\",\"\",tblIndicators!D24)","v":3.5},{"$f":"tblIndicators!A24","v":23},{"$f":"tblIndicators!B24","v":0},{"$f":"tblIndicators!G24","v":2},{"$f":"tblIndicators!E24","v":"UREC3_5"},{"$f":"tblIndicators!K24","v":37},{"$f":"tblIndicators!AF24","v":3},{"$f":"REPT(\" \",D28)&tblIndicators!AK24","v":"  3.5) Income Equality and Shared Prosperity"},{"$f":"IF(G28=1,\"\",tblIndicators!Y24)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ24","v":3},{"$f":"IF($G28=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E28&K$5,Policy_questions!$B$2:$B$171,0)))","v":"There is some evidence of local policies designed to ensure that public services reach all urban areas. According to the regional results of the Income and Living Conditions Survey, conducted by the Turkish Statistical Institute in 2017, Izmir has the fourth biggest income disparity among Turkish cities, with a Gini coefficient of 38.7 [1]. According to the strategic plan of Izmir Metropolitan Municipality (IMM), one of the main goals of the municipality is to be \"at every place of need\", but there is no evidence of a strategy addressing existing income disparity on the IMM website [2].\n \nHowever, following the adoption of a national law [3] that expanded the borders of the Metropolitan Municipality, IMM has prioritised infrastructural development in new areas to prevent them from falling behind in terms of services. Asphalting lowland roads, improving the quality of drinking water and sewerage infrastructure, establishing bus services to villages and negotiating purchase contracts with co-operatives (for milk, flowers, agricultural products, etc.) are just a few examples of steps taken by IMM to bring services in the new districts up to the level of those in older ones [4]."},{"$f":"IF($G28=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E28&L$5,Policy_questions!$B$2:$B$171,0)))","v":"Access to public services and the quality of those services are broadly the same across the city. All kinds of public services are available, including health, education and transportation services (the latter of which is now fully managed by the council). However, the local government does not have an active policy in this area. It also does not provide more public services to economically and socially deprived areas."},{"$f":"IF($G28=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E28&M$5,Policy_questions!$B$2:$B$171,0)))","v":"Inequality in Malaysia is lower than in other Asian countries, but higher than in advanced economies. It has a Gini co-efficient of 41, estimated from household income surveys. There is no evidence of particular measures in Melaka that have been introduced to reduce inequality, although levels of inequality and poverty are much lower in Melaka than the national average [2]. The Gini co-efficient for the Central Melaka District is 0.33, and the incidence of poverty is 0.1% [2][3]."},{"$f":"IF($G28=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E28&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The city of Recife has identified and designated areas of at-risk populations as Communities of Social Interest (CIS). These tend to be densely populated areas with concentrations of low-income residents. The city has mapped and studied these areas to identify infrastructure, service and other needs. These studies look at water supply coverage and quality, sewage collection and treatment, and road networks and quality. The objective is to identify and prioritise the needs of these areas, and to ensure that public services reach all urban areas [1]. The CIS is a less formal version of the Special Zones for Social Interest (ZEIS) and is often a step towards becoming a ZEIS. ZEIS receive legal protection and rights and require additional certification based on perimeter studies and analysis of titles and land ownership. They also cater to low-income populations in communities with a lack of infrastructure and public services [2]."},{"$f":"IF($G28=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E28&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Access to public services is planned within the 2011 Concept Plan and the Master Plan 2014, which establish a base statutory land-use zoning plan for development. Through these plans and accompanying frameworks, agencies responsible for housing, transportation, land use and public services centrally co-ordinate to ensure that public services are accessible to residents in each of the development areas [1]."}]
[{"$f":"IF(tblIndicators!D25=\"\",\"\",tblIndicators!D25)","v":4},{"$f":"tblIndicators!A25","v":24},{"$f":"tblIndicators!B25","v":0},{"$f":"tblIndicators!G25","v":1},{"$f":"tblIndicators!E25","v":"NERE"},{"$f":"tblIndicators!K25","v":33},{"$f":"tblIndicators!AF25","v":1},{"$f":"REPT(\" \",D29)&tblIndicators!AK25","v":" 4) NATURAL ENVIRONMENT AND RESOURCES"},{"$f":"IF(G29=1,\"\",tblIndicators!Y25)","v":""},{"$f":"tblIndicators!AQ25","v":4},{"$f":"IF($G29=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E29&K$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G29=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E29&L$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G29=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E29&M$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G29=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E29&N$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G29=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E29&O$5,Policy_questions!$B$2:$B$171,0)))","v":""}]
[{"$f":"IF(tblIndicators!D26=\"\",\"\",tblIndicators!D26)","v":4.0999999999999996},{"$f":"tblIndicators!A26","v":25},{"$f":"tblIndicators!B26","v":0},{"$f":"tblIndicators!G26","v":2},{"$f":"tblIndicators!E26","v":"NERE4_1"},{"$f":"tblIndicators!K26","v":27},{"$f":"tblIndicators!AF26","v":3},{"$f":"REPT(\" \",D30)&tblIndicators!AK26","v":"  4.1) Ecosystems and Biodiversity"},{"$f":"IF(G30=1,\"\",tblIndicators!Y26)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ26","v":3},{"$f":"IF($G30=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E30&K$5,Policy_questions!$B$2:$B$171,0)))","v":"There are some local regulations designed to protect ecosystems and biodiversity. The Green Infrastructure Strategy, published in January 2018 by Izmir Metropolitan Municipality (IMM), aims to create a green belt around the city's central areas, and to protect national parks and other protected areas [7]. Protecting the historical and natural heritage of the city is also high on IMM's agenda, and a European Union (EU) project is currently underway to create a geological park in the UNESCO-protected Pergamon region [5].\n \nMost of the regulatory framework for protecting ecosystems and biodiversity consists of national regulations, however. These are managed by the Directorate of Nature Conservation and National Parks, which is part of the Turkish Ministry of Agriculture and Forestry. The main pieces of legislation are the Law on National Parks, in force since 1983 [1], the main objective of which is to determine, protect, develop and manage areas of national and international value; and the Regulation on National Parks, in force since 1986, which regulates the planning, development, conservation, management and promotion of national parks, natural parks, natural monuments, nature reserve areas and forest rest areas [2]. Izmir has 217,424 decares of protected areas, including eight nature parks, ten natural monuments, two wildlife protection areas and one wetland of national importance [3]. One example of a protected area in Izmir is the Izmir Bird Sanctuary, which has national and international protection status as a Ramsar Area [4] [5] [6]."},{"$f":"IF($G30=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E30&L$5,Policy_questions!$B$2:$B$171,0)))","v":"The Grand Options Plan (2018-21) states that one of the goals is to implement the Strategy for Biodiversity until 2020, and to revise the goals for 2030. It also foresees the creation of a plan to maintain and protect the Monsanto Parque (the biggest green space in Lisbon)—for example, by limiting car traffic. The Strategy for Biodiversity is a 224-page study and characterisation of Lisbon's biodiversity (ecological territory, flora, fauna), which includes indicators that can be used to track the quality and evolution of biodiversity. The general aim of the plan is to increase biodiversity by 20%. To achieve this, the council aims to increase the number of green public spaces in the city; increase the number of retention/ infiltration basins; increase the total length of naturalised water lines; and establish routes, panels and general information about biodiversity hotspots in Lisbon. There is no written evidence that these measures are being implemented, but feedback is positive [1]. Lisbon also won the 2020 Green European Capital competition."},{"$f":"IF($G30=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E30&M$5,Policy_questions!$B$2:$B$171,0)))","v":"110,000 hectares of land in Melaka have been classified as Environmentally Sensitive Areas (ESAs). Most of the ESAs have been classified as ESA Rank 3, where development is allowed but the type and intensity is strictly controlled. Urban development in Melaka has generated some concern about the loss or fragmentation of natural habitats, the loss of shoreline vegetation, the loss of wetlands, and pesticide use, among other issues [1]. For example, the iconic Melaka Gateway project may have environmental, cultural and livelihood impacts on the nearby Portuguese Settlement. However, following a review and reassessment, the state government has confirmed that the project will go ahead [2][3]. Both the Melaka State Structure Plan 2035 (MSSP) and the Green City Action Plan (GCAP) propose policies and actions to manage development in ESAs [1][4]. For example, one of the targets in the GCAP is to increase the \"proportion of ESAs that are protected\" by 20% (although a review of current progress only shows an increase of 1.4% to date) [1][5]. There are 12 permanent forest reserves in Melaka State, covering 5,137 hectares of land—equivalent to 3.1% of total land in Melaka [6]. Other evidence of the state's efforts to protect ecosystems and biodiversity includes the cessation of logging and sand-mining activities [7]."},{"$f":"IF($G30=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E30&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The Director Plan 2008 includes targets to regenerate, protect and preserve the natural environment [1]. The Law for the Use and Occupation of Land of 1996 of the City of Recife created Preservation Units, which the city can designate. Preservation Units are intended to preserve areas in need of environmental protection. Currently, the city of Recife has designated 25 Preservation Units. Of these, five obtained certification as Environmental Protection Areas, as per the National System for Natural Preservation Units [1][2]. The same law establishes percentages of land that must be left in its natural condition, depending on the zone, as designated by the city of Recife [2]."},{"$f":"IF($G30=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E30&O$5,Policy_questions!$B$2:$B$171,0)))","v":"The National Biodiversity Strategy and Action Plan (NBSAP, Conserving Our Biodiversity) was developed in 2009 by the National Parks Board (NParks) with the aim of guiding biodiversity programmes in Singapore through species conservation, rehabilitation of degraded areas, the creation of green corridors to counter fragmentation, and the use of parks for conservation efforts. Incorporating natural elements into urban planning through the guiding vision of Singapore as “A City in a Garden” is central to the policy [1]. Policies such as the Landscaping of Urban Spaces and High Rises Scheme and the Skyrise Greenery Incentive Scheme aim to further this vision [2]. NParks currently manages 350 parks and four nature reserves, covering approximately 2,000 hectares [2]. Singapore is a global leader in designing urban spaces to incorporate natural elements. It also developed the Singapore Index on Cities’ Biodiversity, which allows cities to benchmark their biodiversity conservation efforts and monitor improvement over time [3]."}]
[{"$f":"IF(tblIndicators!D27=\"\",\"\",tblIndicators!D27)","v":4.2},{"$f":"tblIndicators!A27","v":26},{"$f":"tblIndicators!B27","v":0},{"$f":"tblIndicators!G27","v":2},{"$f":"tblIndicators!E27","v":"NERE4_2"},{"$f":"tblIndicators!K27","v":11},{"$f":"tblIndicators!AF27","v":3},{"$f":"REPT(\" \",D31)&tblIndicators!AK27","v":"  4.2) Air Quality"},{"$f":"IF(G31=1,\"\",tblIndicators!Y27)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ27","v":3},{"$f":"IF($G31=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E31&K$5,Policy_questions!$B$2:$B$171,0)))","v":"In Izmir, there are efforts to reduce emissions and the risks they pose to residents. As a first step in reducing emissions, Izmir Metropolitan Municipality (IMM), the main local authority, prepared a Greenhouse Gas (GHG) Inventory of the city in 2016—showing all the sources of GHG emissions, both at the institutional level (i.e. GHG emissions of IMM) and at the city level—as part of the Izmir Sustainable Energy Action Plan. The action plan's main objective is to implement mitigation strategies, paving the way for low-carbon urban development. The plan covers four main topics: urban development and built environment, renewable energy, transportation and waste management. The plan draws up scenarios and proposes steps to be taken on pertinent issues [1]. There are 10,000 square metres of solar panels on the roofs of the car parks of ESHOT, the public transportation company in Izmir. Use of electric buses in public transportation is also being increased, with a total of 20 electric buses currently in operation. These contribute to fuel savings of 87%, compared to diesel oil and gasoline use [4]. Izmir residents can follow emission levels and air quality on a georeferenced map, drawing data from a real-time air monitoring system created by the Ministry of Environment and Urbanisation [2]. No other concrete measures of emission reduction are available. There is no detailed plan for fighting emissions other than the action plan [3]."},{"$f":"IF($G31=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E31&L$5,Policy_questions!$B$2:$B$171,0)))","v":"There has been significant investment in green transport, and restrictions on car use within the city have also been introduced. Between 2002 and 2014, CO2 emissions declined by 50%. The Municipal Master Plan also aims to reduce emissions and promote more efficient energy use. To achieve this, the Grand Options Plan (2018-21) sets out several goals, including creating car-free areas, monitoring air quality, creating reduced-emission areas, and building a bus stock with zero emissions by 2040 (250 low-emission buses were bought to achieve a low-emission bus stock by 2030)."},{"$f":"IF($G31=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E31&M$5,Policy_questions!$B$2:$B$171,0)))","v":"Under the Green City Action Plan (GCAP), Melaka State aims to reduce greenhouse gas (GHG) emissions across different sectors—namely the energy sector (percentage not yet determined), the transport sector (by 20%) and the waste sector (by 40%). The GCAP details many activities for achieving these targets [1]. However, a state government official commented that many of these activities cannot be implemented due to a lack of technical capability and funding [2]. Data on the current levels of GHG emissions is not available. (The first and last GHG emissions inventory for Melaka was taken in 2013). This suggests that activities have either not been implemented or have not been sufficiently monitored [3]."},{"$f":"IF($G31=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E31&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The Director Plan 2008 includes targets to encourage the use of public transportation, guide urban expansion through municipal investments, structure traffic safety and education policy, and update the road network in the city [1]. The proposed Director Plan 2018 includes as an objective the disincentivisation of using individual motorised vehicles. To achieve this, it proposes developing sidewalks so that they are more accessible, constructing walking bridges and walkways, improving the bus transit system, and designating specific throughways to be logistical corridors for the movement of cargo [2]. The city of Recife is also considering implementing toll areas and road-space rationing. These two ideas are being discussed for the Director Plan 2018, which will replace the current plan from 2008 [3]."},{"$f":"IF($G31=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E31&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Singapore’s policies for emission reduction are presented in the 2016 Climate Action Plan: Take Action Today, for a Sustainable Future. Specific programmes to reduce source emissions include the Carbon Emissions-Based Vehicle Scheme (CEVS), introduced in 2013, where low-emission vehicles are given a rebate for ownership taxes while high-emission cars incur a registration surcharge. The National Environment Agency (NEA) has also continued to implement higher emissions standards for vehicles, with the aim of reducing source emissions [1]. The Master Plan 2014, the Land Transport Master Plan 2013 and the Sustainable Singapore Blueprint 2015 strive to integrate city planning and design to provide convenient access to public transportation. Specific programmes like Car-Lite Singapore further aim to incentivise greener modes of transportation by improving the built infrastructure for cycling and walking, and to reduce overall car use by introducing shared electric vehicles and driverless cars [2]."}]
[{"$f":"IF(tblIndicators!D28=\"\",\"\",tblIndicators!D28)","v":4.3},{"$f":"tblIndicators!A28","v":27},{"$f":"tblIndicators!B28","v":0},{"$f":"tblIndicators!G28","v":2},{"$f":"tblIndicators!E28","v":"NERE4_3"},{"$f":"tblIndicators!K28","v":26},{"$f":"tblIndicators!AF28","v":3},{"$f":"REPT(\" \",D32)&tblIndicators!AK28","v":"  4.3) Water Resources Management"},{"$f":"IF(G32=1,\"\",tblIndicators!Y28)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ28","v":3},{"$f":"IF($G32=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E32&K$5,Policy_questions!$B$2:$B$171,0)))","v":"In Izmir, there are no concrete plans to decrease water consumption in order to reduce demand for water in different sectors. However, there are efforts to increase efficiency by decreasing leakages and increasing the number of sources for the water supply. These are two important strategic aims of the Izmir Directorate of Water and Sanitary Sewerage (IZSU), the institution responsible for managing water supply in Izmir [1]. According to the 2017 Activity Report of IZSU, water leakage rates for the metropolitan area (covering 11 districts) have been reduced to 30.48% [2]. Despite a lack of policies directly focused on reducing water consumption, it should be noted that the application of higher tariffs over a consumption threshold (21 cubic metres per month [3]) functions as a control mechanism, contributing to the reduction of consumption [4]."},{"$f":"IF($G32=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E32&L$5,Policy_questions!$B$2:$B$171,0)))","v":"One of the objectives of the Municipal Master Plan is to reduce demand for drinkable water and promote the reuse of grey water or rainfall for non-drinkable purposes. This is reflected in the Grand Options Plan (2018-22), which aims to increase the use of recycled water for watering and cleaning the streets by 25%; and to implement the Water for All programme by putting drinking fountains in all the gardens, parks and squares."},{"$f":"IF($G32=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E32&M$5,Policy_questions!$B$2:$B$171,0)))","v":"The Melaka State Structure Plan 2035 (MSSP) includes a target to reduce domestic water consumption from 220 litres per capita per day in 2015 to 150 litres per capita per day by 2035, in line with Singapore's current domestic water consumption [1]. The Green City Action Plan (GCAP) also includes targets to increase recycled water's share of the potable water supply to 20% by 2020 [2]. The state government is currently working with the state water corporation, Syarikat Air Melaka Berhad (SAMB), to design incentives for households to minimise their water consumption [3]. For non-domestic users, the water tariff was increased at the beginning of 2016. However, this was proposed by SAMB, and reducing demand for water was not mentioned as a goal [4]."},{"$f":"IF($G32=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E32&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The city of Recife's Municipal Plan for Basic Sanitation covers issues of sewage and water distribution. The complete document is not available online, but according to news articles the plan was implemented in December 2017 and is scheduled to run for 20 years, with annual updates. The plan sets basic sanitation targets and creates mechanisms to evaluate the effectiveness of the proposed measures. It seeks to incentivise responsible consumption of water and the adoption of technologies for rationing, distributing and reusing water. The plan also identifies potential challenges (institutional politics, laws, the economy and finance, administration, culture and technology) that could affect the proposed targets [1]. \n \nIn addition to the Municipal Plan, there is a municipal law (Law 17,081), adopted in 2005, which establishes the Programme for the Conservation and Rational Use of Water in Buildings. The law stipulates mechanisms and technologies to reduce the consumption of water, such as toilets that use less water per flush and showers with lower water usage. It also requires buildings to install tanks to capture rainwater to be used in activities that do not require treated water [2]."},{"$f":"IF($G32=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E32&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Singapore has numerous policies to improve water consumption patterns. Water supply is managed by the Public Utilities Board (PUB)—a statutory board under the Ministry of the Environment and Water Resources. Overall policy is detailed in the 2016 publication “Our Water, Our Future”. This introduces the Four National Taps policy, whereby the water needs of the city are supplied by local water catchments, imported water, new water and desalinated water [1][2]. Additional policies include the Mandatory Water Efficiency Labelling Scheme, the Minimum Water Efficiency Standards for household appliances and water fittings, the Voluntary Water Efficiency Management Plans from private enterprises, the Water Efficient Homes programme and a Water Efficiency Fund [3]."}]
[{"$f":"IF(tblIndicators!D29=\"\",\"\",tblIndicators!D29)","v":4.4000000000000004},{"$f":"tblIndicators!A29","v":28},{"$f":"tblIndicators!B29","v":0},{"$f":"tblIndicators!G29","v":2},{"$f":"tblIndicators!E29","v":"NERE4_4"},{"$f":"tblIndicators!K29","v":22},{"$f":"tblIndicators!AF29","v":3},{"$f":"REPT(\" \",D33)&tblIndicators!AK29","v":"  4.4) Solid Waste Management"},{"$f":"IF(G33=1,\"\",tblIndicators!Y29)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ29","v":3},{"$f":"IF($G33=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E33&K$5,Policy_questions!$B$2:$B$171,0)))","v":"In Izmir, there are efforts to create a standardised and sustainable municipal waste management system by Izmir Metropolitan Municipality (IMM), the main local authority. The development of an integrated waste management system is listed as one of the strategic targets under the strategic goal of sustainable environmental management in IMM's Strategic Plan 2015-2019 [1]. According to the results of the Municipal Wastewater Statistics Survey, published annually by the Turkish Statistical Institute (but not publicly available online), Izmir is the leading city in Turkey for municipal wastewater management, and 97.3% of the wastewater in Izmir is treated in facilities that meet European Union standards [2]. According to an analysis of IMM's performance in municipal waste management, even though IMM has encountered problems in choosing sites for solid waste collection, its performance in the collection of radioactive materials and electronic waste has been successful. Through a campaign focused on recycling electronic waste, for example, around US$7bn has been saved [3]."},{"$f":"IF($G33=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E33&L$5,Policy_questions!$B$2:$B$171,0)))","v":"Lisbon's 2004 administrative reform transferred some powers and financial resources from Lisbon's council to the 24 parishes. One of the transferred responsibilities was public cleaning. However, the council is still responsible for collecting and transporting non-recyclable and recyclable waste. There is a plan (2015-20) that outlines the goals and steps that need to be taken regarding urban waste management at the municipal level, in order to achieve the goals set for 2020 at the national level. Waste treatment is handled by VALORSUL—a public company responsible for waste treatment across all municipalities of Greater Lisbon. The Grand Options Plan also outlines several measures in this area, including reducing the use of plastic, implementing organic composting of organic and green waste in 4,000 houses, creating an app (EcoLisboa) with information about ecopoints and expanding the network of waste reception centres."},{"$f":"IF($G33=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E33&M$5,Policy_questions!$B$2:$B$171,0)))","v":"SWM Environment Sdn Bhd (SWM) is the concessionaire responsible for solid waste management and public cleansing for all local authorities in Melaka State. It introduced the 2+1 Programme, where it collects food and other waste twice a week (to be sent to the landfill site), and collects recyclables, bulky items and garden waste once a week to encourage waste segregation at the source [1][2]. However, the recycling rate in Melaka remains low [4]. When the Green City Action Plan (GCAP) was published in 2014, it was estimated that Melaka generated up to 1,700 tonnes of waste a day. The only landfill site in the state was located at Krubong and was reaching capacity. It was replaced by a new facility in Sungai Udang [2], but this 10-acre site was nearly full by 2017 [3][4]. The federal government proposed the construction of four new sites, totalling 12.5 hectares, with funding for three of the sites(RM61.5m) [5]. There were also plans to construct an incinerator and explore waste-to-energy technology in order to support a more sustainable waste management system, but nothing has materialised to date [6]. The federal government aims to have one incinerator facility in every state within the next two years, starting with the southern region (which includes Melaka) [7]."},{"$f":"IF($G33=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E33&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The city of Recife's Municipal Plan for Basic Sanitation covers issues of sewage and water distribution. It was implemented in December 2017 and is scheduled to run for 20 years, with annual updates [1]. The complete document is not available online, but presentations by the city outline several strategic measures, including some that deal directly with waste management and sustainable practices—for example, improving efficiency in the treatment of water and sewage, and reducing waste production by reducing consumption, reusing materials, and collecting waste and recycling [2]."},{"$f":"IF($G33=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E33&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Singapore’s waste management practices (including regulatory and licencing functions) are administered by the National Environment Agency (NEA) and standardised under the legal framework, including the Environmental Public Health Act and Regulations. Waste disposal infrastructure in Singapore consists of four waste-to-energy (WTE) incineration plants and the Semakau offshore landfill site [1]. Singapore intends to work towards becoming a zero waste nation by introducing innovations such as centralised chutes for recyclables and pneumatic waste conveyance systems, and by building an integrated waste management facility [2]."}]
[{"$f":"IF(tblIndicators!D30=\"\",\"\",tblIndicators!D30)","v":4.5},{"$f":"tblIndicators!A30","v":29},{"$f":"tblIndicators!B30","v":0},{"$f":"tblIndicators!G30","v":2},{"$f":"tblIndicators!E30","v":"NERE4_5"},{"$f":"tblIndicators!K30","v":35},{"$f":"tblIndicators!AF30","v":3},{"$f":"REPT(\" \",D34)&tblIndicators!AK30","v":"  4.5) Consumption and Production Patterns"},{"$f":"IF(G34=1,\"\",tblIndicators!Y30)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ30","v":3},{"$f":"IF($G34=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E34&K$5,Policy_questions!$B$2:$B$171,0)))","v":"There are a number of city-led campaigns to raise awareness about sustainable lifestyles. Every year since 1998, the Izmir Metropolitan Municipality (IMM), the main local authority, has organised the Collect Waste Batteries Campaign during Environment Week, which attracts attention from all age groups among residents in Izmir [1]. Another project, initiated in 2014 by IMM, is the Bisim Smart Bike Rental System, which aims to increase the use of carbon-free means of transportation. To date, the bicycles have been rented nearly 1.3m times [2]. IMM also organises information days within the framework of the Izmir Healthy Cities Project. For example, training is given to children from 30 different districts in Izmir on \"Global Warming, Renewable Energy Resources and Energy Efficiency\". This has been organised annually since 2015, with 18,000 children participating in total [3]. In 2018, IMM also organised its first Car-Free City Day, which will continue to be organised annually, with the aim of establishing sustainable and healthy cities that use environmentally friendly and sustainable means of transportation [4]."},{"$f":"IF($G34=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E34&L$5,Policy_questions!$B$2:$B$171,0)))","v":"There are initiatives to raise awareness about sustainable consumption, and the council has outlined some measures to increase recycling. However, experts do not consider these to be reflected in public awareness campaigns. Some of the most successful measures to date include the creation of municipal market gardens across the city in 2011, and removing 100% of plastic from the 92 school canteens in 2018."},{"$f":"IF($G34=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E34&M$5,Policy_questions!$B$2:$B$171,0)))","v":"As detailed in the Green City Action Plan (GCAP), Melaka aims to be a \"zero waste\" state, with targets to reduce per-capita waste by 20%, and to increase the percentage of the city's solid waste that is recycled by 100% (among other targets) [1]. There have been a few state-led campaigns to raise awareness about sustainable consumption and lifestyles, including the No Plastics and Polystyrene Programme, which bans the use of plastics and polystyrene; the BioDiesel Programme, which collects used cooking oil to be converted into biodiesel fuel; the 2+1 Recycling Programme, which encourages recycling in conjunction with SWM Environment; the E-Waste Alam Alliance, which focuses on the collection of e-waste; and the EcoSchools curriculum, which promotes environmental consciousness among school students and the community [2]. At the local authority level of the Melaka Historic City Council (MBMB), the local authority partnered with Fraser & Neave Sdn Bhd (F&N) to roll out the company's school recycling campaign. The campaign (\"Kempen Kitar Semula F&N & MBMB 2018\") will see all schools (pre-school, primary and secondary) in the jurisdiction compete to collect the most recyclable materials per student [3]. However, feedback received during the 100 Resilient Cities' Preliminary Resilience Assessment suggests that there is very limited awareness among residents, businesses and industries about recycling or waste segregation, despite the recycling programmes [4]."},{"$f":"IF($G34=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E34&N$5,Policy_questions!$B$2:$B$171,0)))","v":"In December 2016, the city of Recife led a campaign called December for Conscious Consumption, which encouraged the population to reduce their consumption of energy and other goods in order to reduce waste. During the entire month, there were workshops and activities focused on waste reduction and environmental sustainability [1]. There is no evidence that this campaign has been repeated in more recent years.\n \nThe EMLURB, Recife's waste management company (owned by the city), has an educational campaign to inform the population about recycling and how to sustainably manage their own waste. EMLURB promotes these campaigns in schools and through lectures and debates, the Oficina Reaproveitar (an initiative that teaches people how to use recycled or reused materials in art), and the implementation of selective collection (recycling) in public markets. In January 2016, it created a programme called Meu Bairro eu Também Limpo (My Neighborhood and I Are Also Clean). Through this programme, EMLURB identifies areas where inhabitants have poor waste disposal habits and then teaches those communities about the best and most sustainable ways to manage their waste [2]."},{"$f":"IF($G34=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E34&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Singapore has a strong record in developing and assisting campaigns to raise awareness around a variety of sustainable living and consumption practices. Successful campaigns are highlighted in the Sustainable Singapore Blueprint 2015 and have included community initiatives such as the Keep Singapore Clean Movement, SWITCH (Simple Ways I Take to Change My Habits) to prevent household waste, recycling programmes, and the Call for Ideas Fund, which provides co-funding for creative projects that promote environmental ownership. Campaigns also support volunteer and community groups that encourage sustainable practices. For example, NParks supports 3,200 Dengue Prevention Volunteers, 4,000 LitterFree Ambassadors and 2,100 student Heartland Ambassadors [1]."}]
[{"$f":"IF(tblIndicators!D31=\"\",\"\",tblIndicators!D31)","v":5},{"$f":"tblIndicators!A31","v":30},{"$f":"tblIndicators!B31","v":0},{"$f":"tblIndicators!G31","v":1},{"$f":"tblIndicators!E31","v":"CLAR"},{"$f":"tblIndicators!K31","v":29},{"$f":"tblIndicators!AF31","v":1},{"$f":"REPT(\" \",D35)&tblIndicators!AK31","v":" 5) CLIMATE ACTION AND RESILIENCE"},{"$f":"IF(G35=1,\"\",tblIndicators!Y31)","v":""},{"$f":"tblIndicators!AQ31","v":4},{"$f":"IF($G35=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E35&K$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G35=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E35&L$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G35=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E35&M$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G35=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E35&N$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G35=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E35&O$5,Policy_questions!$B$2:$B$171,0)))","v":""}]
[{"$f":"IF(tblIndicators!D32=\"\",\"\",tblIndicators!D32)","v":5.0999999999999996},{"$f":"tblIndicators!A32","v":31},{"$f":"tblIndicators!B32","v":0},{"$f":"tblIndicators!G32","v":2},{"$f":"tblIndicators!E32","v":"CLAR5_1"},{"$f":"tblIndicators!K32","v":24},{"$f":"tblIndicators!AF32","v":3},{"$f":"REPT(\" \",D36)&tblIndicators!AK32","v":"  5.1) Greenhouse gas inventory"},{"$f":"IF(G36=1,\"\",tblIndicators!Y32)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ32","v":3},{"$f":"IF($G36=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E36&K$5,Policy_questions!$B$2:$B$171,0)))","v":"Izmir uses a Greenhouse Gas (GHG) Inventory to identify sources of emissions and prioritise policies to reduce emissions. In the Izmir Sustainable Energy Action Plan, published in 2016 by the Izmir Metropolitan Municipality (IMM), the urban GHG inventory for Izmir is summarised in terms of both different GHGs and the distribution of their sources. According to this document, the largest source of GHGs is the industrial sector's fuel and electricity consumption, accounting for 44% of GHGs. The GHGs originating from household fuel and electricity consumption account for 12.5% of total GHGs, while the share of emissions coming from commercial and public institutions is 7.3%. GHGs related to transportation account for 19% of the total. Energy use in commercial buildings accounts for 7.3%. The action plan examines each GHG source and produces detailed targets. The overall target is to achieve a 26% per capita GHG reduction by 2020, compared to 2014 levels [1]."},{"$f":"IF($G36=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E36&L$5,Policy_questions!$B$2:$B$171,0)))","v":"Lisbon council signed the Convenant of Mayors for Climate and Energy (CMCE) in 2016. This initiative was created at the European level in 2016, and Lisbon was the first capital council to sign it. It aims to reduce emissions by 20% by 2020, and by 40% by 2030. There are monitoring procedures for tracking indicators and progress towards meeting the targets. However, it is unclear how often monitoring occurs. According to the CMCE, the sector that releases the most emissions is transportation, followed by the services and residential sectors. There are measures to reduce emissions (especially in the transport sector). "},{"$f":"IF($G36=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E36&M$5,Policy_questions!$B$2:$B$171,0)))","v":"One of the main goals of the Green City Action Plan (GCAP) is to \"reduce GHG emissions through efficiency and increase in use of renewable energy sources\". Targets include: (i) reducing electrical use per capita by 20%; (ii) increasing the percentage of electricity obtained from renewable sources to 20%; and (iii) reducing total GHG emissions from the energy sector (percentage yet to be determined), the transport sector (by 40%) and the solid waste sector (by 40%). To facilitate this, preparing a GHG emissions inventory for the state was identified as a key action [1], and Melaka is the first state in Malaysia to produce such a report. The report was prepared by Melaka's Green Technology Corporation, with support from the International Council For Local Environmental Initiatives (ICLEI). It was launched in November 2015 and provides 2013 data at the local authority level, including for the Melaka Historic City Council (MBMB). In 2013, Melaka State produced 1,961 kt CO2 e of emissions, with the largest contribution (61%) coming from road transportation [2][3]. Most GHG emissions data was missing in the first draft of the report."},{"$f":"IF($G36=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E36&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The city of Recife developed its Plan to Reduce Greenhouse Gas Emissions in 2016. It created its first inventory to identify sources of emissions in 2012 (released in 2015), which found that the city emitted 3.1m tonnes of CO2-equivalent emissions, 65.2% of which came from transportation, 19.4% from waste, 6.3% from residential energy, 4.9% from industrial energy, 3.8% from commercial or institutional energy, and 0.3% from the government. The 2016 plan prioritises reducing GHG emissions in certain sectors, and outlines specific measures and actions to reduce emissions. It prioritises four areas: transportation and urban mobility, waste and sanitation, energy, and sustainable urban development and resilience. There are specific targets for each of these areas. For example, the plan aims to reduce solid waste by 35% by 2020 [1]."},{"$f":"IF($G36=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E36&O$5,Policy_questions!$B$2:$B$171,0)))","v":"The Singapore National Environment Agency (NEA) leads a multi-agency effort to compile Singapore’s greenhouse gas (GHG) inventory. The legal framework for emission reduction in Singapore is established through the Energy Conservation Act (ECA) for GHG emissions, which was enhanced in 2017 [1]. Detailed plans and targets for emission reduction are presented in the 2016 Climate Action Plan: Take Action Today, for a Sustainable Future. These include reducing carbon emissions in power generation, developing low-carbon technologies and increasing energy efficiency [2]. Beginning in 2019, Singapore plans to introduce a carbon tax for facilities that emit more than 25,000 tCO2e of emissions and the six GHGs [3]."}]
[{"$f":"IF(tblIndicators!D33=\"\",\"\",tblIndicators!D33)","v":5.2},{"$f":"tblIndicators!A33","v":32},{"$f":"tblIndicators!B33","v":0},{"$f":"tblIndicators!G33","v":2},{"$f":"tblIndicators!E33","v":"CLAR5_2"},{"$f":"tblIndicators!K33","v":17},{"$f":"tblIndicators!AF33","v":3},{"$f":"REPT(\" \",D37)&tblIndicators!AK33","v":"  5.2) Energy efficiency"},{"$f":"IF(G37=1,\"\",tblIndicators!Y33)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ33","v":3},{"$f":"IF($G37=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E37&K$5,Policy_questions!$B$2:$B$171,0)))","v":"In Izmir, there have been efforts to implement strategies to improve energy efficiency, but none are currently underway. Following a 2011 protocol signed by the Izmir Development Agency (IDA), the Technological Development Foundation of Turkey (TDFT) and the Aegean Region Chamber of Industry (ARCI), the Izmir Eco-Efficiency Strategy was prepared in 2012. This still functions as the main strategy document on this issue. The main objectives are to develop policies on eco-efficiency, develop financial and information-sharing mechanisms in the field of eco-efficiency, and increase capacity in and awareness of eco-efficiency [1]. The implementation phase included providing training programmes, selecting firms with good energy efficiency practices, and implementing four pilot projects with total funding of TL1,500,000 (US$270,000) [2]. These pilot projects were aimed at saving raw materials (100 tonnes a year), reducing waste (100 tonnes a year), saving water (63,000 m3 a year), reducing wastewater (19,000 m3 a year), saving energy (7.8m kWh a year), saving steam (5,000 tonnes a year) and saving chemicals (80,500 kg a year) [2]. The implementation phase finished in December 2015 but no results have been published [1]."},{"$f":"IF($G37=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E37&L$5,Policy_questions!$B$2:$B$171,0)))","v":"The Grand Options Plan (2018-21) shows that the council intends to work on improving energy efficiency. For example, there are plans to improve energy efficiency in at least 40% of the houses in municipal neighbourhoods, replace public lighting with more efficient technology and improve the thermal insulation in buildings. According to experts, thermal insulation is a problem in most buildings in Lisbon but has been neglected in the past [1]. The plan is yet to be implemented."},{"$f":"IF($G37=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E37&M$5,Policy_questions!$B$2:$B$171,0)))","v":"One of the main goals of the Green City Action Plan (GCAP) is to \"reduce GHG emissions through efficiency and increase in use of renewable energy sources\". The key actions are to: (i) prepare a GHG emissions inventory for the state; (ii) prepare a comprehensive energy plan; (iii) prepare a feasibility study to set up a Smart City demonstration project; (iv) scale up the demonstration project; (v) establish a programme to facilitate large-scale production of electricity from solar energy in the state; and (vi) establish a programme to encourage large private facility owners to implement energy-efficiency measures and increase consumption from renewable energy sources [1]. These key actions are clearly prioritised in the Melaka State Structure Plan 2035 (MSSP), along with developing the state's own Low Carbon Cities Framework and Assessment, and expanding the green technology concept to building works [2]. To date, the following progress has been made: (i) a GHG emissions inventory for the state has been completed; (ii) several initiatives are underway as part of the Smart City demonstration project, including installing smart meters, retrofitting LED streetlights in the heritage area and LED lights in government buildings, and implementing energy audits in government buildings and schools; (iii) using the Smart LED - Smart City Touch for all street lights in the Melaka Historic City Council's (MBMB) area of administration; and (iv) implementing the Meterai Hijau Melaka (Melaka Green Seal), which requires all new buildings in Bandar Hijau Hang Tuah Jaya in Ayer Keroh and Melaka Solar Valley in Alor Gajah, and all government offices, to achieve green building certification. Three buildings were certified in 2017 [3][4][5]."},{"$f":"IF($G37=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E37&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The city of Recife developed its Plan to Reduce Greenhouse Gas (GHG) Emissions in 2016. The plan has a section devoted to reducing GHG emissions by improving energy efficiency in transportation and reducing energy consumption in residential buildings, industry and commerce. Measures include modernising energy usage on roads and streets in the city; installing solar energy panels in government buildings; taking steps to make energy consumption more efficient in City Hall; creating a system for incentivising and certifying sustainable construction of buildings; incentivising the substitution of GHG-intensive fuels with renewable energy fuels in entities that consume large amounts of energy; developing a set of incentives for residential, industrial and commercial buildings to install more energy-efficient systems; co-operating with energy distributors on actions to promote energy efficiency; developing a target for energy consumption; adopting energy-efficient solutions for public works done by the city; and promoting campaigns to educate the population on the efficient use of energy [1]."},{"$f":"IF($G37=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E37&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Strategies for improving energy efficiency in Singapore are co-ordinated through the Energy Efficiency Programme Office, led by the National Environment Agency (NEA) and the Energy Market Authority (EMA) and spanning the public, household and industrial sectors. Initiatives include Mandatory Energy Labelling (MELS) and Minimum Energy Performance Standards (MEPS) for household appliances; the Save Energy, Save Money Campaign; and the development of the Public Sector Taking the Lead in Environmental Sustainability (PSTLES) programme. In the industrial sector, energy efficiency is promoted through MEPS, legal requirements established by the Energy Conservation Act (ECA), the Energy Efficiency National Partnership (EENP), and incentives and grants [1][2]. Businesses are also encouraged to make energy-efficient choices through the Design for Efficiency Scheme (DfE), the Energy Efficiency Improvement Assistance Scheme (EASe) and the Grant for Energy Efficient Technologies (GREET) [2]."}]
[{"$f":"IF(tblIndicators!D34=\"\",\"\",tblIndicators!D34)","v":5.3},{"$f":"tblIndicators!A34","v":33},{"$f":"tblIndicators!B34","v":0},{"$f":"tblIndicators!G34","v":2},{"$f":"tblIndicators!E34","v":"CLAR5_3"},{"$f":"tblIndicators!K34","v":12},{"$f":"tblIndicators!AF34","v":3},{"$f":"REPT(\" \",D38)&tblIndicators!AK34","v":"  5.3) Clean energy"},{"$f":"IF(G38=1,\"\",tblIndicators!Y34)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ34","v":3},{"$f":"IF($G38=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E38&K$5,Policy_questions!$B$2:$B$171,0)))","v":"Izmir has set targets to increase the share of renewable energy. Turkey's coal and natural gas dependence determines Izmir's pattern of energy use to a large extent, regardless of local policy. However, the city's geographic location and natural features create rich potential for local renewable energy, including solar, wind, geothermal and biofuel energy. The Izmir Sustainable Energy Action Plan, published in 2016, proposes steps in five key areas to increase the share of renewable energy sources in Izmir: raising awareness about roof-mounted solar batteries, installing solar batteries in municipal and subsidiary buildings, installing geothermal heating in 40,000 residences, generating electricity from municipal solid waste and using biomass in rural areas. Installing geothermal heating in homes is hoped to generate around 168,761 MW in energy savings (0.9% of the city's total energy use) and a 34,174 tCO e2 emissions reduction (0.2% of total emissions in 2014) [1]. There is no public information about the plan's progress, however."},{"$f":"IF($G38=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E38&L$5,Policy_questions!$B$2:$B$171,0)))","v":"This is a central government responsibility. While there are some initiatives for increasing the use of renewables, these mostly exist at the national level. Data on targets for renewable energy could not be found."},{"$f":"IF($G38=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E38&M$5,Policy_questions!$B$2:$B$171,0)))","v":"Under the Green City Action Plan (GCAP), Melaka State aims to increase the share of electricity obtained from renewable sources to 20% [1]. However, in 2017 renewable sources' share of electricity, based on electricity consumption, was just 0.48% [2]. On the production side, the state has plans to facilitate large-scale production of electricity from solar power. This takes advantage of the national Feed-in Tariff (FiT) programme, which incentivises private companies to develop renewable energy projects [1]. Melaka State currently has a 5MW solar farm at Rembia (Alor Gajah), an 8MW farm in Bandar Hijau (Hang Tuah Jaya) and a 50MW farm in Bemban (Jasin) [2][3]."},{"$f":"IF($G38=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E38&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The city of Recife developed its Plan to Reduce Greenhouse Gas Emissions in 2016 and has set targets for all the listed strategies. For example, it aims to prioritise the installation of energy-efficient lighting systems in streets and public spaces, contract 2,150 kWhp of solar energy for government buildings, and develop a full map of the main GHG-intensive energy consumers in the city [1]."},{"$f":"IF($G38=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E38&O$5,Policy_questions!$B$2:$B$171,0)))","v":"SIngapore is actively developing policies that expand the use of solar energy. Initiatives include the SolarNova Programme, which aggregates solar demand across government agencies, and developing floating photovoltaic cells in response to land constraints [1]. Singapore's small land area and high urban density limit the availability of renewable energy sources that can be effectively harnessed. Over 90% of Singapore’s electricity is generated using natural gas [2]."}]
[{"$f":"IF(tblIndicators!D35=\"\",\"\",tblIndicators!D35)","v":5.4},{"$f":"tblIndicators!A35","v":34},{"$f":"tblIndicators!B35","v":0},{"$f":"tblIndicators!G35","v":2},{"$f":"tblIndicators!E35","v":"CLAR5_4"},{"$f":"tblIndicators!K35","v":25},{"$f":"tblIndicators!AF35","v":3},{"$f":"REPT(\" \",D39)&tblIndicators!AK35","v":"  5.4) Climate change adaptation"},{"$f":"IF(G39=1,\"\",tblIndicators!Y35)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ35","v":3},{"$f":"IF($G39=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E39&K$5,Policy_questions!$B$2:$B$171,0)))","v":"Izmir has a climate change adaptation plan. Izmir Metropolitan Municipality (IMM) is party to the Covenant of Mayors (CoM), an initiative of the European Commission signed by more than 6,000 local authorities. According to the covenant, IMM has committed to reducing greenhouse gas emissions by 20% by 2020. Izmir has submitted an action plan pursuant to the covenant: the Izmir Sustainable Energy Action Plan, published in 2016. The action plan discusses four main topics: urban development and built environment, renewable energy, transportation and waste management. The plan draws up scenarios and proposes steps to be taken on pertinent issues [2]. No monitoring of the results has taken place to date, however [1]. "},{"$f":"IF($G39=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E39&L$5,Policy_questions!$B$2:$B$171,0)))","v":"In 2017, a Municipal Strategy for Adaptation to Lisbon's Climate Change was published. Actions for climate change adaptation focus on strong winds, heavy precipitation and extreme heat. However, proposals have not been implemented yet and there is a need for greater integration with municipal actions. The city council has made significant improvements regarding water resource management, especially waterproofing public infrastructure. This has reduced the frequency and severity of floods in Lisbon. There is also a new plan, currently being implemented, to deal with heavy rainfall in the future (Master Drainage Plan, 2016-30)."},{"$f":"IF($G39=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E39&M$5,Policy_questions!$B$2:$B$171,0)))","v":"One of the actions in the Green City Action Plan is to \"conduct a vulnerability assessment, prepare an adaptation plan related to climate change and create a framework plan for development of the reclaimed coastal areas\". The plan would build upon existing studies conducted under the National Coastal Vulnerability Index and Integrated Shoreline Management Plan for Melaka [1]. There is no evidence to suggest that this has been implemented."},{"$f":"IF($G39=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E39&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The city of Recife is participating in the international project Urban LEDS II: Accelerating Climate Action Through Low-Carbon Development Strategies. On August 13th 2018, Mayor Geraldo Julio said: \"Here, in Recife, we are developing actions and policies to cope with and adapt to global warming for almost six years, and we treat this theme as a priority. We focus on consolidating growth of the city on a sustainable basis and offering the population a better quality of life. This workshop marks the beginning of a new stage of the Urban LEDS Project, in which we will advance the implementation of the Greenhouse Gas Reduction Plan, with support from international resources\" [1]. The Urban LEDS II project in which Recife participates highlights the following projects by the city: the Municipal Integrated Waste Management Plan, public LED lighting and the use of biofuel for the municipal fleet, carbon sinks, the creation of bus corridors, increasing the number of bike lanes in the city, the Capibaribe River Navigability Project, the Green Roof Law, the Sustainable Construction Code and the Low Carbon Development Preliminary Plan [2]."},{"$f":"IF($G39=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E39&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Singapore has developed a comprehensive policy for climate change adaptation and management in urban planning. Climate change adaptation is integrated into high-level, long-term strategic policies, including the Concept Plan and the Master Plan. It is further detailed in the Sustainable Singapore Blueprint, the first version of which was released by the Inter-Ministerial Committee on Climate Change (IMCCC) in April 2009 [1]. The Sustainable Singapore Blueprint creates plans and targets for overall sustainable development. It was updated in 2015 (Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015 [2]) and is further operationalised in the Public Sector Sustainability Plan 2017-2020. In December 2009, Singapore became a party to the United Nations Framework Convention on Climate Change [3], and it has developed targeted and detailed goals for climate adaptation in its 2016 Climate Action Plan: Take Action Today, For a Sustainable Future, which consists of two publications: A Climate-Resilient Singapore, for a Sustainable Future, and Take Action Today, for a Carbon-Efficient Singapore [3][4]."}]
[{"$f":"IF(tblIndicators!D36=\"\",\"\",tblIndicators!D36)","v":5.5},{"$f":"tblIndicators!A36","v":35},{"$f":"tblIndicators!B36","v":0},{"$f":"tblIndicators!G36","v":2},{"$f":"tblIndicators!E36","v":"CLAR5_5"},{"$f":"tblIndicators!K36","v":23},{"$f":"tblIndicators!AF36","v":3},{"$f":"REPT(\" \",D40)&tblIndicators!AK36","v":"  5.5) Disaster risk reduction"},{"$f":"IF(G40=1,\"\",tblIndicators!Y36)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ36","v":3},{"$f":"IF($G40=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E40&K$5,Policy_questions!$B$2:$B$171,0)))","v":"In Izmir, disaster risk management strategies are integrated with city planning, as well as disaster risk management strategies at the national level. \n \nThe Izmir Metropolitan Municipality (IMM) focuses on disaster preparedness, with disaster management and security identified as one of its main strategic objectives, as per the Strategic Plan 2015-2019. According to this plan, IMM allocated 9.64% (TL463m; US$85m) of its budget to disaster management and security during the 2010-14 period [1]. Projects financed from these funds include the Fire Department Management System project, which saw the integration of cameras and tablets into fire engines, enabling centralised management from an operations centre [2]; and the Fire and Natural Disasters Education Centre, which provides training on issues such as rescue procedures for earthquakes and traffic accidents [3]. IMM has also prepared an İzmir Earthquake Scenario and Earthquake Master Plan, outlining the main steps to be taken in the event of an earthquake in the legislative, educational and economic (aid and investment) spheres [4].\n \nAt the national level, the turning point for disaster management and co-ordination was the 1999 Marmara earthquake [5] [6]. However, a new disaster management model was only implemented after the establishment of the Department of Disaster and Emergency Management (DDEM) in 2009 (under the Ministry of Interior), when the priority shifted from \"crisis management\" to \"risk management\" [6]. According to DDEM's Strategic Plan 2013-2017, its main strategic objectives are to become a continuously learning and developing institution, develop a risk-focused integrated disaster management system, set disaster management standards and lead an educational campaign on disaster preparedness [7]. In line with its efforts to create a risk management system, DDEM created a remote sensory system, the main objective of which is to provide an integrated software solution that can display, process and analyse pre- and post-disaster remote sensory data [8]. DDEM maintains its operations in Izmir under the Izmir Governorship, a state institution, but it also works in co-ordination with IMM. Projects include the establishment of the Disaster Advisory Board, composed of experts and academics; the preparation and implementation of the Izmir Flood Plan; the preparation of the İzmir Disaster Response Plan; and in line with this latter plan, the preparation of local service group operation plans and the formation of 26 service groups to operate in response to disasters [9].\n \nThere are also some district-level initiatives for disaster preparedness. For example, neighbourhood disaster volunteers in the Balçova district are trained and equipped to assist with the work during and after a disaster [10]."},{"$f":"IF($G40=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E40&L$5,Policy_questions!$B$2:$B$171,0)))","v":"The council follows the guide for local public agents, produced by the United Nations (UN), which details how to build more resilient cities. This document was part of a global campaign to reduce the disaster risk in 2010-15. In 2015—260 years after an earthquake hit Lisbon and destroyed a large part of the city—the council also introduced a programme that focused on resilience and raised awareness about the risks associated with earthquakes. In the Grand Options Plan (2018-21), there are also some measures for improving urban resilience in order to reduce disaster risk. This includes working with the Property and Urban Rehabilitation Institute to create funding programmes to boost buildings' earthquake resilience, and analysing and implementing measures that reduce the impact of earthquakes in cities through public awareness campaigns."},{"$f":"IF($G40=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E40&M$5,Policy_questions!$B$2:$B$171,0)))","v":"Urban floods pose a risk to Melaka State, exacerbated by rising temperatures and the erosion of coastal areas [1]. Floods affected 33,221 people from 117 areas around Melaka State in 2017 [2]. Melaka has introduced a number of disaster risk reduction initiatives, including: (i) the Melaka Declaration on Disaster Risk Reduction in 2011, which aims to incorporate climate change adaptation and disaster risk reduction, and to promote community involvement and build resilience, at the local level; (ii) consultations with the International Council for Local Environmental Initiatives (ICLEI) – Local Council for Sustainability, in order to promote local action for sustainable and resilient cities; and (iii) participation in the 100 Resilient Cities Programme, which helps cities to build resilience to the economic, social and physical challenges they may encounter [3]. As part of the 100 Resilient Cities Programme (100RC), a Resilient Melaka Office was set up within the state government and a chief resilience officer was appointed. A Preliminary Resilience Assessment (PRA) has been completed, and a report of the assessment is currently being drafted. The PRA identified four \"discovery areas\" to be further analysed as part of the Melaka Resilience Strategy—the next phase of the 100RC Programme. Under the discovery area of \"Infrastructure, Health and Wellbeing\", it is noted that there is no specific master plan for flash flood prevention, despite this being acknowledged as a risk in local and state-level strategic documents [4]."},{"$f":"IF($G40=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E40&N$5,Policy_questions!$B$2:$B$171,0)))","v":"Recife has taken some steps to reduce flood risk but lacks a comprehensive disaster risk management strategy. Due to its geography, Recife's disaster risk is related to flooding. The city included improving its drainage system in its Director Plan 2008 [1] and this is also under discussion for the Director Plan 2018 [2]. The city also created a Director Plan for Drainage and Management of Rainwater in the City of Recife in 2015 [3]. The plan has two broad targets: mapping and identifying key flood areas and areas where drainage most needs to improve, and implementing drainage and rainwater management projects, including constructing channels and other infrastructure to prevent flooding [3]."},{"$f":"IF($G40=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E40&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Singapore’s disaster risk management (DRM) strategies are detailed in the 2017 Disaster Management Reference Handbook, which develops a Whole-of-Government Integrated Risk Management (WOG-IRM) process for disaster risk reduction (DRR) and DRM across agencies [1]. DRM is further integrated into city planning by policies mainstreaming overall urban resilience to environmental and built vulnerabilities. Resilience objectives are detailed in the Sustainable Singapore Blueprint 2015 and operationalised in the Public Sector Sustainability Plan 2017-2020 [2][3]. Singapore is a regional leader in the promotion of DRM and urban planning. In 2015, Singapore and the United Nations International Strategy for Disaster Reduction (UNISDR) launched a partnership to develop DRM capacity in small-island developing states in the context of the Sendai Agreement [4]."}]
[{"$f":"IF(tblIndicators!D37=\"\",\"\",tblIndicators!D37)","v":6},{"$f":"tblIndicators!A37","v":36},{"$f":"tblIndicators!B37","v":0},{"$f":"tblIndicators!G37","v":1},{"$f":"tblIndicators!E37","v":"INQL"},{"$f":"tblIndicators!K37","v":31},{"$f":"tblIndicators!AF37","v":1},{"$f":"REPT(\" \",D41)&tblIndicators!AK37","v":" 6) INCLUSIVITY AND QUALITY OF LIFE"},{"$f":"IF(G41=1,\"\",tblIndicators!Y37)","v":""},{"$f":"tblIndicators!AQ37","v":4},{"$f":"IF($G41=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E41&K$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G41=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E41&L$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G41=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E41&M$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G41=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E41&N$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G41=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E41&O$5,Policy_questions!$B$2:$B$171,0)))","v":""}]
[{"$f":"IF(tblIndicators!D38=\"\",\"\",tblIndicators!D38)","v":6.1},{"$f":"tblIndicators!A38","v":37},{"$f":"tblIndicators!B38","v":0},{"$f":"tblIndicators!G38","v":2},{"$f":"tblIndicators!E38","v":"INQL6_1"},{"$f":"tblIndicators!K38","v":7},{"$f":"tblIndicators!AF38","v":3},{"$f":"REPT(\" \",D42)&tblIndicators!AK38","v":"  6.1) Housing"},{"$f":"IF(G42=1,\"\",tblIndicators!Y38)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ38","v":3},{"$f":"IF($G42=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E42&K$5,Policy_questions!$B$2:$B$171,0)))","v":"There is no evidence of city-level affordable housing programmes in Izmir. Such programmes are led by the central government and are not integrated with city planning. \n \nAt the city level, there have been affordable housing projects driven by private co-operatives and financed through loans from international organisations, in which the Izmir Metropolitan Municipality (IMM), the main local authority, has played a secondary role. For example, the Egekent project, led by the co-operative company Ege-Koop, has built 16,500 apartments in areas identified by IMM, funded through loans from the Council of Europe [1] [2].\n \nAt the national level, the Public Housing Administration of Turkey (PHAT) deals with housing issues. PHAT's social housing programme targets low- and middle-income populations who cannot afford housing under market conditions and allows them to own houses by making monthly payments according to a single-indexed reimbursement plan, after a down payment (with no down payment necessary in projects aimed at the poor) [3]. However, PHAT's housing projects located in better-connected areas have started to appeal to middle-income populations due to their pricing, while poorer segments are pushed to the periphery [4].\n \nOne problem facing IMM is the poor connection new PHAT settlements have to the city. Most of these are located in unsettled areas, sometimes including agricultural lands, disrupting the city's integrity. This represents a budgetary burden for IMM, which is responsible for providing transportation and social services to these areas [5]."},{"$f":"IF($G42=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E42&L$5,Policy_questions!$B$2:$B$171,0)))","v":"Lisbon has three main affordable housing initiatives in place, although some experts believe that they fall short of the city's needs [1] [2]. The main measures supply municipal social housing and housing subsidies (from the council). The Accessible Rent Programme was created in 2016 to create between 5,000 and 7,000 houses with rents below market prices, open to households with an annual income between €7,500 and €40,000. Reform is also being prepared at the national level to give more power and resources to councils so that they can implement more active policy in this area. In the meantime, the Grand Options Plan (2018-21) includes the following measures: lobbying the central government and parliament to reduce the income tax to 10% for rental contracts for more than 10 years, in order to create a proper rental market; and adding a new pillar to the Accessible Rent Programme, to be fully financed by the council."},{"$f":"IF($G42=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E42&M$5,Policy_questions!$B$2:$B$171,0)))","v":"In comparison to other states, Melaka State has the most affordable housing in Malaysia. In 2014, it had the lowest housing affordability ratio (the ratio of the median house price to the median household income) at 2.98, compared to other states. Housing was identified as \"severely unaffordable\" (ratio greater than 5.1) in Terengganu, Kuala Lumpur, Penang and Sabah. With a ratio just under 3.0, Melaka State falls within the \"affordable\" range (ratios of 3.0 and below) [1][2]. Affordable housing is a key component of the Melaka State Structure Plan 2035 (MSSP) to accommodate population growth and increasing urbanisation. The state currently has 21,059 housing units, and demand is anticipated to reach 378,628 by 2035 [3]. To meet this demand, the state government announced that more than 48,000 units of affordable housing would be built over the next five years. State government agencies/bodies will develop 19,232 units, and 28,922 will be developed by the federal government [4]. Incorporating housing needs and plans into the MSSP shows that housing is being considered alongside the state's development and built environment. The MSSP aims to encourage affordable, high-density housing in transit-oriented developments and mixed developments [3]."},{"$f":"IF($G42=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E42&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The Director Plan 2008 has a section dedicated to the issue of housing, including affordable housing. The plan puts forward a Municipal Policy on Habitation (PMH), which aims to universalise access to adequate housing, prioritising the most vulnerable populations through regulations and other legal instruments designed to make housing affordable and accessible. This is to be integrated into other plans, policies and actions in the areas of urban, economic and social development at the municipal, intermunicipal, metropolitan, state and federal levels. The PMH also promotes the designation of Housing of Social Interest [1]. The proposed Director Plan 2018 includes similar housing policy, although the issue of housing is more integrated with other socio-economic issues. The proposed objectives are similar to those in the 2008 plan but include other issues as well, such as restricting the construction of houses in areas of environmental risk and investing more in integrating green policies with affordable housing [2]. The Director Plan 2018 also has a Local Plan for Housing of Social Interest, which outlines in more detail the expansion of affordable housing, as delineated in the Director Plans of 2008 and 2018 [3]. Examples of housing initiatives include the Residential Lease Programme (PAR), the Solidary Credit Programme, the Requalification of ZEIS initiative and the Social Interest Housing Subsidy Programme (PSH) [4]."},{"$f":"IF($G42=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E42&O$5,Policy_questions!$B$2:$B$171,0)))","v":"Affordable housing is deeply integrated into city planning and the national goals of Singapore. The Housing and Development Board (HDB)—established under the Housing and Development Act of 1960—provides housing for over 80% of Singapore's resident population, and housing is listed as one of the six focus areas of the Master Plan 2014 [1][2]. HDB housing works towards social goals by incorporating numerous policies into housing design and allocation. Among these are the Ethnic Integration Policy, which allocates housing on the basis of social cohesion quotas; the Sustainable Development (SD) Framework for town development, which incorporates the Sustainable Singapore Blueprint into town design; and the Central Provident Fund (CPF) Housing Grant Scheme for low-income residents [1]."}]
[{"$f":"IF(tblIndicators!D39=\"\",\"\",tblIndicators!D39)","v":6.2},{"$f":"tblIndicators!A39","v":38},{"$f":"tblIndicators!B39","v":0},{"$f":"tblIndicators!G39","v":2},{"$f":"tblIndicators!E39","v":"INQL6_2"},{"$f":"tblIndicators!K39","v":54},{"$f":"tblIndicators!AF39","v":3},{"$f":"REPT(\" \",D43)&tblIndicators!AK39","v":"  6.2) Poverty Reduction, Hunger Reduction, and Food Security"},{"$f":"IF(G43=1,\"\",tblIndicators!Y39)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ39","v":3},{"$f":"IF($G43=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E43&K$5,Policy_questions!$B$2:$B$171,0)))","v":"There are specific policies and programmes run by the Izmir Metropolitan Municipality (IMM), the main local authority, to ensure urban food security and supply nutritious food to disadvantaged areas. Under the Süt Kuzusu project, initiated in 2012, each child receives 8 litres of milk per month, distributed in 388 neighbourhoods with 62 teams. Additionally, 6,500 immigrant children were supplied with milk in 2017. Families who want to benefit from the project are required to apply to the Social Services Department of IMM [1]. IMM also prepares food packages to contribute to the food expenses of low-income citizens. IMM distributed 25,000 of these packages in 2013, 30,000 in 2014, 35,000 in 2015 and 40,000 in 2016 and 2017 [3]. In addition to these, IMM distributed lunches and dinners to approximately 1.4m people in 2017, including people in need, the elderly, people in poor health, citizens with disabilities and those living in women's shelters [4]."},{"$f":"IF($G43=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E43&L$5,Policy_questions!$B$2:$B$171,0)))","v":"Food security initiatives are mostly implemented at the national level. Malnutrition is not a significant problem, although the Food and Agriculture Organisation's (FAO) representative in Portugal stated that the situation may have worsened following the crisis. In mid-2018, the government announced the creation of the National Council for Food Security, following a recommendation by the FAO in early 2017. The council has not commenced operations."},{"$f":"IF($G43=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E43&M$5,Policy_questions!$B$2:$B$171,0)))","v":"The incidence of wasting among children under five in Melaka State is much lower than the incidence nationwide. The incidence of poverty in the Central Melaka District was 0.1% in 2016 [1][2]. The Ministry of Domestic Trade and Consumer Affairs (at the federal level) recently initiated a Food Bank Programme, which aims to distribute surplus food from hypermarkets to needy households. The programme was piloted in Melaka and benefited around 186,354 heads of household earning below RM940 (US$227) a month [3]."},{"$f":"IF($G43=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E43&N$5,Policy_questions!$B$2:$B$171,0)))","v":"The city of Recife has a Municipal Council for Food Security and Nutrition, which aims to promote access to adequate and healthy food, and to co-ordinate efforts and campaigns designed to promote food security and nutrition. In the area of social welfare, the council is responsible for monitoring the quality of food distributed to food banks and kitchens for the homeless and other low-income populations [1]. The city established the Municipal System for Food Security and Nutrition in 2016 through Law 12,213. The system is responsible for formulating, implementing, monitoring and evaluating programmes that promote food security and nutrition in Recife [2]. While there is a system and a council to oversee food security in Recife, no substantial plan or set of policies was found."},{"$f":"IF($G43=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E43&O$5,Policy_questions!$B$2:$B$171,0)))","v":"The Agri-Food & Veterinary Authority of Singapore (AVA) introduced Singapore's Food Security Roadmap in 2013 as a policy blueprint for ensuring urban food security. The roadmap presents a multi-faceted approach to food security, which includes diversification of food sources, both internationally and through contract farming; the expansion of local production capacity; and stockpiling to stabilise prices during short-term food shortages [1]. Despite importing approximately 90% of its food supply [2], Singapore ranks first in the world for food security, according to the EIU 2018 Global Food Security Index [3]."}]
[{"$f":"IF(tblIndicators!D40=\"\",\"\",tblIndicators!D40)","v":6.3},{"$f":"tblIndicators!A40","v":39},{"$f":"tblIndicators!B40","v":0},{"$f":"tblIndicators!G40","v":2},{"$f":"tblIndicators!E40","v":"INQL6_3"},{"$f":"tblIndicators!K40","v":29},{"$f":"tblIndicators!AF40","v":3},{"$f":"REPT(\" \",D44)&tblIndicators!AK40","v":"  6.3) Drinking Water and Sanitation"},{"$f":"IF(G44=1,\"\",tblIndicators!Y40)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ40","v":3},{"$f":"IF($G44=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E44&K$5,Policy_questions!$B$2:$B$171,0)))","v":"The potable water supply and sanitation system provided to households across Izmir are sufficient. There are some disparities in affordability, however. One of the strategic aims of the Izmir Directorate of Water and Sanitary Sewerage (IZSU)— the institution responsible for managing the water supply in Izmir—is ensuring the uninterrupted supply of healthy drinking and utility water to the residents of Izmir [1]. According to the 2017 Activity Report of IZSU, 34 out of 52 projects planned for the 2015-19 period have been successfully completed or are in progress. These projects include conservation and control works for preventing pollution in drinking water dam basins, analyses of water quality, drilling new boreholes for drinking water and preparing a drinking water master plan [2]. \n \nHowever, following the adoption of a law on including villages in metropolitan municipalities in 2012 [3], the imbalance between infrastructure in the city and in villages has caused  villagers to pay as much as those living in the city for water of lower quality, causing disparities in terms of affordability [4]."},{"$f":"IF($G44=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E44&L$5,Policy_questions!$B$2:$B$171,0)))","v":"According to experts, there are no significant sanitation problems in the city of Lisbon."},{"$f":"IF($G44=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E44&M$5,Policy_questions!$B$2:$B$171,0)))","v":"In 2016, 100% of Melaka residents had access to its water network [1]. In Malaysia, 99.5% of the urban population has access to improved drinking water sources, and 99.6% has access to improved sanitation facilities. Using the Malaysian urban population as a proxy for Melaka City, it can be deduced that Melaka City residents have near-universal access to a potable water supply and a sanitation system [2]."},{"$f":"IF($G44=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E44&N$5,Policy_questions!$B$2:$B$171,0)))","v":"Access to potable water is insufficient. According to the 2010 census, 86.7% of the population of Recife are connected to the water supply, 10.8% have access to water through wells or water sources, and 2.5% have access to water through other means (not specified) [1]. In Recife, all of its 66 streams, channels and rivers, plus all of its mangroves, are polluted due to sewage discharge. Of the 3.38m cubic metres of sewage produced monthly by the nearly 1.5m inhabitants, only 33% are collected. Of these, only 70% go through treatment plants; the remainder is thrown into rivers or natural pits. According to studies by the state government and the local sanitation company, an investment of R$1.3bn (US$350m) is needed to ensure that the sewage system reaches 80% of the city's population [1]."},{"$f":"IF($G44=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E44&O$5,Policy_questions!$B$2:$B$171,0)))","v":"The Public Utilities Board (PUB) under the Ministry of the Environment and Water Resources is responsible for water and sanitation policy in Singapore. The Four National Taps policy is central to water management. Under this policy, Singapore diversified water resources to draw from four sources: local catchments, imported water, high-grade reclaimed water (NEWater) and desalinated water [1][2]. According to the World Health Organisation/UNICEF Joint Monitoring Programme (JMP) for Water Supply and Sanitation, 100% of Singapore's population has access to improved drinking water [3]. Water tariffs are set by the PUB and underwent their first revision since 2000 in 2017, in order to offset increased operational costs and the development of improved water infrastructure [4]."}]
[{"$f":"IF(tblIndicators!D41=\"\",\"\",tblIndicators!D41)","v":6.4},{"$f":"tblIndicators!A41","v":40},{"$f":"tblIndicators!B41","v":0},{"$f":"tblIndicators!G41","v":2},{"$f":"tblIndicators!E41","v":"INQL6_4"},{"$f":"tblIndicators!K41","v":21},{"$f":"tblIndicators!AF41","v":3},{"$f":"REPT(\" \",D45)&tblIndicators!AK41","v":"  6.4) Health and Well-Being"},{"$f":"IF(G45=1,\"\",tblIndicators!Y41)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ41","v":3},{"$f":"IF($G45=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E45&K$5,Policy_questions!$B$2:$B$171,0)))","v":"In Izmir, there are limited city-level health promotion initiatives. One of the strategic objectives of Izmir Metropolitan Municipality (IMM), the main local authority, is to provide preventative medical services and screenings and increase the capacity of medical services, homecare services and public health training. Izmir also has the only municipal hospital in Turkey with an e-appointment system, Eşrefpaşa Hospital [1]. Under another project, initiated in 2018 by the Municipality of Balçova District, wristbands are provided to the elderly who live alone, allowing them to call an ambulance in the event of an emergency. Under a further project of Balçova Municipality (The Heart of Balçova, carried out with nine Eylül University Medical Faculty), 45,000 citizens over the age of 35 underwent medical check-ups, and citizens who were at risk due to smoking were identified [2].\n \nHealthcare in general is the responsibility of the national government. Municipalities' central government funding is earmarked for particular policy areas and cannot be re-allocated by the municipalities themselves. This hinders IMM's ability to set its own agenda and pursue its own strategic objectives [3]."},{"$f":"IF($G45=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E45&L$5,Policy_questions!$B$2:$B$171,0)))","v":"While this is not a council responsibility, there are city-level health initiatives. For example, the Council of Lisbon has been contributing towards expanding and strengthening the network of primary health centres by providing municipal buildings and space. The council is also investing in efforts to incentivise people to play more sport. The Grand Options Plan (2018-21) outlines several measures for promoting programmes aimed at popularising sport, much of which is done in co-operation with schools. Lisbon won the competition to become the European Capital of Sports in 2021."},{"$f":"IF($G45=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E45&M$5,Policy_questions!$B$2:$B$171,0)))","v":"Health promotion is a federal government responsibility. The country aims to be free from HIV by 2030, and Melaka has been selected as the first state to lead this initiative [3]. The Ministry of Health also enforced smoke-free zones in five areas across Melaka State in 2011 [4]."},{"$f":"IF($G45=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E45&N$5,Policy_questions!$B$2:$B$171,0)))","v":"As part of a national campaign, the city of Recife provided vaccines against polio and measles to 100% of the targeted population in August 2018 [1][2]. The city also has a plan to combat the mosquito (aedes aegypti) that transmits the dengue, chikungunya and zika viruses  [3]. There is also a proposal in City Hall to make the fight against the mosquito a permanent one, through the Permanent Campaign to Provide Orientation, Consciousness, Prevention and Combat the Mosquito Aedes Aegypti in Public Schools of the Municipal System [4]."},{"$f":"IF($G45=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E45&O$5,Policy_questions!$B$2:$B$171,0)))","v":"The Health Promotion Board is the government organisation mandated to promote healthy initiatives in Singapore [1]. Its “Live Right, Feel Bright” annual report provides an overview of programmes aimed at improving health in Singapore through nutrition, exercise, and screening for early detection of health problems. Programmes include the Healthier Dining Programme, the Healthier Ingredient Development Scheme, the Healthier Choice Symbol, the Healthy Meals in Schools Programme and the National Steps Challenge [2]."}]
[{"$f":"IF(tblIndicators!D42=\"\",\"\",tblIndicators!D42)","v":6.5},{"$f":"tblIndicators!A42","v":41},{"$f":"tblIndicators!B42","v":0},{"$f":"tblIndicators!G42","v":2},{"$f":"tblIndicators!E42","v":"INQL6_5"},{"$f":"tblIndicators!K42","v":6},{"$f":"tblIndicators!AF42","v":3},{"$f":"REPT(\" \",D46)&tblIndicators!AK42","v":"  6.5) Safety"},{"$f":"IF(G46=1,\"\",tblIndicators!Y42)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ42","v":3},{"$f":"IF($G46=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E46&K$5,Policy_questions!$B$2:$B$171,0)))","v":"There is evidence of limited local-level policies to prevent and decrease crime in Izmir. The only city-level body is the municipal police, which aims to reduce criminality by actively tackling peddlers and beggars. In addition, the Izmir Security Directorate—the local branch of the General Directorate of Security (Turkey's police department, subordinate to the Ministry of Internal Affairs)—gives occasional training to the municipal police [1]. There are also some initiatives by district municipalities. For instance, the Sports Schools project has contributed to a decrease in child crime rates in the district of Balçova. Each year, 2,000 children attend activities carried out to keep them from adopting criminal lifestyles [2].\nAt the national level, there are projects aimed at preventing crime led by the General Directorate of Security. These include the Safe School – Safe Education Project, which aims to prevent the spread of crime among children; and the Violence Prevention and Monitoring Centres (established in 49 cities, including Izmir), which aim to prevent violence against women. The General Directorate of Security also informs the public about—and takes preventative measures against—terrorism. For example, it encourages the organisation of excursions, sporting events and cultural activities in regions prone to terrorist activities in order to prevent the exploitation of target groups by terrorist organisations [3].\n \nCrime is not a pressing issue in Izmir, however. The city's safety perception score, according to Numbeo's Crime Index, is 72.61, compared to 50.83 in Istanbul and 58.31 in Ankara [4]."},{"$f":"IF($G46=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E46&L$5,Policy_questions!$B$2:$B$171,0)))","v":"Crime prevention is not really identified as a priority area for Lisbon local government. Defence and security are mainly the responsibility of the central government. The council police are mainly responsible for enforcing city regulations (parking, traffic, public ordinances) and do not have powers to act on crime prevention. However, there is close communication between municipal police and security police."},{"$f":"IF($G46=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E46&M$5,Policy_questions!$B$2:$B$171,0)))","v":"The number of reported indexed crimes in Melaka has been steadily decreasing, from 5,466 cases in 2007 to 3,664 cases in 2016 (with a slight increase between 2015 and 2016) [1]. (\"Indexed crimes\" refers to a list of 13 types of violent crime and property theft identified and monitored by the Royal Malaysian Police.) This general decrease in the number of indexed crimes and improved perceptions of safety around Malaysia have been attributed to the Government of Malaysia's efforts to reduce crime through its National Transformation Programme [2][3]. The federal government provides funding to local authorities to implement its Safe City Programme (Program Bandar Selamat) in areas with a high incidence of indexed crimes [4]. "},{"$f":"IF($G46=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E46&N$5,Policy_questions!$B$2:$B$171,0)))","v":"In 2013, when he entered office, one of the first policies Mayor Geraldo Julio implemented was the Municipal Plan for Urban Security and Violence Prevention. The plan represents integrated action by the city to combat violence in Recife. This comprehensive plan looks at the challenge across four themes: social control and urban order, social prevention of crime and violence, recuperation from situations of risk, and social participation and civic culture [1]. However, studies suggest that the plan has not succeeded. According to the Citizen Council for Public Safety and Penal Justice (an NGO based in Mexico), Recife had 36.82 homicides per 100,000 habitants in 2013, ranking 39th out of 50 cities [2]. By 2017, the same study ranked Recife 22nd, with 54.96 homicides per 100,000 habitants [3]."},{"$f":"IF($G46=1,\"\",INDEX(Policy_questions!$N$2:$N$171,MATCH($E46&O$5,Policy_questions!$B$2:$B$171,0)))","v":"The National Crime Prevention Council (NCPC) co-ordinates policies and programmes aimed at increasing crime awareness, self-help and prevention measures in Singapore. NCPC activities include holding regular workshops for community members, running campaigns aimed at increasing public awareness of common crimes, and providing detailed preventative advice [1]. The NCPC also supports broad anti-crime efforts, such as Neighbourhood Watch Zones (NWZ); the Delta League, a football league where the participants become crime advisors to members of the public; and Crime Watch, a popular television series where the NCPC broadcasts crime prevention tips. Singapore is statistically the safest city in the world, with an overall crime rate of 584 cases per 100,000 population [2]."}]
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[{"$f":"IF(tblIndicators!D4=\"\",\"\",tblIndicators!D4)","v":1.1000000000000001},{"$f":"tblIndicators!A4","v":3},{"$f":"tblIndicators!B4","v":0},{"$f":"tblIndicators!G4","v":2},{"$f":"tblIndicators!E4","v":"GIUP1_1"},{"$f":"tblIndicators!K4","v":39},{"$f":"tblIndicators!AF4","v":3},{"$f":"REPT(\" \",D8)&tblIndicators!AK4","v":"  1.1) Vision and Long-term Strategic Planning"},{"$f":"IF(G8=1,\"\",tblIndicators!Y4)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ4","v":3},{"$f":"IF($G8=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E8&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Izmir Metropolitan Municipality. 2015. \"Strategic Plan 2015-2019.\" [https://www.izmir.bel.tr/CKYuklenen/EskiSite/file/MALI_HIZMETLER/StrategicPlan2015-2019.pdf].\n[2] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018."},{"$f":"IF($G8=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E8&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Council of Lisbon. 2009. \"Lisbon Strategic Plan (2010-24).\" [http://www.cm-lisboa.pt/municipio/camara-municipal/carta-estrategica].\n[2] Council of Lisbon. \"Municipal Master Plan\" (updated every year). [http://www.cm-lisboa.pt/fileadmin/VIVER/Urbanismo/urbanismo/planeamento/pdm/vigor2/publicacao_pdm.pdf].\n[3] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.\n[4] Barata, Vasco. Local member of a parish assembly (Ourique) of the city of Lisbon. 5 November 2018."},{"$f":"IF($G8=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E8&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Parliament of Malaysia. 1976. Town and Country Planning Act 1976 (Act 172). [http://www.agc.gov.my/agcportal/index.php?r=portal2/lom&menu_id=VXlsMDlEclhJVXlGcUd6c0JreVhEUT09].                                  [2] PLANMalaysia Melaka. 2017. \"State Structure Plan (SSP) Melaka 2035.\" Presented at the Second Annual Meeting of the Global Platform for Sustainable Cities, 30 October 2017, New Delhi. [https://www.thegpsc.org/sites/gpsc/files/partnerdocs/gpsc_delhi_meeting-melaka_2035_plan-final2-311017.pdf].                                                                                            [3] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].                                                                                                         [4] Melaka Historic City Council. 3 December 2018."},{"$f":"IF($G8=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E8&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Carvalho, Bianca. 2018. \"Plano Diretor do Recife Recebe Sugestões de Moradores Para Melhorar a Cidade.\"  [https://g1.globo.com/pe/pernambuco/noticia/plano-diretor-do-recife-recebe-contribuicoes-de-moradores-para-melhorar-a-cidade.ghtml].\n[2] Municipal Chamber of Recife. 2014. \"Jungmann Debate Revisão do Plano Diretor e Lei do Uso do Solo.\"  [http://www.recife.pe.leg.br/noticias_antigas/jungmann-debate-revisao-do-plano-diretor-e-lei-do-uso-do-solo].\n[3] Araújo, Mirella. 2018. \"Plano Diretor: Um Olhar Para o Futuro do Recife.\"  [https://www.folhape.com.br/noticias/noticias/plano-diretor/2018/08/06/NWS,77025,70,1213,NOTICIAS,2190-PLANO-DIRETOR-OLHAR-PARA-FUTURO-RECIFE.aspx].\n[4] City of Recife. \"Plano Diretor de Recife.\" [http://www.planodiretor.recife.pe.gov.br/]. \n[5] Alexandre, Antonio. Municipal Secretary for Urban Planning. 20 November 2018.                                                   \n [6] City of Recife. \"Recife 500 Anos.\" [http://www2.recife.pe.gov.br/pagina/recife-500-anos].    [7] ARIES. \"Recife 500 Anos.\"  [http://www.rec500.org.br/recife-500-anos/].                      [8] Wiedman, Guilherme. 27 November 2018.                      [9] Diário de Pernambuco. 2018. \"Plano Recife 500 Anos Cria Metas Para o Futuro com Base em Interesses da População.\" [http://www.diariodepernambuco.com.br/app/noticia/vida-urbana/2018/03/13/interna_vidaurbana,744813/plano-recife-500-anos-cria-metas-para-o-futuro-da-capital-com-base-nos.shtml].                                                                           [10] Cavalcanti, Guilherme. 6 November 2018."},{"$f":"IF($G8=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E8&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, Urban Redevelopment Authority. 2018. \"Master Plan 2014.\" [https://www.ura.gov.sg/Corporate/Planning/Master-Plan/Introduction].\n[2] Government of Singapore, Urban Redevelopment Authority. 2014. \"The Planning Act: Written Statement 2014.\" [https://www.ura.gov.sg/-/media/User%20Defined/URA%20Online/master-plan/master-plan-2014/Written%20Statement%202014_uptd18jan16.pdf?la=en]. \n[3] Government of Singapore, Urban Redevelopment Authority. 2018. \"Master Plan 2014.\"\n[https://www.ura.gov.sg/Corporate/Planning/Master-Plan]. \n[4] Government of Singapore, Urban Redevelopment Authority. \"Planning Our City: Designing for a Sustainable Singapore.\"\n[5] The Singapore Centre for Liveable Cities. [https://www.clc.gov.sg/home]."}]
[{"$f":"IF(tblIndicators!D5=\"\",\"\",tblIndicators!D5)","v":1.2},{"$f":"tblIndicators!A5","v":4},{"$f":"tblIndicators!B5","v":0},{"$f":"tblIndicators!G5","v":2},{"$f":"tblIndicators!E5","v":"GIUP1_2"},{"$f":"tblIndicators!K5","v":25},{"$f":"tblIndicators!AF5","v":3},{"$f":"REPT(\" \",D9)&tblIndicators!AK5","v":"  1.2) Stakeholder participation"},{"$f":"IF(G9=1,\"\",tblIndicators!Y5)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ5","v":3},{"$f":"IF($G9=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E9&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Eraydın, Ayda, Bilge Armatlı Köroglu, Hilal Erkus Öztürk and Suna Senem Yasar. 2008. \"Network Governance for Competitiveness: The Role of Policy Networks in the Economic Performance of Settlements in the Izmir Region.\" Urban Studies 45(11): 2291-2321.\n[2] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.\n[3] Izmir Development Agency. 2014. \"Izmir Regional Plan 2014-2023\" (\"İzmir Bölge Planı 2014-2023\"). [http://www.izka.org.tr/upload/Node/30953/xfiles/bolgeplani.pdf].\n[4] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018."},{"$f":"IF($G9=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E9&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.\n[2] Barata, Vasco. Local member of a parish assembly (Ourique) of the city of Lisbon. 5 November 2018.\n[3] Council of Lisbon. \"Smart Lisbon.\"  [https://lisboainteligente.cm-lisboa.pt/]"},{"$f":"IF($G9=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E9&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Parliament of Malaysia. 1976. Town and Country Planning Act 1976 (Act 172). [http://www.agc.gov.my/agcportal/index.php?r=portal2/lom&menu_id=VXlsMDlEclhJVXlGcUd6c0JreVhEUT09]. \n[2] PLANMalaysia Melaka. 3 December 2018.\n[3] PLANMalaysia Melaka. 2017. \"State Structure Plan (SSP) Melaka 2035.\" Presented at the Second Annual Meeting of the Global Platform for Sustainable Cities, 30 October 2017, New Delhi. [https://www.thegpsc.org/sites/gpsc/files/partnerdocs/gpsc_delhi_meeting-melaka_2035_plan-final2-311017.pdf].                                                                                                                              [4] Melaka Historic City Council. 3 December 2018.                                                                                [5] Official Portal of the Melaka State Government.  [https://www.melaka.gov.my/en]."},{"$f":"IF($G9=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E9&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Council of the City of Recife. \"O Conselho.\" [http://conselhodacidade.recife.pe.gov.br/content/o-que-%C3%A9].\n[2] 2001. Statute of the City. Law 10, 257 of July 10th 2001. [http://www.planalto.gov.br/ccivil_03/Leis/LEIS_2001/L10257.htm].\n[3] Council of the City of Recife. \"Audiência Pública.\" [http://conselhodacidade.recife.pe.gov.br/audi%C3%AAncia-p%C3%BAblica].\n[4] Diário de Pernambuco. 2018. \"Oficinas Discutem Plano Diretor de Recife.\" [http://planodiretordorecife.com.br/oficinas-discutem-plano-diretor-do-recife/]. \n[5] Asfora, Mariana. 19 November 2018.\n[6] Cavalcanti, Guilherme. 6 November 2018. \n[7] Schreiner, Sideney. 6 November 2018. "},{"$f":"IF($G9=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E9&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Development Asia. 2013. \"Case Study: Involving the Public in Land Use Planning.\" [https://development.asia/printpdf/case-study/involving-public-land-use-planning].\n[2] Government of Singapore, Ministry of National Development. 2018. \"Urban System Studies. Engaging Well, Forging Bonds: The Community as Stakeholders in Urban Development.\" [https://www.clc.gov.sg/docs/default-source/urban-systems-studies/uss-engaging-well-website.pdf].  \n[3] Singapore Institute of International Affairs. 2015. \"Singapore as a City: Public Participation and Resilience.\" [http://www.siiaonline.org/singapore-as-a-city-public-participation-and-resilience/]."}]
[{"$f":"IF(tblIndicators!D6=\"\",\"\",tblIndicators!D6)","v":1.3},{"$f":"tblIndicators!A6","v":5},{"$f":"tblIndicators!B6","v":0},{"$f":"tblIndicators!G6","v":2},{"$f":"tblIndicators!E6","v":"GIUP1_3"},{"$f":"tblIndicators!K6","v":15},{"$f":"tblIndicators!AF6","v":3},{"$f":"REPT(\" \",D10)&tblIndicators!AK6","v":"  1.3) Data Management"},{"$f":"IF(G10=1,\"\",tblIndicators!Y6)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ6","v":3},{"$f":"IF($G10=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E10&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Izmir Metropolitan Municipality. 2018. \"İzmir City Guide\" (\"Izmir Kent Rehberi\"). [http://kentrehberi.izmir.bel.tr/izmirkentrehberi].\n[2] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018.\n[3] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.\n[4] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018."},{"$f":"IF($G10=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E10&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Council of Lisbon, Geodados.  [http://geodados.cm-lisboa.pt/].\n[2] Council of Lisbon, Institute of Geography and Spatial Planning of the University of Lisbon and the Pontifical Catholic University of São Paulo (Brazil). \"Lisbon Social Atlas.\" [https://cml.maps.arcgis.com/apps/Cascade/index.html?appid=e63936cfadce405b805d7beded9543f0].\n[3] Council of Lisbon. \"Geomonuments Lisbon.\" [https://cml.maps.arcgis.com/apps/MapJournal/index.html?appid=bd813d34cbcf403e8fa7533a3aaa9f19]."},{"$f":"IF($G10=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E10&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Sistem Maklumat Geografi Melaka Bandaraya Bersejarah. [http://onemapserver.com/mapserver2014/MBMB/pengenalan/pengenalan.html].                                                                                                                             [2] Department of Town and Country Planning (PLANMalaysia), Integrated Landuse Planning Information System. [http://iplan.townplan.gov.my].                                                                           [3] Melaka Geographic Information System (MelGIS). [http://melgis.melaka.gov.my/]."},{"$f":"IF($G10=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E10&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. \"ESIG - Informações Geográficas do Recife.\" [http://www.recife.pe.gov.br/ESIG/]."},{"$f":"IF($G10=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E10&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1]Government of Singapore, Department of Statistics Singapore. \"Concepts, Methods and Applications.\" [https://www.singstat.gov.sg/find-data/concepts-methods-and-applications/economic-statistics].\n[2] Government of Singapore, New OneMap. [https://www.onemap.sg].                                                         [3] Government of Singapore, The GeospatialSG Programme. [https://www.geospatial.sg]. "}]
[{"$f":"IF(tblIndicators!D7=\"\",\"\",tblIndicators!D7)","v":1.4},{"$f":"tblIndicators!A7","v":6},{"$f":"tblIndicators!B7","v":0},{"$f":"tblIndicators!G7","v":2},{"$f":"tblIndicators!E7","v":"GIUP1_4"},{"$f":"tblIndicators!K7","v":14},{"$f":"tblIndicators!AF7","v":3},{"$f":"REPT(\" \",D11)&tblIndicators!AK7","v":"  1.4) Trend Analyses"},{"$f":"IF(G11=1,\"\",tblIndicators!Y7)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ7","v":3},{"$f":"IF($G11=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E11&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Turkish Statistical Institute. 2017. \"Population by Provinces by Years\" (\"Yıllara Göre İl Nüfusları\"). [http://www.tuik.gov.tr/PreIstatistikTablo.do?istab_id=1633].\n[2] Turkish Statistical Institute. 2017. \"Population and Annual Average Population Growth Rate by Provinces, 2017-2023\" (\"İllere Göre Nüfus ve Yıllık Ortalama Nüfus Artış Hızları, 2017-2023\"). [http://www.tuik.gov.tr/PreIstatistikTablo.do?istab_id=1634]. \n[3] Turkish Statistical Institute. 2017. \"Population of Selected Age Groups by Scenarios, 2018, 2023, 2040, 2060, 2080\" (\"Senaryolara Göre Seçilmiş Yaş Grupları Nüfusları, 2018, 2023, 2040, 2060, 2080\"). [http://www.tuik.gov.tr/PreIstatistikTablo.do?istab_id=1638].\n[4] Turkish Statistical Institute. 2013. \"Main Labour Force Indicators by Province, 2013\" (\"İl Bazında Temel İşgücü Göstergeleri, 2013\"). [http://www.tuik.gov.tr/PreIstatistikTablo.do?istab_id=2278].\n[5] Turkish Statistical Institute. 2018. \"TSI Central Distribution System\" (\"TÜİK Merkezi Dağıtım Sistemi\"). [https://biruni.tuik.gov.tr/medas].\n[6] Ozalp, Beril. City Planner, BERGIN Planning and Project Consultancy. 6 November 2018. \n[7] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018.\n[8] Çelik, Halil İbrahim Murat. Co-ordinator of Investment Support Office, Izmir Development Agency. 8 November 2018."},{"$f":"IF($G11=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E11&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] PORDATA. [https://www.pordata.pt/Municipios].\n[2] Statistics Portugal. \"Population Growth Projections (2080).\" [https://www.ine.pt/xportal/xmain?xpid=INE&xpgid=ine_destaques&DESTAQUESdest_boui=277695619&DESTAQUESmodo=2&xlang=pt]."},{"$f":"IF($G11=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E11&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] PLANMalaysia Melaka. 2017. \"State Structure Plan (SSP) Melaka 2035.\" Presented at the Second Annual Meeting of the Global Platform for Sustainable Cities, 30 October 2017, New Delhi.\n[https://www.thegpsc.org/sites/gpsc/files/partnerdocs/gpsc_delhi_meeting-melaka_2035_plan-final2-311017.pdf].\n[2] Department of Statistics Malaysia (DOSM). 2016. \"Population Projection (Revised), Malaysia, 2010-2040.\" [https://newss.statistics.gov.my/newss-portalx/ep/epProductForm.seam?cid=87810]."},{"$f":"IF($G11=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E11&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Brazilian Institute for Geography and Statistics (IBGE). \"Estimativas de População: Tabela 6579 - População Residente Estimada.\" [https://sidra.ibge.gov.br/tabela/6579].\n[2] Brazilian Institute for Geography and Statistics (IBGE). \"Pesquisa Nacional por Amostra de Domicílios Contínua - PNAD Contínua.\" [https://www.ibge.gov.br/estatisticas-novoportal/sociais/trabalho/17270-pnad-continua.html?=&t=o-que-e].\n[3] Brazilian Institute for Geography and Statistics (IBGE). \"Projeções da População do Brasil e Unidades da Federação por Sexo e Idade: 2010-2060.\" [https://www.ibge.gov.br/estatisticas-novoportal/sociais/populacao/9109-projecao-da-populacao.html?=&t=resultados].\n[4] City of Recife. 2018. \"Recife: Plano Diretor - Versão Preliminar Para Discussão.\"  [http://planodiretordorecife.com.br/wp-content/uploads/2018/09/Desenvolvimento-Econ%C3%B4mico-Sustent%C3%A1vel-e-Inclus%C3%A3o-Social.pdf].\n[5] Asfora, Mariana. Co-ordinator for the revision of the Director Plan 2018. 19 November 2018."},{"$f":"IF($G11=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E11&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, Smart Nation Singapore. \"Transforming Singapore.\" [https://www.smartnation.sg/why-Smart-Nation/transforming-singapore].\n[2] Government of Singapore, Department of Statistics Singapore. \"Concepts, Methods and Applications.\" [https://www.singstat.gov.sg/find-data/concepts-methods-and-applications/economic-statistics]."}]
[{"$f":"IF(tblIndicators!D8=\"\",\"\",tblIndicators!D8)","v":1.5},{"$f":"tblIndicators!A8","v":7},{"$f":"tblIndicators!B8","v":0},{"$f":"tblIndicators!G8","v":2},{"$f":"tblIndicators!E8","v":"GIUP1_5"},{"$f":"tblIndicators!K8","v":19},{"$f":"tblIndicators!AF8","v":3},{"$f":"REPT(\" \",D12)&tblIndicators!AK8","v":"  1.5) Land Use and Zoning"},{"$f":"IF(G12=1,\"\",tblIndicators!Y8)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ8","v":3},{"$f":"IF($G12=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E12&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Izmir Metropolitan Municipality. 2018. \"Announcements on Land Use Plans\" (\"Nazım İmar Planı Duyuruları\"). [https://www.izmir.bel.tr/tr/NazimImarPlanlari/131].\n[2] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018.\n[3] Grand National Assembly of Turkey (GNAT). 1985. Zoning Law (\"İmar Kanunu\"). Law No. 3194. Ankara.\n[4] Grand National Assembly of Turkey (GNAT). 2005. Law on Municipalities (Belediye Kanunu). Law No. 5393. Ankara.\n[5] Çalkaya, Mehmet Ali. Mayor of Balçova District, Izmir. 31 October 2018.\n[6] Ozalp, Beril. City Planner, BERGIN Planning and Project Consultancy. 6 November 2018.\n[7] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.\n[8] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.\n[9] Grand National Assembly of Turkey. 2012. Law on the Amendment of Certain Laws and Decree Laws on the Establishment of the Metropolitan Municipality and Twenty-Six Districts in the Thirteen Provinces (On Üç İlde Büyükşehir Belediyesi Ve Yirmi Altı İlçe Kurulması İle Bazı Kanun Ve Kanun Hükmünde Kararnamelerde Değişiklik Yapılmasına Dair Kanun). Law No. 6360. Ankara.\n[10] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018."},{"$f":"IF($G12=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E12&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] Lisbon Council. 2012. \"Master Municipal Plan.\" [http://www.cm-lisboa.pt/viver/urbanismo/planeamento-urbano/plano-diretor-municipal].\n[3] Observador. 2018. \"Lisbon Chamber to Present Containment Measure to Local Housing This Month.\" [https://observador.pt/2018/10/04/camara-de-lisboa-vai-apresentar-medida-de-contencao-ao-alojamento-local-ainda-este-mes/].\n[4] Ministry of the Environment. 2015. Law 80/201. [https://dre.pt/pesquisa/-/search/67212743/details]."},{"$f":"IF($G12=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E12&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Department of Town and Country Planning (PLANMalaysia), Integrated Landuse Planning Information System. [http://iplan.townplan.gov.my/].\n[2] Melaka Geographic Information System (MelGIS). [http://melgis.melaka.gov.my/].\n[3] Zaid, Noor Suzaini. Lecturer, University of Malaya. 13 November 2018.\n[4] Melaka Historic City Council (MBMB). 3 December 2018.                                                                            [5] The Star Newspaper. 2018. \"Land Reclamation Projects in Melaka Under Scrutiny.\" [https://www.thestar.com.my/metro/metro-news/2018/08/16/land-reclamation-projects-in-melaka-under-scrutiny/#F6YY44iTMdii7AwG.99]."},{"$f":"IF($G12=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E12&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 1987. Law 14,947. Creates the Plan for the Formalisation of Special Zones for Social Interest (PREZEIS). [https://leismunicipais.com.br/a/pe/r/recife/lei-ordinaria/1987/1494/14947/lei-ordinaria-n-14947-1987-cria-o-plano-de-regularizacao-das-zonas-especiais-de-interesse-social-prezeis].\n[2] Asfora, Mariana. Co-ordinator for the revision of the Director Plan 2018. 19 November 19 2018. \n[3] Portal for Urban LicenCing (Recife). \"Sobre o Portal.\" [http://licenciamento.recife.pe.gov.br/node/node/78]."},{"$f":"IF($G12=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E12&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, Urban Redevelopment Authority. \"Concept Plan 2011 and MND Land Use Plan.\" [https://www.ura.gov.sg/Corporate/Planning/Concept-Plan/Land-Use-Plan]. "}]
[{"$f":"IF(tblIndicators!D9=\"\",\"\",tblIndicators!D9)","v":1.6},{"$f":"tblIndicators!A9","v":8},{"$f":"tblIndicators!B9","v":0},{"$f":"tblIndicators!G9","v":2},{"$f":"tblIndicators!E9","v":"GIUP1_6"},{"$f":"tblIndicators!K9","v":21},{"$f":"tblIndicators!AF9","v":3},{"$f":"REPT(\" \",D13)&tblIndicators!AK9","v":"  1.6) Urban Growth Patterns"},{"$f":"IF(G13=1,\"\",tblIndicators!Y9)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ9","v":3},{"$f":"IF($G13=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E13&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018.\n[2] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.\n[3] Izmir Metropolitan Municipality. 2018. \"Green Infrastructure Strategy\" (\"Yeşil Altyapı Stratejisi\"). [http://izmirdoga.izmir.bel.tr/CKYuklenen/İzmirYeşilAltYapıStratejisi.pdf].\n[4] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.\n[5] Ozalp, Beril. City Planner, BERGIN Planning and Project Consultancy. 6 November 2018."},{"$f":"IF($G13=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E13&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] PORDATA, urban density growth. [https://www.pordata.pt/DB/Municipios/Ambiente+de+Consulta/Tabela]."},{"$f":"IF($G13=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E13&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Department of Statistics Malaysia (DOSM). 2018. \"Population Statistics.\" [https://www.dosm.gov.my/v1/index.php?r=column/cthree&menu_id=aWVXaXhrSmpXeFRRN3pMeklXSjhIQT09].\n[2] World Bank. 2015. \"Malaysia Among Most Urbanised Countries in East Asia.\" [http://www.worldbank.org/en/news/feature/2015/01/26/malaysia-among-most-urbanized-countries-in-east-asia]. \n[3] Resilience Unit of Melaka. 2018. \"Draft Preliminary Resilience Assessment (1 February 2018).\""},{"$f":"IF($G13=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E13&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 2018. \"Sumário Executivo: Diagnóstico Propositivo do Plano Diretor, Lei de Parcelamento e Lei de Uso e Ocupação do Solo.\"  [http://planodiretordorecife.com.br/wp-content/uploads/2018/10/Resumo-Executivo-Diagn%C3%B3stico.pdf]. \n[2] Asfora, Mariana. Co-ordinator for the revision of the Director Plan 2018. 19 November 2018. "},{"$f":"IF($G13=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E13&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, Urban Redevelopment Authority. 2018. \"Master Plan 2014.\"\n[https://www.ura.gov.sg/Corporate/Planning/Master-Plan]. \n[2] Government of Singapore, Housing & Development Board. \"HDB History and Towns.\" [https://www.hdb.gov.sg/cs/infoweb/about-us/history].  \n[3] Government of Singapore, Urban Redevelopment Authority. \"Concept Plan 2011 and MND Land Use Plan.\" [https://www.ura.gov.sg/Corporate/Planning/Concept-Plan/Land-Use-Plan]. "}]
[{"$f":"IF(tblIndicators!D10=\"\",\"\",tblIndicators!D10)","v":1.7},{"$f":"tblIndicators!A10","v":9},{"$f":"tblIndicators!B10","v":0},{"$f":"tblIndicators!G10","v":2},{"$f":"tblIndicators!E10","v":"GIUP1_7"},{"$f":"tblIndicators!K10","v":20},{"$f":"tblIndicators!AF10","v":3},{"$f":"REPT(\" \",D14)&tblIndicators!AK10","v":"  1.7) Informal Settlements"},{"$f":"IF(G14=1,\"\",tblIndicators!Y10)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ10","v":3},{"$f":"IF($G14=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E14&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Grand National Assembly of Turkey (GNAT). 2012. Law on the Transformation of the Areas Under Disaster Risk (Afet Riski Altındaki Alanların Dönüştürülmesi Hakkında Kanun). Law No. 6306. Ankara.\n[2] Turkish Ministry of Environment and Urbanisation. 2012. \"Implementing Regulation on the Law No. 6306\" (\"6306 No'lu Kanunun Uygulama Yönetmeliği\"). Official Gazette No. 28498. Ankara.\n[3] Grand National Assembly of Turkey (GNAT). 2005. Law on Municipalities (Belediye Kanunu). Law No. 5393. Ankara.\n[4] Izmir Metropolitan Municipality. 2018. \"Urban Transformation, Development and Renewal Projects\" (\"Kentsel Dönüşüm Gelişim ve Yenileme Projeleri\"). \n[https://www.izmir.bel.tr/tr/Projeler/kentsel-donusum-gelisim-ve-yenileme-projeleri/1271/4].\n[5] Ozalp, Beril. City Planner, BERGIN Planning and Project Consultancy. 6 November 2018. \n[6] Turkish Ministry of Environment and Urban Planning. 2018. \"Zoning Peace\" (\"İmar Barışı\"). [http://webdosya.csb.gov.tr/db/imarbarisi/icerikler/brosur-20180603111057.pdf].\n[7] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018."},{"$f":"IF($G14=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E14&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Statistics Portugal. 2013. \"The Housing Park and Its Rehabilitation, Analysis and Evolution\" (\"O Parque Habitacional e a sua Reabilitação, Análise e Evolução\"). \n[2] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[3] Government of Portugal. \"Special Rehabilitation Programme (PER).\" [https://www.portaldahabitacao.pt/pt/portal/programas_de_financiamento/per.html]."},{"$f":"IF($G14=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E14&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Anonymous. 26 November 2018."},{"$f":"IF($G14=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E14&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 1987. Law 14,947. Creates the Plan for the Formalisation of Special Zones for Social Interest (PREZEIS). [https://leismunicipais.com.br/a/pe/r/recife/lei-ordinaria/1987/1494/14947/lei-ordinaria-n-14947-1987-cria-o-plano-de-regularizacao-das-zonas-especiais-de-interesse-social-prezeis].\n[2] Miranda, Lívia. 2016. \"Instrumentos da Política Urbana Brasileira: A Efetividade da ZEIS Para a Consolidação dos Assentamentos de Interesse Social.\"  [http://www.ipea.gov.br/agencia/images/161011_miranda_ipea_mesa1_zeis_v2.pdf].\n[3] Observatório de Favelas. 2009. \"O Que é a Favela, Afinal?\" [http://observatoriodefavelas.org.br/wp-content/uploads/2013/09/o-que-%C3%A9-favela-afinal.pdf].\n[4] Mation, Lucas Ferreira, et al. 2014. \"Favelização no Brasil Entre 2000 e 2010: Resultados de Uma Classificação Comparável.\" Institute of Applied Economic Research (IPEA). [http://www.ipea.gov.br/agencia/images/stories/PDFs/TDs/td_2009.pdf].\n[5] City of Recife. 2016. \"ZEIS Recebem Investimento Inédito de R$ 19,6 Milhões.\" [http://www2.recife.pe.gov.br/noticias/14/11/2014/zeis-recebem-investimento-inedito-de-r-196-milhoes].\n[6] Meireles, Marina. 2018. \"Recife Recebe Investimento de R$ 3,5 Milhões Para Recuperar Areas Urbanas e Prevenir Violência.\" Globo.com.  [https://g1.globo.com/pe/pernambuco/noticia/recife-recebe-investimento-de-r-35-milhoes-para-recuperar-areas-urbanas-e-prevenir-violencia.ghtml].\n[7] Moradia Central. \"Produção de Habitação Social no Centro.\" [http://www.moradiacentral.org.br/index.php?mpg=08.03.04]."},{"$f":"IF($G14=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E14&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] The Field. 2018. \"From Slums to Sky Gardens: Singapore’s Public Housing Success.\" [https://thefield.asla.org/2018/09/06/from-slums-to-sky-gardens-singapores-public-housing-success/].\n[2] Government of Singapore, Housing & Development Board. \"HDB History and Towns.\" [https://www.hdb.gov.sg/cs/infoweb/about-us/history]. \n[3] Government of Singapore, Urban Redevelopment Authority. \"Concept Plan 2011 and MND Land Use Plan.\" [https://www.ura.gov.sg/Corporate/Planning/Concept-Plan/Land-Use-Plan]. \n[4] Government of Singapore, Ministry of Social and Family Development. \"Statistics on Shelters.\" [https://www.msf.gov.sg/media-room/Pages/Statistics-on-shelters.aspx]."}]
[{"$f":"IF(tblIndicators!D11=\"\",\"\",tblIndicators!D11)","v":1.8},{"$f":"tblIndicators!A11","v":10},{"$f":"tblIndicators!B11","v":0},{"$f":"tblIndicators!G11","v":2},{"$f":"tblIndicators!E11","v":"GIUP1_8"},{"$f":"tblIndicators!K11","v":47},{"$f":"tblIndicators!AF11","v":3},{"$f":"REPT(\" \",D15)&tblIndicators!AK11","v":"  1.8) Transport and Mobility Integrated with Land Use"},{"$f":"IF(G15=1,\"\",tblIndicators!Y11)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ11","v":3},{"$f":"IF($G15=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E15&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Haberler. 2018. “Izmir's Master Transportation Plan 2030 Was Announced” (\"İzmir'in Ulaşım Ana Planı 2030 Açıklandı\"). [www.haberler.com/izmir-in-ulasim-ana-plani-2030-aciklandi-10435511-haberi].\n[2] Izmir Metropolitan Municipality. 2018. \"Izmir Transportation Master Plan: Information Note 1\" (\"Izmir Ulaşım Ana Planı: Bilgi Notu 1\"). [http://www.izmir.bel.tr/CKYuklenen/EskiSite/file/HIZMETREHBERI/idari/Upi_GenelBilgi01.pdf].\n[3] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.\n[4] Ozalp, Beril. City Planner, BERGIN Planning and Project Consultancy. 6 November 2018. \n[5] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018."},{"$f":"IF($G15=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E15&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Council of Lisbon. \"Municipal Master Plan\" (updated every year). [http://www.cm-lisboa.pt/fileadmin/VIVER/Urbanismo/urbanismo/planeamento/pdm/vigor2/publicacao_pdm.pdf].\n[2] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf].\n[3] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[4] Barata, Vasco. Local member of a parish assembly (Ourique) of the city of Lisbon. 5 November 2018."},{"$f":"IF($G15=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E15&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] PLANMalaysia Melaka. 2017. \"State Structure Plan (SSP) Melaka 2035.\" Presented at the Second Annual Meeting of the Global Platform for Sustainable Cities, 30 October 2017, New Delhi.\n[https://www.thegpsc.org/sites/gpsc/files/partnerdocs/gpsc_delhi_meeting-melaka_2035_plan-final2-311017.pdf].\n[2] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].\n[3] Melaka Historic City Council. 3 December 2018."},{"$f":"IF($G15=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E15&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 2008. Law 17,511. Plano Diretor do Recife: Plano de Mobilidade do Recife.  [https://www.mobilize.org.br/midias/pesquisas/plano-de-mobilidade-do-recife-documento.pdf].\n[2] Soares, Roberta. 2018. \"Plano de Mobilidade do Recife Terá Como Princípio o Desestímulo ao Uso do Automóvel.\" UOL. [https://jc.ne10.uol.com.br/blogs/deolhonotransito/2018/03/27/plano-de-mobilidade-do-recife-tera-como-principio-o-desestimulo-ao-uso-do-automovel/].\n[3] City of Recife. \"Conselho Municipal de Trânsito e Transporte — CMTT/Recife.\" [http://www2.recife.pe.gov.br/servico/conselho-municipal-de-transito-e-transporte-cmttrecife?op=NTI1MQ==].\n[4] Schreiner, Sideney. 6 November 2018. "},{"$f":"IF($G15=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E15&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore. 2013. \"Smart Mobility 2030: Intelligent Transport Systems: Strategic Plan for Singapore.\" [https://www.lta.gov.sg/content/dam/ltaweb/corp/RoadsMotoring/files/SmartMobility2030.pdf].\n[2] PWC. 2013. \"The Singapore Land Transport Master Plan 2013: A Review by PWC.\" [https://www.pwc.com/sg/en/publications/assets/lta_masterplan_201311.pdf]. "}]
[{"$f":"IF(tblIndicators!D12=\"\",\"\",tblIndicators!D12)","v":1.9},{"$f":"tblIndicators!A12","v":11},{"$f":"tblIndicators!B12","v":0},{"$f":"tblIndicators!G12","v":2},{"$f":"tblIndicators!E12","v":"GIUP1_9"},{"$f":"tblIndicators!K12","v":17},{"$f":"tblIndicators!AF12","v":3},{"$f":"REPT(\" \",D16)&tblIndicators!AK12","v":"  1.9) Cultural Heritage"},{"$f":"IF(G16=1,\"\",tblIndicators!Y12)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ12","v":3},{"$f":"IF($G16=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E16&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Izmir Metropolitan Municipality. 2015. \"Strategic Plan 2015-2019.\" [https://www.izmir.bel.tr/CKYuklenen/EskiSite/file/MALI_HIZMETLER/StrategicPlan2015-2019.pdf].\n[2] Izmir Metropolitan Municipality. 2016. \"Izmir Tarih: Design Strategy Report.\" Izmir: Dinç Ofset; Izmir Metropolitan Municipality. 2016. \"Izmir Tarih: Operation Plans.\" Izmir: Dinç Ofset; Izmir Metropolitan Municipality. 2016. \"Izmir Tarih: Agora, Kadifekale, First and Second Circle Residential Area Operation Plans.\" Izmir: Dinç Ofset.\n[3] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.\n[4] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.\n[5] Çelik, Halil İbrahim Murat. Co-ordinator of Investment Support Office, Izmir Development Agency. 8 November 2018.\n[6] Grand National Assembly of Turkey (GNAT). 1983. Law on Protection of Cultural and Natural Assets (Kültür ve Tabiat Varlıklarını Koruma Kanunu). Law No. 2863. Ankara.\n[7] Turkish Ministry of Culture and Tourism, Izmir Directorate of Culture and Tourism. \"Protected Areas\" (\"Korunan Alanlar\"). [http://www.izmirkulturturizm.gov.tr/TR-195611/korunan-alanlar.html].\n[8] Turkish Ministry of Culture and Tourism, Izmir Directorate of Culture and Tourism. \"Izmir in the World Heritage List\" (\"Dünya Miras Listesinde İzmir\"). [http://www.izmirkulturturizm.gov.tr/TR-195611/korunan-alanlar.html]."},{"$f":"IF($G16=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E16&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Council of Lisbon. \"Lisbon Strategic Plan (2010-24).\" [http://www.cm-lisboa.pt/municipio/camara-municipal/carta-estrategica].\n[2] Council of Lisbon. \"Fiscal Incentives Towards Urban Rehabilitation.\" [http://www.cm-lisboa.pt/viver/urbanismo/reabilitacao-urbana/incentivos-fiscais-e-operacionalizacao/incentivos-fiscais].\n[3] Council of Lisbon. \"Urban Rehabilitation Strategy (2011-24).\" [http://www.cm-lisboa.pt/fileadmin/VIVER/Urbanismo/urbanismo/Reabilitacao/estrat.pdf].\n[4] Council of Lisbon. 2017. \"Lisbon's Cultural Strategy (2017).\" [http://www.cm-lisboa.pt/fileadmin/VIVER/Cultura_Lazer/ESTRA_CULTURA_LISBOA_2017_01.pdf].\n[5] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf].\n[6] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018."},{"$f":"IF($G16=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E16&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Melaka Historic City Council. 2008. \"Conservation Management Plan for the Historic City of Melaka.\" [http://whc.unesco.org/en/documents/103166].                                                                   [2] UNESCO. \"State of Conservation Report 2013. Melaka and George Town, Historic Cities of the Stratis of Malacca.\" [https://whc.unesco.org/en/soc/1984].                                                                                      [3] PLANMalaysia Melaka. 3 December 2018.                                                                                                      [4] Melaka Historic City Council. 3 December 2018."},{"$f":"IF($G16=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E16&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. \"Diretoria de Preservação do Patrimônio Cultural - DPPC.\"  [http://www2.recife.pe.gov.br/pagina/diretoria-de-preservacao-do-patrimonio-cultural-dppc].\n[2] City of Recife. \"ESIG: Zoneamento Recife 2008.\" [https://esigportal.recife.pe.gov.br/arcgis/apps/webappviewer/index.html?id=17a5f2738ff54c6881efca6cf9fac3d6].\n[3] City of Recife. 2008. Law 17,511. Plano Diretor do Recife: Plano de Mobilidade do Recife.  [https://www.mobilize.org.br/midias/pesquisas/plano-de-mobilidade-do-recife-documento.pdf].\n[4] Directorate for the Preservation of Cultural Heritage (Recife). 2018. \"Cultural Heritage in the Director Plan for Recife.\" [http://planodiretordorecife.com.br/wp-content/uploads/2018/09/Patrim%C3%B4nio-Cultural.pdf].\n[5] City of Recife, Portal da Transparência. \"Despesas Funcional Programática do Recife.\"  [http://transparencia.recife.pe.gov.br/codigos/web/despesas/despesaFuncionalProgramatica.php]."},{"$f":"IF($G16=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E16&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, National Heritage Board. \"About Us.\" [https://www.nhb.gov.sg/who-we-are/about-us].  \n[2] Government of Singapore, Urban Redevelopment Authority. \"Urban Redevelopment Authority: Planning Our City: Designing for a Sustainable Singapore.\" [https://www.ura.gov.sg/services/download_file.aspx?f={7DFC7DB9-335D-4A12}]. "}]
[{"$f":"IF(tblIndicators!D13=\"\",\"\",tblIndicators!D13)","v":2},{"$f":"tblIndicators!A13","v":12},{"$f":"tblIndicators!B13","v":0},{"$f":"tblIndicators!G13","v":1},{"$f":"tblIndicators!E13","v":"FIFU"},{"$f":"tblIndicators!K13","v":21},{"$f":"tblIndicators!AF13","v":1},{"$f":"REPT(\" \",D17)&tblIndicators!AK13","v":" 2) FISCAL SUSTAINABILITY"},{"$f":"IF(G17=1,\"\",tblIndicators!Y13)","v":""},{"$f":"tblIndicators!AQ13","v":4},{"$f":"IF($G17=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E17&K$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G17=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E17&L$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G17=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E17&M$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G17=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E17&N$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G17=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E17&O$5,Policy_questions!$B$2:$B$171,0)))","v":""}]
[{"$f":"IF(tblIndicators!D14=\"\",\"\",tblIndicators!D14)","v":2.1},{"$f":"tblIndicators!A14","v":13},{"$f":"tblIndicators!B14","v":0},{"$f":"tblIndicators!G14","v":2},{"$f":"tblIndicators!E14","v":"FIFU2_1"},{"$f":"tblIndicators!K14","v":31},{"$f":"tblIndicators!AF14","v":3},{"$f":"REPT(\" \",D18)&tblIndicators!AK14","v":"  2.1) Accountability and Transparency"},{"$f":"IF(G18=1,\"\",tblIndicators!Y14)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ14","v":3},{"$f":"IF($G18=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E18&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Izmir Metropolitan Municipality. 2018. \"2018 Fiscal Year Budget\" (\"2018 Mali Yılı Bütçesi\"). [https://www.izmir.bel.tr/YuklenenDosyalar/Dokumanlar/9_06022018_051613_2018-mali-yili-butcesi.pdf]; Izmir Metropolitan Municipality. 2018. \"2017 Fiscal Year Final Account\" (\"2017 Mali Yılı Kesin Hesap\"). [https://www.izmir.bel.tr/YuklenenDosyalar/Dokumanlar/10_11062018_035228_2017_mali_kesinhesap.pdf]; Izmir Metropolitan Municipality. 2018. \"2018 Financial Situation and Expectations Report\" (\"2018 Yılı Mali Durum ve Beklentiler Raporu\"). [https://www.izmir.bel.tr/YuklenenDosyalar/Dokumanlar/11_27082018_060055_2018_kurumsal_malidurum_rapor.pdf].\n[2] Grand National Assembly of Turkey (GNAT). 2003. Right to Information Act (Haber Edinme Yasası). Act No. 4982. Ankara.\n[3] Uzun, Turgay. 2005. \"Change in Public Administration and Right to Information\" (\"Kamu Yönetiminde Değişim ve Bilgi Edinme Hakkı\"). Selçuk Üniversitesi İİBF Dergisi 9: 229-256.\n[4] Izmir Metropolitan Municipality. 2018. \"Citizen Contact Service\" (\"Hemşehri İletişim Merkezi\"). [https://him.izmir.bel.tr].\n[5] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018."},{"$f":"IF($G18=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E18&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] Transparency Portugal. \"Council Transparency Index, 2017.\" [https://transparencia.pt/itm/].\n[3] Council of Lisbon. \"Council Meetings.\" [http://www.cm-lisboa.pt/municipio/camara-municipal/reunioes-da-camara].\n[4] Council of Lisbon. \"Online Chat.\" [http://www.cm-lisboa.pt/servicos/servicos-online/atendimento]."},{"$f":"IF($G18=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E18&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Melaka State Government. [https://www.melaka.gov.my/en].\n[2] Melaka Historic City Council. [http://www.mbmb.gov.my/en].\n[3] Department of Finance and Treasury Melaka. \"State Budget Information.\" [https://jkpnm.melaka.gov.my/xs/page.php?id=203].                                                                               [4] Melaka Kini. [http://melakakini.my/].                                                                                                  [5] Department of Statistics Malaysia, Official Portal. [https://www.dosm.gov.my/v1/].                               [6] State Economic Planning Department (UPEN). 2016. \"Data Asas Negeri Melaka 2016.\" [https://www.melaka.gov.my/ms/koleksi-media/penerbitan/data-asas/lampiran-da/bda_2016.pdf].                                                                                                                                                         [7] MURNInets. [murninet.townplan.gov.my/].                                                                                          [8] Sistem Pengurusan Aduan Awam (SISPAA), Public Complaints Bureau, Prime Minister's Department. [http://melaka.spab.gov.my/eApps/system/index.do].                                                                                 [9] The Straits Times. 2018. \"Official Secrets Act to Stay, Says Malaysian PM Mahathir.\" [https://www.straitstimes.com/asia/se-asia/official-secrets-act-to-stay-says-malaysian-pm-mahathir]."},{"$f":"IF($G18=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E18&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. \"Portal da Transparência.\"  [http://www2.recife.pe.gov.br/servico/portal-da-transparencia].\n[2] City of Recife. \"Portal da Transparência: Consultas Livres.\"  [http://transparencia.recife.pe.gov.br/codigos/web/despesas/consultasLivres.php].\n[3] City of Recife. 2017. \"Portal da Transparência do Recife Recebe Nota Máxima da Controladoria Geral da União Pela Segunda Vez Consecutiva.\" [http://www2.recife.pe.gov.br/noticias/11/05/2017/portal-da-transparencia-do-recife-recebe-nota-maxima-da-controladoria-geral-da]."},{"$f":"IF($G18=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E18&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, Department of Statistics Singapore. [https://www.singstat.gov.sg]. \n[2] Government of Singapore, Smart Nation Singapore. \"Open Data Resources.\" [https://www.smartnation.sg/resources/open-data-resources]. \n[3] Government of Singapore. 2018. \"Budget Process.\" [https://www.singaporebudget.gov.sg/budget_2018/AboutBudget/BudgetProcess]."}]
[{"$f":"IF(tblIndicators!D15=\"\",\"\",tblIndicators!D15)","v":2.2000000000000002},{"$f":"tblIndicators!A15","v":14},{"$f":"tblIndicators!B15","v":0},{"$f":"tblIndicators!G15","v":2},{"$f":"tblIndicators!E15","v":"FIFU2_2"},{"$f":"tblIndicators!K15","v":16},{"$f":"tblIndicators!AF15","v":3},{"$f":"REPT(\" \",D19)&tblIndicators!AK15","v":"  2.2) Creditworthiness"},{"$f":"IF(G19=1,\"\",tblIndicators!Y15)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ15","v":3},{"$f":"IF($G19=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E19&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Moody's. 2018. \"Government of Turkey.\" [https://www.moodys.com/credit-ratings/Turkey-Government-of-credit-rating-768337]. \n[2] S&P Global Ratings. 2018. \"Turkey.\" [https://www.standardandpoors.com/en_US/web/guest/ratings/entity/-/org-details/sectorCode/SOV/entityId/112159].\n[3] Fitch Ratings. 2018. \"Turkey.\" [https://www.fitchratings.com/gws/en/esp/issr/80442217]. \n[4] Moody's. 2018. \"Metropolitan Municipality of Izmir.\" [https://www.moodys.com/credit-ratings/Izmir-Metropolitan-Municipality-of-credit-rating-822253371].\n[5] Fitch Ratings. 2018. \"Metropolitan Municipality of Izmir.\" [https://www.fitchratings.com/gws/en/esp/issr/86930359].\n[6] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.\n[7] Çelik, Halil İbrahim Murat. Co-ordinator of Investment Support Office, Izmir Development Agency. 8 November 2018."},{"$f":"IF($G19=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E19&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Moody's. 2012. \"Rating Action, 22 May 2012.\" [https://www.moodys.com/research/Moodys-withdraws-City-of-Lisbons-Ba3-rating--PR_235355]."},{"$f":"IF($G19=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E19&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] S&P Global Ratings. 2018. \"National and Regional Scale Ratings.\" [https://www.spratings.com/en_US/products/-/product-detail/national-and-regional-scale-credit-ratings]."},{"$f":"IF($G19=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E19&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Moody's Investor Services. [https://www.moodys.com].\n[2] Standard & Poor's Global Ratings.  [https://www.standardandpoors.com].\n[3] Fitch Ratings. [https://www.fitchratings.com].\n[4] Moody's Investor Services. 2017. \"Rating Action: Moody's Revises the Rating Outlook of the Brazilian State of Sao Paulo and the Municipality of Belo Horizonte to Stable From Negative, Maintains the Negative Rating Outlook for the State of Minas Gerais.\"  [https://www.moodys.com/research/Moodys-revises-the-rating-outlook-of-the-Brazilian-state-of--PR_363366].\n[5] Moody's Investor Services. 2017. \"Rating Action: Moody's America Latina Downgrades the Ratings of the Municipality of Rio de Janeiro to Ba2/Aa2.br From Ba2/Aa1.br With a Negative Outlook, Affirms the Ratings of the Brazilian States of Parana, Bahia and Maranhao.\" \n[6] Moody's Investor Services. 2018. \"Sub-Sovereign Ratings List.\" [https://www.moodys.com/researchdocumentcontentpage.aspx?docid=PBC_124094].\n[7] Reuters. 2015. \"Fitch Assigns First-Time Ratings of 'BBB-' to Sao Paulo, Brazil; Outlook Negative.\"  [https://www.reuters.com/article/idUSFit93979120151111].\n[8] Central Bank of Brazil. \"Endividamento de Estados e Municípios: Recife-PE.\" [https://www4.bcb.gov.br/fis/dividas/lmdividas.asp].\n[9] Araújo, Mariana. 2017. \"Empréstimo do Banco Mundial Para Prefeitura do Recife Atrasa Mais Uma Vez.\" [https://jconline.ne10.uol.com.br/canal/politica/pernambuco/noticia/2017/02/23/emprestimo-do-banco-mundial-para-prefeitura-do-recife-atrasa-mais-uma-vez-271864.php]."},{"$f":"IF($G19=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E19&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Monetary Authority of Singapore. \"Singapore’s Credit Rating.\" [http://www.sgs.gov.sg/savingsbonds/AAA-rating.aspx]."}]
[{"$f":"IF(tblIndicators!D16=\"\",\"\",tblIndicators!D16)","v":2.2999999999999998},{"$f":"tblIndicators!A16","v":15},{"$f":"tblIndicators!B16","v":0},{"$f":"tblIndicators!G16","v":2},{"$f":"tblIndicators!E16","v":"FIFU2_3"},{"$f":"tblIndicators!K16","v":30},{"$f":"tblIndicators!AF16","v":3},{"$f":"REPT(\" \",D20)&tblIndicators!AK16","v":"  2.3) Revenue and Financial Autonomy"},{"$f":"IF(G20=1,\"\",tblIndicators!Y16)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ16","v":3},{"$f":"IF($G20=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E20&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Grand National Assembly of Turkey (GNAT). 2008. Law on the Share of General Budget Tax Revenues to Special Provincial Administrations and Municipalities (İl Özel İdarelerine Ve Belediyelere Genel Bütçe Vergi Gelirlerinden Pay Verilmesi Hakkında Kanun). Law No. 5779. Ankara. \n[2] Grand National Assembly of Turkey (GNAT). 1981. Law on Municipal Revenues (Belediye Gelirleri Kanunu). Law No. 2464. Ankara.\n[3] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.\n[4] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.\n[5] Koyuncu, Emre. 2012. \"Comparative Analysis of Transfers From General Budget Tax Revenues of Municipalities and Special Provincial Administrations in Renewed Local Management System\" (\"Yenilenen Yerel Yönetim Sisteminde Belediye ve İl Özel İdarelerinin Genel Bütçe Vergi Gelirlerinden Alacakları Payların Karşılaştırmalı Analizi\") TEPAV. [http://www.tepav.org.tr/upload/files/1352878676-4.Yenilenen_Yerel_Yonetim_Sistemi_Karsilastirmali_Analizi.pdf].\n[6] Grand National Assembly of Turkey. 2012. Law on the Amendment of Certain Laws and Decree Laws on the Establishment of the Metropolitan Municipality and Twenty-Six Districts in the Thirteen Provinces (On Üç İlde Büyükşehir Belediyesi Ve Yirmi Altı İlçe Kurulması İle Bazı Kanun Ve Kanun Hükmünde Kararnamelerde Değişiklik Yapılmasına Dair Kanun). Law No. 6360. Ankara.\n[7] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018."},{"$f":"IF($G20=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E20&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.\n[2] Barata, Vasco. Local member of a parish assembly (Ourique) of the city of Lisbon. 5 November 2018.\n[3] PORDATA, council finances. [https://www.pordata.pt/DB/Municipios/Ambiente+de+Consulta/Tabela]."},{"$f":"IF($G20=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E20&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Melaka Historic City Council (MBMB). 2017. \"Penyata Kewangan Majlis Bandaraya Melaka Bersejarah Bagi Tahun Berakhir 31 Dec 2017.\"\n[2] Resilience Unit of Melaka. 2018. \"Draft Preliminary Resilience Assessment (1 February 2018).\""},{"$f":"IF($G20=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E20&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. \"Portal da Transparência: Receitas Totais do Recife.\" [http://transparencia.recife.pe.gov.br/codigos/web/receitas/receitaTotal.php#result]."},{"$f":"IF($G20=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E20&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, Inland Revenue Authority. \"The Singapore Tax System.\" [https://www.iras.gov.sg/IRASHome/About-Us/Taxes-in-Singapore/The-Singapore-Tax-System/]."}]
[{"$f":"IF(tblIndicators!D17=\"\",\"\",tblIndicators!D17)","v":2.4},{"$f":"tblIndicators!A17","v":16},{"$f":"tblIndicators!B17","v":0},{"$f":"tblIndicators!G17","v":2},{"$f":"tblIndicators!E17","v":"FIFU2_4"},{"$f":"tblIndicators!K17","v":22},{"$f":"tblIndicators!AF17","v":3},{"$f":"REPT(\" \",D21)&tblIndicators!AK17","v":"  2.4) Expenditure Management"},{"$f":"IF(G21=1,\"\",tblIndicators!Y17)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ17","v":3},{"$f":"IF($G21=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E21&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Izmir Metropolitan Municipality. 2018. \"2018 Financial Situation and Expectations Report\" (\"2018 Yılı Mali Durum ve Beklentiler Raporu\"). [https://www.izmir.bel.tr/YuklenenDosyalar/Dokumanlar/11_27082018_060055_2018_kurumsal_malidurum_rapor.pdf]."},{"$f":"IF($G21=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E21&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf]."},{"$f":"IF($G21=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E21&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Anonymous. 26 November 2018.\n[2] Resilience Unit of Melaka. 2018. \"Draft Preliminary Resilience Assessment (1 February 2018).\""},{"$f":"IF($G21=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E21&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 2008. Law 17,511. Plano Diretor do Recife. [http://licenciamento.recife.pe.gov.br/sites/default/files/2008%20-%20Plano%20Diretor%20Lei%20n%C2%BA%2017511.08.pdf].\n[2] City Council of Recife. 2018. \"Ivan Moraes Discute Custeio e Gestão de Investimentos da Prefeitura.\" [http://www.recife.pe.leg.br/noticias_antigas/ivan-moraes-discute-custeio-e-gestao-de-investimentos-da-prefeitura].\n[3] City of Recife, Portal da Transparência. \"Despesa Funcional Programática.\"  [http://transparencia.recife.pe.gov.br/codigos/web/despesas/despesaFuncionalProgramatica.php#result].\n[4] City of Recife. 2018. \"Plano Diretor do Recife: Caderno Preliminar de Propostas.\" [http://planodiretordorecife.com.br/wp-content/uploads/2018/10/Caderno-Preliminar-de-Propostas-material-para-discuss%C3%A3o.pdf].\n[5] G1 PE. 2018. \"Mobilidade, Moradia e Infraestrutura Devem Nortear a Revisão do Plano Diretor do Recife.\"  [https://g1.globo.com/pe/pernambuco/noticia/2018/07/30/mobilidade-moradia-e-infraestrutura-devem-nortear-a-revisao-do-plano-diretor-do-recife.ghtml]."},{"$f":"IF($G21=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E21&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore. 2018. \"Budget Process.\" [https://www.singaporebudget.gov.sg/budget_2018/AboutBudget/BudgetProcess].   \n[2] Government of Singapore. \"Constitution of the Republic of Singapore.\" [http://www.wipo.int/edocs/lexdocs/laws/en/sg/sg047en.pdf]. "}]
[{"$f":"IF(tblIndicators!D18=\"\",\"\",tblIndicators!D18)","v":2.5},{"$f":"tblIndicators!A18","v":17},{"$f":"tblIndicators!B18","v":0},{"$f":"tblIndicators!G18","v":2},{"$f":"tblIndicators!E18","v":"FIFU2_5"},{"$f":"tblIndicators!K18","v":40},{"$f":"tblIndicators!AF18","v":3},{"$f":"REPT(\" \",D22)&tblIndicators!AK18","v":"  2.5) Management of Debt and Other Obligations"},{"$f":"IF(G22=1,\"\",tblIndicators!Y18)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ18","v":3},{"$f":"IF($G22=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E22&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Fitch Ratings. 2018. \"Turkish Metropolitan Municipalities - Rating Action Report.\" [https://www.fitchratings.com/site/re/10038862].\n[2] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.\n[3] Çelik, Halil İbrahim Murat. Co-ordinator of Investment Support Office, Izmir Development Agency. 8 November 2018."},{"$f":"IF($G22=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E22&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] The Portuguese Public Finance Council. 2018. \"Local Governments' Budget Execution.\" [http://www.cfp.pt/wp-content/uploads/2018/09/CFP-REL-10-2018.pdf].\n[2] Diário de Notícias. 2018. \"Lisbon Chamber Reduces Debt, Increases Revenues and Makes the Biggest Investment of the Century.\" [https://www.dn.pt/portugal/interior/camara-de-lisboa-reduz-divida-aumenta-receitas-e-faz-o-maior-investimento-do-seculo-9263877.html].\n[3] Council Portal. \"Debt Limits.\" [http://www.portalautarquico.dgal.gov.pt/pt-PT/financas-locais/endividamento/municipios/limites/].\n[4] Moody's. 2012. \"Rating Action, 22 May 2012.\" [https://www.moodys.com/research/Moodys-withdraws-City-of-Lisbons-Ba3-rating--PR_235355]."},{"$f":"IF($G22=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E22&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Melaka Kini. 2018. \"Hutang Kerajaan Negeri RM1.8 Bilion - Adly.\" [http://melakakini.my/wp-content/uploads/2018/11/161118.pdf].\n[2] Department of Finance and Treasury, Melaka. 2018. \"Melaka State Budget Announcement.\" [https://jkpnm.melaka.gov.my/xs/page.php?id=201].                                                                               [3] Department of Statistics Malaysia. \"Melaka at a Glance.\" [https://www.dosm.gov.my/v1/index.php?r=column/cone&menu_id=TmlOYTJZTEJJZXg5QUZQMUxrRVFKUT09].                                                       [4] Melaka Historic City Council (MBMB). 2017. \"Penyata Kewangan Majlis Bandaraya Melaka Bersejarah Bagi Tahun Berakhir 31 Dec 2017.\""},{"$f":"IF($G22=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E22&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Cardilli, Juliana, Vitor Sorano and Bruno Marinho. 2018. \"Prefeitura de Recife tem Déficit Primário e Investimento 28,7% Menor em 2018.\" G1.  [https://g1.globo.com/pe/pernambuco/noticia/prefeitura-de-recife-deficit-primario-e-investimento-287-menor-em-2018.ghtml].\n[2] Central Bank of Brazil. \"Endividamento de Estados e Municípios: Recife-PE.\" [https://www4.bcb.gov.br/fis/dividas/lmdividas.asp].\n[3] Brazilian Institute for Geography and Statistics (IBGE). \"Produto Interno Bruto dos Municípios-Recife.\" [https://cidades.ibge.gov.br/brasil/pe/recife/pesquisa/38/47001]."},{"$f":"IF($G22=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E22&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singpore. 2018. \"Why Does Singapore Have an External Debt of US$1.766 Trillion?\" [https://www.mof.gov.sg/Newsroom/Media-Articles/askST-Why-does-Singapore-have-an-external-debt-of-US1-766-trillion-].\n[2] Monetary Authority of Singapore. \"Singapore’s Credit Rating.\" [http://www.sgs.gov.sg/savingsbonds/AAA-rating.aspx]."}]
[{"$f":"IF(tblIndicators!D19=\"\",\"\",tblIndicators!D19)","v":3},{"$f":"tblIndicators!A19","v":18},{"$f":"tblIndicators!B19","v":0},{"$f":"tblIndicators!G19","v":1},{"$f":"tblIndicators!E19","v":"UREC"},{"$f":"tblIndicators!K19","v":15},{"$f":"tblIndicators!AF19","v":1},{"$f":"REPT(\" \",D23)&tblIndicators!AK19","v":" 3) URBAN ECONOMIES"},{"$f":"IF(G23=1,\"\",tblIndicators!Y19)","v":""},{"$f":"tblIndicators!AQ19","v":4},{"$f":"IF($G23=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E23&K$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G23=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E23&L$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G23=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E23&M$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G23=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E23&N$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G23=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E23&O$5,Policy_questions!$B$2:$B$171,0)))","v":""}]
[{"$f":"IF(tblIndicators!D20=\"\",\"\",tblIndicators!D20)","v":3.1},{"$f":"tblIndicators!A20","v":19},{"$f":"tblIndicators!B20","v":0},{"$f":"tblIndicators!G20","v":2},{"$f":"tblIndicators!E20","v":"UREC3_1"},{"$f":"tblIndicators!K20","v":20},{"$f":"tblIndicators!AF20","v":3},{"$f":"REPT(\" \",D24)&tblIndicators!AK20","v":"  3.1) Economic Performance"},{"$f":"IF(G24=1,\"\",tblIndicators!Y20)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ20","v":3},{"$f":"IF($G24=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E24&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Izmir Development Agency. 2014. \"Izmir Regional Plan 2014-2023.\" [http://www.izka.org.tr/upload/Node/30422/xfiles/2014-2023_izmirBolgePlani-En.pdf].\n[2] Izmir Chamber of Commerce. 2014. \"Izmir Chamber of Commerce 2014-2017 Strategic Plan\" (\"Izmir Ticaret Odası 2014-2017 Stratejik Planı\"). [http://www.izto.org.tr/Portals/0/Kurumsal/itostratejikplan.pdf].\n[3] Ozalp, Beril. City Planner, BERGIN Planning and Project Consultancy. 6 November 2018. \n[4] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.\n[5] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018."},{"$f":"IF($G24=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E24&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf]."},{"$f":"IF($G24=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E24&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] PLANMalaysia Melaka. 2017. \"State Structure Plan (SSP) Melaka 2035.\" Presented at the Second Annual Meeting of the Global Platform for Sustainable Cities, 30 October 2017, New Delhi.\n[https://www.thegpsc.org/sites/gpsc/files/partnerdocs/gpsc_delhi_meeting-melaka_2035_plan-final2-311017.pdf]."},{"$f":"IF($G24=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E24&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 2008. Law 17,511. Plano Diretor do Recife. [http://licenciamento.recife.pe.gov.br/sites/default/files/2008%20-%20Plano%20Diretor%20Lei%20n%C2%BA%2017511.08.pdf].\n[2] City of Recife. 2018. \"Recife: Plano Diretor - Versão Preliminar Para Discussão.\"  [http://planodiretordorecife.com.br/wp-content/uploads/2018/09/Desenvolvimento-Econ%C3%B4mico-Sustent%C3%A1vel-e-Inclus%C3%A3o-Social.pdf].\n[3] Porto Digital. \"O Que é o Porto Digital.\" [http://www.portodigital.org/parque/o-que-e-o-porto-digital].\n[4] Folha de Pernambuco. 2018. \"Cresce o Número de Turistas no Recife.\"  [https://www.folhape.com.br/economia/economia/economia/2018/01/18/NWS,55933,10,550,ECONOMIA,2373-CRESCE-NUMERO-TURISTAS-RECIFE.aspx]."},{"$f":"IF($G24=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E24&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore. 2017. \"Report of the Committee on Future Economy.\" [https://www.gov.sg/~/media/cfe/downloads/cfe%20report.pdf?la=en].\n[2] Government of Singapore. 2010. \"Report on the Economic Strategies Committee: High Skilled People, Innovative Economy, Distinct Global City.\" [https://www.mof.gov.sg/Portals/0/MOF%20For/Businesses/ESC%20Recommendations/ESC%20Full%20Report.pdf]. \n[3] Government of Singapore, Singapore Ministry of Trade and Industry. \"MTI Family.\" [https://www.mti.gov.sg/en/About-Us/MTI-Family]. \n[4] Government of Singapore, Urban Redevelopment Authority. 2017. \"Factsheet on Enterprise District.\" [https://www.ura.gov.sg/Corporate/Media-Room/Media-Releases/pr17-17].                                                                       [5] Urban Redevelopment Authority, November 2018."}]
[{"$f":"IF(tblIndicators!D21=\"\",\"\",tblIndicators!D21)","v":3.2},{"$f":"tblIndicators!A21","v":20},{"$f":"tblIndicators!B21","v":0},{"$f":"tblIndicators!G21","v":2},{"$f":"tblIndicators!E21","v":"UREC3_2"},{"$f":"tblIndicators!K21","v":50},{"$f":"tblIndicators!AF21","v":3},{"$f":"REPT(\" \",D25)&tblIndicators!AK21","v":"  3.2) Business Climate, Innovation, and Entrepreneurship"},{"$f":"IF(G25=1,\"\",tblIndicators!Y21)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ21","v":3},{"$f":"IF($G25=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E25&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Invest in Izmir. 2018. \"Cost of Doing Business.\" [http://www.investinizmir.com/en/27381/Cost-of-Doing-Business].\n[2] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.\n[3] World Bank. 2018. \"Doing Business 2019: Training for Reform, Economy Profile of Turkey.\" [http://www.doingbusiness.org/content/dam/doingBusiness/country/t/turkey/TUR.pdf]."},{"$f":"IF($G25=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E25&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.\n[2] World Bank. 2018. \"Doing Business in the European Union 2018: Croatia, the Czech Republic, Portugal and Slovakia.\" [https://www.worldbank.org/en/news/press-release/2018/07/03/ease-of-doing-business-varies-in-cities-across-croatia-czech-republic-portugal-and-slovakia-world-bank-report-finds].\n[3] World Bank. 2018. \"Ease of Doing Business Report.\" [http://www.doingbusiness.org/content/dam/doingBusiness/media/Annual-Reports/English/DB2018-Full-Report.pdf]."},{"$f":"IF($G25=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E25&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] World Bank. \"Doing Business 2019 - Malaysia.\" [http://www.doingbusiness.org/content/dam/doingBusiness/country/m/malaysia/MYS.pdf].\n[2] Melaka Historic City Council (MBMB). 3 December 2018.\n[3] Malaysia Productivity Corporation. 2013. \"Malaysia's Competitiveness Performance.\" [https://www.melaka.gov.my/ms/koleksi-media/penerbitan/lain-lain/lampiran-ll/taklimat-competitiveness-melaka-final.pdf]."},{"$f":"IF($G25=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E25&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Guarda, Adriana. 2017. \"Burocracia: No Brasil São Necessários 80 Dias Para Abrir uma Empresa.\" UOL.  [https://jconline.ne10.uol.com.br/canal/economia/pernambuco/noticia/2017/09/24/burocracia-no-brasil-sao-necessarios-80-dias-para-abrir-uma-empresa-308197.php].\n[2] Desidério, Mariana. 2016. \"As Cidades Onde é Mais Rápido Abrir uma Empresa no Brasil.\" Exame.  [https://exame.abril.com.br/pme/as-cidades-onde-e-mais-rapido-abrir-uma-empresa-no-brasil/]."},{"$f":"IF($G25=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E25&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] World Bank. \"Rankings.\" [http://www.doingbusiness.org/en/rankings]."}]
[{"$f":"IF(tblIndicators!D22=\"\",\"\",tblIndicators!D22)","v":3.3},{"$f":"tblIndicators!A22","v":21},{"$f":"tblIndicators!B22","v":0},{"$f":"tblIndicators!G22","v":2},{"$f":"tblIndicators!E22","v":"UREC3_3"},{"$f":"tblIndicators!K22","v":11},{"$f":"tblIndicators!AF22","v":3},{"$f":"REPT(\" \",D26)&tblIndicators!AK22","v":"  3.3) Labor Force"},{"$f":"IF(G26=1,\"\",tblIndicators!Y22)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ22","v":3},{"$f":"IF($G26=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E26&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Izmir Metropolitan Municipality. 2018. \"Vocational Factory\" (\"Meslek Fabrikası\"). [http://www.ibbmeslekfabrikasi.com].\n[2] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.\n[3] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.\n[4] Çelik, Halil İbrahim Murat. Co-ordinator of Investment Support Office, Izmir Development Agency. 8 November 2018."},{"$f":"IF($G26=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E26&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Council of Lisbon. 2018. \"Grand Options Plan\" (2018-21). [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf].\n[2] Central Government of Portugal. \"Qualify Programme.\" [https://www.qualifica.gov.pt/#/].\n[3] Council of Lisbon. \"Training Initiatives.\" [http://www.cm-lisboa.pt/viver/educacao/fora-da-escola].\n[4] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018."},{"$f":"IF($G26=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E26&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Malaysia Productivity Corporation. 2013. \"Malaysia's Competitiveness Performance.\" [https://www.melaka.gov.my/ms/koleksi-media/penerbitan/lain-lain/lampiran-ll/taklimat-competitiveness-melaka-final.pdf]."},{"$f":"IF($G26=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E26&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife, Secretary for Science, Technology, and Economic Development. \"Directorate for the Promotion of Work Employment and Income.\" [https://www.recife.pe.gov.br/pr/sececonomico/empregorenda.php]."},{"$f":"IF($G26=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E26&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, SkillsFuture. \"About SkillsFuture.\" [http://www.skillsfuture.sg/AboutSkillsFuture]."}]
[{"$f":"IF(tblIndicators!D23=\"\",\"\",tblIndicators!D23)","v":3.4},{"$f":"tblIndicators!A23","v":22},{"$f":"tblIndicators!B23","v":0},{"$f":"tblIndicators!G23","v":2},{"$f":"tblIndicators!E23","v":"UREC3_4"},{"$f":"tblIndicators!K23","v":24},{"$f":"tblIndicators!AF23","v":3},{"$f":"REPT(\" \",D27)&tblIndicators!AK23","v":"  3.4) Livelihood Opportunities"},{"$f":"IF(G27=1,\"\",tblIndicators!Y23)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ23","v":3},{"$f":"IF($G27=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E27&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.\n[2] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.\n[3] Çalkaya, Mehmet Ali. Mayor of Balçova District, Izmir. 31 October 2018.\n[4] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.\n[5] Çelik, Halil İbrahim Murat. Co-ordinator of Investment Support Office, Izmir Development Agency. 8 November 2018.\n[6] Grand National Assembly of Turkey (GNAT). 2016. Law on the Institution of Human Rights and Equality (Türkiye İnsan Hakları ve Eşitlik Kurumu Kanunu). Law No. 6701. Ankara.\n[7] Işıklı, İbrahim. 2017. \"How Will Discrimination in the Workplace Be Solved?\" (\"İşyerinde Ayrımcılık Nasıl Çözülecek?\"). [https://www.dunya.com/kose-yazisi/isyerinde-ayrimcilik-nasil-cozulecek/392442]."},{"$f":"IF($G27=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E27&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf]. \n[2] Council of Lisbon. 2017. \"Social Development Plan (2017-20).\" [http://www.cm-lisboa.pt/fileadmin/Noticias/Plano_de_Desenvolvimento_Social_2027-2020.pdf].\n[3] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018."},{"$f":"IF($G27=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E27&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Parliament of Malaysia. 1955. Employment Act 1955 (Act 265). [http://www.agc.gov.my/agcportal/index.php?r=portal2/lom&menu_id=VXlsMDlEclhJVXlGcUd6c0JreVhEUT09].\n[2] Malay Mail. 2018. \"Putrajaya to Outlaw 'Any' Form of Workplace Discrimination.\" [https://www.malaymail.com/s/1557169/putrajaya-to-outlaw-any-form-of-workplace-discrimination]."},{"$f":"IF($G27=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E27&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife, Secretary for Science, Technology, and Economic Development. \"Directorate for the Promotion of Work Employment and Income.\"  [https://www.recife.pe.gov.br/pr/sececonomico/empregorenda.php].\n[2] Association Pestalozzi. \"Associação Pestalozzi do Recife.\" [https://pestalozzirecife.blogspot.com/]."},{"$f":"IF($G27=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E27&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore. 2009. Employment Act (Chapter 91) revised 31 July 2009. [https://sso.agc.gov.sg/Act/EmA1968].\n [2] Government of Singapore, Tripartite Alliance for Fair and Progressive Employment Practice. \"Fair Employment Practices.\" [https://www.tafep.sg/node/1290/]. \n[3] The Strait TImes. 2018. \"Tafep Seen as Toothless If Not Given Legal Powers to Act.\" [https://www.straitstimes.com/forum/letters-in-print/tafep-seen-as-toothless-if-not-given-legal-powers-to-act]."}]
[{"$f":"IF(tblIndicators!D24=\"\",\"\",tblIndicators!D24)","v":3.5},{"$f":"tblIndicators!A24","v":23},{"$f":"tblIndicators!B24","v":0},{"$f":"tblIndicators!G24","v":2},{"$f":"tblIndicators!E24","v":"UREC3_5"},{"$f":"tblIndicators!K24","v":37},{"$f":"tblIndicators!AF24","v":3},{"$f":"REPT(\" \",D28)&tblIndicators!AK24","v":"  3.5) Income Equality and Shared Prosperity"},{"$f":"IF(G28=1,\"\",tblIndicators!Y24)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ24","v":3},{"$f":"IF($G28=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E28&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Turkish Statistical Institute. 2018. \"Regional Results of Income and Living Conditions Survey, 2017\" (\"Gelir ve Yaşam Koşulları Araştırması Bölgesel Sonuçları, 2017\"). [http://www.tuik.gov.tr/PreHaberBultenleri.do?id=27824].\n[2] Izmir Metropolitan Municipality. 2015. \"Strategic Plan 2015-2019.\" [https://www.izmir.bel.tr/CKYuklenen/EskiSite/file/MALI_HIZMETLER/StrategicPlan2015-2019.pdf].\n[3] Grand National Assembly of Turkey. 2012. Law on the Amendment of Certain Laws and Decree Laws on the Establishment of the Metropolitan Municipality and Twenty-Six Districts in the Thirteen Provinces (On Üç İlde Büyükşehir Belediyesi Ve Yirmi Altı İlçe Kurulması İle Bazı Kanun Ve Kanun Hükmünde Kararnamelerde Değişiklik Yapılmasına Dair Kanun). Law No. 6360. Ankara.\n[4] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018."},{"$f":"IF($G28=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E28&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018."},{"$f":"IF($G28=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E28&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] World Bank. 2014. \"Malaysia Economic Monitor 2014.\" [http://documents.worldbank.org/curated/en/524381468046492426/pdf/932370WP0P1528010MiddleClassSociety.pdf].\n[2] Islam, Rabiul. 2017. \"Impact on Poverty and Income Inequality in Malaysia’s\n Economic Growth.\" Problems and Perspectives in Management 15(1): 55-62. \n[3] Department of Statistics Malaysia (DOSM). \"Household Income.\" [https://www.dosm.gov.my/v1/index.php?r=column/cthree&menu_id=RWpud1h0cFA0dEFaRVZsdHpFaTRMdz09]."},{"$f":"IF($G28=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E28&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 2018. \"Equidade Socioterritorial, Habitação e Regularização Fundiária.\"  [http://planodiretordorecife.com.br/wp-content/uploads/2018/09/Equidade-Socioterritorial-Habita%C3%A7%C3%A3o-e-Regulariza%C3%A7%C3%A3o-Fundi%C3%A1ria.pdf].\n[2] Asfora, Mariana. Co-ordinator for the revision of the Director Plan 2018. 19 November 2018. "},{"$f":"IF($G28=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E28&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, Urban Redevelopment Authority. 2018. \"Master Plan 2014.\"\n[https://www.ura.gov.sg/Corporate/Planning/Master-Plan]."}]
[{"$f":"IF(tblIndicators!D25=\"\",\"\",tblIndicators!D25)","v":4},{"$f":"tblIndicators!A25","v":24},{"$f":"tblIndicators!B25","v":0},{"$f":"tblIndicators!G25","v":1},{"$f":"tblIndicators!E25","v":"NERE"},{"$f":"tblIndicators!K25","v":33},{"$f":"tblIndicators!AF25","v":1},{"$f":"REPT(\" \",D29)&tblIndicators!AK25","v":" 4) NATURAL ENVIRONMENT AND RESOURCES"},{"$f":"IF(G29=1,\"\",tblIndicators!Y25)","v":""},{"$f":"tblIndicators!AQ25","v":4},{"$f":"IF($G29=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E29&K$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G29=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E29&L$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G29=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E29&M$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G29=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E29&N$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G29=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E29&O$5,Policy_questions!$B$2:$B$171,0)))","v":""}]
[{"$f":"IF(tblIndicators!D26=\"\",\"\",tblIndicators!D26)","v":4.0999999999999996},{"$f":"tblIndicators!A26","v":25},{"$f":"tblIndicators!B26","v":0},{"$f":"tblIndicators!G26","v":2},{"$f":"tblIndicators!E26","v":"NERE4_1"},{"$f":"tblIndicators!K26","v":27},{"$f":"tblIndicators!AF26","v":3},{"$f":"REPT(\" \",D30)&tblIndicators!AK26","v":"  4.1) Ecosystems and Biodiversity"},{"$f":"IF(G30=1,\"\",tblIndicators!Y26)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ26","v":3},{"$f":"IF($G30=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E30&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Grand National Assembly of Turkey (GNAT). 1983. Law on National Parks (Milli Parklar Kanunu). Law No. 2873. Ankara.\n[2] Directorate of Nature Conservation and National Parks. 1986. \"Regulation on National Parks\" (\"Milli Parklar Yönetmeliği\"). Official Gazette No. 19309. Ankara.\n[3] Turkish Ministry of Culture and Tourism, Izmir Directorate of Culture and Tourism. \"Protected Areas\" (\"Korunan Alanlar\"). [http://www.izmirkulturturizm.gov.tr/TR-195611/korunan-alanlar.html].\n[4] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.\n[5] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.\n[6] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.\n[7] Izmir Metropolitan Municipality. 2018. \"Green Infrastructure Strategy\" (\"Yeşil Altyapı Stratejisi\"). [http://izmirdoga.izmir.bel.tr/CKYuklenen/İzmirYeşilAltYapıStratejisi.pdf]."},{"$f":"IF($G30=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E30&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf]. \n[3] Council of Lisbon. 2015. \"Biodiversity in the City of Lisbon - Strategy for 2020.\" [http://www.cm-lisboa.pt/fileadmin/VIVER/Ambiente/Biodiversidade/Estudos/Biodiversidade.pdf]."},{"$f":"IF($G30=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E30&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].                                                                                                        [2] The Star. 2018. \"Melaka Gateway Project Being Reassessed.\" [https://www.thestar.com.my/news/nation/2018/06/02/melaka-gateway-project-being-reassessed/].                                                                                                                                                   [3] The Star. 2018. \"State Gives the Green Light to Melaka Gateway Project.\" [https://www.thestar.com.my/metro/metro-news/2018/09/22/state-gives-the-green-light-to-melaka-gateway-project-project-involving-three-manmade-islands-to-car/].                                                                                       [4] PLANMalaysia Melaka. 2017. \"State Structure Plan (SSP) Melaka 2035.\" Presented at the Second Annual Meeting of the Global Platform for Sustainable Cities, 30 October 2017, New Delhi. [https://www.thegpsc.org/sites/gpsc/files/partnerdocs/gpsc_delhi_meeting-melaka_2035_plan-final2-311017.pdf].                                                                                                                             [5] State Economic Planning Unit (UPEN). 2018. \"Green Cities Action Plan (GCAP) 1st Draft Report.\"                                                                                                                                                            [6] Unit Perancangan Ekonomi Negeri (UPEN). 2016. \"Data Asas Negeri Melaka 2016.\" [https://www.melaka.gov.my/ms/koleksi-media/penerbitan/data-asas/lampiran-da/bda_2016.pdf].                                                                                                                                                         [7] The Star. 2018. \"End to Logging in Melaka.\" [https://www.thestar.com.my/metro/metro-news/2018/06/12/end-to-logging-in-melaka-cm-sand-mining-activities-will-also-cease-from-july-1/#vozBDxWhZuBhLRok.99]."},{"$f":"IF($G30=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E30&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. \"Patrimônio Ambiental.\"  [http://www2.recife.pe.gov.br/servico/patrimonio-ambiental].\n[2] City of Recife. 1996. Law for the Use and Occupation of Land. [https://www.recife.pe.gov.br/pr/leis/luos/index.html]."},{"$f":"IF($G30=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E30&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore. 2009. \"National Parks Board: Conserving Our Biodiversity. Singapore’s National Biodiversity Strategy and Action Plan.\" [https://www.cbd.int/doc/world/sg/sg-nbsap-v3-en.pdf].\n[2] Government of Singapore, Ministry of Environment and Water Resources, Ministry of National Development. 2015. \"Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/be3e98e5-b850-40a4-8e01-98d807132e9e.pdf]. \n[3] Government of Singapore, National Parks Board. 2018. \"Annual Report 2018.\" [https://www.nparks.gov.sg/portals/annualreport/npark_annual_report_2018.pdf]."}]
[{"$f":"IF(tblIndicators!D27=\"\",\"\",tblIndicators!D27)","v":4.2},{"$f":"tblIndicators!A27","v":26},{"$f":"tblIndicators!B27","v":0},{"$f":"tblIndicators!G27","v":2},{"$f":"tblIndicators!E27","v":"NERE4_2"},{"$f":"tblIndicators!K27","v":11},{"$f":"tblIndicators!AF27","v":3},{"$f":"REPT(\" \",D31)&tblIndicators!AK27","v":"  4.2) Air Quality"},{"$f":"IF(G31=1,\"\",tblIndicators!Y27)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ27","v":3},{"$f":"IF($G31=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E31&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Izmir Metropolitan Municipality. 2016. \"Izmir Sustainable Energy Action Plan\" (\"Izmir Sürdürülebilir Enerji Eylem Planı\"). [http://skpo.izmir.bel.tr/Upload_Files/FckFiles/file/izmir_surdurulebilir_eylem_plani_2017.pdf].\n[2] Turkish Ministry of Environment and Urbanisation. 2018. \"Continuous Monitoring Centre\" (\"Sürekli İzleme Merkezi\"). [http://www.havaizleme.gov.tr/Services/AirQuality].\n[3] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018.\n[4] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018."},{"$f":"IF($G31=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E31&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf]. \n[3] Council of Lisbon. \"Municipal Master Plan\" (updated every year). [http://www.cm-lisboa.pt/fileadmin/VIVER/Urbanismo/urbanismo/planeamento/pdm/vigor2/publicacao_pdm.pdf]."},{"$f":"IF($G31=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E31&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].\n[2] Anonymous. 26 November 2018.                                                                                                           [3] State Economic Planning Unit (UPEN). 2018. \"Green Cities Action Plan (GCAP) 1st Draft Report.\""},{"$f":"IF($G31=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E31&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 2008. Law 17,511. Plano Diretor do Recife.  [http://licenciamento.recife.pe.gov.br/sites/default/files/2008%20-%20Plano%20Diretor%20Lei%20n%C2%BA%2017511.08.pdf].\n[2] City of Recife. 2018. \"Acessibilidade e Mobilidade Urbana.\" [http://planodiretordorecife.com.br/wp-content/uploads/2018/09/Uso-Do-Solo-Drenagem-e-Acessibilidade-Mobilidade-Parte-2.pdf].\n[3] Soares, Roberta. 2018. \"Rodízio e Pedágio à Vista no Plano de Mobilidade Urbana do Recife.\" [https://jc.ne10.uol.com.br/blogs/deolhonotransito/2018/05/14/rodizio-e-pedagio-vista-no-plano-de-mobilidade-urbana-do-recife/]."},{"$f":"IF($G31=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E31&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore. 2016. \"Climate Action Plan: Take Action Today, for a Sustainable Future.\" [https://www.nccs.gov.sg/docs/default-source/publications/take-action-today-for-a-carbon-efficient-singapore.pdf].\n[2] Government of Singapore, Ministry of Environment and Water Resources, Ministry of National Development. 2015. \"Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/be3e98e5-b850-40a4-8e01-98d807132e9e.pdf]."}]
[{"$f":"IF(tblIndicators!D28=\"\",\"\",tblIndicators!D28)","v":4.3},{"$f":"tblIndicators!A28","v":27},{"$f":"tblIndicators!B28","v":0},{"$f":"tblIndicators!G28","v":2},{"$f":"tblIndicators!E28","v":"NERE4_3"},{"$f":"tblIndicators!K28","v":26},{"$f":"tblIndicators!AF28","v":3},{"$f":"REPT(\" \",D32)&tblIndicators!AK28","v":"  4.3) Water Resources Management"},{"$f":"IF(G32=1,\"\",tblIndicators!Y28)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ28","v":3},{"$f":"IF($G32=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E32&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] IZSU. 2015. \"IZSU Strategic Plan 2015-2019\" (\"IZSU 2015-2019 Stratejik Planı\"). [http://www.izsu.gov.tr/siteitems/documents/stratejikplan/sp20152019.pdf].\n[2] IZSU. 2017. \"IZSU 2017 Activity Report\" (IZSU 2017 Faaliyet Raporu\"). [http://www.izsu.gov.tr/siteitems/documents/FaaliyetRaporlari/2017YiliFaaliyetRaporu.pdf].\n[3] IZSU. 2018. \"Water and Wastewater Tariff\" (\"Su ve Atıksu Tarifesi\"). [http://www.izsu.gov.tr/Pages/standartPage.aspx?id=65].\n[4] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018."},{"$f":"IF($G32=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E32&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Council of Lisbon. \"Municipal Master Plan\" (updated every year). [http://www.cm-lisboa.pt/fileadmin/VIVER/Urbanismo/urbanismo/planeamento/pdm/vigor2/publicacao_pdm.pdf].\n[2] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf]."},{"$f":"IF($G32=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E32&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] PLANMalaysia Melaka. 2017. \"State Structure Plan (SSP) Melaka 2035.\" Presented at the Second Annual Meeting of the Global Platform for Sustainable Cities, 30 October 2017, New Delhi.\n[https://www.thegpsc.org/sites/gpsc/files/partnerdocs/gpsc_delhi_meeting-melaka_2035_plan-final2-311017.pdf].\n[2] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf]. \n[3] New Straits Times. 2018. \"Save Water, Be Rewarded: Melaka Government Mulls Incentives for Prudent Consumers.\" [https://www.nst.com.my/news/nation/2018/08/403120/save-water-be-rewarded-melaka-govt-mulls-incentives-prudent-consumers].\n[4] The Star. 2018. \"Higher Water Tariff for Non-Domestic Users in Malacca.\" [https://www.thestar.com.my/news/nation/2015/12/31/higher-water-tariff-for-nondomestic-users-in-malacca/]."},{"$f":"IF($G32=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E32&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 2017. \"Recife Ganha Plano Municipal de Saneamento Básico.\" [http://www2.recife.pe.gov.br/noticias/26/12/2017/recife-ganha-plano-municipal-de-saneamento-basico].\n[2] City of Recife. 2005. Municipal Law Number 17,081 of 2005 That Establishes in the City of Recife the Programme for the Conservation and Rational Use of Water in Buildings. [https://www.recife.pe.gov.br/pr/secplanejamento/servicos/leis/lei17081.html]."},{"$f":"IF($G32=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E32&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, Ministry of Environment and Water Resources, Ministry of National Development. 2015. \"Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/be3e98e5-b850-40a4-8e01-98d807132e9e.pdf].\n[2] Government of Singapore, PUB. 2016. \"Our Water, Our Future.\" [https://www.pub.gov.sg/Documents/PUBOurWaterOurFuture.pdf]. \n[3] Government of Singapore, Singapore National Water Agency. 2018. \"Water Efficiency Labelling Scheme (WELS) Guidebook.\" [https://www.pub.gov.sg/Documents/WELS_Guidebook.pdf]."}]
[{"$f":"IF(tblIndicators!D29=\"\",\"\",tblIndicators!D29)","v":4.4000000000000004},{"$f":"tblIndicators!A29","v":28},{"$f":"tblIndicators!B29","v":0},{"$f":"tblIndicators!G29","v":2},{"$f":"tblIndicators!E29","v":"NERE4_4"},{"$f":"tblIndicators!K29","v":22},{"$f":"tblIndicators!AF29","v":3},{"$f":"REPT(\" \",D33)&tblIndicators!AK29","v":"  4.4) Solid Waste Management"},{"$f":"IF(G33=1,\"\",tblIndicators!Y29)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ29","v":3},{"$f":"IF($G33=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E33&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Izmir Metropolitan Municipality. 2015. \"Strategic Plan 2015-2019.\" [https://www.izmir.bel.tr/CKYuklenen/EskiSite/file/MALI_HIZMETLER/StrategicPlan2015-2019.pdf].\n[2] Hürriyet. 2017. \"Izmir Is Again Leading in Wastewater Management\" (Atık Su Arıtmada Izmir Yine Önde\"). [http://www.hurriyet.com.tr/atik-su-aritmada-izmir-yine-onde-40668320].\n[3] Erdem, Ümit. 2018. \"Solid and Liquid Waste Disposal of Izmir Metropolitan Municipality and Urban Cleaning\" (\"İzmir Büyükşehir Belediyesi'nin Sıvı ve Katı Atıklarının Bertaraf Edilmesi ve Kent Temizliği\"). In Izmir Metropolitan Municipality, Izmir Model Studies (Third Book): The Performance of Izmir Metropolitan Municipality in Local Development, Environment and Infrastructure (İzmir Modeli Çalışmaları Üçüncü Kitap: İzmir Büyükşehir Belediyesi'nin Yerel Kalkınma, Çevre ve Altyapı Sağlamadaki Performansları). İzmir: İzmir Büyükşehir Belediyesi."},{"$f":"IF($G33=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E33&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] Council of Lisbon. 2015. \"Action Plan for Lisbon (for urban solid waste) - 2020.\" [http://www.cm-lisboa.pt/fileadmin/VIVER/Limpeza_Urbana/Plano_Acao_Municipio_Lx_30_Abril_2015.pdf].\n[3] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf]."},{"$f":"IF($G33=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E33&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] SWM Environment. [https://www.swm-environment.com/]\n[2] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].\n[3] The Star. 2017. \"Urgent Need to Improve Waste Management.\" [https://www.thestar.com.my/metro/metro-news/2017/10/27/urgent-need-to-improve-waste-management-melaka-hopes-to-receive-aid-from-federal-govt-to-address-mat/].\n[4] New Straits Times. 2018. \"Melaka Faces Rubbish Disposal Crisis as Sungai Udang Landfill Reaches Full Capacity.\" [https://www.nst.com.my/news/nation/2017/06/244626/melaka-faces-rubbish-disposal-crisis-sungai-udang-landfill-reaches-full].\n[5] New Straits Times. 2018. \"Noh Calls for Internal Probe After Sg Udang Landfill Reached Capacity Early.\" [https://www.nst.com.my/news/nation/2017/08/265899/noh-calls-internal-probe-after-sg-udang-landfill-reached-capacity-early].\n[6] The Sun Daily. 2018. \"No Go for BTM Resources' Malacca Waste-to-Energy Power Plant Project.\" [http://www.thesundaily.my/news/2018/05/23/no-go-btm-resources-malacca-waste-energy-power-plant-project]. \n[7] The Malaysian Reserve. 2018. \"KPKT Mulls WTE Incinerators in Southern Region.\"\n[https://themalaysianreserve.com/2018/10/23/kpkt-mulls-wte-incinerators-in-southern-region/]."},{"$f":"IF($G33=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E33&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 2017. \"Recife Ganha Plano Municipal de Saneamento Básico.\" [http://www2.recife.pe.gov.br/noticias/26/12/2017/recife-ganha-plano-municipal-de-saneamento-basico].\n[2] City of Recife. \"Plano Municipal de Saneamento Básico Recife.\" [http://conselhodacidade.recife.pe.gov.br/sites/default/files/biblioteca/Apresenta%C3%A7%C3%A3o_CONCIDADE%20-%20Plano%20Municipal%20de%20Saneamento%20B%C3%A1sico%2021-11-2017.pdf]."},{"$f":"IF($G33=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E33&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, National Environment Agency. \"Waste Management.\" [https://www.nea.gov.sg/our-services/waste-management/overview]. \n[2] Government of Singapore, Ministry of Environment and Water Resources, Ministry of National Development. 2015. \"Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/be3e98e5-b850-40a4-8e01-98d807132e9e.pdf]."}]
[{"$f":"IF(tblIndicators!D30=\"\",\"\",tblIndicators!D30)","v":4.5},{"$f":"tblIndicators!A30","v":29},{"$f":"tblIndicators!B30","v":0},{"$f":"tblIndicators!G30","v":2},{"$f":"tblIndicators!E30","v":"NERE4_5"},{"$f":"tblIndicators!K30","v":35},{"$f":"tblIndicators!AF30","v":3},{"$f":"REPT(\" \",D34)&tblIndicators!AK30","v":"  4.5) Consumption and Production Patterns"},{"$f":"IF(G34=1,\"\",tblIndicators!Y30)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ30","v":3},{"$f":"IF($G34=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E34&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Izmir Metropolitan Municipality. 2018. \"We Are Continuing to Collect Waste Batteries\" (Atık Pilleri Toplamaya Devam Ediyoruz\"). [https://www.izmir.bel.tr/tr/Projeler/atik-pilleri-toplamaya-devam-ediyoruz/1460/4].\n[2] Bisim. 2018. \"Bisim Smart Bike Rental System\" (\"Bisim Akıllı Bisiklet Kiralama Sistemi\"). [http://www.bisim.com.tr].\n[3] Izmir Metropolitan Municipality. 2018. \"Training Project on Global Warming, Renewable Energy Resources and Energy Efficiency\" (Küresel Isınma, Yenilenebilir Enerji Kaynakları, Enerji Verimliliği Konulu Eğitim Projesi\"). [http://skpo.izmir.bel.tr/Upload_Files/FckFiles/file/Küresel%20IsınmaWEB.pdf].\n[4] Izmir Metropolitan Municipality. 2018. \"Car-Free City Day Events for Clean Environment Awareness\" (\"Temiz Çevre Farkındalığı İçin Otomobilsiz Kent Günü Etkinlikleri\"). [https://www.izmir.bel.tr/tr/Projeler/temiz-cevre-farkindaligi-icin-otomobilsiz-kent-gunu-etkinlikleri/1540/4]."},{"$f":"IF($G34=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E34&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] Barata, Vasco. Local member of a parish assembly (Ourique) of the city of Lisbon. 5 November 2018.\n[3] NiT. 2018. \"There Is No Plastic in the Canteens of 92 Schools in the Camara de Lisboa.\" [https://nit.pt/out-of-town/back-in-town/ja-nao-plastico-na-alimentacao-das-92-escolas-de-lisboa].\n[4] Council of Lisbon. 2011. \"Municipal Market Gardens Initiative.\" [http://www.cm-lisboa.pt/viver/ambiente/parques-horticolas-municipais]."},{"$f":"IF($G34=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E34&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].\n[2] Green Technology Corporation Melaka (PTHM). 2018. \"Go Green: Green Initiative: Programmes.\" [http://www.melakagreentech.gov.my/index.php/go-green].\n[3] Fraser & Neave (F&N). 2018. \"F&N Expands Recycling Campaign to Melaka.\" [https://www.fn.com.my/fn-expands-recycling-campaign-to-melaka/].\n[4] Resilience Unit of Melaka. 2018. \"Draft Preliminary Resilience Assessment (1 February 2018).\""},{"$f":"IF($G34=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E34&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife, Secretary for Sustainable Development and the Environment. 2016. \"Dezembro de Consumo Consciente.\"  [http://meioambiente.recife.pe.gov.br/noticias/dezembro-de-consumo-consciente]\n[2] City of Recife, EcoRecife. \"Ações Educativas.\" [http://ecorecife.recife.pe.gov.br/acoes-educativas]."},{"$f":"IF($G34=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E34&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, Ministry of Environment and Water Resources, Ministry of National Development. 2015. \"Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/be3e98e5-b850-40a4-8e01-98d807132e9e.pdf]."}]
[{"$f":"IF(tblIndicators!D31=\"\",\"\",tblIndicators!D31)","v":5},{"$f":"tblIndicators!A31","v":30},{"$f":"tblIndicators!B31","v":0},{"$f":"tblIndicators!G31","v":1},{"$f":"tblIndicators!E31","v":"CLAR"},{"$f":"tblIndicators!K31","v":29},{"$f":"tblIndicators!AF31","v":1},{"$f":"REPT(\" \",D35)&tblIndicators!AK31","v":" 5) CLIMATE ACTION AND RESILIENCE"},{"$f":"IF(G35=1,\"\",tblIndicators!Y31)","v":""},{"$f":"tblIndicators!AQ31","v":4},{"$f":"IF($G35=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E35&K$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G35=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E35&L$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G35=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E35&M$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G35=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E35&N$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G35=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E35&O$5,Policy_questions!$B$2:$B$171,0)))","v":""}]
[{"$f":"IF(tblIndicators!D32=\"\",\"\",tblIndicators!D32)","v":5.0999999999999996},{"$f":"tblIndicators!A32","v":31},{"$f":"tblIndicators!B32","v":0},{"$f":"tblIndicators!G32","v":2},{"$f":"tblIndicators!E32","v":"CLAR5_1"},{"$f":"tblIndicators!K32","v":24},{"$f":"tblIndicators!AF32","v":3},{"$f":"REPT(\" \",D36)&tblIndicators!AK32","v":"  5.1) Greenhouse gas inventory"},{"$f":"IF(G36=1,\"\",tblIndicators!Y32)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ32","v":3},{"$f":"IF($G36=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E36&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Izmir Metropolitan Municipality. 2016. \"Izmir Sustainable Energy Action Plan\" (\"Izmir Sürdürülebilir Enerji Eylem Planı\"). [http://skpo.izmir.bel.tr/Upload_Files/FckFiles/file/izmir_surdurulebilir_eylem_plani_2017.pdf]."},{"$f":"IF($G36=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E36&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] European Commission. 2016. \"Convenant of Mayors for Climate and Energy.\" [https://www.eumayors.eu/about/covenant-community/signatories/progress.html?scity_id=1872].\n[2] Portuguese Environment Agency. \"National Inventory of GHG emissions.\" [https://www.apambiente.pt/index.php?ref=17&subref=150]."},{"$f":"IF($G36=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E36&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].\n[2] Melaka Green Technology Corporation. 2018. \"Greenhouse Gas Emissions Inventory.\" [http://melakagreentech.gov.my/index.php/component/content/article/2-uncategorised/262-inventori-pelepasan-gas-rumah-hijau].\n[3] International Council For Local Environmental Initiatives (ICLEI). 2015. \"ICLEI: Melaka State Publishes Emissions Inventories as Part of Green City Plan.\" [http://talkofthecities.iclei.org/melaka-state-publishes-emissions-inventories-as-part-of-green-city-plan/]."},{"$f":"IF($G36=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E36&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 2016. \"Recife Sustentável e de Baixo Carbono: Plano de Redução de Emissões de Gases Efeito Estufa (GEE).\" [http://www2.recife.pe.gov.br/sites/default/files/plano_de_baixo_co2_recife.pdf]."},{"$f":"IF($G36=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E36&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, National Environment Agency. \"Greenhouse Gas Inventory.\" [https://www.nea.gov.sg/our-services/climate-change-energy-efficiency/climate-change/greenhouse-gas-inventory].\n[2] Government of Singapore. 2016. \"Climate Action Plan: Take Action Today, for a Sustainable Future.\" [https://www.nccs.gov.sg/docs/default-source/publications/take-action-today-for-a-carbon-efficient-singapore.pdf]. \n[3] Government of Singapore, Ministry of the Environment and Water Resources. \"Carbon Emissions.\" [https://www.mewr.gov.sg/topic/carbon-emissions]."}]
[{"$f":"IF(tblIndicators!D33=\"\",\"\",tblIndicators!D33)","v":5.2},{"$f":"tblIndicators!A33","v":32},{"$f":"tblIndicators!B33","v":0},{"$f":"tblIndicators!G33","v":2},{"$f":"tblIndicators!E33","v":"CLAR5_2"},{"$f":"tblIndicators!K33","v":17},{"$f":"tblIndicators!AF33","v":3},{"$f":"REPT(\" \",D37)&tblIndicators!AK33","v":"  5.2) Energy efficiency"},{"$f":"IF(G37=1,\"\",tblIndicators!Y33)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ33","v":3},{"$f":"IF($G37=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E37&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Izmir Development Agency. 2012. \"Izmir Eco-Efficiency Strategy\" (\"Izmir Eko-verimlilik Stratejisi\"). [https://ttgv.org.tr/content/docs/izmir-eko-verimlilik-stratejisi.pdf].\n[2] Technological Development Foundation of Turkey. \"The Project of Dissemination of Eco-Efficiency (Clean Production) Applications in İzmir\" (\"İzmir'de Eko-verimlilik [Temiz Üretim] Uygulamalarının Yaygınlaştırılması Projesi\"). [https://ttgv.org.tr/tr/projeler/izmir-de-eko-verimlilik-temiz-uretim-uygulamalarinin-yayginlastirilmasi-projesi]."},{"$f":"IF($G37=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E37&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.\n[2] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf]."},{"$f":"IF($G37=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E37&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].\n[2] PLANMalaysia Melaka. 2017. \"State Structure Plan (SSP) Melaka 2035.\" Presented at the Second Annual Meeting of the Global Platform for Sustainable Cities, 30 October 2017, New Delhi.\n[https://www.thegpsc.org/sites/gpsc/files/partnerdocs/gpsc_delhi_meeting-melaka_2035_plan-final2-311017.pdf].\n[3] State Economic Planning Unit (UPEN). 2018. \"Green Cities Action Plan (GCAP) 1st Draft Report.\"                                                                                                                                                            [4] Melaka Historic City Council (MBMB). 3 December 2018.                                                                                     [5] Bernama. 2018. \"Pemaju Hartanah Bakal Diwajibkan Patuh Syarat 'Meterai Hijau Melaka.'\" [http://www.bernama.com/state-news/beritabm.php?id=1637253]."},{"$f":"IF($G37=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E37&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 2016. \"Recife Sustentável e de Baixo Carbono: Plano de Redução de Emissões de Gases Efeito Estufa (GEE).\"  [http://www2.recife.pe.gov.br/sites/default/files/plano_de_baixo_co2_recife.pdf]."},{"$f":"IF($G37=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E37&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, Ministry of Environment and Water Resources, Ministry of National Development. 2015. \"Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/be3e98e5-b850-40a4-8e01-98d807132e9e.pdf].\n[2] Government of Singapore, National Environment Agency. \"Energy Efficient Singapore.\" [https://www.nea.gov.sg/our-services/climate-change-energy-efficiency/energy-efficiency/energy-efficient-singapore]."}]
[{"$f":"IF(tblIndicators!D34=\"\",\"\",tblIndicators!D34)","v":5.3},{"$f":"tblIndicators!A34","v":33},{"$f":"tblIndicators!B34","v":0},{"$f":"tblIndicators!G34","v":2},{"$f":"tblIndicators!E34","v":"CLAR5_3"},{"$f":"tblIndicators!K34","v":12},{"$f":"tblIndicators!AF34","v":3},{"$f":"REPT(\" \",D38)&tblIndicators!AK34","v":"  5.3) Clean energy"},{"$f":"IF(G38=1,\"\",tblIndicators!Y34)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ34","v":3},{"$f":"IF($G38=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E38&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Izmir Metropolitan Municipality. 2016. \"Izmir Sustainable Energy Action Plan\" (\"Izmir Sürdürülebilir Enerji Eylem Planı\"). [http://skpo.izmir.bel.tr/Upload_Files/FckFiles/file/izmir_surdurulebilir_eylem_plani_2017.pdf]."},{"$f":"IF($G38=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E38&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] Barata, Vasco. Local member of a parish assembly (Ourique) of the city of Lisbon. 5 November 2018."},{"$f":"IF($G38=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E38&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].\n[2] State Economic Planning Unit (UPEN). 2018. \"Green Cities Action Plan (GCAP) 1st Draft Report.\"                                                                                                                                                            [3] New Straits Times. 2017. \"Quantum Solar Park to Issue Malaysia's First Green Sukuk.\" [https://www.nst.com.my/business/2017/06/247217/quantum-solar-park-issue-malaysias-first-green-sukuk]."},{"$f":"IF($G38=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E38&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 2016. \"Recife Sustentável e de Baixo Carbono: Plano de Redução de Emissões de Gases Efeito Estufa (GEE).\"  [http://www2.recife.pe.gov.br/sites/default/files/plano_de_baixo_co2_recife.pdf]."},{"$f":"IF($G38=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E38&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore. 2016. \"Climate Action Plan: Take Action Today, for a Sustainable Future.\" [https://www.nccs.gov.sg/docs/default-source/publications/take-action-today-for-a-carbon-efficient-singapore.pdf].\n[2] Government of Singapore, Ministry of Environment and Water Resources, Ministry of National Development. 2015. \"Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/be3e98e5-b850-40a4-8e01-98d807132e9e.pdf]. "}]
[{"$f":"IF(tblIndicators!D35=\"\",\"\",tblIndicators!D35)","v":5.4},{"$f":"tblIndicators!A35","v":34},{"$f":"tblIndicators!B35","v":0},{"$f":"tblIndicators!G35","v":2},{"$f":"tblIndicators!E35","v":"CLAR5_4"},{"$f":"tblIndicators!K35","v":25},{"$f":"tblIndicators!AF35","v":3},{"$f":"REPT(\" \",D39)&tblIndicators!AK35","v":"  5.4) Climate change adaptation"},{"$f":"IF(G39=1,\"\",tblIndicators!Y35)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ35","v":3},{"$f":"IF($G39=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E39&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Covenant of Mayors for Climate and Energy. 2018. \"Signatories: Izmir Metropolitan Municipality.\" [https://www.covenantofmayors.eu/about/covenant-community/signatories/overview.html?scity_id=8954].\n[2] Izmir Metropolitan Municipality. 2016. \"Izmir Sustainable Energy Action Plan\" (\"Izmir Sürdürülebilir Enerji Eylem Planı\"). [http://skpo.izmir.bel.tr/Upload_Files/FckFiles/file/izmir_surdurulebilir_eylem_plani_2017.pdf]."},{"$f":"IF($G39=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E39&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.\n[2] Council of Lisbon. 2017. \"Municipal Strategy for Adaptation to Lisbon's Climate Change.\" [http://www.cm-lisboa.pt/fileadmin/VIVER/Ambiente/Alteracoes_Climatericas/EMAAC_2017.pdf]."},{"$f":"IF($G39=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E39&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf]."},{"$f":"IF($G39=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E39&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 2018. \"Recife Discute Combate às Mudanças Climáticas em Evento Nesta Terça-Feira.\"  [http://www2.recife.pe.gov.br/noticias/13/08/2018/recife-discute-combate-mudancas-climaticas-em-evento-nesta-terca-feira-14].\n[2] Urban LEDS. \"About Recife: Activities Reporting.\" [http://urbanleds.iclei.org/index.php?id=234]."},{"$f":"IF($G39=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E39&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, Ministry of Environment and Water Resources, Ministry of National Development. 2015. \"Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/be3e98e5-b850-40a4-8e01-98d807132e9e.pdf].\n[2] Government of Singapore, Ministry of Environment and Water Resources. 2017. \"Public Sector Sustainability Plan 2017-2020.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/1898cc83-5f82-4e2a-abd2-0c62dacef9dc.pdf].\n[3] Government of Singapore. 2016. \"Climate Action Plan: Take Action Today, for a Sustainable Future.\" [https://www.nccs.gov.sg/docs/default-source/publications/take-action-today-for-a-carbon-efficient-singapore.pdf].\n[4] Government of Singapore. 2016. \"A Climate-Resilient Singapore, for a Sustainable Future.\" [https://www.nccs.gov.sg/docs/default-source/publications/a-climate-resilient-singapore-for-a-sustainable-future.pdf]."}]
[{"$f":"IF(tblIndicators!D36=\"\",\"\",tblIndicators!D36)","v":5.5},{"$f":"tblIndicators!A36","v":35},{"$f":"tblIndicators!B36","v":0},{"$f":"tblIndicators!G36","v":2},{"$f":"tblIndicators!E36","v":"CLAR5_5"},{"$f":"tblIndicators!K36","v":23},{"$f":"tblIndicators!AF36","v":3},{"$f":"REPT(\" \",D40)&tblIndicators!AK36","v":"  5.5) Disaster risk reduction"},{"$f":"IF(G40=1,\"\",tblIndicators!Y36)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ36","v":3},{"$f":"IF($G40=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E40&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Izmir Metropolitan Municipality. 2015. \"Strategic Plan 2015-2019.\" [https://www.izmir.bel.tr/CKYuklenen/EskiSite/file/MALI_HIZMETLER/StrategicPlan2015-2019.pdf].\n[2] Izmir Fire Department. 2018. \"Projects: Fire Department Management System\" (Projeler: İtfaiye Yönetim Sistemi\"). [http://itfaiye.izmir.bel.tr/tr/ProjeDetay/12/118].\n[3] Izmir Fire Department. 2018. \"Fire and Natural Disasters Education Centre\" (İtfaiye Yangın ve Doğal Afet Eğitim Merkezi\"). [http://itfaiye.izmir.bel.tr/tr/iydem/14/99].\n[4] Izmir Metropolitan Municipality. 2015. \"Izmir Earthquake Scenario and Earthquake Master Plan\" (\"Izmir Deprem Senaryosu ve Deprem Master Planı\"). [http://www.izmir.bel.tr/izmirdeprem/index.html].\n[5] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018.\n[6] Department of Disaster and Emergency Management. 2018. \"About DDEM\" (\"AFAD Hakkında\"). [https://www.afad.gov.tr/tr/2211/AFAD-Hakkinda].\n[7] Department of Disaster and Emergency Management. 2012. \"2013-2017 Strategic Plan\" (\"2013-2017 Stratejik Planı\"). [https://www.afad.gov.tr/upload/Node/2402/files/afadsp2013-2017.pdf].\n[8] Department of Disaster and Emergency Management. 2018. \"AYDES Remote Sensing (UZAL)\" (\"AYDES Uzaktan Algılama [UZAL]\"). [https://www.afad.gov.tr/tr/26688/AYDES-Uzaktan-Algilama-UZAL].\n[9] Şahin, Gülhan. 2016. \"The Mitigation Responsibilities and Disaster Preparation in Local Governments: The Case of Izmir Metropolitan Municipality\" (\"Yerel Yönetimlerde Afetlere Hazırlık ve Zarar Azaltma Sorumlulukları: İzmir Büyükşehir Belediyesi Örneği\"). Paper presented at the 10th Public Administration Symposium: New Face of Municipal and City Management (10. Kamu Yönetimi Sempozyumu: Büyükşehir Yönetimi ve İl Yönetiminin Yeni Yüzü), 5-7 May, Izmir.\n[10] Çalkaya, Mehmet Ali. Mayor of Balçova District, Izmir. 31 October 2018."},{"$f":"IF($G40=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E40&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] United Nations. 2012. \"How to Construct More Resilient Cities - Guidelines for Local Public Agents.\" [http://www.cm-lisboa.pt/fileadmin/COMMON_AREAS/cidade_resiliente/Documentos/Construir_cidades_resilientes.pdf].\n[2] Council of Lisbon. 2015. \"260 Years After the Earthquake.\" [http://www.cm-lisboa.pt/fileadmin/COMMON_AREAS/cidade_resiliente/cores/brochura_260anos_terramoto.pdf].\n[3] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf]."},{"$f":"IF($G40=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E40&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].\n[2] State Economic Planning Unit (UPEN). 2018. \"Green Cities Action Plan (GCAP) 1st Draft Report.\"                                                                                                                                                            [3] Jamaludin, Intan Syafinar, and Sulaiman, Noralfishah. 2018. \"Malaysia Resilient Initiatives: Case Study of Melaka Into Resilient City.\" Journal of Malaysian Institute of Planners 16(1): 15-24.                                                                    [4] Resilience Unit of Melaka. 2018. \"Draft Preliminary Resilience Assessment (1 Feb 2018).\""},{"$f":"IF($G40=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E40&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 2008. Law 17,511. Plano Diretor do Recife. [http://licenciamento.recife.pe.gov.br/sites/default/files/2008%20-%20Plano%20Diretor%20Lei%20n%C2%BA%2017511.08.pdf].\n[2] City of Recife. 2018. \"Plano Diretor de Recife.\" [http://www.planodiretor.recife.pe.gov.br/]. \n[3] City of Recife. 2015. \"Plano Diretor de Drenagem e Manejo de Águas Pluviais da Cidade Recife.\"  [http://conselhodacidade.recife.pe.gov.br/sites/default/files/biblioteca/PDDR%20-%20PLANO%20DIRETOR%20DE%20DRENAGEM%20DO%20RECIFE.pdf]."},{"$f":"IF($G40=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E40&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore. 2017. \"Disaster Management Reference Handbook.\" [https://reliefweb.int/sites/reliefweb.int/files/resources/disaster-mgmt-ref-hdbk-singapore.pdf].\n[2] Government of Singapore, Ministry of Environment and Water Resources, Ministry of National Development. 2015. \"Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/be3e98e5-b850-40a4-8e01-98d807132e9e.pdf].\n[3] Government of Singapore, Ministry of Environment and Water Resources. 2017. \"Public Sector Sustainability Plan 2017-2020.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/1898cc83-5f82-4e2a-abd2-0c62dacef9dc.pdf]. \n[4] UNISDR. 2015. \"Singapore and UNISDR Launch Sendi Partnership.\" [https://reliefweb.int/report/singapore/singapore-and-unisdr-launch-sendai-partnership]."}]
[{"$f":"IF(tblIndicators!D37=\"\",\"\",tblIndicators!D37)","v":6},{"$f":"tblIndicators!A37","v":36},{"$f":"tblIndicators!B37","v":0},{"$f":"tblIndicators!G37","v":1},{"$f":"tblIndicators!E37","v":"INQL"},{"$f":"tblIndicators!K37","v":31},{"$f":"tblIndicators!AF37","v":1},{"$f":"REPT(\" \",D41)&tblIndicators!AK37","v":" 6) INCLUSIVITY AND QUALITY OF LIFE"},{"$f":"IF(G41=1,\"\",tblIndicators!Y37)","v":""},{"$f":"tblIndicators!AQ37","v":4},{"$f":"IF($G41=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E41&K$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G41=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E41&L$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G41=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E41&M$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G41=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E41&N$5,Policy_questions!$B$2:$B$171,0)))","v":""},{"$f":"IF($G41=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E41&O$5,Policy_questions!$B$2:$B$171,0)))","v":""}]
[{"$f":"IF(tblIndicators!D38=\"\",\"\",tblIndicators!D38)","v":6.1},{"$f":"tblIndicators!A38","v":37},{"$f":"tblIndicators!B38","v":0},{"$f":"tblIndicators!G38","v":2},{"$f":"tblIndicators!E38","v":"INQL6_1"},{"$f":"tblIndicators!K38","v":7},{"$f":"tblIndicators!AF38","v":3},{"$f":"REPT(\" \",D42)&tblIndicators!AK38","v":"  6.1) Housing"},{"$f":"IF(G42=1,\"\",tblIndicators!Y38)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ38","v":3},{"$f":"IF($G42=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E42&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.\n[2] Egekoop. 2018. \"Completed Projects\" (\"Tamamlanan Projeler\"). [http://egekoop.org.tr/category/tamamlanan-projeler].\n[3] Public Housing Administration of Turkey. 2018. \"Housing Programmes.\" [http://www.toki.gov.tr/en/housing-programs.html].\n[4] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.\n[5] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018."},{"$f":"IF($G42=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E42&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.\n[2] Council of Lisbon. \"Municipal Housing.\" [http://www.cm-lisboa.pt/viver/habitar/arrendamento-habitacional/arrendamento-social-rrahm/rahm-geral].\n[3] Council of Lisbon. \"Municipal Housing Subsidy.\" [http://www.cm-lisboa.pt/viver/habitar/arrendamento-habitacional/subsidio-municipal-ao-arrendamento].\n[4] Council of Lisbon. 2018. \"Grand Options Plan (2018-21)\". [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf]. \n[5] Council of Lisbon. 2016. \"Accessible Rent Programme\". [http://www.cm-lisboa.pt/no_cache/noticias/detalhe/article/programa-renda-acessivel]."},{"$f":"IF($G42=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E42&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Ling, Cheah Su, and Almeida, Stefanie Joan. 2017. \"Demystifying the Affordable Housing Issue in Malaysia.\" In Bank Negara Malaysia, Annual Report 2016. [http://www.bnm.gov.my/files/publication/ar/en/2016/cp04_002_box.pdf].\n[2] Free Malaysia Today. 2018. \"Melaka Has Most Affordable Housing in Malaysia, Says CM.\" [https://www.freemalaysiatoday.com/category/nation/2018/04/23/melaka-has-most-affordable-housing-in-malaysia-says-cm/].\n[3] PLANMalaysia Melaka. 2017. \"State Structure Plan (SSP) Melaka 2035.\" Presented at the Second Annual Meeting of the Global Platform for Sustainable Cities, 30 October 2017, New Delhi.\n[https://www.thegpsc.org/sites/gpsc/files/partnerdocs/gpsc_delhi_meeting-melaka_2035_plan-final2-311017.pdf].\n[4] EdgeProp. 2018. \"Over 48,000 Affordable Housing Units To Be Built in Melaka.\" [https://www.edgeprop.my/content/1427941/over-48000-affordable-housing-units-be-built-melaka]."},{"$f":"IF($G42=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E42&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 2008. Law 17,511. Plano Diretor do Recife. [http://licenciamento.recife.pe.gov.br/sites/default/files/2008%20-%20Plano%20Diretor%20Lei%20n%C2%BA%2017511.08.pdf].\n[2] City of Recife. 2018. \"Plano Diretor de Recife.\" [http://www.planodiretor.recife.pe.gov.br/]. \n[3] City of Recife. 2017. \"Plano Local de Habitação de Interesse Social.\"  [http://conselhodacidade.recife.pe.gov.br/sites/default/files/biblioteca/PLHIS%20-%20Produto%2003%20-%20AP%20CONCIDADE%2019-12-2017.pdf].\n[4] City of Recife. \"Secretaria de Habitação: Programas.\"  [https://www.recife.pe.gov.br/pr/sechabitacao/programas.php]."},{"$f":"IF($G42=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E42&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, Housing and Development Board. \"Public Housing, A Singapore Icon.\" [https://www.hdb.gov.sg/cs/infoweb/about-us/our-role/public-housing--a-singapore-icon]. \n[2] The World Bank. 2018. “But What About Singapore? Lessons From the Best Public Housing Programme in the World.” [http://blogs.worldbank.org/sustainablecities/what-about-singapore-lessons-best-public-housing-program-world]."}]
[{"$f":"IF(tblIndicators!D39=\"\",\"\",tblIndicators!D39)","v":6.2},{"$f":"tblIndicators!A39","v":38},{"$f":"tblIndicators!B39","v":0},{"$f":"tblIndicators!G39","v":2},{"$f":"tblIndicators!E39","v":"INQL6_2"},{"$f":"tblIndicators!K39","v":54},{"$f":"tblIndicators!AF39","v":3},{"$f":"REPT(\" \",D43)&tblIndicators!AK39","v":"  6.2) Poverty Reduction, Hunger Reduction, and Food Security"},{"$f":"IF(G43=1,\"\",tblIndicators!Y39)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ39","v":3},{"$f":"IF($G43=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E43&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Izmir Metropolitan Municipality. 2018. \"Süt Kuzusu.\" [https://www.izmir.bel.tr/tr/Projeler/sut-kuzusu/1399/4].\n[2] Izmir Metropolitan Municipality. 2018. \"We Are Not Forgetting to Share\" (\"Paylaşmayı Unutmuyoruz\"). [https://www.izmir.bel.tr/tr/Projeler/paylasmayi-unutmuyoruz/2590/4].\n[3] Izmir Metropolitan Municipality. 2017. \"Hygienic and Quality Meals in Izmir\" (İzmir'e Hijyenik ve Kaliteli Öğünler\"). [https://www.izmir.bel.tr/tr/Projeler/izmir’e-hijyenik-ve-kaliteli-ogunler/1396/4]."},{"$f":"IF($G43=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E43&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.\n[2] Diário de Notícias. 2018. \"Decision to Create National Council.\" [https://www.dn.pt/lusa/interior/conselho-de-ministros-aprova-criacao-do-conselho-nacional-de-seguranca-alimentar-9583047.html].\n[3] Público. 2017. \"Recommendation for the Creation of a National Council.\" [https://www.publico.pt/2017/01/15/sociedade/noticia/fao-diz-que-portugal-deve-criar-conselho-nacional-de-seguranca-alimentar-1758353]."},{"$f":"IF($G43=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E43&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Ministry of Health Malaysia. 2016. \"National Health and Morbidity Survey 2016: Maternal and Child Health Vol II.\" [http://iku.moh.gov.my/images/IKU/Document/REPORT/2016/NHMS2016ReportVolumeII-MaternalChildHealthFindingsv2.pdf].\n[2] Department of Statistics Malaysia (DOSM). \"Household Income.\" [https://www.dosm.gov.my/v1/index.php?r=column/cthree&menu_id=RWpud1h0cFA0dEFaRVZsdHpFaTRMdz09].\n[3] The Sun Daily. 2018. \"186,354 Heads of Households Will Benefit From Food Bank Programme.\" [http://www.thesundaily.my/news/2018/09/28/186354-heads-households-will-benefit-food-bank-programme]."},{"$f":"IF($G43=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E43&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 2017. \"Conselho Municipal de Segurança Alimentar e Nutricional Empossa Novos Conselheiros.\"  [http://www2.recife.pe.gov.br/noticias/21/09/2017/conselho-municipal-de-seguranca-alimentar-e-nutricional-empossa-novos].\n[2] City of Recife. 2016. Law number 18,213. Institution of the Municipal System for Food Security and Nutrition (SMSAN/Recife).  [https://leismunicipais.com.br/a/pe/r/recife/lei-ordinaria/2016/1821/18213/lei-ordinaria-n-18213-2016-institui-o-sistema-municipal-de-seguranca-alimentar-e-nutricional-smsan-recife]."},{"$f":"IF($G43=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E43&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, Agri-Food & Veterinary Authority of Singapore (AVA). 2013. \"Food Security Roadmap 2013.\" [https://www.ava.gov.sg/files/avavision/issues3-4_2013/food-security-roadmap.html].\n[2] The Diplomat. 2015. \"Singapore’s Impressive Food Security.\" [https://thediplomat.com/2015/09/singapores-impressive-food-security/].\n[3] EIU. 2018. \"Global Food Security Index: Singapore.\" [https://foodsecurityindex.eiu.com/Country/Details#Singapore]."}]
[{"$f":"IF(tblIndicators!D40=\"\",\"\",tblIndicators!D40)","v":6.3},{"$f":"tblIndicators!A40","v":39},{"$f":"tblIndicators!B40","v":0},{"$f":"tblIndicators!G40","v":2},{"$f":"tblIndicators!E40","v":"INQL6_3"},{"$f":"tblIndicators!K40","v":29},{"$f":"tblIndicators!AF40","v":3},{"$f":"REPT(\" \",D44)&tblIndicators!AK40","v":"  6.3) Drinking Water and Sanitation"},{"$f":"IF(G44=1,\"\",tblIndicators!Y40)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ40","v":3},{"$f":"IF($G44=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E44&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] IZSU. 2015. \"IZSU Strategic Plan 2015-2019\" (\"IZSU 2015-2019 Stratejik Planı\"). [http://www.izsu.gov.tr/siteitems/documents/stratejikplan/sp20152019.pdf].\n[2] IZSU. 2017. \"IZSU 2017 Activity Report\" (\"IZSU 2017 Faaliyet Raporu\"). [http://www.izsu.gov.tr/siteitems/documents/FaaliyetRaporlari/2017YiliFaaliyetRaporu.pdf].\n[3] Grand National Assembly of Turkey. 2012. Law on the Amendment of Certain Laws and Decree Laws on the Establishment of the Metropolitan Municipality and Twenty-Six Districts in the Thirteen Provinces (On Üç İlde Büyükşehir Belediyesi Ve Yirmi Altı İlçe Kurulması İle Bazı Kanun Ve Kanun Hükmünde Kararnamelerde Değişiklik Yapılmasına Dair Kanun). Law No. 6360. Ankara.\n[4] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018."},{"$f":"IF($G44=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E44&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] Barata, Vasco. Local member of a parish assembly (Ourique) of the city of Lisbon. 5 November 2018."},{"$f":"IF($G44=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E44&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Department of Statistics Malaysia (DOSM). \"Water Population Served by State.\" [http://www.data.gov.my/data/ms_MY/dataset/water-population-served-by-state].\n[2] WHO/UNICEF Joint Monitoring Programme (JMP ) for Water Supply, Sanitation and Hygiene. \"Malaysia.\" [https://washdata.org/data#!/mys]."},{"$f":"IF($G44=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E44&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. \"Plano Municipal de Saneamento Básico Recife.\" [http://conselhodacidade.recife.pe.gov.br/sites/default/files/biblioteca/Apresenta%C3%A7%C3%A3o_CONCIDADE%20-%20Plano%20Municipal%20de%20Saneamento%20B%C3%A1sico%2021-11-2017.pdf]."},{"$f":"IF($G44=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E44&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, Public Utilities Board. 2016. \"Our Water, Our Future.\" [https://www.pub.gov.sg/Documents/PUBOurWaterOurFuture.pdf].\n[2] Government of Singapore, Public Utilities Board. \"Four National Taps.\"  [https://www.pub.gov.sg/watersupply/fournationaltaps].\n[3] WHO/UNICEF Joint Monitoring Programme (JMP) for Water Supply and Sanitation. \"Singapore.\" [https://washdata.org/data#!/sgp]. \n[4] Government of Singapore, Public Utilities Board. \"Water Price.\" [https://www.pub.gov.sg/watersupply/waterprice]."}]
[{"$f":"IF(tblIndicators!D41=\"\",\"\",tblIndicators!D41)","v":6.4},{"$f":"tblIndicators!A41","v":40},{"$f":"tblIndicators!B41","v":0},{"$f":"tblIndicators!G41","v":2},{"$f":"tblIndicators!E41","v":"INQL6_4"},{"$f":"tblIndicators!K41","v":21},{"$f":"tblIndicators!AF41","v":3},{"$f":"REPT(\" \",D45)&tblIndicators!AK41","v":"  6.4) Health and Well-Being"},{"$f":"IF(G45=1,\"\",tblIndicators!Y41)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ41","v":3},{"$f":"IF($G45=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E45&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Izmir Metropolitan Municipality. 2015. \"Strategic Plan 2015-2019.\" [https://www.izmir.bel.tr/CKYuklenen/EskiSite/file/MALI_HIZMETLER/StrategicPlan2015-2019.pdf].\n [2] Çalkaya, Mehmet Ali. Mayor of Balçova District, Izmir. 31 October 2018.\n [3] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018."},{"$f":"IF($G45=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E45&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.\n[2] Council of Lisbon. \"Initiatives in the Health Field.\" [http://www.cm-lisboa.pt/viver/intervencao-social/saude/intervencao-na-saude].\n[3] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf].\n[4] ACES Europe. 2017. \"Lisbon, European Capital of Sport 2021.\" [http://aceseurope.eu/lisbon-european-capital-sport-2021/]."},{"$f":"IF($G45=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E45&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Sinar Harian. 2018. \"Kes HIV di Melaka Catat Penurunan.\" [http://www.sinarharian.com.my/edisi/melaka-ns/kes-hiv-di-melaka-catat-penurunan-1.876116].                                                                                                                                  [2] Melaka Bebas Asap Rokok (MBAR). 2018. \"Zon MBAR.\" [http://www.mbar.gov.my/2/page.php?s=zon-bebas-asap-rokok&id=607]."},{"$f":"IF($G45=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E45&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 2018. \"Recife Vacina 100% do Público-Alvo Contra Pólio e Sarampo.\"  [http://www2.recife.pe.gov.br/noticias/30/08/2018/recife-vacina-100-do-publico-alvo-contra-polio-e-sarampo].\n[2] JC Online, Agência Brasil. 2018. \"Campanha Contra Pólio e Sarampo Terá 170 Postos de Vacinação no Recife.\" UOL Notícias.  [https://jconline.ne10.uol.com.br/canal/cidades/saude/noticia/2018/08/06/campanha-contra-polio-e-sarampo-tera-170-postos-de-vacinacao-no-recife-349769.php].\n[3] City of Recife. 2017. \"Plano de Enfrentamento às Arboviroses Transmitidas pelo Aedes Aegypti.\"  [http://www2.recife.pe.gov.br/sites/default/files/aedes_aegypti_apresentacao_vf_3_16-9_0.pdf].\n[4] Municipal Chamber of Recife. 2018. \"Projeto Institui Campanha Permanente Contra Mosquito Aedes.\" [http://www.recife.pe.leg.br/noticias_antigas/projeto-institui-campanha-permanente-contra-mosquito-aedes]."},{"$f":"IF($G45=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E45&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, Health Promotion Board. \"About Us.\" [https://www.hpb.gov.sg/about/about-us]. \n[2] Government of Singapore, Health Promotion Board. 2018. \"Annual Report 2017-2018.\" [https://www.hpb.gov.sg/docs/default-source/annual-reports/hpb-annual-report-2017-2018.pdf?sfvrsn=78d8c672_2]."}]
[{"$f":"IF(tblIndicators!D42=\"\",\"\",tblIndicators!D42)","v":6.5},{"$f":"tblIndicators!A42","v":41},{"$f":"tblIndicators!B42","v":0},{"$f":"tblIndicators!G42","v":2},{"$f":"tblIndicators!E42","v":"INQL6_5"},{"$f":"tblIndicators!K42","v":6},{"$f":"tblIndicators!AF42","v":3},{"$f":"REPT(\" \",D46)&tblIndicators!AK42","v":"  6.5) Safety"},{"$f":"IF(G46=1,\"\",tblIndicators!Y42)","v":"0 = No\n1 = Somewhat\n2 = Yes"},{"$f":"tblIndicators!AQ42","v":3},{"$f":"IF($G46=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E46&K$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.\n[2] Çalkaya, Mehmet Ali. Mayor of Balçova District, Izmir. 31 October 2018.\n[3] General Directorate of Security. 2018. \"2018 Performance Programme\" (\"2018 Yılı Performans Programı\"). [https://www.egm.gov.tr/Documents/2018%20Yılı%20Performans%20Programı.pdf].\n[4] Numbeo. \"Crime Index Rate.\" [https://www.numbeo.com/crime/rankings_current.jsp]."},{"$f":"IF($G46=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E46&L$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] Barata, Vasco. Local member of a parish assembly (Ourique) of the city of Lisbon. 5 November 2018."},{"$f":"IF($G46=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E46&M$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Department of Statistics Malaysia (DOSM). \"Indexed Crime Statistics for Malaysia, by Type, State and Year.\" [http://www.data.gov.my/data/ms_MY/dataset/statitisk-jenayah-indeks-seluruh-malaysia-mengikut-jenis-jenayah-negeri-dan-tahun].\n[2] New Straits Times. 2018. \"People Feeling Safer as Crime Rate Drops.\" [https://www.nst.com.my/news/nation/2018/04/360122/people-feeling-safer-crime-rate-drops].\n[3] Prime Minister's Department. 2017. \"National Transformation Programme Annual Report 2017.\" [http://www.mampu.gov.my/images/pengumuman/NTP_AR2017_ENG.pdf].\n[4] Melaka Historic City Council. 3 December 2018."},{"$f":"IF($G46=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E46&N$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] City of Recife. 2013. \"Pacto Pela Vida: Plano Municipal de Segurança Urbana e Prevenção da Violência.\"  [http://www2.recife.pe.gov.br/sites/default/files/pactopelavida.pdf].\n[2] Citizen Council for Public Safety and Penal Justice (Mexico). 2013. \"Por Tercer Año Consecutivo, San Pedro Sula es la Ciudad Más Violenta del Mundo.\"  [https://www.seguridadjusticiaypaz.org.mx/ranking-de-ciudades-2013].\n[3] Citizen Council for Public Safety and Penal Justice (Mexico). 2017. \"Ranking de Ciudades 2017.\"  [https://www.seguridadjusticiaypaz.org.mx/ranking-de-ciudades-2017]."},{"$f":"IF($G46=1,\"\",INDEX(Policy_questions!$O$2:$O$171,MATCH($E46&O$5,Policy_questions!$B$2:$B$171,0)))","v":"[1] Government of Singapore, National Crime Prevention Council. \"Introduction.\" [http://www.ncpc.org.sg/about.html].\n[2] Government of Singapore, National Crime Prevention Council. 2018. \"Annual Report FY 2017-2018.\" [http://www.ncpc.org.sg/annualreport.html]."}]
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{"sheet":"Policy_questions","index":24,"n_rows":171,"n_cols":16,"rows_kept":171,"cut":false,"hidden":true,"merged":[]}
[null,"Unique_ID",null,null,"City","#","Dimension ","#","Focus area","#","Benchmarking question","Scoring guideline","Score","Justification","Reference"]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I2,tblIndicators!$I$2:$I$42,0))&E2","v":"GIUP1_1Lisbon"},null,null,"Lisbon",1,"Governance and Integrated Urban Planning",1.1000000000000001,"Vision and Long-term Strategic Planning",1,"Is there a city-level strategic plan that provides a clear long-term vision for the future?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"The 2010-2024 strategy is a long-term vision for the city of Lisbon [1]. It touches on key issues such as habitational demography, social cohesion, sustainability, economic development, cultural identity and governance. The time period was chosen to mark one century as a republic (2010) and 50 years since the end of the dictatorship. The Master Municipal Plan was created in 2012 and is updated every year [2]. It follows the long-term strategy and is the main tool for territorial planning, establishing a spatial organisation model; a territorial development strategy; land classification rules; and rules and parameters applied to land occupation, use and transformation. According to the Master Municipal Plan, the four main priorities for the municipal government are: reinforce Lisbon's position in national and international networks; regenerate the consolidated city; promote urban qualification; and stimulate public participation and improve the governance model. These priorities are reflected in seven main goals: attract more residents; capture more businesses and jobs; boost urban rehabilitation; improve public spaces; return the riverfront to the population; promote sustainable mobility; and incentivise environmental efficiency. Goals are clearly identified but milestones and procedures for monitoring progress are lacking [3]. Implementation is also lagging, according to experts interviewed [4].","[1] Council of Lisbon. 2009. \"Lisbon Strategic Plan (2010-24).\" [http://www.cm-lisboa.pt/municipio/camara-municipal/carta-estrategica].\n[2] Council of Lisbon. \"Municipal Master Plan\" (updated every year). [http://www.cm-lisboa.pt/fileadmin/VIVER/Urbanismo/urbanismo/planeamento/pdm/vigor2/publicacao_pdm.pdf].\n[3] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.\n[4] Barata, Vasco. Local member of a parish assembly (Ourique) of the city of Lisbon. 5 November 2018.",{"$f":"LEN(N2)","v":1419}]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I3,tblIndicators!$I$2:$I$42,0))&E3","v":"GIUP1_2Lisbon"},null,null,"Lisbon",1,"Governance and Integrated Urban Planning",1.2,"Stakeholder participation",2,"Is there a structure that allows civil society to directly participate in urban planning and management?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"There is a structure that allows civil society to directly participate in urban planning and management. The \"Smart Lisbon\" website, sponsored by the local government, presents different mechanisms that citizens can use to participate in public debate about Lisbon. There is a well-functioning app called \"Na Minha Rua\" (In My Street), and members can vote on the participatory budget for the city. The feedback from participants is generally very positive.","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.\n[2] Barata, Vasco. Local member of a parish assembly (Ourique) of the city of Lisbon. 5 November 2018.\n[3] Council of Lisbon. \"Smart Lisbon.\"  [https://lisboainteligente.cm-lisboa.pt/]",{"$f":"LEN(N3)","v":457}]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I4,tblIndicators!$I$2:$I$42,0))&E4","v":"GIUP1_3Lisbon"},null,null,"Lisbon",1,"Governance and Integrated Urban Planning",1.3,"Data Management",3,"Is there a publicly-accessible platform for georeferenced data at the city level?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"There is an interactive website for georeferenced data. The platform is provided by the Council of Lisbon and hosts sets of geographical data on the city. It aims to boost the re-utilisation of information produced by the council. Data is provided in a way that can be used in the Geographic Information System (GIS). On the platform, one can find the location of schools, health centres and hospitals, sports facilities, public transport facilities and police posts. The website also provides links for other council initiatives (which usually involve partnering with other institutions). One important initiative is Lisbon's Social Atlas, developed under the 2014-17 Action Plan by the Social Rights Department. It aims to reconstruct the social reality of a series of neighbourhoods within the city of Lisbon, providing detailed and georeferenced data on major social and economic indicators (territory, population, families, education, labour market, homelessness, social contributions, immigration, interculturality and housing). Another initiative is a platform that focuses on geomonuments in Lisbon, providing georeferenced data and suggested themed tours.","[1] Council of Lisbon, Geodados.  [http://geodados.cm-lisboa.pt/].\n[2] Council of Lisbon, Institute of Geography and Spatial Planning of the University of Lisbon and the Pontifical Catholic University of São Paulo (Brazil). \"Lisbon Social Atlas.\" [https://cml.maps.arcgis.com/apps/Cascade/index.html?appid=e63936cfadce405b805d7beded9543f0].\n[3] Council of Lisbon. \"Geomonuments Lisbon.\" [https://cml.maps.arcgis.com/apps/MapJournal/index.html?appid=bd813d34cbcf403e8fa7533a3aaa9f19].",1164]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I5,tblIndicators!$I$2:$I$42,0))&E5","v":"GIUP1_4Lisbon"},null,null,"Lisbon",1,"Governance and Integrated Urban Planning",1.4,"Trend Analyses",4,"Is there evidence of data sets and trend analyses being used to inform city-level planning activities?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"PORDATA publishes a data breakdown by council on population, income, unemployment and age, and an index of old-age dependency and young-age dependency, among other indicators. These figures come from Statistics Portugal and are up to date on the website. However, most of the projections are made for the national aggregate. Population projections are developed through studies by Statistics Portugal from time to time, but the latest available study only shows data for the aggregate (Portugal) and for the seven regiões in the country (which includes the Metropolitan Area of Lisbon). There is no further detail by council.","[1] PORDATA. [https://www.pordata.pt/Municipios].\n[2] Statistics Portugal. \"Population Growth Projections (2080).\" [https://www.ine.pt/xportal/xmain?xpid=INE&xpgid=ine_destaques&DESTAQUESdest_boui=277695619&DESTAQUESmodo=2&xlang=pt].",625]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I6,tblIndicators!$I$2:$I$42,0))&E6","v":"GIUP1_5Lisbon"},null,null,"Lisbon",1,"Governance and Integrated Urban Planning",1.5,"Land Use and Zoning",5,"Does the city have up-to-date land use plans and institutional capacity (an agency or committee) to monitor their implementation?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"According to the Basic Law for Land Planning, the Municipal Master Plan defines—within guidelines at the regional and national level, and in line with the council's strategy—the policy for land use and land planning. The plan is meant to be revised at least every ten years. However, the current Municipal Master Plan was published in 2012, and the previous plan was published in 1994. In October 2018, a new restriction on local accommodation areas was proposed. The plan is designed under the legal regime of Territorial Management Instruments and there is institutional capacity to enforce these regulations.","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] Lisbon Council. 2012. \"Master Municipal Plan.\" [http://www.cm-lisboa.pt/viver/urbanismo/planeamento-urbano/plano-diretor-municipal].\n[3] Observador. 2018. \"Lisbon Chamber to Present Containment Measure to Local Housing This Month.\" [https://observador.pt/2018/10/04/camara-de-lisboa-vai-apresentar-medida-de-contencao-ao-alojamento-local-ainda-este-mes/].\n[4] Ministry of the Environment. 2015. Law 80/201. [https://dre.pt/pesquisa/-/search/67212743/details].",611]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I7,tblIndicators!$I$2:$I$42,0))&E7","v":"GIUP1_6Lisbon"},null,null,"Lisbon",1,"Governance and Integrated Urban Planning",1.6,"Urban Growth Patterns",6,"Does the city have plans in place to limit urban sprawl and encourage increasing urban density?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"During the municipal presidency of António Costa (2007-15), now prime minister of Portugal, policies were implemented to reverse the decline in population in Lisbon. Costa led wide investment programmes in green transportation and schools in the centre of the city, among other initiatives [1]. These measures have produced results: since 2014, there has been a slowdown in the decline of urban density (i.e., the average number of people per square metre), which grew for the first time in 2017 (2014: -1.4%; 2015: -1.2%; 2016: -0.4%; 2017: 0.2%) [2].","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] PORDATA, urban density growth. [https://www.pordata.pt/DB/Municipios/Ambiente+de+Consulta/Tabela].",552]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I8,tblIndicators!$I$2:$I$42,0))&E8","v":"GIUP1_7Lisbon"},null,null,"Lisbon",1,"Governance and Integrated Urban Planning",1.7,"Informal Settlements",7,"Does the city have policies in place to prevent and rehabilitate informal settlements?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Lisbon has relatively few slums, following an active investment policy in the 1990s. According to a 2013 report by Statistics Portugal, there was an 87% reduction in non-classic housing (which relates to informal settlements) between 2001 and 2011 in Greater Lisbon. Reducing slums is no longer among the government's top priorities (both at the national and at the local level), but progress in this area continues modestly. This investment policy was designed at the national level. In particular, the national government created the Special Rehabilitation Programme (Programa Especial de Realojamento, PER) in 1993, which gave municipalities (especially the Lisbon municipality) financial resources to eradicate informal settlements. The council used the money to construct and acquire buildings/houses that could be sublet at affordable prices. Other measures included the bonification of mortgage interest payments and rent subsidies.","[1] Statistics Portugal. 2013. \"The Housing Park and Its Rehabilitation, Analysis and Evolution\" (\"O Parque Habitacional e a sua Reabilitação, Análise e Evolução\"). \n[2] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[3] Government of Portugal. \"Special Rehabilitation Programme (PER).\" [https://www.portaldahabitacao.pt/pt/portal/programas_de_financiamento/per.html].",939]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I9,tblIndicators!$I$2:$I$42,0))&E9","v":"GIUP1_8Lisbon"},null,null,"Lisbon",1,"Governance and Integrated Urban Planning",1.8,"Transport and Mobility Integrated with Land Use",8,"Is there an up-to date transport master plan that enables authorities to measure and monitor the development of the transportation system?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Chapter 5 in the Municipal Master Plan focuses on transportation and outlines the features and rules of the collective transport network (specifying the functions of the different connection lines, the speeds, the levels of reliability, the schedules and other features), as well as the different roads in Lisbon and the connections they provide. Public transportation efforts are reflected in the Grand Options Plan (2018-21), an instrument that accompanies the council's budget and outlines a set of proposed reforms. While the Grand Options Plan provides specific goals for transport policy, the council manages all the overground means of transport, parking lots, the municipal police force, mobility planning and bike lanes, and is in a good position to implement new policies. The council aims to increase the speed of CARRIS transport networks (buses, trams and funiculars); expand the transport network; acquire a minimum of 250 low-emission buses, with the goal of having a stock of zero-emission buses by 2040; recruit 200 new drivers; reduce the transport fees for some population groups; secure the expansion of the underground network; expand bike lanes; increase parking spots for bikes; and conclude the first phase of building a shared city bike system. The plan has 29 measures.","[1] Council of Lisbon. \"Municipal Master Plan\" (updated every year). [http://www.cm-lisboa.pt/fileadmin/VIVER/Urbanismo/urbanismo/planeamento/pdm/vigor2/publicacao_pdm.pdf].\n[2] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf].\n[3] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[4] Barata, Vasco. Local member of a parish assembly (Ourique) of the city of Lisbon. 5 November 2018.",1295]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I10,tblIndicators!$I$2:$I$42,0))&E10","v":"GIUP1_9Lisbon"},null,null,"Lisbon",1,"Governance and Integrated Urban Planning",1.9,"Cultural Heritage",9,"Are there policies and plans in place to protect and conserve cultural and historical heritage?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The long-term vision (2010-24) outlines how to reinforce Lisbon's position in a globalised world, by focusing on (1) Lisbon's unique selling points, (2) heritage, (3) cultural offerings and (4) communication. Within those guidelines, the council has been actively protecting cultural and historical heritage, with a particular focus on urban rehabilitation. There is a long-term Urban Rehabilitation Programme (2011-24), which is one of the government's priorities. A legal framework identifying urban rehabilitation areas was created in 2009 and then modified in 2012. In 2015, the council proposed a modification to the boundaries. In 2017, it launched a programme entitled \"First Rehabilitate, Pay After\" to promote the rehabilitation of municipal heritage sites that are unoccupied or degraded. Under this programme, buyers can acquire municipal buildings, rehabilitate them and defer payment until after the construction work is finished. The price will take into consideration all the costs related to the rehabilitation. The council also offers a series of fiscal incentives and deductions for urban rehabilitation projects, in order to conserve municipal heritage. To promote cultural heritage, the council designed a Strategy for Culture in 2017. The Grand Options Plan (2018-21) also covers measures such as rehabilitating some museums, adding new cultural content to the Lisbon Museum (Roman Lisbon), rehabilitating and opening new theatres, creating the Discovery Museum and the Jewish Museum, promoting other cultural centres, promoting culture at the international level by welcoming international events and promoting the exchange of artists and projects with other cities, and making public the city of Lisbon's history of slavery. The efforts to promote cultural and historical heritage are the result of a series of initiatives by the council, but also include participation and investment from the private sector. Lisbon has grown into a major tourist destination, leading the council to invest more in this area.","[1] Council of Lisbon. \"Lisbon Strategic Plan (2010-24).\" [http://www.cm-lisboa.pt/municipio/camara-municipal/carta-estrategica].\n[2] Council of Lisbon. \"Fiscal Incentives Towards Urban Rehabilitation.\" [http://www.cm-lisboa.pt/viver/urbanismo/reabilitacao-urbana/incentivos-fiscais-e-operacionalizacao/incentivos-fiscais].\n[3] Council of Lisbon. \"Urban Rehabilitation Strategy (2011-24).\" [http://www.cm-lisboa.pt/fileadmin/VIVER/Urbanismo/urbanismo/Reabilitacao/estrat.pdf].\n[4] Council of Lisbon. 2017. \"Lisbon's Cultural Strategy (2017).\" [http://www.cm-lisboa.pt/fileadmin/VIVER/Cultura_Lazer/ESTRA_CULTURA_LISBOA_2017_01.pdf].\n[5] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf].\n[6] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.",2032]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I11,tblIndicators!$I$2:$I$42,0))&E11","v":"FIFU2_1Lisbon"},null,null,"Lisbon",2,"Fiscal Sustainability",2.1,"Accountability and Transparency",10,"Is there an accountability framework in the city?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Lisbon meets the minimum legal requirements regarding data sharing and transparency. The council allows citizens to participate in the council's public meetings. There is also an online chat option, which guides citizens in their queries. The minutes from municipal assemblies and the municipal budget are public, although some of the information is not easily accessed. According to Transparency Portugal, which constructs an index for municipal transparency, Lisbon ranked 144 out of 308 municipalities in Portugal. Lisbon's stronger dimensions on this index are transparency in the relationship between the council and society (i.e., the frequency and quality of communication with residents through the website, publication of laws, answering online requests, etc.), followed by economic and financial transparency (through publication of the council's budgets, balance sheets and debts) and transparency in public procurement procedures. The city received average scores for transparency in urban plans (i.e., land-use plans, urban and heritage management), reports and other specific plans, and taxation. Lisbon scores particularly poorly on transparency of information about the council's organisation, social composition and functioning (i.e., information on elected officials, such as their interests and expenses, information on general staff and information on the council's code of ethics).","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] Transparency Portugal. \"Council Transparency Index, 2017.\" [https://transparencia.pt/itm/].\n[3] Council of Lisbon. \"Council Meetings.\" [http://www.cm-lisboa.pt/municipio/camara-municipal/reunioes-da-camara].\n[4] Council of Lisbon. \"Online Chat.\" [http://www.cm-lisboa.pt/servicos/servicos-online/atendimento].",1402]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I12,tblIndicators!$I$2:$I$42,0))&E12","v":"FIFU2_2Lisbon"},null,null,"Lisbon",2,"Fiscal Sustainability",2.2000000000000002,"Creditworthiness",11,"Does this city have a credit rating?","0 = No\n 1 = Somewhat\n 2 = Yes",0,"The city of Lisbon had a rating issued by Moody's, but this stopped being published in 2012. Councils do not go to the market to issue debt. The city's budget comes from own source revenues and transfers from the central government.","[1] Moody's. 2012. \"Rating Action, 22 May 2012.\" [https://www.moodys.com/research/Moodys-withdraws-City-of-Lisbons-Ba3-rating--PR_235355].",232]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I13,tblIndicators!$I$2:$I$42,0))&E13","v":"FIFU2_3Lisbon"},null,null,"Lisbon",2,"Fiscal Sustainability",2.2999999999999998,"Revenue and Financial Autonomy",12,"Is the city financially autonomous (as opposed to dependent on other levels of government) for its overall financing?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Lisbon is one of the most financially independent cities in Portugal in terms of revenue collection capacity. PORDATA shows that transfers (current + capital) as a share of total revenues has declined since 2014. (There was a break in the data series in 2013, so previous data points are not comparable.) This share was 7.9% in 2014, 6.6% in 2015, 7.3% in 2016 and 5.5% in 2017. Revenue collection capacity has been boosted by tourism, but mainly by collecting council tax on housing transactions, which increased on the back of rising housing prices in Lisbon.","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.\n[2] Barata, Vasco. Local member of a parish assembly (Ourique) of the city of Lisbon. 5 November 2018.\n[3] PORDATA, council finances. [https://www.pordata.pt/DB/Municipios/Ambiente+de+Consulta/Tabela].",561]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I14,tblIndicators!$I$2:$I$42,0))&E14","v":"FIFU2_4Lisbon"},null,null,"Lisbon",2,"Fiscal Sustainability",2.4,"Expenditure Management",13,"Does the city have operating and capital investment plans that guide the preparation and execution of annual operating and capital budgets?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Within the Grand Options Plan (2018-21), there is a four-year investment plan, broken down by economic groups and by policy areas. The latest plan points to capital investment of €1.3bn over the next four years. The biggest economic categories are diverse construction (38.6% of the total four-year investment), dwellings (23.3%), land (20.4%) and housing (9.5%). Investment will be channelled towards the council's following policy goals: city planning and rehabilitation (20.9%); building a sustainable, environmentally friendly city (19.8%); improving and extending public spaces (15.5%); providing housing for all (9.8%); transparency and accountability (6.3%); and efficiency and effectiveness (6.4%), among others.","[1] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf].",720]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I15,tblIndicators!$I$2:$I$42,0))&E15","v":"FIFU2_5Lisbon"},null,null,"Lisbon",2,"Fiscal Sustainability",2.5,"Management of Debt and Other Obligations",14,"Is the city's debt level deemed sustainable by ratings agencies and/or independent watchdogs?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The city's debt level declined both in 2016 and in 2017, falling below the €500m threshold for the first time on record last year. Revenue growth has been strong, with the level of current revenues alone surpassing the level of debt in 2017, for the first time in 15 years. This has been driven by higher taxes derived from rising house prices and tourism. In addition, previous governments had taken steps to reduce Lisbon's indebtedness. The independent fiscal council (Conselho das Finanças Públicas) does not publish a sustainability analysis. However, in one of its reports, it showed how the different municipalities are positioned in relation to the maximum legal threshold. Lisbon is one of the cities that falls below this threshold (and has done since at least 2014). The limit is established at 1.5 times the average of the net current revenue collected in the three previous years. This has improved a lot since the crisis. Moody's stopped issuing credit ratings for the municipality of Lisbon in 2012, but its last rating was Ba3 (some exposure of risk) with a negative outlook.","[1] The Portuguese Public Finance Council. 2018. \"Local Governments' Budget Execution.\" [http://www.cfp.pt/wp-content/uploads/2018/09/CFP-REL-10-2018.pdf].\n[2] Diário de Notícias. 2018. \"Lisbon Chamber Reduces Debt, Increases Revenues and Makes the Biggest Investment of the Century.\" [https://www.dn.pt/portugal/interior/camara-de-lisboa-reduz-divida-aumenta-receitas-e-faz-o-maior-investimento-do-seculo-9263877.html].\n[3] Council Portal. \"Debt Limits.\" [http://www.portalautarquico.dgal.gov.pt/pt-PT/financas-locais/endividamento/municipios/limites/].\n[4] Moody's. 2012. \"Rating Action, 22 May 2012.\" [https://www.moodys.com/research/Moodys-withdraws-City-of-Lisbons-Ba3-rating--PR_235355].",1091]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I16,tblIndicators!$I$2:$I$42,0))&E16","v":"UREC3_1Lisbon"},null,null,"Lisbon",1,"Urban Economies",1.1000000000000001,"Economic Performance",15,"Is there an economic plan or strategy to promote economic growth in different sectors of the city's economy?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"One of the five chapters in the Grand Options Plan (2018-21) is called \"Boosting the Economy\". Lisbon has been growing as an attractive business destination and has managed to get global companies to set up part of their operations there (for example, Mercedes Benz digital centre). The government aims to make Lisbon an increasingly attractive business city, a big start-up incubator and a sustainable tourist destination. A lot has been done in terms of reducing red tape, making information accessible to companies, investing in and promoting skilled labour, making Lisbon an increasingly \"smart city\" and managing tourist flows. Measures in the plan include rapidly increasing the area dedicated to offices; creating a team that secures licences and handles red tape related to opening offices; deepening the relationship with Invest Lisboa; developing Beato's Creative Hub as the biggest in Europe for entrepreneurs, creative industries and multinationals; ensuring that the Web Summit continues to take place in Lisbon (a deal to extend this for another ten years was announced in November); creating a platform that gathers all the data on capital financing; increasing the number of protocols with other cities to facilitate the expansion of start-ups (protocols with Amsterdam and Tel Aviv have already been established); investing in educational programmes focused on young people (such as Young Creator or Maker Faire); promoting and attracting international students and researchers; and creating a €5m fund for research programmes, in co-operation with universities. The plan also aims to boost local and traditional businesses. One example of these efforts is the Neighbourhood Store programme, through which the council provides non-habitational buildings for traditional and local commerce. It is also improving the infrastructure of municipal markets and promoting their business. For example, it wants to create partnerships with schools so that canteens are supplied with market products. Regarding tourism, it wants to spread tourist flows away from the city centre and limit the area where tourist transportation can operate, among other measures.","[1] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf].",2168]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I17,tblIndicators!$I$2:$I$42,0))&E17","v":"UREC3_2Lisbon"},null,null,"Lisbon",1,"Urban Economies",1.3,"Business Climate, Innovation, and Entrepreneurship",16,"Is the regulatory environment of the city conducive to starting and operating local firms relative to the rest of the country (i.e. ease of doing business)?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Lisbon is the largest business city in Portugal, but a recent report by the World Bank (July 2018) found that it lags behind other cities in terms of the business environment. This is mostly because of the amount of time it takes to enforce contracts, register property and, to a lesser extent, deal with construction permits. Lisbon performs better on getting electricity. Regulations for business (starting a business, tax systems, etc.) do not vary across municipalities as responsibility for this lies with the central government. In practice, Lisbon does have more incubators for start-ups and small businesses, which could be seen as a positive factor in terms of ease of doing business. However, it could speed up the issuing of licences for offices and provide more space and infrastructure for businesses. Nonetheless, Lisbon does not stand out from other cities. Portugal in general does not have a leading position in the World Bank's Ease of Doing Business Ranking; it is currently ranked 34th among 190 economies, according to the 2018 report. This represents a fall in the rankings, from 29 in 2017. Ease of doing business in Portugal averaged 31.91 between 2008 and 2018, reaching an all-time high of 48 in 2009 and a record low of 23 in 2014.","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.\n[2] World Bank. 2018. \"Doing Business in the European Union 2018: Croatia, the Czech Republic, Portugal and Slovakia.\" [https://www.worldbank.org/en/news/press-release/2018/07/03/ease-of-doing-business-varies-in-cities-across-croatia-czech-republic-portugal-and-slovakia-world-bank-report-finds].\n[3] World Bank. 2018. \"Ease of Doing Business Report.\" [http://www.doingbusiness.org/content/dam/doingBusiness/media/Annual-Reports/English/DB2018-Full-Report.pdf].",1258]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I18,tblIndicators!$I$2:$I$42,0))&E18","v":"UREC3_3Lisbon"},null,null,"Lisbon",1,"Urban Economies",1.4,"Labor Force",17,"Are there city-led policy programmes in place to match the labor force level of skill to the current and emerging employment opportunities?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Active labour market policies are the responsibility of the central government, with local governments tending to focus more on schooling and education policies. However, in the Grand Options Plan (2018-21) there are a few measures directed at workers and promoting employment. One goal is to set up Lisbon's Learning Integrated Centre, which will provide an educational and training space for children, young people and adults. It should also include the council's \"Qualify Centre\" and other training options. The Qualify programme was created by the central government at the national level and was launched in March 2017 (targeting 600,000 workers in the period to 2020). It aims to provide training and further education to adults across the country. The council has a supporting role in implementing this programme, monitoring its metrics, and managing and promoting \"qualify centres\" within the city. It also offers training courses in a range of different areas, mostly focused on council workers.","[1] Council of Lisbon. 2018. \"Grand Options Plan\" (2018-21). [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf].\n[2] Central Government of Portugal. \"Qualify Programme.\" [https://www.qualifica.gov.pt/#/].\n[3] Council of Lisbon. \"Training Initiatives.\" [http://www.cm-lisboa.pt/viver/educacao/fora-da-escola].\n[4] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.",1004]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I19,tblIndicators!$I$2:$I$42,0))&E19","v":"UREC3_4Lisbon"},null,null,"Lisbon",1,"Urban Economies",1.5,"Livelihood Opportunities",18,"Are there labor policies in place to deter discrimination and promote fair employment conditions?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"This is mostly a central government responsibility. However, there are a few initiatives at the local level. One of the five sections of the Grand Options Plan (2018-21) is dedicated to securing human and social rights and preventing social exclusions, although there is not a great deal on active labour market policies. The council also launched a Social Development Plan (2017-20) in 2017 in order to tackle social problems and ensure vulnerable population groups get the support they need. The plan sets out, as a clear goal, the promotion of employment and labour market participation for people with disabilities, people struggling with addiction and people who are homeless.","[1] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf]. \n[2] Council of Lisbon. 2017. \"Social Development Plan (2017-20).\" [http://www.cm-lisboa.pt/fileadmin/Noticias/Plano_de_Desenvolvimento_Social_2027-2020.pdf].\n[3] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.",681]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I20,tblIndicators!$I$2:$I$42,0))&E20","v":"UREC3_5Lisbon"},null,null,"Lisbon",1,"Urban Economies",1.6,"Income Equality and Shared Prosperity",19,"Is there a government effort to ensure that the provision of public services reaches all urban areas?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Access to public services and the quality of those services are broadly the same across the city. All kinds of public services are available, including health, education and transportation services (the latter of which is now fully managed by the council). However, the local government does not have an active policy in this area. It also does not provide more public services to economically and socially deprived areas.","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.",422]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I21,tblIndicators!$I$2:$I$42,0))&E21","v":"NERE4_1Lisbon"},null,null,"Lisbon",2,"Natural Environment and Resources",2.1,"Ecosystems and Biodiversity",20,"Is there a policy or regulatory framework in place to protect ecosystems and biodiversity?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Grand Options Plan (2018-21) states that one of the goals is to implement the Strategy for Biodiversity until 2020, and to revise the goals for 2030. It also foresees the creation of a plan to maintain and protect the Monsanto Parque (the biggest green space in Lisbon)—for example, by limiting car traffic. The Strategy for Biodiversity is a 224-page study and characterisation of Lisbon's biodiversity (ecological territory, flora, fauna), which includes indicators that can be used to track the quality and evolution of biodiversity. The general aim of the plan is to increase biodiversity by 20%. To achieve this, the council aims to increase the number of green public spaces in the city; increase the number of retention/ infiltration basins; increase the total length of naturalised water lines; and establish routes, panels and general information about biodiversity hotspots in Lisbon. There is no written evidence that these measures are being implemented, but feedback is positive [1]. Lisbon also won the 2020 Green European Capital competition.","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf]. \n[3] Council of Lisbon. 2015. \"Biodiversity in the City of Lisbon - Strategy for 2020.\" [http://www.cm-lisboa.pt/fileadmin/VIVER/Ambiente/Biodiversidade/Estudos/Biodiversidade.pdf].",1061]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I22,tblIndicators!$I$2:$I$42,0))&E22","v":"NERE4_2Lisbon"},null,null,"Lisbon",2,"Natural Environment and Resources",2.2000000000000002,"Air Quality",21,"Is there a policy program or plan to reduce the source emissions and to reduce the risks they represent for public health?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"There has been significant investment in green transport, and restrictions on car use within the city have also been introduced. Between 2002 and 2014, CO2 emissions declined by 50%. The Municipal Master Plan also aims to reduce emissions and promote more efficient energy use. To achieve this, the Grand Options Plan (2018-21) sets out several goals, including creating car-free areas, monitoring air quality, creating reduced-emission areas, and building a bus stock with zero emissions by 2040 (250 low-emission buses were bought to achieve a low-emission bus stock by 2030).","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf]. \n[3] Council of Lisbon. \"Municipal Master Plan\" (updated every year). [http://www.cm-lisboa.pt/fileadmin/VIVER/Urbanismo/urbanismo/planeamento/pdm/vigor2/publicacao_pdm.pdf].",578]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I23,tblIndicators!$I$2:$I$42,0))&E23","v":"NERE4_3Lisbon"},null,null,"Lisbon",2,"Natural Environment and Resources",2.2999999999999998,"Water Resources Management",22,"Is there a policy program or plan to improve water consumption patterns?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"One of the objectives of the Municipal Master Plan is to reduce demand for drinkable water and promote the reuse of grey water or rainfall for non-drinkable purposes. This is reflected in the Grand Options Plan (2018-22), which aims to increase the use of recycled water for watering and cleaning the streets by 25%; and to implement the Water for All programme by putting drinking fountains in all the gardens, parks and squares.","[1] Council of Lisbon. \"Municipal Master Plan\" (updated every year). [http://www.cm-lisboa.pt/fileadmin/VIVER/Urbanismo/urbanismo/planeamento/pdm/vigor2/publicacao_pdm.pdf].\n[2] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf].",430]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I24,tblIndicators!$I$2:$I$42,0))&E24","v":"NERE4_4Lisbon"},null,null,"Lisbon",2,"Natural Environment and Resources",2.4,"Solid Waste Management",23,"Are there standardized and sustainable municipal waste management practices?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Lisbon's 2004 administrative reform transferred some powers and financial resources from Lisbon's council to the 24 parishes. One of the transferred responsibilities was public cleaning. However, the council is still responsible for collecting and transporting non-recyclable and recyclable waste. There is a plan (2015-20) that outlines the goals and steps that need to be taken regarding urban waste management at the municipal level, in order to achieve the goals set for 2020 at the national level. Waste treatment is handled by VALORSUL—a public company responsible for waste treatment across all municipalities of Greater Lisbon. The Grand Options Plan also outlines several measures in this area, including reducing the use of plastic, implementing organic composting of organic and green waste in 4,000 houses, creating an app (EcoLisboa) with information about ecopoints and expanding the network of waste reception centres.","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] Council of Lisbon. 2015. \"Action Plan for Lisbon (for urban solid waste) - 2020.\" [http://www.cm-lisboa.pt/fileadmin/VIVER/Limpeza_Urbana/Plano_Acao_Municipio_Lx_30_Abril_2015.pdf].\n[3] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf].",933]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I25,tblIndicators!$I$2:$I$42,0))&E25","v":"NERE4_5Lisbon"},null,null,"Lisbon",2,"Natural Environment and Resources",2.5,"Consumption and Production Patterns",24,"5. Are there city-led campaigns to raise awareness about sustainable consumption and lifestyles?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"There are initiatives to raise awareness about sustainable consumption, and the council has outlined some measures to increase recycling. However, experts do not consider these to be reflected in public awareness campaigns. Some of the most successful measures to date include the creation of municipal market gardens across the city in 2011, and removing 100% of plastic from the 92 school canteens in 2018.","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] Barata, Vasco. Local member of a parish assembly (Ourique) of the city of Lisbon. 5 November 2018.\n[3] NiT. 2018. \"There Is No Plastic in the Canteens of 92 Schools in the Camara de Lisboa.\" [https://nit.pt/out-of-town/back-in-town/ja-nao-plastico-na-alimentacao-das-92-escolas-de-lisboa].\n[4] Council of Lisbon. 2011. \"Municipal Market Gardens Initiative.\" [http://www.cm-lisboa.pt/viver/ambiente/parques-horticolas-municipais].",408]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I26,tblIndicators!$I$2:$I$42,0))&E26","v":"CLAR5_1Lisbon"},null,null,"Lisbon",3,"Climate Action and Resilience",3.1,"Greenhouse gas inventory",25,"Does the city use a Green House Gasses (GHG) inventory to identify sources of emissions and prioritize policies to reduce emissions?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Lisbon council signed the Convenant of Mayors for Climate and Energy (CMCE) in 2016. This initiative was created at the European level in 2016, and Lisbon was the first capital council to sign it. It aims to reduce emissions by 20% by 2020, and by 40% by 2030. There are monitoring procedures for tracking indicators and progress towards meeting the targets. However, it is unclear how often monitoring occurs. According to the CMCE, the sector that releases the most emissions is transportation, followed by the services and residential sectors. There are measures to reduce emissions (especially in the transport sector). ","[1] European Commission. 2016. \"Convenant of Mayors for Climate and Energy.\" [https://www.eumayors.eu/about/covenant-community/signatories/progress.html?scity_id=1872].\n[2] Portuguese Environment Agency. \"National Inventory of GHG emissions.\" [https://www.apambiente.pt/index.php?ref=17&subref=150].",624]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I27,tblIndicators!$I$2:$I$42,0))&E27","v":"CLAR5_2Lisbon"},null,null,"Lisbon",3,"Climate Action and Resilience",3.2,"Energy efficiency",26,"Is the city implementing strategies to improve energy efficiency?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"The Grand Options Plan (2018-21) shows that the council intends to work on improving energy efficiency. For example, there are plans to improve energy efficiency in at least 40% of the houses in municipal neighbourhoods, replace public lighting with more efficient technology and improve the thermal insulation in buildings. According to experts, thermal insulation is a problem in most buildings in Lisbon but has been neglected in the past [1]. The plan is yet to be implemented.","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.\n[2] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf].",481]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I28,tblIndicators!$I$2:$I$42,0))&E28","v":"CLAR5_3Lisbon"},null,null,"Lisbon",3,"Climate Action and Resilience",3.3,"Clean energy",27,"Has the city set targets, policies, incentives, and milestones to increase the share of renewable energies?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"This is a central government responsibility. While there are some initiatives for increasing the use of renewables, these mostly exist at the national level. Data on targets for renewable energy could not be found.","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] Barata, Vasco. Local member of a parish assembly (Ourique) of the city of Lisbon. 5 November 2018.",214]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I29,tblIndicators!$I$2:$I$42,0))&E29","v":"CLAR5_4Lisbon"},null,null,"Lisbon",3,"Climate Action and Resilience",3.4,"Climate change adaptation",28,"Has the city developed a climate change adaptation plan or project?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"In 2017, a Municipal Strategy for Adaptation to Lisbon's Climate Change was published. Actions for climate change adaptation focus on strong winds, heavy precipitation and extreme heat. However, proposals have not been implemented yet and there is a need for greater integration with municipal actions. The city council has made significant improvements regarding water resource management, especially waterproofing public infrastructure. This has reduced the frequency and severity of floods in Lisbon. There is also a new plan, currently being implemented, to deal with heavy rainfall in the future (Master Drainage Plan, 2016-30).","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.\n[2] Council of Lisbon. 2017. \"Municipal Strategy for Adaptation to Lisbon's Climate Change.\" [http://www.cm-lisboa.pt/fileadmin/VIVER/Ambiente/Alteracoes_Climatericas/EMAAC_2017.pdf].",633]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I30,tblIndicators!$I$2:$I$42,0))&E30","v":"CLAR5_5Lisbon"},null,null,"Lisbon",3,"Climate Action and Resilience",3.5,"Disaster risk reduction",29,"Has the city undertaken comprehensive disaster risk management (DRM) strategies integrated with city planning?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The council follows the guide for local public agents, produced by the United Nations (UN), which details how to build more resilient cities. This document was part of a global campaign to reduce the disaster risk in 2010-15. In 2015—260 years after an earthquake hit Lisbon and destroyed a large part of the city—the council also introduced a programme that focused on resilience and raised awareness about the risks associated with earthquakes. In the Grand Options Plan (2018-21), there are also some measures for improving urban resilience in order to reduce disaster risk. This includes working with the Property and Urban Rehabilitation Institute to create funding programmes to boost buildings' earthquake resilience, and analysing and implementing measures that reduce the impact of earthquakes in cities through public awareness campaigns.","[1] United Nations. 2012. \"How to Construct More Resilient Cities - Guidelines for Local Public Agents.\" [http://www.cm-lisboa.pt/fileadmin/COMMON_AREAS/cidade_resiliente/Documentos/Construir_cidades_resilientes.pdf].\n[2] Council of Lisbon. 2015. \"260 Years After the Earthquake.\" [http://www.cm-lisboa.pt/fileadmin/COMMON_AREAS/cidade_resiliente/cores/brochura_260anos_terramoto.pdf].\n[3] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf].",848]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I31,tblIndicators!$I$2:$I$42,0))&E31","v":"INQL6_1Lisbon"},null,null,"Lisbon",4,"Inclusivity and Quality of Life",4.0999999999999996,"Housing",30,"Does the city have an affordable housing policy that is integrated with city planning and other national goals?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Lisbon has three main affordable housing initiatives in place, although some experts believe that they fall short of the city's needs [1] [2]. The main measures supply municipal social housing and housing subsidies (from the council). The Accessible Rent Programme was created in 2016 to create between 5,000 and 7,000 houses with rents below market prices, open to households with an annual income between €7,500 and €40,000. Reform is also being prepared at the national level to give more power and resources to councils so that they can implement more active policy in this area. In the meantime, the Grand Options Plan (2018-21) includes the following measures: lobbying the central government and parliament to reduce the income tax to 10% for rental contracts for more than 10 years, in order to create a proper rental market; and adding a new pillar to the Accessible Rent Programme, to be fully financed by the council.","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.\n[2] Council of Lisbon. \"Municipal Housing.\" [http://www.cm-lisboa.pt/viver/habitar/arrendamento-habitacional/arrendamento-social-rrahm/rahm-geral].\n[3] Council of Lisbon. \"Municipal Housing Subsidy.\" [http://www.cm-lisboa.pt/viver/habitar/arrendamento-habitacional/subsidio-municipal-ao-arrendamento].\n[4] Council of Lisbon. 2018. \"Grand Options Plan (2018-21)\". [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf]. \n[5] Council of Lisbon. 2016. \"Accessible Rent Programme\". [http://www.cm-lisboa.pt/no_cache/noticias/detalhe/article/programa-renda-acessivel].",928]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I32,tblIndicators!$I$2:$I$42,0))&E32","v":"INQL6_2Lisbon"},null,null,"Lisbon",4,"Inclusivity and Quality of Life",4.3,"Poverty Reduction, Hunger Reduction, and Food Security",31,"Are there specific policies or programmes to ensure urban food security?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Food security initiatives are mostly implemented at the national level. Malnutrition is not a significant problem, although the Food and Agriculture Organisation's (FAO) representative in Portugal stated that the situation may have worsened following the crisis. In mid-2018, the government announced the creation of the National Council for Food Security, following a recommendation by the FAO in early 2017. The council has not commenced operations.","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.\n[2] Diário de Notícias. 2018. \"Decision to Create National Council.\" [https://www.dn.pt/lusa/interior/conselho-de-ministros-aprova-criacao-do-conselho-nacional-de-seguranca-alimentar-9583047.html].\n[3] Público. 2017. \"Recommendation for the Creation of a National Council.\" [https://www.publico.pt/2017/01/15/sociedade/noticia/fao-diz-que-portugal-deve-criar-conselho-nacional-de-seguranca-alimentar-1758353].",451]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I33,tblIndicators!$I$2:$I$42,0))&E33","v":"INQL6_3Lisbon"},null,null,"Lisbon",4,"Inclusivity and Quality of Life",4.4000000000000004,"Drinking Water and Sanitation",32,"Is there sufficient and affordable potable water supply and sanitation system provided to households across the city?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"According to experts, there are no significant sanitation problems in the city of Lisbon.","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] Barata, Vasco. Local member of a parish assembly (Ourique) of the city of Lisbon. 5 November 2018.",89]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I34,tblIndicators!$I$2:$I$42,0))&E34","v":"INQL6_4Lisbon"},null,null,"Lisbon",4,"Inclusivity and Quality of Life",4.5999999999999996,"Health and Well-Being",33,"Are there city-level health promotion intitiatives?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"While this is not a council responsibility, there are city-level health initiatives. For example, the Council of Lisbon has been contributing towards expanding and strengthening the network of primary health centres by providing municipal buildings and space. The council is also investing in efforts to incentivise people to play more sport. The Grand Options Plan (2018-21) outlines several measures for promoting programmes aimed at popularising sport, much of which is done in co-operation with schools. Lisbon won the competition to become the European Capital of Sports in 2021.","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018.\n[2] Council of Lisbon. \"Initiatives in the Health Field.\" [http://www.cm-lisboa.pt/viver/intervencao-social/saude/intervencao-na-saude].\n[3] Council of Lisbon. 2018. \"Grand Options Plan (2018-21).\" [http://www.cm-lisboa.pt/fileadmin/MUNICIPIO/Camara_Municipal/Financas/OI_GOPS_2018_2021.pdf].\n[4] ACES Europe. 2017. \"Lisbon, European Capital of Sport 2021.\" [http://aceseurope.eu/lisbon-european-capital-sport-2021/].",584]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I35,tblIndicators!$I$2:$I$42,0))&E35","v":"INQL6_5Lisbon"},null,null,"Lisbon",4,"Inclusivity and Quality of Life",4.7,"Safety",34,"Are there policies to prevent and decrease crime prevalence?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Crime prevention is not really identified as a priority area for Lisbon local government. Defence and security are mainly the responsibility of the central government. The council police are mainly responsible for enforcing city regulations (parking, traffic, public ordinances) and do not have powers to act on crime prevention. However, there is close communication between municipal police and security police.","[1] Peralta, Susana. Associate Professor of Economics, Nova School of Business and Economics. 7 November 2018. \n[2] Barata, Vasco. Local member of a parish assembly (Ourique) of the city of Lisbon. 5 November 2018.",413]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I36,tblIndicators!$I$2:$I$42,0))&E36","v":"GIUP1_1Izmir"},null,null,"Izmir",1,"Governance and Integrated Urban Planning",1.1000000000000001,"Vision and Long-term Strategic Planning",1,"Is there a city-level strategic plan that provides a clear long-term vision for the future?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Izmir Metropolitan Municipality (IMM), the main local authority, has a city-level strategic plan that provides a long-term vision for the future. Three strategic plans have been developed to date, covering the periods 2006-17, 2010-17 and 2015-19. The current strategic plan includes an evaluation of the 2010-17 period and examines a wide range of issues, including geography, population, employment, health, education, economy, culture and art, and infrastructure. It identifies nine main strategic objectives, each with targets and performance benchmarks. These nine objectives are: transparent governance; sustainable environmental management; urban conservation and planning; infrastructure improvement; safe and environmentally friendly transportation; social solidarity and health; 24/7 culture, art and sport; the popularisation of tourism; and disaster management and security [1]. IMM's performance in implementing the strategic plan is monitored and evaluated through performance programmes and activity reports, which are published annually [2].","[1] Izmir Metropolitan Municipality. 2015. \"Strategic Plan 2015-2019.\" [https://www.izmir.bel.tr/CKYuklenen/EskiSite/file/MALI_HIZMETLER/StrategicPlan2015-2019.pdf].\n[2] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.",1057]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I37,tblIndicators!$I$2:$I$42,0))&E37","v":"GIUP1_2Izmir"},null,null,"Izmir",1,"Governance and Integrated Urban Planning",1.2,"Stakeholder participation",2,"Is there a structure that allows civil society to directly participate in urban planning and management?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"In Izmir, there are efforts to involve civil society in urban planning. Izmir Metropolitan Municipality (IMM), the main local authority, takes a participatory approach and has developed relationships with non-governmental organisations (NGOs) to assist in policymaking. There are multiple platforms channelling advice from civil society to local government bodies [1] [2]. \n \nThe Izmir Regional Plan—prepared periodically by the Izmir Development Agency (IDD), a local body responsible for Izmir's development, working in co-ordination with the Ministry of Industry—identifies civil society participation in the decision-making process as a key objective, and the creation of a participatory and transparent governance system in the period 2014-23 as a major target. It mentions the Board of Directors of IDD as an example of co-operation between civil society and local authorities, as it involves three civil society representatives and five representatives of local authorities. The Board of Development—which is composed of public, civil society, university and private-sector representatives—functions as the advisory board for IDD, issuing recommendations on local issues. City councils, composed of four different groups of citizens (women, youth, people with disabilities and children), work on multiple social issues and are established under the co-ordination of IMM. Another body subordinated to IMM, the Izmir Economic Development Co-ordination Council, is composed of representatives from public bodies, chambers, the private sector and civil society and aims to enhance co-ordination and launch common projects for the economic development of Izmir. [3] During its monthly meetings, projects in the implementation and development phases are presented to the council by IMM, and changes are made by IMM in line with the suggestions of the council. The council can also propose new projects to IMM. During the development of both the strategic plan and the transportation master plan, IMM led consultations to determine the needs and requests of the residents of Izmir [4].\n \nThere is some evidence, however, that these platforms do not constitute a coherent, co-ordinated and effective advisory system, and that civil society advice is often overlooked by local authorities [1].","[1] Eraydın, Ayda, Bilge Armatlı Köroglu, Hilal Erkus Öztürk and Suna Senem Yasar. 2008. \"Network Governance for Competitiveness: The Role of Policy Networks in the Economic Performance of Settlements in the Izmir Region.\" Urban Studies 45(11): 2291-2321.\n[2] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.\n[3] Izmir Development Agency. 2014. \"Izmir Regional Plan 2014-2023\" (\"İzmir Bölge Planı 2014-2023\"). [http://www.izka.org.tr/upload/Node/30953/xfiles/bolgeplani.pdf].\n[4] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.",2291]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I38,tblIndicators!$I$2:$I$42,0))&E38","v":"GIUP1_3Izmir"},null,null,"Izmir",1,"Governance and Integrated Urban Planning",1.3,"Data Management",3,"Is there a publicly-accessible platform for georeferenced data at the city level?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Izmir Metropolitan Municipality (IMM) has a publicly accessible platform for georeferenced data. IMM's website offers two-dimensional and three-dimensional city guides, with maps searchable by location and transportation lines. These georeferenced maps also allow citizens to search for 24-hour pharmacies, health and education services, public institutions and organisations, religious institutions, social services, culture and art, and museums and historical sites [1]. The platform does not allow data to be downloaded, which means it cannot be used as a resource for empirical studies. This can be viewed as a shortcoming [2]. However, the mobile application \"Yarımada Izmir\", also developed for IMM, enables citizens to add data to IMM's georeferenced maps (although the application remains in need of improvement) [3]. In addition, through the Izmir Transport Centre (IZUM) application, traffic and parking places in the city can be monitored in real time [4].","[1] Izmir Metropolitan Municipality. 2018. \"İzmir City Guide\" (\"Izmir Kent Rehberi\"). [http://kentrehberi.izmir.bel.tr/izmirkentrehberi].\n[2] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018.\n[3] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.\n[4] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.",967]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I39,tblIndicators!$I$2:$I$42,0))&E39","v":"GIUP1_4Izmir"},null,null,"Izmir",1,"Governance and Integrated Urban Planning",1.4,"Trend Analyses",4,"Is there evidence of data sets and trend analyses being used to inform city-level planning activities?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Data is used to inform city-level planning in Izmir. \n \nThe Turkish Statistical Institute (TSI), the government statistical office, has data and forecasts on Izmir's population growth for each year until 2025 [1]. In the period 2017-23, an annual average population growth rate of 11.3% is projected for the city [2]. TSI also has ageing projections for Turkey, although there is no data specifically for Izmir [3]. TSI does have up-to-date data on the main labour market indicators (participation rate, unemployment rate, employment rate) for Izmir, however [5].\n \nThese datasets and forecasts are taken into consideration in local authorities' planning activities. In the preparation of land-use plans, for instance, population growth forecasts play a key role, helping planners to make projections. Datasets are also used when determining whether a certain area should be protected, or designated as a \"tourism area\" (which is the domain of national authorities) [6]. Data and forecasts are also taken into consideration by Izmir Metropolitan Municipality (IMM) when it makes decisions regarding the services provided to residents—for example, the construction of care homes [7]. IMM's development plans and the Izmir Development Agency's regional plan were also prepared using these datasets [8].","[1] Turkish Statistical Institute. 2017. \"Population by Provinces by Years\" (\"Yıllara Göre İl Nüfusları\"). [http://www.tuik.gov.tr/PreIstatistikTablo.do?istab_id=1633].\n[2] Turkish Statistical Institute. 2017. \"Population and Annual Average Population Growth Rate by Provinces, 2017-2023\" (\"İllere Göre Nüfus ve Yıllık Ortalama Nüfus Artış Hızları, 2017-2023\"). [http://www.tuik.gov.tr/PreIstatistikTablo.do?istab_id=1634]. \n[3] Turkish Statistical Institute. 2017. \"Population of Selected Age Groups by Scenarios, 2018, 2023, 2040, 2060, 2080\" (\"Senaryolara Göre Seçilmiş Yaş Grupları Nüfusları, 2018, 2023, 2040, 2060, 2080\"). [http://www.tuik.gov.tr/PreIstatistikTablo.do?istab_id=1638].\n[4] Turkish Statistical Institute. 2013. \"Main Labour Force Indicators by Province, 2013\" (\"İl Bazında Temel İşgücü Göstergeleri, 2013\"). [http://www.tuik.gov.tr/PreIstatistikTablo.do?istab_id=2278].\n[5] Turkish Statistical Institute. 2018. \"TSI Central Distribution System\" (\"TÜİK Merkezi Dağıtım Sistemi\"). [https://biruni.tuik.gov.tr/medas].\n[6] Ozalp, Beril. City Planner, BERGIN Planning and Project Consultancy. 6 November 2018. \n[7] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018.\n[8] Çelik, Halil İbrahim Murat. Co-ordinator of Investment Support Office, Izmir Development Agency. 8 November 2018.",1300]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I40,tblIndicators!$I$2:$I$42,0))&E40","v":"GIUP1_5Izmir"},null,null,"Izmir",1,"Governance and Integrated Urban Planning",1.5,"Land Use and Zoning",5,"Does the city have up-to-date land use plans and institutional capacity (an agency or committee) to monitor their implementation?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"There are up-to-date land-use plans, which are regularly and publicly published on the website of Izmir Metropolitan Municipality (IMM), the main local authority in the city and the plans' enforcing authority [1] [2]. According to the Zoning Law [3] and the Law on Municipalities [4], land-use plans are prepared by an authorised city planner. The plans prepared by IMM are approved by the Municipal Assembly (a body within IMM composed of elected representatives from different political parties), along with a technical report prepared by IMM and a report from the Zoning Commission (a body composed of members of the Municipal Assembly who are responsible for city planning) [5] [6]. IMM has institutional capacity for both preparation and implementation, and its plans are prepared by its own zoning and urbanisation department [7]. In addition, district municipalities are authorised to prepare small-scale land-use plans, with implementation monitored by IMM [8]. In Izmir, land-use plans are regularly updated to reflect the changing circumstances of the city. For instance, projections made while preparing the 2004 land-use plan did not prove correct, due to factors such as immigration and the expansion of municipal boundaries (as a result of the Law on the Amendment of Certain Laws and Decree Laws on the Establishment of the Metropolitan Municipality and Twenty-Six Districts in the Thirteen Provinces) [9], and the plan therefore required revisions. IMM is the authority in charge of enforcing land-use plans, and both citizens and organisations (e.g. Izmir Chamber of City Planners) can open a case if there are irregularities, which works as a control mechanism [6] [10].","[1] Izmir Metropolitan Municipality. 2018. \"Announcements on Land Use Plans\" (\"Nazım İmar Planı Duyuruları\"). [https://www.izmir.bel.tr/tr/NazimImarPlanlari/131].\n[2] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018.\n[3] Grand National Assembly of Turkey (GNAT). 1985. Zoning Law (\"İmar Kanunu\"). Law No. 3194. Ankara.\n[4] Grand National Assembly of Turkey (GNAT). 2005. Law on Municipalities (Belediye Kanunu). Law No. 5393. Ankara.\n[5] Çalkaya, Mehmet Ali. Mayor of Balçova District, Izmir. 31 October 2018.\n[6] Ozalp, Beril. City Planner, BERGIN Planning and Project Consultancy. 6 November 2018.\n[7] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.\n[8] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.\n[9] Grand National Assembly of Turkey. 2012. Law on the Amendment of Certain Laws and Decree Laws on the Establishment of the Metropolitan Municipality and Twenty-Six Districts in the Thirteen Provinces (On Üç İlde Büyükşehir Belediyesi Ve Yirmi Altı İlçe Kurulması İle Bazı Kanun Ve Kanun Hükmünde Kararnamelerde Değişiklik Yapılmasına Dair Kanun). Law No. 6360. Ankara.\n[10] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.",1688]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I41,tblIndicators!$I$2:$I$42,0))&E41","v":"GIUP1_6Izmir"},null,null,"Izmir",1,"Governance and Integrated Urban Planning",1.6,"Urban Growth Patterns",6,"Does the city have plans in place to limit urban sprawl and encourage increasing urban density?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Izmir has plans to limit urban sprawl and increase urban density, but implementation faces a series of problems. \n \nIzmir's city plans take into consideration agricultural areas and the natural environment [1] [2]. Especially in newly developing areas, IMM attaches great importance to protecting the green texture of the city, which is reflected in its Green Infrastructure Strategy, published in January 2018. This strategy aims to create a green system that encircles the central area and proposes nature-based solutions in order to prevent unhealthy growth of the city's sprawl [2] [3].\n \nOne problem preventing successful implementation of these plans is illegal housing and the legalisation of these settlements through zoning amnesties [4] [5]. A second problem is the zoning of protected areas for housing by the national government, changing the protected area categories determined by the International Union for Conservation of Nature. The zoning of the Gediz Delta wetland in the Mavişehir district and the airport project in the Çeşme district are two examples of this second problem [4]. A third problem is the lack of co-ordination between the Ministry of Environment and Urbanisation, which is responsible for the preparation of large-scale land-use plans, and IMM, which is responsible for small-scale plans. In the land-use plans prepared by the ministry, the zoning limits are wider than in the plans prepared by IMM, which try to limit growth of the city's sprawl. The lack of consensus between the two bodies limits IMM's ability to increase urban density [5].","[1] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018.\n[2] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.\n[3] Izmir Metropolitan Municipality. 2018. \"Green Infrastructure Strategy\" (\"Yeşil Altyapı Stratejisi\"). [http://izmirdoga.izmir.bel.tr/CKYuklenen/İzmirYeşilAltYapıStratejisi.pdf].\n[4] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.\n[5] Ozalp, Beril. City Planner, BERGIN Planning and Project Consultancy. 6 November 2018.",1581]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I42,tblIndicators!$I$2:$I$42,0))&E42","v":"GIUP1_7Izmir"},null,null,"Izmir",1,"Governance and Integrated Urban Planning",1.7,"Informal Settlements",7,"Does the city have policies in place to prevent and rehabilitate informal settlements?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"There are policies in place to rehabilitate informal settlements, but not to prevent their construction. The two major avenues for rehabilitating informal settlements are urban transformation projects and the Zoning Peace programme.\n \nUrban transformation projects, according to the Law on the Transformation of the Areas Under Disaster Risk, may be started in cases of inadequate planning or services infrastructure, or where construction exists contrary to zoning legislation, or where infrastructure or superstructure is damaged. Following approval from the ministry (or in the case of areas in public use, the president [3]), the local authority is responsible for demolition and the provision of licences [1] [2]. Izmir Metropolitan Municipality (IMM), the main local authority, is also authorised to start urban transformation projects—according to Article 73 of the Law on Municipalities—to protect and restore the historical and cultural fabric of the city, or to mitigate earthquake risk. Projects currently underway involve the districts of Kadifekale and Yeşildere, Uzundere, Ege Mahallesi, Örnekköy, Ballıkuyu, Bayraklı, Aktepe and Emrez, and Güzeltepe [4]. Efficient implementation is hindered by a need for consensus among a number of actors with divergent financial and other interests (the ministry, IMM, owners of the buildings, building contractors) [5].\n \nZoning Peace, a programme launched by the Ministry of Environment and Urbanisation in 2018, rolls out a zoning amnesty, granting construction licences to buildings built contrary to zoning rules [6]. According to experts, this makes the problem of irregular urbanisation permanent [7]. Including settlements in areas of natural value (the Black Sea Highlands, for instance) in the programme is particularly controversial [7].","[1] Grand National Assembly of Turkey (GNAT). 2012. Law on the Transformation of the Areas Under Disaster Risk (Afet Riski Altındaki Alanların Dönüştürülmesi Hakkında Kanun). Law No. 6306. Ankara.\n[2] Turkish Ministry of Environment and Urbanisation. 2012. \"Implementing Regulation on the Law No. 6306\" (\"6306 No'lu Kanunun Uygulama Yönetmeliği\"). Official Gazette No. 28498. Ankara.\n[3] Grand National Assembly of Turkey (GNAT). 2005. Law on Municipalities (Belediye Kanunu). Law No. 5393. Ankara.\n[4] Izmir Metropolitan Municipality. 2018. \"Urban Transformation, Development and Renewal Projects\" (\"Kentsel Dönüşüm Gelişim ve Yenileme Projeleri\"). \n[https://www.izmir.bel.tr/tr/Projeler/kentsel-donusum-gelisim-ve-yenileme-projeleri/1271/4].\n[5] Ozalp, Beril. City Planner, BERGIN Planning and Project Consultancy. 6 November 2018. \n[6] Turkish Ministry of Environment and Urban Planning. 2018. \"Zoning Peace\" (\"İmar Barışı\"). [http://webdosya.csb.gov.tr/db/imarbarisi/icerikler/brosur-20180603111057.pdf].\n[7] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.",1800]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I43,tblIndicators!$I$2:$I$42,0))&E43","v":"GIUP1_8Izmir"},null,null,"Izmir",1,"Governance and Integrated Urban Planning",1.8,"Transport and Mobility Integrated with Land Use",8,"Is there an up-to date transport master plan that enables authorities to measure and monitor the development of the transportation system?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Izmir has an up-to-date transportation master plan launched by the Izmir Metropolitan Municipality (IMM), the main local authority, on 9 January 2018, but the plan itself is not publicly available. IMM began work on the plan in August 2015, with a large technical team led by ten academic advisors with international expertise. The plan determines the roadmap for İzmir's transportation until 2030. It foresees, for instance, the extension of the city's rail network to a total length of 465 kilometres in the next 12 years. It also seeks to establish 27 new interchange stations, as well as six new ports with 11 new sea transportation lines [1]. IMM has not made the full version of the plan publicly available and has not explained this decision. It has, however, published a presentation highlighting key points of the plan on its website [2]. Criticism of the plan focuses on the effects of new routes on the natural areas of the city [3], the choice of new routes [3] [4] and the lack of focus on underground transportation [4]. \n \nIMM's Sustainable Energy Action Plan also has important implications for the transportation system in Izmir. One example is the introduction of electric buses—a step towards reducing greenhouse gases (GHGs; transportation accounts for 20% of total GHG emissions). An urban logistics master plan, as well as pedestrian and bicycle master plans, are currently being developed by IMM [5].","[1] Haberler. 2018. “Izmir's Master Transportation Plan 2030 Was Announced” (\"İzmir'in Ulaşım Ana Planı 2030 Açıklandı\"). [www.haberler.com/izmir-in-ulasim-ana-plani-2030-aciklandi-10435511-haberi].\n[2] Izmir Metropolitan Municipality. 2018. \"Izmir Transportation Master Plan: Information Note 1\" (\"Izmir Ulaşım Ana Planı: Bilgi Notu 1\"). [http://www.izmir.bel.tr/CKYuklenen/EskiSite/file/HIZMETREHBERI/idari/Upi_GenelBilgi01.pdf].\n[3] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.\n[4] Ozalp, Beril. City Planner, BERGIN Planning and Project Consultancy. 6 November 2018. \n[5] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.",1423]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I44,tblIndicators!$I$2:$I$42,0))&E44","v":"GIUP1_9Izmir"},null,null,"Izmir",1,"Governance and Integrated Urban Planning",1.9,"Cultural Heritage",9,"Are there policies and plans in place to protect and conserve cultural and historical heritage?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"There are plans in place to protect and conserve cultural and historical heritage, but they are largely led by the national government. However, Izmir Metropolitan Municipality (IMM), the main local authority, identifies conservation of historical heritage as a key goal. It seeks to increase the number of archaeological excavations and focus on restoring buildings and public spaces [1].\n \nA local conservation plan, the Izmir Tarih Project (launched in 2013 by IMM), aims to revitalise and improve the Kemeraltı neighbourhood (the historical city centre) and surrounding areas [2] [3]. This is one of the best examples of public-private partnership in the conservation of cultural and historical heritage in Turkey. However, it is narrowly focused on the historical centre of Izmir, as the boundaries of the city continuously change due to national laws [4]. There is also a private-sector initiative to improve the Kemeraltı area. TARKEM, a private joint stock company established in November 2012, seeks a new business model to protect and develop the city and renovate the historical city centre [5].\n \nTwo cultural and natural heritage preservation boards, responsible for different groups of districts in and around Izmir, function under the Turkish Ministry of Culture and Tourism.\n \nThe İzmir Development Agency (IDA) started a financial support programme in 2017 to contribute to efforts to protect cultural and historical heritage. Within the scope of this programme, 20 renovation projects received funding of TL14m (US$2.6m) in total [5]. The national government also provides financing on demand for the protection of cultural and natural heritage, including low-interest loans and grants. According to the Law on Protection of Cultural and Natural Assets, at least 10% of such funds are to be used for maintenance, repair and restoration work [6]. Izmir has 217,424 decares of protected areas, including eight natural parks, ten natural monuments, two wildlife protection areas and one wetland of national importance [7]. In addition to these protected areas, Izmir has two UNESCO World Heritage sites, with three more listed on the World Heritage Temporary List [8].","[1] Izmir Metropolitan Municipality. 2015. \"Strategic Plan 2015-2019.\" [https://www.izmir.bel.tr/CKYuklenen/EskiSite/file/MALI_HIZMETLER/StrategicPlan2015-2019.pdf].\n[2] Izmir Metropolitan Municipality. 2016. \"Izmir Tarih: Design Strategy Report.\" Izmir: Dinç Ofset; Izmir Metropolitan Municipality. 2016. \"Izmir Tarih: Operation Plans.\" Izmir: Dinç Ofset; Izmir Metropolitan Municipality. 2016. \"Izmir Tarih: Agora, Kadifekale, First and Second Circle Residential Area Operation Plans.\" Izmir: Dinç Ofset.\n[3] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.\n[4] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.\n[5] Çelik, Halil İbrahim Murat. Co-ordinator of Investment Support Office, Izmir Development Agency. 8 November 2018.\n[6] Grand National Assembly of Turkey (GNAT). 1983. Law on Protection of Cultural and Natural Assets (Kültür ve Tabiat Varlıklarını Koruma Kanunu). Law No. 2863. Ankara.\n[7] Turkish Ministry of Culture and Tourism, Izmir Directorate of Culture and Tourism. \"Protected Areas\" (\"Korunan Alanlar\"). [http://www.izmirkulturturizm.gov.tr/TR-195611/korunan-alanlar.html].\n[8] Turkish Ministry of Culture and Tourism, Izmir Directorate of Culture and Tourism. \"Izmir in the World Heritage List\" (\"Dünya Miras Listesinde İzmir\"). [http://www.izmirkulturturizm.gov.tr/TR-195611/korunan-alanlar.html].",2183]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I45,tblIndicators!$I$2:$I$42,0))&E45","v":"FIFU2_1Izmir"},null,null,"Izmir",2,"Fiscal Sustainability",2.1,"Accountability and Transparency",10,"Is there an accountability framework in the city?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"There is an accountability framework for the city. Izmir Metropolitan Municipality (IMM) publishes its budgets, financial expenditures and projections for the following year on its website [1]. IMM also has an information hotline, established in accordance with the Right to Information Act No. 4982, through which citizens can ask questions [2]. Another hotline called the Citizen Contact Centre has also been established by IMM. Through the Citizen Contact Centre, citizens can ask questions about the activities of IMM and communicate their requests to the local authority [4] [5]. The Right to Information Act is a national policy enforced by the Information Act Evaluation Board (Bilgi Edinme Değerlendirme Kurulu) [2]. However, institutions remain suspicious about this right and often fail to facilitate its fulfilment [3].","[1] Izmir Metropolitan Municipality. 2018. \"2018 Fiscal Year Budget\" (\"2018 Mali Yılı Bütçesi\"). [https://www.izmir.bel.tr/YuklenenDosyalar/Dokumanlar/9_06022018_051613_2018-mali-yili-butcesi.pdf]; Izmir Metropolitan Municipality. 2018. \"2017 Fiscal Year Final Account\" (\"2017 Mali Yılı Kesin Hesap\"). [https://www.izmir.bel.tr/YuklenenDosyalar/Dokumanlar/10_11062018_035228_2017_mali_kesinhesap.pdf]; Izmir Metropolitan Municipality. 2018. \"2018 Financial Situation and Expectations Report\" (\"2018 Yılı Mali Durum ve Beklentiler Raporu\"). [https://www.izmir.bel.tr/YuklenenDosyalar/Dokumanlar/11_27082018_060055_2018_kurumsal_malidurum_rapor.pdf].\n[2] Grand National Assembly of Turkey (GNAT). 2003. Right to Information Act (Haber Edinme Yasası). Act No. 4982. Ankara.\n[3] Uzun, Turgay. 2005. \"Change in Public Administration and Right to Information\" (\"Kamu Yönetiminde Değişim ve Bilgi Edinme Hakkı\"). Selçuk Üniversitesi İİBF Dergisi 9: 229-256.\n[4] Izmir Metropolitan Municipality. 2018. \"Citizen Contact Service\" (\"Hemşehri İletişim Merkezi\"). [https://him.izmir.bel.tr].\n[5] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.",830]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I46,tblIndicators!$I$2:$I$42,0))&E46","v":"FIFU2_2Izmir"},null,null,"Izmir",2,"Fiscal Sustainability",2.2000000000000002,"Creditworthiness",11,"Does this city have a credit rating?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Izmir has credit ratings from Moody's and Fitch. Turkey's rating is Ba3 (Negative) according to Moody's (17 August 2018) [1]; B+ (Stable) according to S&P (17 August 2018) [2]; and BB (Negative) according to Fitch (13 July 2018) [3]. Izmir's rating is Ba3 (Negative) according to Moody's (28 August 2018) [4] and BB (Negative) according to Fitch (20 July 2018) [5]. However, it should be noted that the rating has recently been levelled to the rating of Turkey, and that the city was rated AAA in 2017 by Fitch [6] [7], which made it possible for IMM to receive funding from international organisations, including the European Bank for Reconstruction and Development (EBRD) and the International Finance Corporation (IFC) [7].","[1] Moody's. 2018. \"Government of Turkey.\" [https://www.moodys.com/credit-ratings/Turkey-Government-of-credit-rating-768337]. \n[2] S&P Global Ratings. 2018. \"Turkey.\" [https://www.standardandpoors.com/en_US/web/guest/ratings/entity/-/org-details/sectorCode/SOV/entityId/112159].\n[3] Fitch Ratings. 2018. \"Turkey.\" [https://www.fitchratings.com/gws/en/esp/issr/80442217]. \n[4] Moody's. 2018. \"Metropolitan Municipality of Izmir.\" [https://www.moodys.com/credit-ratings/Izmir-Metropolitan-Municipality-of-credit-rating-822253371].\n[5] Fitch Ratings. 2018. \"Metropolitan Municipality of Izmir.\" [https://www.fitchratings.com/gws/en/esp/issr/86930359].\n[6] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.\n[7] Çelik, Halil İbrahim Murat. Co-ordinator of Investment Support Office, Izmir Development Agency. 8 November 2018.",726]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I47,tblIndicators!$I$2:$I$42,0))&E47","v":"FIFU2_3Izmir"},null,null,"Izmir",2,"Fiscal Sustainability",2.2999999999999998,"Revenue and Financial Autonomy",12,"Is the city financially autonomous (as opposed to dependent on other levels of government) for its overall financing?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Izmir is partially financially autonomous. The financing of Izmir Metropolitan Municipality (IMM), the main local authority, is composed of transfers from the state and taxes collected directly. Central government transfers are determined—primarily according to population numbers—by the 2018 Law on the Share of General Budget Tax Revenues to Special Provincial Administrations and Municipalities [1]. Metropolitan municipalities can collect seven different taxes, according to the Law on Municipal Revenues: advertising tax, entertainment tax, communication tax, electricity and gas consumption tax, fire insurance tax, property tax, and environment and cleaning tax [2]. Overall, 85-90% of IMM's income is provided by the central government [3]. Local administrations and district municipalities enjoy even less financial autonomy, and central government funding is limited [4].\n \nAccording to a recent analysis, the ratio of local expenditures to central government expenditures is 23% in Turkey (compared to 160% in Canada) [5]. Although recent steps, such as the 2012 expansion of municipal boundaries [6], have increased this share by one percentage point, a local-oriented perspective is still lacking in Turkey. The capacity of local authorities to raise their own resources remains limited, leaving them dependent on the central government [5].\n \nIn addition, the large weight assigned to population numbers in determining the scope of central government transfers is unfavourable for holiday cities such as Izmir, which have large temporary populations. In high season, the population rises steeply, as does the demand for services [7].","[1] Grand National Assembly of Turkey (GNAT). 2008. Law on the Share of General Budget Tax Revenues to Special Provincial Administrations and Municipalities (İl Özel İdarelerine Ve Belediyelere Genel Bütçe Vergi Gelirlerinden Pay Verilmesi Hakkında Kanun). Law No. 5779. Ankara. \n[2] Grand National Assembly of Turkey (GNAT). 1981. Law on Municipal Revenues (Belediye Gelirleri Kanunu). Law No. 2464. Ankara.\n[3] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.\n[4] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.\n[5] Koyuncu, Emre. 2012. \"Comparative Analysis of Transfers From General Budget Tax Revenues of Municipalities and Special Provincial Administrations in Renewed Local Management System\" (\"Yenilenen Yerel Yönetim Sisteminde Belediye ve İl Özel İdarelerinin Genel Bütçe Vergi Gelirlerinden Alacakları Payların Karşılaştırmalı Analizi\") TEPAV. [http://www.tepav.org.tr/upload/files/1352878676-4.Yenilenen_Yerel_Yonetim_Sistemi_Karsilastirmali_Analizi.pdf].\n[6] Grand National Assembly of Turkey. 2012. Law on the Amendment of Certain Laws and Decree Laws on the Establishment of the Metropolitan Municipality and Twenty-Six Districts in the Thirteen Provinces (On Üç İlde Büyükşehir Belediyesi Ve Yirmi Altı İlçe Kurulması İle Bazı Kanun Ve Kanun Hükmünde Kararnamelerde Değişiklik Yapılmasına Dair Kanun). Law No. 6360. Ankara.\n[7] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018.",1647]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I48,tblIndicators!$I$2:$I$42,0))&E48","v":"FIFU2_4Izmir"},null,null,"Izmir",2,"Fiscal Sustainability",2.4,"Expenditure Management",13,"Does the city have operating and capital investment plans that guide the preparation and execution of annual operating and capital budgets?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Izmir has operating and capital investment plans to guide the preparation of annual operating and capital budgets. Each year, Izmir Metropolitan Municipality (IMM), the main local authority, prepares the Financial Situation and Expectations Report, which evaluates the previous year's budget and expenditures for different areas (governance, environment, urban planning, urban infrastructure, transportation, social solidarity and health, culture, arts and sports, tourism and local economy, disaster management and security). It also sets expectations and targets for the current year on budget incomes and expenditures, internal and external debt, and the status of the ongoing projects [1].","[1] Izmir Metropolitan Municipality. 2018. \"2018 Financial Situation and Expectations Report\" (\"2018 Yılı Mali Durum ve Beklentiler Raporu\"). [https://www.izmir.bel.tr/YuklenenDosyalar/Dokumanlar/11_27082018_060055_2018_kurumsal_malidurum_rapor.pdf].",693]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I49,tblIndicators!$I$2:$I$42,0))&E49","v":"FIFU2_5Izmir"},null,null,"Izmir",2,"Fiscal Sustainability",2.5,"Management of Debt and Other Obligations",14,"Is the city's debt level deemed sustainable by ratings agencies and/or independent watchdogs?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"According to Fitch, Izmir's net external debt was 27% of its GDP in 2016, and 31.7% in 2017. The agency forecasts Izmir's debt to reach 33.8% of its GDP by 2020. In light of this, Fitch evaluates Izmir's debt status as neutral and the trend as stable. While Izmir Metropolitan Municipality (IMM) was one of the cities with the highest levels of debt in the past, it has repaid most of its debts in the past ten years and has started to invest [2] [3].","[1] Fitch Ratings. 2018. \"Turkish Metropolitan Municipalities - Rating Action Report.\" [https://www.fitchratings.com/site/re/10038862].\n[2] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.\n[3] Çelik, Halil İbrahim Murat. Co-ordinator of Investment Support Office, Izmir Development Agency. 8 November 2018.",451]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I50,tblIndicators!$I$2:$I$42,0))&E50","v":"UREC3_1Izmir"},null,null,"Izmir",1,"Urban Economies",1.1000000000000001,"Economic Performance",15,"Is there an economic plan or strategy to promote economic growth in different sectors of the city's economy?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"There are plans to promote economic growth in Izmir. The economies of Izmir's four regions are dominated by different sectors: industry in the north, agriculture in the south, tourism and agriculture in the west, and livestock breeding and horticulture in the east. The Izmir Development Agency's (IDA) Izmir Regional Plan 2014-2023 and the Izmir Chamber of Commerce's (ICC) Strategic Plan 2014-2017 both identify a strong local economy as a key strategic objective [1] [2]. The IDA focuses on high technology and innovation, entrepreneurship and tourism. These overlap with some of the ICC's targets, which include high technology, innovation and design, horticulture, shoemaking, cosmetics and jewellery [1] [2]. The Izmir Metropolitan Municipality (IMM) also supports the local economy through government purchases, such as purchasing milk produced by a local co-operative for its Süt Kuzusu project (which distributes 8 litres of milk per month to children), and purchasing flowers from local producers in the Bayındır district to use in landscape gardening throughout the city [3]. Thanks to the Süt Kuzusu project, the share of milk production in İzmir's agricultural production pattern increased by 87%, from 9.48% in 2002 to 17.74% by the end of 2015. Overall milk production in Turkey in the last ten years increased by 150%, but it increased by 240% in Izmir and 440% in the Tire district [4]. IMM signs agreements with co-operatives on the condition that they merge, thereby increasing their competitiveness in the market [5].","[1] Izmir Development Agency. 2014. \"Izmir Regional Plan 2014-2023.\" [http://www.izka.org.tr/upload/Node/30422/xfiles/2014-2023_izmirBolgePlani-En.pdf].\n[2] Izmir Chamber of Commerce. 2014. \"Izmir Chamber of Commerce 2014-2017 Strategic Plan\" (\"Izmir Ticaret Odası 2014-2017 Stratejik Planı\"). [http://www.izto.org.tr/Portals/0/Kurumsal/itostratejikplan.pdf].\n[3] Ozalp, Beril. City Planner, BERGIN Planning and Project Consultancy. 6 November 2018. \n[4] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.\n[5] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.",1537]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I51,tblIndicators!$I$2:$I$42,0))&E51","v":"UREC3_2Izmir"},null,null,"Izmir",1,"Urban Economies",1.3,"Business Climate, Innovation, and Entrepreneurship",16,"Is the regulatory environment of the city conducive to starting and operating local firms relative to the rest of the country (i.e. ease of doing business)?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"The regulatory environment for starting up a business in Izmir is the same as in the rest of Turkey, although real estate and living costs, as well as wage expenses, are lower than in the country's other big cities. \n \nThere are no rules requiring Turkish participation in capital or management, so there is no obstacle to establishing a company with 100% foreign ownership. There are six steps to establish a company in Izmir, and the city offers investors lower costs in areas such as wages, real-estate prices and cost of living than Istanbul or Ankara [1]. In previous years, there has been an increasing inflow of capital to Izmir, especially from Istanbul. This has resulted in increasing capital investment in Izmir's construction sector [2]. Data from the World Bank's Starting up a Business index is for Istanbul rather than Izmir [3]. It states that among 190 countries, Turkey ranks 78th for starting a business, 59th for dealing with construction permits, 60th for getting electricity, 39th for registering property, 32nd for getting credit, 26th for protecting minority investors, 80th for paying taxes, 42nd for trading across borders, 19th for enforcing contracts and 109th for resolving insolvency.","[1] Invest in Izmir. 2018. \"Cost of Doing Business.\" [http://www.investinizmir.com/en/27381/Cost-of-Doing-Business].\n[2] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.\n[3] World Bank. 2018. \"Doing Business 2019: Training for Reform, Economy Profile of Turkey.\" [http://www.doingbusiness.org/content/dam/doingBusiness/country/t/turkey/TUR.pdf].",1214]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I52,tblIndicators!$I$2:$I$42,0))&E52","v":"UREC3_3Izmir"},null,null,"Izmir",1,"Urban Economies",1.4,"Labor Force",17,"Are there city-led policy programmes in place to match the labor force level of skill to the current and emerging employment opportunities?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"In Izmir, there are city-led initiatives to match labour force skill to employment opportunities. The Izmir Metropolitan Municipality's (IMM) Vocational Factory Directorate provides training courses with the stated aims of increasing participation in production and preventing unemployment. These courses are available in 11 different centres for those who wish to acquire a profession, with a special focus on unemployed women, youth, people with disabilities and other disadvantaged groups. Since 2006, 2,180 courses in 75 branches have been opened under the name of İZMEB Vocational Training and Skills Courses, training 54,230 people (out of 263,000 unemployed in the city overall). However, it is unknown what share of participants have been able to rejoin the primary labour market [1] [4]. Another IMM initiative is FabLab, a digital fabrication workshop allowing innovators to produce prototypes [2] [3] [4]. In addition to the efforts of IMM, the Provincial Employment and Vocational Education Board brings together representatives from many institutions, including the Izmir Governorship, the Izmir Labour and Employment Agency, the Izmir Development Agency (IDA) and the Provincial Directorate for National Education. The board functions as a discussion platform for employment and vocational education in the city. IDA also introduced a vocational education financial support programme, providing total funding of TL20m (US$3.7m) for 40 projects in 2013, and TL10m (US$1.9m) for 13 projects in 2015 [4].","[1] Izmir Metropolitan Municipality. 2018. \"Vocational Factory\" (\"Meslek Fabrikası\"). [http://www.ibbmeslekfabrikasi.com].\n[2] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.\n[3] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.\n[4] Çelik, Halil İbrahim Murat. Co-ordinator of Investment Support Office, Izmir Development Agency. 8 November 2018.",1515]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I53,tblIndicators!$I$2:$I$42,0))&E53","v":"UREC3_4Izmir"},null,null,"Izmir",1,"Urban Economies",1.5,"Livelihood Opportunities",18,"Are there labor policies in place to deter discrimination and promote fair employment conditions?","0 = No\n 1 = Somewhat\n 2 = Yes",0,"There is no evidence of anti-discrimination measures implemented by Izmir local authorities. Izmir Metropolitan Municipality (IMM), the main local authority, has organised conferences entitled \"Unimpeded Izmir\" (Engelsizmir) on the inclusion of persons with disabilities, but these have focused on making public services (including public transport) accessible, rather than including people with disabilities or other vulnerable populations in the labour market [1] [2].\n \nAlthough there is no co-ordinated strategy for promoting employment among vulnerable populations, there are some district-level initiatives. For example, in Balçova district, the Neighbourhood Houses (Semtevleri) project provides housewives with free vocational training courses and materials for the production of handmade products, which are later put on sale at trade fairs and sold by a co-operative established by participants. The Municipality of Balçova also trains people with disabilities to make wedding candies and facilitates the sale of those goods [3].\n \nThere is no public evidence of programmes aimed at integrating refugees—for example, language courses run by local authorities [4]. Such programmes may exist, but the authorities may choose to hide them from public view due to negative attitudes towards immigration among the population [5]. NGOs such as Habitat, which works with disadvantaged groups throughout Turkey, run training programmes for refugees [5]. One challenge associated with integrating refugees into society is that they are located in specific districts within the city [2].\n \nAt the national level, the main legal instrument for fighting discrimination is Article 6 of the Law on the Human Rights Institution of Turkey, which outlaws discrimination in the workplace. The law was adopted in 2016 by the Grand National Assembly of Turkey, establishing the Human Rights Institution—a national agency tasked with protecting human rights, guaranteeing the right of people to be treated equally, and preventing discrimination in accessing legally recognised rights and freedoms [6]. The institution adjudicates claims of discrimination and penalises actions considered to be discriminatory. Persons discriminated against in the application, selection, recruitment and termination phases of employment can appeal to the institution [7].","[1] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.\n[2] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.\n[3] Çalkaya, Mehmet Ali. Mayor of Balçova District, Izmir. 31 October 2018.\n[4] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.\n[5] Çelik, Halil İbrahim Murat. Co-ordinator of Investment Support Office, Izmir Development Agency. 8 November 2018.\n[6] Grand National Assembly of Turkey (GNAT). 2016. Law on the Institution of Human Rights and Equality (Türkiye İnsan Hakları ve Eşitlik Kurumu Kanunu). Law No. 6701. Ankara.\n[7] Işıklı, İbrahim. 2017. \"How Will Discrimination in the Workplace Be Solved?\" (\"İşyerinde Ayrımcılık Nasıl Çözülecek?\"). [https://www.dunya.com/kose-yazisi/isyerinde-ayrimcilik-nasil-cozulecek/392442].",2342]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I54,tblIndicators!$I$2:$I$42,0))&E54","v":"UREC3_5Izmir"},null,null,"Izmir",1,"Urban Economies",1.6,"Income Equality and Shared Prosperity",19,"Is there a government effort to ensure that the provision of public services reaches all urban areas?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"There is some evidence of local policies designed to ensure that public services reach all urban areas. According to the regional results of the Income and Living Conditions Survey, conducted by the Turkish Statistical Institute in 2017, Izmir has the fourth biggest income disparity among Turkish cities, with a Gini coefficient of 38.7 [1]. According to the strategic plan of Izmir Metropolitan Municipality (IMM), one of the main goals of the municipality is to be \"at every place of need\", but there is no evidence of a strategy addressing existing income disparity on the IMM website [2].\n \nHowever, following the adoption of a national law [3] that expanded the borders of the Metropolitan Municipality, IMM has prioritised infrastructural development in new areas to prevent them from falling behind in terms of services. Asphalting lowland roads, improving the quality of drinking water and sewerage infrastructure, establishing bus services to villages and negotiating purchase contracts with co-operatives (for milk, flowers, agricultural products, etc.) are just a few examples of steps taken by IMM to bring services in the new districts up to the level of those in older ones [4].","[1] Turkish Statistical Institute. 2018. \"Regional Results of Income and Living Conditions Survey, 2017\" (\"Gelir ve Yaşam Koşulları Araştırması Bölgesel Sonuçları, 2017\"). [http://www.tuik.gov.tr/PreHaberBultenleri.do?id=27824].\n[2] Izmir Metropolitan Municipality. 2015. \"Strategic Plan 2015-2019.\" [https://www.izmir.bel.tr/CKYuklenen/EskiSite/file/MALI_HIZMETLER/StrategicPlan2015-2019.pdf].\n[3] Grand National Assembly of Turkey. 2012. Law on the Amendment of Certain Laws and Decree Laws on the Establishment of the Metropolitan Municipality and Twenty-Six Districts in the Thirteen Provinces (On Üç İlde Büyükşehir Belediyesi Ve Yirmi Altı İlçe Kurulması İle Bazı Kanun Ve Kanun Hükmünde Kararnamelerde Değişiklik Yapılmasına Dair Kanun). Law No. 6360. Ankara.\n[4] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.",1193]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I55,tblIndicators!$I$2:$I$42,0))&E55","v":"NERE4_1Izmir"},null,null,"Izmir",2,"Natural Environment and Resources",2.1,"Ecosystems and Biodiversity",20,"Is there a policy or regulatory framework in place to protect ecosystems and biodiversity?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"There are some local regulations designed to protect ecosystems and biodiversity. The Green Infrastructure Strategy, published in January 2018 by Izmir Metropolitan Municipality (IMM), aims to create a green belt around the city's central areas, and to protect national parks and other protected areas [7]. Protecting the historical and natural heritage of the city is also high on IMM's agenda, and a European Union (EU) project is currently underway to create a geological park in the UNESCO-protected Pergamon region [5].\n \nMost of the regulatory framework for protecting ecosystems and biodiversity consists of national regulations, however. These are managed by the Directorate of Nature Conservation and National Parks, which is part of the Turkish Ministry of Agriculture and Forestry. The main pieces of legislation are the Law on National Parks, in force since 1983 [1], the main objective of which is to determine, protect, develop and manage areas of national and international value; and the Regulation on National Parks, in force since 1986, which regulates the planning, development, conservation, management and promotion of national parks, natural parks, natural monuments, nature reserve areas and forest rest areas [2]. Izmir has 217,424 decares of protected areas, including eight nature parks, ten natural monuments, two wildlife protection areas and one wetland of national importance [3]. One example of a protected area in Izmir is the Izmir Bird Sanctuary, which has national and international protection status as a Ramsar Area [4] [5] [6].","[1] Grand National Assembly of Turkey (GNAT). 1983. Law on National Parks (Milli Parklar Kanunu). Law No. 2873. Ankara.\n[2] Directorate of Nature Conservation and National Parks. 1986. \"Regulation on National Parks\" (\"Milli Parklar Yönetmeliği\"). Official Gazette No. 19309. Ankara.\n[3] Turkish Ministry of Culture and Tourism, Izmir Directorate of Culture and Tourism. \"Protected Areas\" (\"Korunan Alanlar\"). [http://www.izmirkulturturizm.gov.tr/TR-195611/korunan-alanlar.html].\n[4] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.\n[5] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.\n[6] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.\n[7] Izmir Metropolitan Municipality. 2018. \"Green Infrastructure Strategy\" (\"Yeşil Altyapı Stratejisi\"). [http://izmirdoga.izmir.bel.tr/CKYuklenen/İzmirYeşilAltYapıStratejisi.pdf].",1565]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I56,tblIndicators!$I$2:$I$42,0))&E56","v":"NERE4_2Izmir"},null,null,"Izmir",2,"Natural Environment and Resources",2.2000000000000002,"Air Quality",21,"Is there a policy program or plan to reduce the source emissions and to reduce the risks they represent for public health?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"In Izmir, there are efforts to reduce emissions and the risks they pose to residents. As a first step in reducing emissions, Izmir Metropolitan Municipality (IMM), the main local authority, prepared a Greenhouse Gas (GHG) Inventory of the city in 2016—showing all the sources of GHG emissions, both at the institutional level (i.e. GHG emissions of IMM) and at the city level—as part of the Izmir Sustainable Energy Action Plan. The action plan's main objective is to implement mitigation strategies, paving the way for low-carbon urban development. The plan covers four main topics: urban development and built environment, renewable energy, transportation and waste management. The plan draws up scenarios and proposes steps to be taken on pertinent issues [1]. There are 10,000 square metres of solar panels on the roofs of the car parks of ESHOT, the public transportation company in Izmir. Use of electric buses in public transportation is also being increased, with a total of 20 electric buses currently in operation. These contribute to fuel savings of 87%, compared to diesel oil and gasoline use [4]. Izmir residents can follow emission levels and air quality on a georeferenced map, drawing data from a real-time air monitoring system created by the Ministry of Environment and Urbanisation [2]. No other concrete measures of emission reduction are available. There is no detailed plan for fighting emissions other than the action plan [3].","[1] Izmir Metropolitan Municipality. 2016. \"Izmir Sustainable Energy Action Plan\" (\"Izmir Sürdürülebilir Enerji Eylem Planı\"). [http://skpo.izmir.bel.tr/Upload_Files/FckFiles/file/izmir_surdurulebilir_eylem_plani_2017.pdf].\n[2] Turkish Ministry of Environment and Urbanisation. 2018. \"Continuous Monitoring Centre\" (\"Sürekli İzleme Merkezi\"). [http://www.havaizleme.gov.tr/Services/AirQuality].\n[3] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018.\n[4] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.",1451]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I57,tblIndicators!$I$2:$I$42,0))&E57","v":"NERE4_3Izmir"},null,null,"Izmir",2,"Natural Environment and Resources",2.2999999999999998,"Water Resources Management",22,"Is there a policy program or plan to improve water consumption patterns?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"In Izmir, there are no concrete plans to decrease water consumption in order to reduce demand for water in different sectors. However, there are efforts to increase efficiency by decreasing leakages and increasing the number of sources for the water supply. These are two important strategic aims of the Izmir Directorate of Water and Sanitary Sewerage (IZSU), the institution responsible for managing water supply in Izmir [1]. According to the 2017 Activity Report of IZSU, water leakage rates for the metropolitan area (covering 11 districts) have been reduced to 30.48% [2]. Despite a lack of policies directly focused on reducing water consumption, it should be noted that the application of higher tariffs over a consumption threshold (21 cubic metres per month [3]) functions as a control mechanism, contributing to the reduction of consumption [4].","[1] IZSU. 2015. \"IZSU Strategic Plan 2015-2019\" (\"IZSU 2015-2019 Stratejik Planı\"). [http://www.izsu.gov.tr/siteitems/documents/stratejikplan/sp20152019.pdf].\n[2] IZSU. 2017. \"IZSU 2017 Activity Report\" (IZSU 2017 Faaliyet Raporu\"). [http://www.izsu.gov.tr/siteitems/documents/FaaliyetRaporlari/2017YiliFaaliyetRaporu.pdf].\n[3] IZSU. 2018. \"Water and Wastewater Tariff\" (\"Su ve Atıksu Tarifesi\"). [http://www.izsu.gov.tr/Pages/standartPage.aspx?id=65].\n[4] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018.",856]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I58,tblIndicators!$I$2:$I$42,0))&E58","v":"NERE4_4Izmir"},null,null,"Izmir",2,"Natural Environment and Resources",2.4,"Solid Waste Management",23,"Are there standardized and sustainable municipal waste management practices?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"In Izmir, there are efforts to create a standardised and sustainable municipal waste management system by Izmir Metropolitan Municipality (IMM), the main local authority. The development of an integrated waste management system is listed as one of the strategic targets under the strategic goal of sustainable environmental management in IMM's Strategic Plan 2015-2019 [1]. According to the results of the Municipal Wastewater Statistics Survey, published annually by the Turkish Statistical Institute (but not publicly available online), Izmir is the leading city in Turkey for municipal wastewater management, and 97.3% of the wastewater in Izmir is treated in facilities that meet European Union standards [2]. According to an analysis of IMM's performance in municipal waste management, even though IMM has encountered problems in choosing sites for solid waste collection, its performance in the collection of radioactive materials and electronic waste has been successful. Through a campaign focused on recycling electronic waste, for example, around US$7bn has been saved [3].","[1] Izmir Metropolitan Municipality. 2015. \"Strategic Plan 2015-2019.\" [https://www.izmir.bel.tr/CKYuklenen/EskiSite/file/MALI_HIZMETLER/StrategicPlan2015-2019.pdf].\n[2] Hürriyet. 2017. \"Izmir Is Again Leading in Wastewater Management\" (Atık Su Arıtmada Izmir Yine Önde\"). [http://www.hurriyet.com.tr/atik-su-aritmada-izmir-yine-onde-40668320].\n[3] Erdem, Ümit. 2018. \"Solid and Liquid Waste Disposal of Izmir Metropolitan Municipality and Urban Cleaning\" (\"İzmir Büyükşehir Belediyesi'nin Sıvı ve Katı Atıklarının Bertaraf Edilmesi ve Kent Temizliği\"). In Izmir Metropolitan Municipality, Izmir Model Studies (Third Book): The Performance of Izmir Metropolitan Municipality in Local Development, Environment and Infrastructure (İzmir Modeli Çalışmaları Üçüncü Kitap: İzmir Büyükşehir Belediyesi'nin Yerel Kalkınma, Çevre ve Altyapı Sağlamadaki Performansları). İzmir: İzmir Büyükşehir Belediyesi.",1083]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I59,tblIndicators!$I$2:$I$42,0))&E59","v":"NERE4_5Izmir"},null,null,"Izmir",2,"Natural Environment and Resources",2.5,"Consumption and Production Patterns",24,"5. Are there city-led campaigns to raise awareness about sustainable consumption and lifestyles?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"There are a number of city-led campaigns to raise awareness about sustainable lifestyles. Every year since 1998, the Izmir Metropolitan Municipality (IMM), the main local authority, has organised the Collect Waste Batteries Campaign during Environment Week, which attracts attention from all age groups among residents in Izmir [1]. Another project, initiated in 2014 by IMM, is the Bisim Smart Bike Rental System, which aims to increase the use of carbon-free means of transportation. To date, the bicycles have been rented nearly 1.3m times [2]. IMM also organises information days within the framework of the Izmir Healthy Cities Project. For example, training is given to children from 30 different districts in Izmir on \"Global Warming, Renewable Energy Resources and Energy Efficiency\". This has been organised annually since 2015, with 18,000 children participating in total [3]. In 2018, IMM also organised its first Car-Free City Day, which will continue to be organised annually, with the aim of establishing sustainable and healthy cities that use environmentally friendly and sustainable means of transportation [4].","[1] Izmir Metropolitan Municipality. 2018. \"We Are Continuing to Collect Waste Batteries\" (Atık Pilleri Toplamaya Devam Ediyoruz\"). [https://www.izmir.bel.tr/tr/Projeler/atik-pilleri-toplamaya-devam-ediyoruz/1460/4].\n[2] Bisim. 2018. \"Bisim Smart Bike Rental System\" (\"Bisim Akıllı Bisiklet Kiralama Sistemi\"). [http://www.bisim.com.tr].\n[3] Izmir Metropolitan Municipality. 2018. \"Training Project on Global Warming, Renewable Energy Resources and Energy Efficiency\" (Küresel Isınma, Yenilenebilir Enerji Kaynakları, Enerji Verimliliği Konulu Eğitim Projesi\"). [http://skpo.izmir.bel.tr/Upload_Files/FckFiles/file/Küresel%20IsınmaWEB.pdf].\n[4] Izmir Metropolitan Municipality. 2018. \"Car-Free City Day Events for Clean Environment Awareness\" (\"Temiz Çevre Farkındalığı İçin Otomobilsiz Kent Günü Etkinlikleri\"). [https://www.izmir.bel.tr/tr/Projeler/temiz-cevre-farkindaligi-icin-otomobilsiz-kent-gunu-etkinlikleri/1540/4].",1128]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I60,tblIndicators!$I$2:$I$42,0))&E60","v":"CLAR5_1Izmir"},null,null,"Izmir",3,"Climate Action and Resilience",3.1,"Greenhouse gas inventory",25,"Does the city use a Green House Gasses (GHG) inventory to identify sources of emissions and prioritize policies to reduce emissions?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Izmir uses a Greenhouse Gas (GHG) Inventory to identify sources of emissions and prioritise policies to reduce emissions. In the Izmir Sustainable Energy Action Plan, published in 2016 by the Izmir Metropolitan Municipality (IMM), the urban GHG inventory for Izmir is summarised in terms of both different GHGs and the distribution of their sources. According to this document, the largest source of GHGs is the industrial sector's fuel and electricity consumption, accounting for 44% of GHGs. The GHGs originating from household fuel and electricity consumption account for 12.5% of total GHGs, while the share of emissions coming from commercial and public institutions is 7.3%. GHGs related to transportation account for 19% of the total. Energy use in commercial buildings accounts for 7.3%. The action plan examines each GHG source and produces detailed targets. The overall target is to achieve a 26% per capita GHG reduction by 2020, compared to 2014 levels [1].","[1] Izmir Metropolitan Municipality. 2016. \"Izmir Sustainable Energy Action Plan\" (\"Izmir Sürdürülebilir Enerji Eylem Planı\"). [http://skpo.izmir.bel.tr/Upload_Files/FckFiles/file/izmir_surdurulebilir_eylem_plani_2017.pdf].",969]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I61,tblIndicators!$I$2:$I$42,0))&E61","v":"CLAR5_2Izmir"},null,null,"Izmir",3,"Climate Action and Resilience",3.2,"Energy efficiency",26,"Is the city implementing strategies to improve energy efficiency?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"In Izmir, there have been efforts to implement strategies to improve energy efficiency, but none are currently underway. Following a 2011 protocol signed by the Izmir Development Agency (IDA), the Technological Development Foundation of Turkey (TDFT) and the Aegean Region Chamber of Industry (ARCI), the Izmir Eco-Efficiency Strategy was prepared in 2012. This still functions as the main strategy document on this issue. The main objectives are to develop policies on eco-efficiency, develop financial and information-sharing mechanisms in the field of eco-efficiency, and increase capacity in and awareness of eco-efficiency [1]. The implementation phase included providing training programmes, selecting firms with good energy efficiency practices, and implementing four pilot projects with total funding of TL1,500,000 (US$270,000) [2]. These pilot projects were aimed at saving raw materials (100 tonnes a year), reducing waste (100 tonnes a year), saving water (63,000 m3 a year), reducing wastewater (19,000 m3 a year), saving energy (7.8m kWh a year), saving steam (5,000 tonnes a year) and saving chemicals (80,500 kg a year) [2]. The implementation phase finished in December 2015 but no results have been published [1].","[1] Izmir Development Agency. 2012. \"Izmir Eco-Efficiency Strategy\" (\"Izmir Eko-verimlilik Stratejisi\"). [https://ttgv.org.tr/content/docs/izmir-eko-verimlilik-stratejisi.pdf].\n[2] Technological Development Foundation of Turkey. \"The Project of Dissemination of Eco-Efficiency (Clean Production) Applications in İzmir\" (\"İzmir'de Eko-verimlilik [Temiz Üretim] Uygulamalarının Yaygınlaştırılması Projesi\"). [https://ttgv.org.tr/tr/projeler/izmir-de-eko-verimlilik-temiz-uretim-uygulamalarinin-yayginlastirilmasi-projesi].",1231]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I62,tblIndicators!$I$2:$I$42,0))&E62","v":"CLAR5_3Izmir"},null,null,"Izmir",3,"Climate Action and Resilience",3.3,"Clean energy",27,"Has the city set targets, policies, incentives, and milestones to increase the share of renewable energies?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Izmir has set targets to increase the share of renewable energy. Turkey's coal and natural gas dependence determines Izmir's pattern of energy use to a large extent, regardless of local policy. However, the city's geographic location and natural features create rich potential for local renewable energy, including solar, wind, geothermal and biofuel energy. The Izmir Sustainable Energy Action Plan, published in 2016, proposes steps in five key areas to increase the share of renewable energy sources in Izmir: raising awareness about roof-mounted solar batteries, installing solar batteries in municipal and subsidiary buildings, installing geothermal heating in 40,000 residences, generating electricity from municipal solid waste and using biomass in rural areas. Installing geothermal heating in homes is hoped to generate around 168,761 MW in energy savings (0.9% of the city's total energy use) and a 34,174 tCO e2 emissions reduction (0.2% of total emissions in 2014) [1]. There is no public information about the plan's progress, however.","[1] Izmir Metropolitan Municipality. 2016. \"Izmir Sustainable Energy Action Plan\" (\"Izmir Sürdürülebilir Enerji Eylem Planı\"). [http://skpo.izmir.bel.tr/Upload_Files/FckFiles/file/izmir_surdurulebilir_eylem_plani_2017.pdf].",1048]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I63,tblIndicators!$I$2:$I$42,0))&E63","v":"CLAR5_4Izmir"},null,null,"Izmir",3,"Climate Action and Resilience",3.4,"Climate change adaptation",28,"Has the city developed a climate change adaptation plan or project?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Izmir has a climate change adaptation plan. Izmir Metropolitan Municipality (IMM) is party to the Covenant of Mayors (CoM), an initiative of the European Commission signed by more than 6,000 local authorities. According to the covenant, IMM has committed to reducing greenhouse gas emissions by 20% by 2020. Izmir has submitted an action plan pursuant to the covenant: the Izmir Sustainable Energy Action Plan, published in 2016. The action plan discusses four main topics: urban development and built environment, renewable energy, transportation and waste management. The plan draws up scenarios and proposes steps to be taken on pertinent issues [2]. No monitoring of the results has taken place to date, however [1]. ","[1] Covenant of Mayors for Climate and Energy. 2018. \"Signatories: Izmir Metropolitan Municipality.\" [https://www.covenantofmayors.eu/about/covenant-community/signatories/overview.html?scity_id=8954].\n[2] Izmir Metropolitan Municipality. 2016. \"Izmir Sustainable Energy Action Plan\" (\"Izmir Sürdürülebilir Enerji Eylem Planı\"). [http://skpo.izmir.bel.tr/Upload_Files/FckFiles/file/izmir_surdurulebilir_eylem_plani_2017.pdf].",721]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I64,tblIndicators!$I$2:$I$42,0))&E64","v":"CLAR5_5Izmir"},null,null,"Izmir",3,"Climate Action and Resilience",3.5,"Disaster risk reduction",29,"Has the city undertaken comprehensive disaster risk management (DRM) strategies integrated with city planning?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"In Izmir, disaster risk management strategies are integrated with city planning, as well as disaster risk management strategies at the national level. \n \nThe Izmir Metropolitan Municipality (IMM) focuses on disaster preparedness, with disaster management and security identified as one of its main strategic objectives, as per the Strategic Plan 2015-2019. According to this plan, IMM allocated 9.64% (TL463m; US$85m) of its budget to disaster management and security during the 2010-14 period [1]. Projects financed from these funds include the Fire Department Management System project, which saw the integration of cameras and tablets into fire engines, enabling centralised management from an operations centre [2]; and the Fire and Natural Disasters Education Centre, which provides training on issues such as rescue procedures for earthquakes and traffic accidents [3]. IMM has also prepared an İzmir Earthquake Scenario and Earthquake Master Plan, outlining the main steps to be taken in the event of an earthquake in the legislative, educational and economic (aid and investment) spheres [4].\n \nAt the national level, the turning point for disaster management and co-ordination was the 1999 Marmara earthquake [5] [6]. However, a new disaster management model was only implemented after the establishment of the Department of Disaster and Emergency Management (DDEM) in 2009 (under the Ministry of Interior), when the priority shifted from \"crisis management\" to \"risk management\" [6]. According to DDEM's Strategic Plan 2013-2017, its main strategic objectives are to become a continuously learning and developing institution, develop a risk-focused integrated disaster management system, set disaster management standards and lead an educational campaign on disaster preparedness [7]. In line with its efforts to create a risk management system, DDEM created a remote sensory system, the main objective of which is to provide an integrated software solution that can display, process and analyse pre- and post-disaster remote sensory data [8]. DDEM maintains its operations in Izmir under the Izmir Governorship, a state institution, but it also works in co-ordination with IMM. Projects include the establishment of the Disaster Advisory Board, composed of experts and academics; the preparation and implementation of the Izmir Flood Plan; the preparation of the İzmir Disaster Response Plan; and in line with this latter plan, the preparation of local service group operation plans and the formation of 26 service groups to operate in response to disasters [9].\n \nThere are also some district-level initiatives for disaster preparedness. For example, neighbourhood disaster volunteers in the Balçova district are trained and equipped to assist with the work during and after a disaster [10].","[1] Izmir Metropolitan Municipality. 2015. \"Strategic Plan 2015-2019.\" [https://www.izmir.bel.tr/CKYuklenen/EskiSite/file/MALI_HIZMETLER/StrategicPlan2015-2019.pdf].\n[2] Izmir Fire Department. 2018. \"Projects: Fire Department Management System\" (Projeler: İtfaiye Yönetim Sistemi\"). [http://itfaiye.izmir.bel.tr/tr/ProjeDetay/12/118].\n[3] Izmir Fire Department. 2018. \"Fire and Natural Disasters Education Centre\" (İtfaiye Yangın ve Doğal Afet Eğitim Merkezi\"). [http://itfaiye.izmir.bel.tr/tr/iydem/14/99].\n[4] Izmir Metropolitan Municipality. 2015. \"Izmir Earthquake Scenario and Earthquake Master Plan\" (\"Izmir Deprem Senaryosu ve Deprem Master Planı\"). [http://www.izmir.bel.tr/izmirdeprem/index.html].\n[5] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018.\n[6] Department of Disaster and Emergency Management. 2018. \"About DDEM\" (\"AFAD Hakkında\"). [https://www.afad.gov.tr/tr/2211/AFAD-Hakkinda].\n[7] Department of Disaster and Emergency Management. 2012. \"2013-2017 Strategic Plan\" (\"2013-2017 Stratejik Planı\"). [https://www.afad.gov.tr/upload/Node/2402/files/afadsp2013-2017.pdf].\n[8] Department of Disaster and Emergency Management. 2018. \"AYDES Remote Sensing (UZAL)\" (\"AYDES Uzaktan Algılama [UZAL]\"). [https://www.afad.gov.tr/tr/26688/AYDES-Uzaktan-Algilama-UZAL].\n[9] Şahin, Gülhan. 2016. \"The Mitigation Responsibilities and Disaster Preparation in Local Governments: The Case of Izmir Metropolitan Municipality\" (\"Yerel Yönetimlerde Afetlere Hazırlık ve Zarar Azaltma Sorumlulukları: İzmir Büyükşehir Belediyesi Örneği\"). Paper presented at the 10th Public Administration Symposium: New Face of Municipal and City Management (10. Kamu Yönetimi Sempozyumu: Büyükşehir Yönetimi ve İl Yönetiminin Yeni Yüzü), 5-7 May, Izmir.\n[10] Çalkaya, Mehmet Ali. Mayor of Balçova District, Izmir. 31 October 2018.",2803]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I65,tblIndicators!$I$2:$I$42,0))&E65","v":"INQL6_1Izmir"},null,null,"Izmir",4,"Inclusivity and Quality of Life",4.0999999999999996,"Housing",30,"Does the city have an affordable housing policy that is integrated with city planning and other national goals?","0 = No\n 1 = Somewhat\n 2 = Yes",0,"There is no evidence of city-level affordable housing programmes in Izmir. Such programmes are led by the central government and are not integrated with city planning. \n \nAt the city level, there have been affordable housing projects driven by private co-operatives and financed through loans from international organisations, in which the Izmir Metropolitan Municipality (IMM), the main local authority, has played a secondary role. For example, the Egekent project, led by the co-operative company Ege-Koop, has built 16,500 apartments in areas identified by IMM, funded through loans from the Council of Europe [1] [2].\n \nAt the national level, the Public Housing Administration of Turkey (PHAT) deals with housing issues. PHAT's social housing programme targets low- and middle-income populations who cannot afford housing under market conditions and allows them to own houses by making monthly payments according to a single-indexed reimbursement plan, after a down payment (with no down payment necessary in projects aimed at the poor) [3]. However, PHAT's housing projects located in better-connected areas have started to appeal to middle-income populations due to their pricing, while poorer segments are pushed to the periphery [4].\n \nOne problem facing IMM is the poor connection new PHAT settlements have to the city. Most of these are located in unsettled areas, sometimes including agricultural lands, disrupting the city's integrity. This represents a budgetary burden for IMM, which is responsible for providing transportation and social services to these areas [5].","[1] Velibeyoğlu, Koray. Associate Professor of City and Regional Planning, Izmir Institute of Technology. 14 November 2018.\n[2] Egekoop. 2018. \"Completed Projects\" (\"Tamamlanan Projeler\"). [http://egekoop.org.tr/category/tamamlanan-projeler].\n[3] Public Housing Administration of Turkey. 2018. \"Housing Programmes.\" [http://www.toki.gov.tr/en/housing-programs.html].\n[4] Hazar, Dalya. Instructor of City and Regional Planning, Izmir Institute of Technology. 5 November 2018.\n[5] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018.",1582]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I66,tblIndicators!$I$2:$I$42,0))&E66","v":"INQL6_2Izmir"},null,null,"Izmir",4,"Inclusivity and Quality of Life",4.3,"Poverty Reduction, Hunger Reduction, and Food Security",31,"Are there specific policies or programmes to ensure urban food security?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"There are specific policies and programmes run by the Izmir Metropolitan Municipality (IMM), the main local authority, to ensure urban food security and supply nutritious food to disadvantaged areas. Under the Süt Kuzusu project, initiated in 2012, each child receives 8 litres of milk per month, distributed in 388 neighbourhoods with 62 teams. Additionally, 6,500 immigrant children were supplied with milk in 2017. Families who want to benefit from the project are required to apply to the Social Services Department of IMM [1]. IMM also prepares food packages to contribute to the food expenses of low-income citizens. IMM distributed 25,000 of these packages in 2013, 30,000 in 2014, 35,000 in 2015 and 40,000 in 2016 and 2017 [3]. In addition to these, IMM distributed lunches and dinners to approximately 1.4m people in 2017, including people in need, the elderly, people in poor health, citizens with disabilities and those living in women's shelters [4].","[1] Izmir Metropolitan Municipality. 2018. \"Süt Kuzusu.\" [https://www.izmir.bel.tr/tr/Projeler/sut-kuzusu/1399/4].\n[2] Izmir Metropolitan Municipality. 2018. \"We Are Not Forgetting to Share\" (\"Paylaşmayı Unutmuyoruz\"). [https://www.izmir.bel.tr/tr/Projeler/paylasmayi-unutmuyoruz/2590/4].\n[3] Izmir Metropolitan Municipality. 2017. \"Hygienic and Quality Meals in Izmir\" (İzmir'e Hijyenik ve Kaliteli Öğünler\"). [https://www.izmir.bel.tr/tr/Projeler/izmir’e-hijyenik-ve-kaliteli-ogunler/1396/4].",963]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I67,tblIndicators!$I$2:$I$42,0))&E67","v":"INQL6_3Izmir"},null,null,"Izmir",4,"Inclusivity and Quality of Life",4.4000000000000004,"Drinking Water and Sanitation",32,"Is there sufficient and affordable potable water supply and sanitation system provided to households across the city?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"The potable water supply and sanitation system provided to households across Izmir are sufficient. There are some disparities in affordability, however. One of the strategic aims of the Izmir Directorate of Water and Sanitary Sewerage (IZSU)— the institution responsible for managing the water supply in Izmir—is ensuring the uninterrupted supply of healthy drinking and utility water to the residents of Izmir [1]. According to the 2017 Activity Report of IZSU, 34 out of 52 projects planned for the 2015-19 period have been successfully completed or are in progress. These projects include conservation and control works for preventing pollution in drinking water dam basins, analyses of water quality, drilling new boreholes for drinking water and preparing a drinking water master plan [2]. \n \nHowever, following the adoption of a law on including villages in metropolitan municipalities in 2012 [3], the imbalance between infrastructure in the city and in villages has caused  villagers to pay as much as those living in the city for water of lower quality, causing disparities in terms of affordability [4].","[1] IZSU. 2015. \"IZSU Strategic Plan 2015-2019\" (\"IZSU 2015-2019 Stratejik Planı\"). [http://www.izsu.gov.tr/siteitems/documents/stratejikplan/sp20152019.pdf].\n[2] IZSU. 2017. \"IZSU 2017 Activity Report\" (\"IZSU 2017 Faaliyet Raporu\"). [http://www.izsu.gov.tr/siteitems/documents/FaaliyetRaporlari/2017YiliFaaliyetRaporu.pdf].\n[3] Grand National Assembly of Turkey. 2012. Law on the Amendment of Certain Laws and Decree Laws on the Establishment of the Metropolitan Municipality and Twenty-Six Districts in the Thirteen Provinces (On Üç İlde Büyükşehir Belediyesi Ve Yirmi Altı İlçe Kurulması İle Bazı Kanun Ve Kanun Hükmünde Kararnamelerde Değişiklik Yapılmasına Dair Kanun). Law No. 6360. Ankara.\n[4] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018.",{"$f":"LEN(N67)","v":1113}]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I68,tblIndicators!$I$2:$I$42,0))&E68","v":"INQL6_4Izmir"},null,null,"Izmir",4,"Inclusivity and Quality of Life",4.5999999999999996,"Health and Well-Being",33,"Are there city-level health promotion intitiatives?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"In Izmir, there are limited city-level health promotion initiatives. One of the strategic objectives of Izmir Metropolitan Municipality (IMM), the main local authority, is to provide preventative medical services and screenings and increase the capacity of medical services, homecare services and public health training. Izmir also has the only municipal hospital in Turkey with an e-appointment system, Eşrefpaşa Hospital [1]. Under another project, initiated in 2018 by the Municipality of Balçova District, wristbands are provided to the elderly who live alone, allowing them to call an ambulance in the event of an emergency. Under a further project of Balçova Municipality (The Heart of Balçova, carried out with nine Eylül University Medical Faculty), 45,000 citizens over the age of 35 underwent medical check-ups, and citizens who were at risk due to smoking were identified [2].\n \nHealthcare in general is the responsibility of the national government. Municipalities' central government funding is earmarked for particular policy areas and cannot be re-allocated by the municipalities themselves. This hinders IMM's ability to set its own agenda and pursue its own strategic objectives [3].","[1] Izmir Metropolitan Municipality. 2015. \"Strategic Plan 2015-2019.\" [https://www.izmir.bel.tr/CKYuklenen/EskiSite/file/MALI_HIZMETLER/StrategicPlan2015-2019.pdf].\n [2] Çalkaya, Mehmet Ali. Mayor of Balçova District, Izmir. 31 October 2018.\n [3] Çubukçu, Kemal Mert. Professor of City and Regional Planning, Dokuz Eylül University. 2 November 2018.",1200]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I69,tblIndicators!$I$2:$I$42,0))&E69","v":"INQL6_5Izmir"},null,null,"Izmir",4,"Inclusivity and Quality of Life",4.7,"Safety",34,"Are there policies to prevent and decrease crime prevalence?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"There is evidence of limited local-level policies to prevent and decrease crime in Izmir. The only city-level body is the municipal police, which aims to reduce criminality by actively tackling peddlers and beggars. In addition, the Izmir Security Directorate—the local branch of the General Directorate of Security (Turkey's police department, subordinate to the Ministry of Internal Affairs)—gives occasional training to the municipal police [1]. There are also some initiatives by district municipalities. For instance, the Sports Schools project has contributed to a decrease in child crime rates in the district of Balçova. Each year, 2,000 children attend activities carried out to keep them from adopting criminal lifestyles [2].\nAt the national level, there are projects aimed at preventing crime led by the General Directorate of Security. These include the Safe School – Safe Education Project, which aims to prevent the spread of crime among children; and the Violence Prevention and Monitoring Centres (established in 49 cities, including Izmir), which aim to prevent violence against women. The General Directorate of Security also informs the public about—and takes preventative measures against—terrorism. For example, it encourages the organisation of excursions, sporting events and cultural activities in regions prone to terrorist activities in order to prevent the exploitation of target groups by terrorist organisations [3].\n \nCrime is not a pressing issue in Izmir, however. The city's safety perception score, according to Numbeo's Crime Index, is 72.61, compared to 50.83 in Istanbul and 58.31 in Ankara [4].","[1] Gökçe, Buğra. General Secretary of Izmir Metropolitan Municipality, Izmir. 14 November 2018.\n[2] Çalkaya, Mehmet Ali. Mayor of Balçova District, Izmir. 31 October 2018.\n[3] General Directorate of Security. 2018. \"2018 Performance Programme\" (\"2018 Yılı Performans Programı\"). [https://www.egm.gov.tr/Documents/2018%20Yılı%20Performans%20Programı.pdf].\n[4] Numbeo. \"Crime Index Rate.\" [https://www.numbeo.com/crime/rankings_current.jsp].",1633]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I70,tblIndicators!$I$2:$I$42,0))&E70","v":"GIUP1_1Singapore"},null,null,"Singapore",1,"Governance and Integrated Urban Planning",1.1000000000000001,"Vision and Long-term Strategic Planning",1,"Is there a city-level strategic plan that provides a clear long-term vision for the future?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Urban Redevelopment Authority’s (URA) Master Plan 2014 provides a long-term strategic vision for Singapore which covers six key focus areas in detail: housing, the economy, transport, recreation, identity and public spaces. The overall objective of the master plan is to create an inclusive, liveable, economically vibrant and green society for Singapore through efficient land use and efforts to build a high-quality living environment [1][2]. The master plan is revised every five years to incorporate the long-term goals of the broader 2011 Concept Plan (reviewed every ten years) into direct plans for property development [3][4]. The Singapore Centre for Liveable Cities also undertakes ongoing research into sustainable and resilient city design to contribute to future development strategies [5].","[1] Government of Singapore, Urban Redevelopment Authority. 2018. \"Master Plan 2014.\" [https://www.ura.gov.sg/Corporate/Planning/Master-Plan/Introduction].\n[2] Government of Singapore, Urban Redevelopment Authority. 2014. \"The Planning Act: Written Statement 2014.\" [https://www.ura.gov.sg/-/media/User%20Defined/URA%20Online/master-plan/master-plan-2014/Written%20Statement%202014_uptd18jan16.pdf?la=en]. \n[3] Government of Singapore, Urban Redevelopment Authority. 2018. \"Master Plan 2014.\"\n[https://www.ura.gov.sg/Corporate/Planning/Master-Plan]. \n[4] Government of Singapore, Urban Redevelopment Authority. \"Planning Our City: Designing for a Sustainable Singapore.\"\n[5] The Singapore Centre for Liveable Cities. [https://www.clc.gov.sg/home].",807]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I71,tblIndicators!$I$2:$I$42,0))&E71","v":"GIUP1_2Singapore"},null,null,"Singapore",1,"Governance and Integrated Urban Planning",1.2,"Stakeholder participation",2,"Is there a structure that allows civil society to directly participate in urban planning and management?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Civil society groups have been invited to directly take part in urban planning and development in Singapore, through consultations, since the draft of the 2001 Concept Plan was released [1]. The public has since been further involved in urban planning, having been invited to provide feedback on draft concept plans (which are displayed to the public), including via the website [2]. The Government of Singapore has also taken steps to foster ownership of areas on a local level [1]. Critiques of urban planning in Singapore often highlight the top-down approach to city planning and question the extent to which public feedback is considered and incorporated into development plans [3].","[1] Development Asia. 2013. \"Case Study: Involving the Public in Land Use Planning.\" [https://development.asia/printpdf/case-study/involving-public-land-use-planning].\n[2] Government of Singapore, Ministry of National Development. 2018. \"Urban System Studies. Engaging Well, Forging Bonds: The Community as Stakeholders in Urban Development.\" [https://www.clc.gov.sg/docs/default-source/urban-systems-studies/uss-engaging-well-website.pdf].  \n[3] Singapore Institute of International Affairs. 2015. \"Singapore as a City: Public Participation and Resilience.\" [http://www.siiaonline.org/singapore-as-a-city-public-participation-and-resilience/].",687]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I72,tblIndicators!$I$2:$I$42,0))&E72","v":"GIUP1_3Singapore"},null,null,"Singapore",1,"Governance and Integrated Urban Planning",1.3,"Data Management",3,"Is there a publicly-accessible platform for georeferenced data at the city level?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Singapore Department of Statistics compiles extensive statistics on its official website. Through the SingStat Table Builder, data from 60 public-sector agencies can be used to develop customised data tables [1]. The Singapore Land Authority also developed the New OneMap to provide a detailed, authoritative and up-to-date map of Singapore [2]. Singapore's National Spatial Data Infrastructure (NSDI) was set up in 2008 and re-conceptualised as Geospatial Singapore (GeospatialSG) in 2018. It aims to increase the use of geospatial information and technology by making authoritative geospatial data available. The programme is lead by the Singapore Land Authority (SLA) and the Government Technology Agency of Singapore (GovTech) and reports to the Government Data Steering Committee, overseen by the Smart Nation and Digital Government Office [3].","[1]Government of Singapore, Department of Statistics Singapore. \"Concepts, Methods and Applications.\" [https://www.singstat.gov.sg/find-data/concepts-methods-and-applications/economic-statistics].\n[2] Government of Singapore, New OneMap. [https://www.onemap.sg].                                                         [3] Government of Singapore, The GeospatialSG Programme. [https://www.geospatial.sg]. ",853]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I73,tblIndicators!$I$2:$I$42,0))&E73","v":"GIUP1_4Singapore"},null,null,"Singapore",1,"Governance and Integrated Urban Planning",1.4,"Trend Analyses",4,"Is there evidence of data sets and trend analyses being used to inform city-level planning activities?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Data sets and trend analysis are extensively integrated into city planning in Singapore. The government of Singapore—through the Smart Nation Singapore Portal—publishes datasets compiled to guide national and urban planning initiatives and has Strategic National Projects as part of the Smart Nation drive. These are aimed at integrating digital technology and innovation into government planning and economic growth through the Digital Economy Framework for Action [1]. Extensive statistics and data are compiled by the Singapore Department of Statistics [2].","[1] Government of Singapore, Smart Nation Singapore. \"Transforming Singapore.\" [https://www.smartnation.sg/why-Smart-Nation/transforming-singapore].\n[2] Government of Singapore, Department of Statistics Singapore. \"Concepts, Methods and Applications.\" [https://www.singstat.gov.sg/find-data/concepts-methods-and-applications/economic-statistics].",560]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I74,tblIndicators!$I$2:$I$42,0))&E74","v":"GIUP1_5Singapore"},null,null,"Singapore",1,"Governance and Integrated Urban Planning",1.5,"Land Use and Zoning",5,"Does the city have up-to-date land use plans and institutional capacity (an agency or committee) to monitor their implementation?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Singapore’s long-term land development concept plan, Land Use Plan 2030, was drafted in 2013 and outlines the government's strategies for implementation, in line with population and economic projections for 2030 from the National Population & Talent Division (NPTD). The concept plan is monitored by the Ministry of National Development (MND). The more detailed operational planning blueprint, Master Plan 2014, is drawn up every five years, based on the concept plan. It is overseen by the Urban Redevelopment Authority, which co-ordinates with relevant agencies to implement and enforce the plan [1].","[1] Government of Singapore, Urban Redevelopment Authority. \"Concept Plan 2011 and MND Land Use Plan.\" [https://www.ura.gov.sg/Corporate/Planning/Concept-Plan/Land-Use-Plan]. ",602]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I75,tblIndicators!$I$2:$I$42,0))&E75","v":"GIUP1_6Singapore"},null,null,"Singapore",1,"Governance and Integrated Urban Planning",1.6,"Urban Growth Patterns",6,"Does the city have plans in place to limit urban sprawl and encourage increasing urban density?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Efforts to limit urban sprawl are integrated within the 2011 Concept Plan and the 2014 Master Plan, which establish zoning and identify land to be developed [1][2]. State land is then developed according to these zones to conform with economic and population projections [3].","[1] Government of Singapore, Urban Redevelopment Authority. 2018. \"Master Plan 2014.\"\n[https://www.ura.gov.sg/Corporate/Planning/Master-Plan]. \n[2] Government of Singapore, Housing & Development Board. \"HDB History and Towns.\" [https://www.hdb.gov.sg/cs/infoweb/about-us/history].  \n[3] Government of Singapore, Urban Redevelopment Authority. \"Concept Plan 2011 and MND Land Use Plan.\" [https://www.ura.gov.sg/Corporate/Planning/Concept-Plan/Land-Use-Plan]. ",275]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I76,tblIndicators!$I$2:$I$42,0))&E76","v":"GIUP1_7Singapore"},null,null,"Singapore",1,"Governance and Integrated Urban Planning",1.7,"Informal Settlements",7,"Does the city have policies in place to prevent and rehabilitate informal settlements?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Singapore Housing Development Board (HDB) is broadly lauded for instituting housing policies that have shifted Singapore from informal settlements in the 1960s to the present system of integrated urban planning and state housing. The strategy consisted of developing decentralised towns, with high-density, high-rise housing accessible by public transportation [1][2]. Actions to prevent the growth of informal settlements centre on the detailed planning approach of the HDB, which matches development of housing with Singapore’s concept and master plans (in line with economic and population projections) in order to provide adequate options for residents [3]. Programmes for temporary housing are also available through the Ministry of Social and Family Development, including transitional shelters and welfare homes [4].","[1] The Field. 2018. \"From Slums to Sky Gardens: Singapore’s Public Housing Success.\" [https://thefield.asla.org/2018/09/06/from-slums-to-sky-gardens-singapores-public-housing-success/].\n[2] Government of Singapore, Housing & Development Board. \"HDB History and Towns.\" [https://www.hdb.gov.sg/cs/infoweb/about-us/history]. \n[3] Government of Singapore, Urban Redevelopment Authority. \"Concept Plan 2011 and MND Land Use Plan.\" [https://www.ura.gov.sg/Corporate/Planning/Concept-Plan/Land-Use-Plan]. \n[4] Government of Singapore, Ministry of Social and Family Development. \"Statistics on Shelters.\" [https://www.msf.gov.sg/media-room/Pages/Statistics-on-shelters.aspx].",827]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I77,tblIndicators!$I$2:$I$42,0))&E77","v":"GIUP1_8Singapore"},null,null,"Singapore",1,"Governance and Integrated Urban Planning",1.8,"Transport and Mobility Integrated with Land Use",8,"Is there an up-to date transport master plan that enables authorities to measure and monitor the development of the transportation system?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Land Transport Authority (LTA) of Singapore released the Land Transport Master Plan: Smart Mobility 2030 in 2013. The plan introduces ambitious plans to create an integrated transport system (ITS), designed and updated through mobile and wireless technology. It further aims to extend rail lines, increase the capacity of the bus system and move towards stricter environmental standards [1] [2]. The Land Transport Master Plan is strongly integrated into broader development plans.","[1] Government of Singapore. 2013. \"Smart Mobility 2030: Intelligent Transport Systems: Strategic Plan for Singapore.\" [https://www.lta.gov.sg/content/dam/ltaweb/corp/RoadsMotoring/files/SmartMobility2030.pdf].\n[2] PWC. 2013. \"The Singapore Land Transport Master Plan 2013: A Review by PWC.\" [https://www.pwc.com/sg/en/publications/assets/lta_masterplan_201311.pdf]. ",485]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I78,tblIndicators!$I$2:$I$42,0))&E78","v":"GIUP1_9Singapore"},null,null,"Singapore",1,"Governance and Integrated Urban Planning",1.9,"Cultural Heritage",9,"Are there policies and plans in place to protect and conserve cultural and historical heritage?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The National Heritage Board (NHB) under the Ministry of Culture, Community and Youth is responsible for the protection and promotion of cultural heritage in Singapore. Initiatives of the NHB include cultural museums, the National Collection, monuments, historical sites and community engagement through educational public programmes [1]. Additionally, over 7,000 historic or culturally significant buildings and structures have been conserved through Singapore’s Conservation Programme [2].","[1] Government of Singapore, National Heritage Board. \"About Us.\" [https://www.nhb.gov.sg/who-we-are/about-us].  \n[2] Government of Singapore, Urban Redevelopment Authority. \"Urban Redevelopment Authority: Planning Our City: Designing for a Sustainable Singapore.\" [https://www.ura.gov.sg/services/download_file.aspx?f={7DFC7DB9-335D-4A12}]. ",490]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I79,tblIndicators!$I$2:$I$42,0))&E79","v":"FIFU2_1Singapore"},null,null,"Singapore",2,"Fiscal Sustainability",2.1,"Accountability and Transparency",10,"Is there an accountability framework in the city?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Government data sets and statistics are available through the Department of Statistics, which has over 27,000 data series that can be accessed from 70 government agencies [1][2]. The Singapore Budget undergoes examination via public consultation in the months prior to its release each fiscal year [3].","[1] Government of Singapore, Department of Statistics Singapore. [https://www.singstat.gov.sg]. \n[2] Government of Singapore, Smart Nation Singapore. \"Open Data Resources.\" [https://www.smartnation.sg/resources/open-data-resources]. \n[3] Government of Singapore. 2018. \"Budget Process.\" [https://www.singaporebudget.gov.sg/budget_2018/AboutBudget/BudgetProcess].",302]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I80,tblIndicators!$I$2:$I$42,0))&E80","v":"FIFU2_2Singapore"},null,null,"Singapore",2,"Fiscal Sustainability",2.2000000000000002,"Creditworthiness",11,"Does this city have a credit rating?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Singapore has been accorded a strong credit rating across agencies. These include Moody’s (Aaa), S&P (AAA), Fitch (AAA) and R&I (AAA) [1].","[1] Monetary Authority of Singapore. \"Singapore’s Credit Rating.\" [http://www.sgs.gov.sg/savingsbonds/AAA-rating.aspx].",138]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I81,tblIndicators!$I$2:$I$42,0))&E81","v":"FIFU2_3Singapore"},null,null,"Singapore",2,"Fiscal Sustainability",2.2999999999999998,"Revenue and Financial Autonomy",12,"Is the city financially autonomous (as opposed to dependent on other levels of government) for its overall financing?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"As a city-state, Singapore is fully financially autonomous [1].","[1] Government of Singapore, Inland Revenue Authority. \"The Singapore Tax System.\" [https://www.iras.gov.sg/IRASHome/About-Us/Taxes-in-Singapore/The-Singapore-Tax-System/].",63]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I82,tblIndicators!$I$2:$I$42,0))&E82","v":"FIFU2_4Singapore"},null,null,"Singapore",2,"Fiscal Sustainability",2.4,"Expenditure Management",13,"Does the city have operating and capital investment plans that guide the preparation and execution of annual operating and capital budgets?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Singapore Budget guides the execution of annual operating and investment plans in Singapore. The budget is prepared between 1 April and 31 March and includes revised revenue and expenditures for the present fiscal year, as well as planned expenses for the future year [1]. The Constitution of Singapore requires the government to keep a balanced budget [1][2].","[1] Government of Singapore. 2018. \"Budget Process.\" [https://www.singaporebudget.gov.sg/budget_2018/AboutBudget/BudgetProcess].   \n[2] Government of Singapore. \"Constitution of the Republic of Singapore.\" [http://www.wipo.int/edocs/lexdocs/laws/en/sg/sg047en.pdf]. ",364]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I83,tblIndicators!$I$2:$I$42,0))&E83","v":"FIFU2_5Singapore"},null,null,"Singapore",2,"Fiscal Sustainability",2.5,"Management of Debt and Other Obligations",14,"Is the city's debt level deemed sustainable by ratings agencies and/or independent watchdogs?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Despite a debt-to-GDP ratio of 112.33%, according to the World Bank, Singapore's level of debt has been deemed sustainable as most of the debt comes from liabilities in the banking sector [1]. Singapore has been given a strong credit rating across agencies. These include Moody’s (Aaa), S&P (AAA), Fitch (AAA) and R&I (AAA) [2].","[1] Government of Singpore. 2018. \"Why Does Singapore Have an External Debt of US$1.766 Trillion?\" [https://www.mof.gov.sg/Newsroom/Media-Articles/askST-Why-does-Singapore-have-an-external-debt-of-US1-766-trillion-].\n[2] Monetary Authority of Singapore. \"Singapore’s Credit Rating.\" [http://www.sgs.gov.sg/savingsbonds/AAA-rating.aspx].",328]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I84,tblIndicators!$I$2:$I$42,0))&E84","v":"UREC3_1Singapore"},null,null,"Singapore",1,"Urban Economies",1.1000000000000001,"Economic Performance",15,"Is there an economic plan or strategy to promote economic growth in different sectors of the city's economy?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Singapore’s economic strategy is outlined in the 2017 Report of the Committee on Future Economy: Pioneers of the Next Generation. The report highlights four key strategies: deepen international connections to support open markets; build on the programmes of SkillsFuture; strengthen enterprise capabilities; and develop strong digital capabilities through the adoption of digital technology across all sectors. It also outlines three enabling strategies: invest in physical and social infrastructure; integrate the strategies through industry transformation maps (ITMs); and partner with industry to enable growth. The ITMs—platforms to holistically plan and integrate the strategies of the 2017 report into economic strategy—are projected to cover 23 industries and 80% of the economy by the end of the 2017 financial year [1]. The report follows on from a previous framework from February 2010: High Skilled People, Innovative Economy, Distinct Global City [2]. Economic strategy is further guided by the Singapore Ministry of Trade and Industry (MTI) and nine statutory boards: the Agency for Science, Technology and Research (A*STAR); the Economic Development Board (EDB); Enterprise Singapore; Jurong Town Corporation (JTC); the Singapore Tourism Board (STB); the Competition and Consumer Commission of Singapore (CCCS); the Energy Market Authority (EMA); the Hotels Licencing Board (HLB); and the Sentosa Development Corporation (SDC) [3].\n Singapore plans and develops multiple economic centres across all of its territory, using a variety of spaces to accommodate the different needs of Singapore’s changing economic and manufacturing landscape. It has introduced the Enterprise District Approach, where land use and density can be managed at the district level, which imposes a district-level gross floor area (GFA) quantum control for each land use [4] [5].","[1] Government of Singapore. 2017. \"Report of the Committee on Future Economy.\" [https://www.gov.sg/~/media/cfe/downloads/cfe%20report.pdf?la=en].\n[2] Government of Singapore. 2010. \"Report on the Economic Strategies Committee: High Skilled People, Innovative Economy, Distinct Global City.\" [https://www.mof.gov.sg/Portals/0/MOF%20For/Businesses/ESC%20Recommendations/ESC%20Full%20Report.pdf]. \n[3] Government of Singapore, Singapore Ministry of Trade and Industry. \"MTI Family.\" [https://www.mti.gov.sg/en/About-Us/MTI-Family]. \n[4] Government of Singapore, Urban Redevelopment Authority. 2017. \"Factsheet on Enterprise District.\" [https://www.ura.gov.sg/Corporate/Media-Room/Media-Releases/pr17-17].                                                                       [5] Urban Redevelopment Authority, November 2018.",1867]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I85,tblIndicators!$I$2:$I$42,0))&E85","v":"UREC3_2Singapore"},null,null,"Singapore",1,"Urban Economies",1.3,"Business Climate, Innovation, and Entrepreneurship",16,"Is the regulatory environment of the city conducive to starting and operating local firms relative to the rest of the country (i.e. ease of doing business)?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Singapore ranks second overall in the World Bank Ease of Doing Business Ranking, indicating that the regulatory environment is conducive to operating a local firm [1].","[1] World Bank. \"Rankings.\" [http://www.doingbusiness.org/en/rankings].",167]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I86,tblIndicators!$I$2:$I$42,0))&E86","v":"UREC3_3Singapore"},null,null,"Singapore",1,"Urban Economies",1.4,"Labor Force",17,"Are there city-led policy programmes in place to match the labor force level of skill to the current and emerging employment opportunities?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Singapore’s efforts to match labour to skills shortages are co-ordinated through the SkillsFuture Programme, managed by the Future Economy Council (FEC). The programme provides resources and training for residents across career levels through educational opportunities, accelerations, internships and bootcamps. It also provides resources to employers and training providers for worker development. Recent projects include the development of a TechSkills Accelerator aimed at expanding digital skills in local professionals [1].","[1] Government of Singapore, SkillsFuture. \"About SkillsFuture.\" [http://www.skillsfuture.sg/AboutSkillsFuture].",528]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I87,tblIndicators!$I$2:$I$42,0))&E87","v":"UREC3_4Singapore"},null,null,"Singapore",1,"Urban Economies",1.5,"Livelihood Opportunities",18,"Are there labor policies in place to deter discrimination and promote fair employment conditions?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"The Employment Act (Chapter 91), revised on 31 July 2009, is Singapore’s main labour law and provides the basic terms and conditions at work for employees in Singapore [1]. The law is complemented by guidelines for fair employment issued by the Tripartite Alliance for Fair and Progressive Employment Practices (TAFEP). The guidelines cover five principles of fair employment: merit-based recruitment and non-discrimination, fair treatment of employees, further opportunities for training and career development, rewards based on performance, and compliance with labour laws [2]. Singapore does not have broad anti-discrimination laws, however, leading to critiques that the TAREP guidelines do not do enough to protect workers, especially against age discrimination [3].","[1] Government of Singapore. 2009. Employment Act (Chapter 91) revised 31 July 2009. [https://sso.agc.gov.sg/Act/EmA1968].\n [2] Government of Singapore, Tripartite Alliance for Fair and Progressive Employment Practice. \"Fair Employment Practices.\" [https://www.tafep.sg/node/1290/]. \n[3] The Strait TImes. 2018. \"Tafep Seen as Toothless If Not Given Legal Powers to Act.\" [https://www.straitstimes.com/forum/letters-in-print/tafep-seen-as-toothless-if-not-given-legal-powers-to-act].",771]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I88,tblIndicators!$I$2:$I$42,0))&E88","v":"UREC3_5Singapore"},null,null,"Singapore",1,"Urban Economies",1.6,"Income Equality and Shared Prosperity",19,"Is there a government effort to ensure that the provision of public services reaches all urban areas?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Access to public services is planned within the 2011 Concept Plan and the Master Plan 2014, which establish a base statutory land-use zoning plan for development. Through these plans and accompanying frameworks, agencies responsible for housing, transportation, land use and public services centrally co-ordinate to ensure that public services are accessible to residents in each of the development areas [1].","[1] Government of Singapore, Urban Redevelopment Authority. 2018. \"Master Plan 2014.\"\n[https://www.ura.gov.sg/Corporate/Planning/Master-Plan].",409]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I89,tblIndicators!$I$2:$I$42,0))&E89","v":"NERE4_1Singapore"},null,null,"Singapore",2,"Natural Environment and Resources",2.1,"Ecosystems and Biodiversity",20,"Is there a policy or regulatory framework in place to protect ecosystems and biodiversity?",null,2,"The National Biodiversity Strategy and Action Plan (NBSAP, Conserving Our Biodiversity) was developed in 2009 by the National Parks Board (NParks) with the aim of guiding biodiversity programmes in Singapore through species conservation, rehabilitation of degraded areas, the creation of green corridors to counter fragmentation, and the use of parks for conservation efforts. Incorporating natural elements into urban planning through the guiding vision of Singapore as “A City in a Garden” is central to the policy [1]. Policies such as the Landscaping of Urban Spaces and High Rises Scheme and the Skyrise Greenery Incentive Scheme aim to further this vision [2]. NParks currently manages 350 parks and four nature reserves, covering approximately 2,000 hectares [2]. Singapore is a global leader in designing urban spaces to incorporate natural elements. It also developed the Singapore Index on Cities’ Biodiversity, which allows cities to benchmark their biodiversity conservation efforts and monitor improvement over time [3].","[1] Government of Singapore. 2009. \"National Parks Board: Conserving Our Biodiversity. Singapore’s National Biodiversity Strategy and Action Plan.\" [https://www.cbd.int/doc/world/sg/sg-nbsap-v3-en.pdf].\n[2] Government of Singapore, Ministry of Environment and Water Resources, Ministry of National Development. 2015. \"Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/be3e98e5-b850-40a4-8e01-98d807132e9e.pdf]. \n[3] Government of Singapore, National Parks Board. 2018. \"Annual Report 2018.\" [https://www.nparks.gov.sg/portals/annualreport/npark_annual_report_2018.pdf].",1033]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I90,tblIndicators!$I$2:$I$42,0))&E90","v":"NERE4_2Singapore"},null,null,"Singapore",2,"Natural Environment and Resources",2.2000000000000002,"Air Quality",21,"Is there a policy program or plan to reduce the source emissions and to reduce the risks they represent for public health?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Singapore’s policies for emission reduction are presented in the 2016 Climate Action Plan: Take Action Today, for a Sustainable Future. Specific programmes to reduce source emissions include the Carbon Emissions-Based Vehicle Scheme (CEVS), introduced in 2013, where low-emission vehicles are given a rebate for ownership taxes while high-emission cars incur a registration surcharge. The National Environment Agency (NEA) has also continued to implement higher emissions standards for vehicles, with the aim of reducing source emissions [1]. The Master Plan 2014, the Land Transport Master Plan 2013 and the Sustainable Singapore Blueprint 2015 strive to integrate city planning and design to provide convenient access to public transportation. Specific programmes like Car-Lite Singapore further aim to incentivise greener modes of transportation by improving the built infrastructure for cycling and walking, and to reduce overall car use by introducing shared electric vehicles and driverless cars [2].","[1] Government of Singapore. 2016. \"Climate Action Plan: Take Action Today, for a Sustainable Future.\" [https://www.nccs.gov.sg/docs/default-source/publications/take-action-today-for-a-carbon-efficient-singapore.pdf].\n[2] Government of Singapore, Ministry of Environment and Water Resources, Ministry of National Development. 2015. \"Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/be3e98e5-b850-40a4-8e01-98d807132e9e.pdf].",1006]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I91,tblIndicators!$I$2:$I$42,0))&E91","v":"NERE4_3Singapore"},null,null,"Singapore",2,"Natural Environment and Resources",2.2999999999999998,"Water Resources Management",22,"Is there a policy program or plan to improve water consumption patterns?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Singapore has numerous policies to improve water consumption patterns. Water supply is managed by the Public Utilities Board (PUB)—a statutory board under the Ministry of the Environment and Water Resources. Overall policy is detailed in the 2016 publication “Our Water, Our Future”. This introduces the Four National Taps policy, whereby the water needs of the city are supplied by local water catchments, imported water, new water and desalinated water [1][2]. Additional policies include the Mandatory Water Efficiency Labelling Scheme, the Minimum Water Efficiency Standards for household appliances and water fittings, the Voluntary Water Efficiency Management Plans from private enterprises, the Water Efficient Homes programme and a Water Efficiency Fund [3].","[1] Government of Singapore, Ministry of Environment and Water Resources, Ministry of National Development. 2015. \"Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/be3e98e5-b850-40a4-8e01-98d807132e9e.pdf].\n[2] Government of Singapore, PUB. 2016. \"Our Water, Our Future.\" [https://www.pub.gov.sg/Documents/PUBOurWaterOurFuture.pdf]. \n[3] Government of Singapore, Singapore National Water Agency. 2018. \"Water Efficiency Labelling Scheme (WELS) Guidebook.\" [https://www.pub.gov.sg/Documents/WELS_Guidebook.pdf].",766]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I92,tblIndicators!$I$2:$I$42,0))&E92","v":"NERE4_4Singapore"},null,null,"Singapore",2,"Natural Environment and Resources",2.4,"Solid Waste Management",23,"Are there standardized and sustainable municipal waste management practices?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Singapore’s waste management practices (including regulatory and licencing functions) are administered by the National Environment Agency (NEA) and standardised under the legal framework, including the Environmental Public Health Act and Regulations. Waste disposal infrastructure in Singapore consists of four waste-to-energy (WTE) incineration plants and the Semakau offshore landfill site [1]. Singapore intends to work towards becoming a zero waste nation by introducing innovations such as centralised chutes for recyclables and pneumatic waste conveyance systems, and by building an integrated waste management facility [2].","[1] Government of Singapore, National Environment Agency. \"Waste Management.\" [https://www.nea.gov.sg/our-services/waste-management/overview]. \n[2] Government of Singapore, Ministry of Environment and Water Resources, Ministry of National Development. 2015. \"Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/be3e98e5-b850-40a4-8e01-98d807132e9e.pdf].",630]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I93,tblIndicators!$I$2:$I$42,0))&E93","v":"NERE4_5Singapore"},null,null,"Singapore",2,"Natural Environment and Resources",2.5,"Consumption and Production Patterns",24,"Are there city-led campaigns to raise awareness about sustainable consumption and lifestyles?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Singapore has a strong record in developing and assisting campaigns to raise awareness around a variety of sustainable living and consumption practices. Successful campaigns are highlighted in the Sustainable Singapore Blueprint 2015 and have included community initiatives such as the Keep Singapore Clean Movement, SWITCH (Simple Ways I Take to Change My Habits) to prevent household waste, recycling programmes, and the Call for Ideas Fund, which provides co-funding for creative projects that promote environmental ownership. Campaigns also support volunteer and community groups that encourage sustainable practices. For example, NParks supports 3,200 Dengue Prevention Volunteers, 4,000 LitterFree Ambassadors and 2,100 student Heartland Ambassadors [1].","[1] Government of Singapore, Ministry of Environment and Water Resources, Ministry of National Development. 2015. \"Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/be3e98e5-b850-40a4-8e01-98d807132e9e.pdf].",760]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I94,tblIndicators!$I$2:$I$42,0))&E94","v":"CLAR5_1Singapore"},null,null,"Singapore",3,"Climate Action and Resilience",3.1,"Greenhouse gas inventory",25,"Does the city use a Green House Gasses (GHG) inventory to identify sources of emissions and prioritize policies to reduce emissions?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Singapore National Environment Agency (NEA) leads a multi-agency effort to compile Singapore’s greenhouse gas (GHG) inventory. The legal framework for emission reduction in Singapore is established through the Energy Conservation Act (ECA) for GHG emissions, which was enhanced in 2017 [1]. Detailed plans and targets for emission reduction are presented in the 2016 Climate Action Plan: Take Action Today, for a Sustainable Future. These include reducing carbon emissions in power generation, developing low-carbon technologies and increasing energy efficiency [2]. Beginning in 2019, Singapore plans to introduce a carbon tax for facilities that emit more than 25,000 tCO2e of emissions and the six GHGs [3].","[1] Government of Singapore, National Environment Agency. \"Greenhouse Gas Inventory.\" [https://www.nea.gov.sg/our-services/climate-change-energy-efficiency/climate-change/greenhouse-gas-inventory].\n[2] Government of Singapore. 2016. \"Climate Action Plan: Take Action Today, for a Sustainable Future.\" [https://www.nccs.gov.sg/docs/default-source/publications/take-action-today-for-a-carbon-efficient-singapore.pdf]. \n[3] Government of Singapore, Ministry of the Environment and Water Resources. \"Carbon Emissions.\" [https://www.mewr.gov.sg/topic/carbon-emissions].",714]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I95,tblIndicators!$I$2:$I$42,0))&E95","v":"CLAR5_2Singapore"},null,null,"Singapore",3,"Climate Action and Resilience",3.2,"Energy efficiency",26,"Is the city implementing strategies to improve energy efficiency?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Strategies for improving energy efficiency in Singapore are co-ordinated through the Energy Efficiency Programme Office, led by the National Environment Agency (NEA) and the Energy Market Authority (EMA) and spanning the public, household and industrial sectors. Initiatives include Mandatory Energy Labelling (MELS) and Minimum Energy Performance Standards (MEPS) for household appliances; the Save Energy, Save Money Campaign; and the development of the Public Sector Taking the Lead in Environmental Sustainability (PSTLES) programme. In the industrial sector, energy efficiency is promoted through MEPS, legal requirements established by the Energy Conservation Act (ECA), the Energy Efficiency National Partnership (EENP), and incentives and grants [1][2]. Businesses are also encouraged to make energy-efficient choices through the Design for Efficiency Scheme (DfE), the Energy Efficiency Improvement Assistance Scheme (EASe) and the Grant for Energy Efficient Technologies (GREET) [2].","[1] Government of Singapore, Ministry of Environment and Water Resources, Ministry of National Development. 2015. \"Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/be3e98e5-b850-40a4-8e01-98d807132e9e.pdf].\n[2] Government of Singapore, National Environment Agency. \"Energy Efficient Singapore.\" [https://www.nea.gov.sg/our-services/climate-change-energy-efficiency/energy-efficiency/energy-efficient-singapore].",993]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I96,tblIndicators!$I$2:$I$42,0))&E96","v":"CLAR5_3Singapore"},null,null,"Singapore",3,"Climate Action and Resilience",3.3,"Clean energy",27,"Has the city set targets, policies, incentives, and milestones to increase the share of renewable energies?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"SIngapore is actively developing policies that expand the use of solar energy. Initiatives include the SolarNova Programme, which aggregates solar demand across government agencies, and developing floating photovoltaic cells in response to land constraints [1]. Singapore's small land area and high urban density limit the availability of renewable energy sources that can be effectively harnessed. Over 90% of Singapore’s electricity is generated using natural gas [2].","[1] Government of Singapore. 2016. \"Climate Action Plan: Take Action Today, for a Sustainable Future.\" [https://www.nccs.gov.sg/docs/default-source/publications/take-action-today-for-a-carbon-efficient-singapore.pdf].\n[2] Government of Singapore, Ministry of Environment and Water Resources, Ministry of National Development. 2015. \"Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/be3e98e5-b850-40a4-8e01-98d807132e9e.pdf]. ",470]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I97,tblIndicators!$I$2:$I$42,0))&E97","v":"CLAR5_4Singapore"},null,null,"Singapore",3,"Climate Action and Resilience",3.4,"Climate change adaptation",28,"Has the city developed a climate change adaptation plan or project?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Singapore has developed a comprehensive policy for climate change adaptation and management in urban planning. Climate change adaptation is integrated into high-level, long-term strategic policies, including the Concept Plan and the Master Plan. It is further detailed in the Sustainable Singapore Blueprint, the first version of which was released by the Inter-Ministerial Committee on Climate Change (IMCCC) in April 2009 [1]. The Sustainable Singapore Blueprint creates plans and targets for overall sustainable development. It was updated in 2015 (Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015 [2]) and is further operationalised in the Public Sector Sustainability Plan 2017-2020. In December 2009, Singapore became a party to the United Nations Framework Convention on Climate Change [3], and it has developed targeted and detailed goals for climate adaptation in its 2016 Climate Action Plan: Take Action Today, For a Sustainable Future, which consists of two publications: A Climate-Resilient Singapore, for a Sustainable Future, and Take Action Today, for a Carbon-Efficient Singapore [3][4].","[1] Government of Singapore, Ministry of Environment and Water Resources, Ministry of National Development. 2015. \"Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/be3e98e5-b850-40a4-8e01-98d807132e9e.pdf].\n[2] Government of Singapore, Ministry of Environment and Water Resources. 2017. \"Public Sector Sustainability Plan 2017-2020.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/1898cc83-5f82-4e2a-abd2-0c62dacef9dc.pdf].\n[3] Government of Singapore. 2016. \"Climate Action Plan: Take Action Today, for a Sustainable Future.\" [https://www.nccs.gov.sg/docs/default-source/publications/take-action-today-for-a-carbon-efficient-singapore.pdf].\n[4] Government of Singapore. 2016. \"A Climate-Resilient Singapore, for a Sustainable Future.\" [https://www.nccs.gov.sg/docs/default-source/publications/a-climate-resilient-singapore-for-a-sustainable-future.pdf].",1131]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I98,tblIndicators!$I$2:$I$42,0))&E98","v":"CLAR5_5Singapore"},null,null,"Singapore",3,"Climate Action and Resilience",3.5,"Disaster risk reduction",29,"Has the city undertaken comprehensive disaster risk management (DRM) strategies integrated with city planning?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Singapore’s disaster risk management (DRM) strategies are detailed in the 2017 Disaster Management Reference Handbook, which develops a Whole-of-Government Integrated Risk Management (WOG-IRM) process for disaster risk reduction (DRR) and DRM across agencies [1]. DRM is further integrated into city planning by policies mainstreaming overall urban resilience to environmental and built vulnerabilities. Resilience objectives are detailed in the Sustainable Singapore Blueprint 2015 and operationalised in the Public Sector Sustainability Plan 2017-2020 [2][3]. Singapore is a regional leader in the promotion of DRM and urban planning. In 2015, Singapore and the United Nations International Strategy for Disaster Reduction (UNISDR) launched a partnership to develop DRM capacity in small-island developing states in the context of the Sendai Agreement [4].","[1] Government of Singapore. 2017. \"Disaster Management Reference Handbook.\" [https://reliefweb.int/sites/reliefweb.int/files/resources/disaster-mgmt-ref-hdbk-singapore.pdf].\n[2] Government of Singapore, Ministry of Environment and Water Resources, Ministry of National Development. 2015. \"Our Home, Our Environment, Our Future: Sustainable Singapore Blueprint 2015.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/be3e98e5-b850-40a4-8e01-98d807132e9e.pdf].\n[3] Government of Singapore, Ministry of Environment and Water Resources. 2017. \"Public Sector Sustainability Plan 2017-2020.\" [https://www.mewr.gov.sg/docs/default-source/module/ssb-publications/1898cc83-5f82-4e2a-abd2-0c62dacef9dc.pdf]. \n[4] UNISDR. 2015. \"Singapore and UNISDR Launch Sendi Partnership.\" [https://reliefweb.int/report/singapore/singapore-and-unisdr-launch-sendai-partnership].",858]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I99,tblIndicators!$I$2:$I$42,0))&E99","v":"INQL6_1Singapore"},null,null,"Singapore",4,"Inclusivity and Quality of Life",4.0999999999999996,"Housing",30,"Does the city have an affordable housing policy that is integrated with city planning and other national goals?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Affordable housing is deeply integrated into city planning and the national goals of Singapore. The Housing and Development Board (HDB)—established under the Housing and Development Act of 1960—provides housing for over 80% of Singapore's resident population, and housing is listed as one of the six focus areas of the Master Plan 2014 [1][2]. HDB housing works towards social goals by incorporating numerous policies into housing design and allocation. Among these are the Ethnic Integration Policy, which allocates housing on the basis of social cohesion quotas; the Sustainable Development (SD) Framework for town development, which incorporates the Sustainable Singapore Blueprint into town design; and the Central Provident Fund (CPF) Housing Grant Scheme for low-income residents [1].","[1] Government of Singapore, Housing and Development Board. \"Public Housing, A Singapore Icon.\" [https://www.hdb.gov.sg/cs/infoweb/about-us/our-role/public-housing--a-singapore-icon]. \n[2] The World Bank. 2018. “But What About Singapore? Lessons From the Best Public Housing Programme in the World.” [http://blogs.worldbank.org/sustainablecities/what-about-singapore-lessons-best-public-housing-program-world].",790]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I100,tblIndicators!$I$2:$I$42,0))&E100","v":"INQL6_2Singapore"},null,null,"Singapore",4,"Inclusivity and Quality of Life",4.3,"Poverty Reduction, Hunger Reduction, and Food Security",31,"Are there specific policies or programmes to ensure urban food security?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Agri-Food & Veterinary Authority of Singapore (AVA) introduced Singapore's Food Security Roadmap in 2013 as a policy blueprint for ensuring urban food security. The roadmap presents a multi-faceted approach to food security, which includes diversification of food sources, both internationally and through contract farming; the expansion of local production capacity; and stockpiling to stabilise prices during short-term food shortages [1]. Despite importing approximately 90% of its food supply [2], Singapore ranks first in the world for food security, according to the EIU 2018 Global Food Security Index [3].","[1] Government of Singapore, Agri-Food & Veterinary Authority of Singapore (AVA). 2013. \"Food Security Roadmap 2013.\" [https://www.ava.gov.sg/files/avavision/issues3-4_2013/food-security-roadmap.html].\n[2] The Diplomat. 2015. \"Singapore’s Impressive Food Security.\" [https://thediplomat.com/2015/09/singapores-impressive-food-security/].\n[3] EIU. 2018. \"Global Food Security Index: Singapore.\" [https://foodsecurityindex.eiu.com/Country/Details#Singapore].",617]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I101,tblIndicators!$I$2:$I$42,0))&E101","v":"INQL6_3Singapore"},null,null,"Singapore",4,"Inclusivity and Quality of Life",4.4000000000000004,"Drinking Water and Sanitation",32,"Is there sufficient and affordable potable water supply and sanitation system provided to households across the city?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Public Utilities Board (PUB) under the Ministry of the Environment and Water Resources is responsible for water and sanitation policy in Singapore. The Four National Taps policy is central to water management. Under this policy, Singapore diversified water resources to draw from four sources: local catchments, imported water, high-grade reclaimed water (NEWater) and desalinated water [1][2]. According to the World Health Organisation/UNICEF Joint Monitoring Programme (JMP) for Water Supply and Sanitation, 100% of Singapore's population has access to improved drinking water [3]. Water tariffs are set by the PUB and underwent their first revision since 2000 in 2017, in order to offset increased operational costs and the development of improved water infrastructure [4].","[1] Government of Singapore, Public Utilities Board. 2016. \"Our Water, Our Future.\" [https://www.pub.gov.sg/Documents/PUBOurWaterOurFuture.pdf].\n[2] Government of Singapore, Public Utilities Board. \"Four National Taps.\"  [https://www.pub.gov.sg/watersupply/fournationaltaps].\n[3] WHO/UNICEF Joint Monitoring Programme (JMP) for Water Supply and Sanitation. \"Singapore.\" [https://washdata.org/data#!/sgp]. \n[4] Government of Singapore, Public Utilities Board. \"Water Price.\" [https://www.pub.gov.sg/watersupply/waterprice].",781]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I102,tblIndicators!$I$2:$I$42,0))&E102","v":"INQL6_4Singapore"},null,null,"Singapore",4,"Inclusivity and Quality of Life",4.5999999999999996,"Health and Well-Being",33,"Are there city-level health promotion intitiatives?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Health Promotion Board is the government organisation mandated to promote healthy initiatives in Singapore [1]. Its “Live Right, Feel Bright” annual report provides an overview of programmes aimed at improving health in Singapore through nutrition, exercise, and screening for early detection of health problems. Programmes include the Healthier Dining Programme, the Healthier Ingredient Development Scheme, the Healthier Choice Symbol, the Healthy Meals in Schools Programme and the National Steps Challenge [2].","[1] Government of Singapore, Health Promotion Board. \"About Us.\" [https://www.hpb.gov.sg/about/about-us]. \n[2] Government of Singapore, Health Promotion Board. 2018. \"Annual Report 2017-2018.\" [https://www.hpb.gov.sg/docs/default-source/annual-reports/hpb-annual-report-2017-2018.pdf?sfvrsn=78d8c672_2].",518]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I103,tblIndicators!$I$2:$I$42,0))&E103","v":"INQL6_5Singapore"},null,null,"Singapore",4,"Inclusivity and Quality of Life",4.7,"Safety",34,"Are there policies to prevent and decrease crime prevalence?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The National Crime Prevention Council (NCPC) co-ordinates policies and programmes aimed at increasing crime awareness, self-help and prevention measures in Singapore. NCPC activities include holding regular workshops for community members, running campaigns aimed at increasing public awareness of common crimes, and providing detailed preventative advice [1]. The NCPC also supports broad anti-crime efforts, such as Neighbourhood Watch Zones (NWZ); the Delta League, a football league where the participants become crime advisors to members of the public; and Crime Watch, a popular television series where the NCPC broadcasts crime prevention tips. Singapore is statistically the safest city in the world, with an overall crime rate of 584 cases per 100,000 population [2].","[1] Government of Singapore, National Crime Prevention Council. \"Introduction.\" [http://www.ncpc.org.sg/about.html].\n[2] Government of Singapore, National Crime Prevention Council. 2018. \"Annual Report FY 2017-2018.\" [http://www.ncpc.org.sg/annualreport.html].",776]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I104,tblIndicators!$I$2:$I$42,0))&E104","v":"GIUP1_1Recife"},null,null,"Recife",1,"Governance and Integrated Urban Planning",1.1000000000000001,"Vision and Long-term Strategic Planning",1,"Is there a city-level strategic plan that provides a clear long-term vision for the future?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"The city of Recife is in the process of renewing its Director Plan, which was last revised in 2008. The new plan offers a long-term, city-level strategic vision to guide the development of the city until 2028 [1], and it is set to be revised every ten years. Having a Director Plan is a legal requirement for all municipal governments in Brazil, in accordance with the Statute of the Cities of 2001 (a national law). However, Recife had been developing Director Plans prior to the passing of this national law and had one as far back as 1991. The Director Plan of 1991 was expected to be revised in 2001, but delays meant that it was not updated until 2008 [2]. The Director Plan 2018 will cover issues such as urban planning and management, new buildings, business and infrastructure, and occupation regulations and preservation areas. The plan is currently under public consultation and is expected to be finalised in December 2018 [1][3][4]. In order to identify the key issues, targets and themes for the Director Plan 2018, Recife organised studies to evaluate the state of various areas of the city, including diagnostic reports. According to Antonio Alexandre, the municipal secretary for urban planning, the diagnostic reports provided \"a critical reflection of the effectiveness and actuality of the current Director Plan [of 2008], indicating what must and could be revised\" [5]. In addition to renewing its Director Plan, Recife partnered with a civil society organisation, Núcleo de Gestão do Porto Digital, to create the Recife Agency for Innovation and Strategy (ARIES), with the goal of developing the Plan Recife 500 Years (the city will be celebrating its 500-year anniversary in 2037) [6][7]. ARIES also has support from the federal government through the Ministry of Science, Technology, Innovation and Communication, as the Núcleo de Gestão do Porto Digital is a long-time partner of the federal and local government [8]. The first version of the plan was released on March 12th 2018 and focuses on six main areas: connectivity and technology, the distribution of public services and infrastructure development across all neighbourhoods, civic participation, water management, transportation and the development of public spaces, and education and health [9]. The objective of Plan Recife 500 Years is to commit the local government to a long-term plan [10].","[1] Carvalho, Bianca. 2018. \"Plano Diretor do Recife Recebe Sugestões de Moradores Para Melhorar a Cidade.\"  [https://g1.globo.com/pe/pernambuco/noticia/plano-diretor-do-recife-recebe-contribuicoes-de-moradores-para-melhorar-a-cidade.ghtml].\n[2] Municipal Chamber of Recife. 2014. \"Jungmann Debate Revisão do Plano Diretor e Lei do Uso do Solo.\"  [http://www.recife.pe.leg.br/noticias_antigas/jungmann-debate-revisao-do-plano-diretor-e-lei-do-uso-do-solo].\n[3] Araújo, Mirella. 2018. \"Plano Diretor: Um Olhar Para o Futuro do Recife.\"  [https://www.folhape.com.br/noticias/noticias/plano-diretor/2018/08/06/NWS,77025,70,1213,NOTICIAS,2190-PLANO-DIRETOR-OLHAR-PARA-FUTURO-RECIFE.aspx].\n[4] City of Recife. \"Plano Diretor de Recife.\" [http://www.planodiretor.recife.pe.gov.br/]. \n[5] Alexandre, Antonio. Municipal Secretary for Urban Planning. 20 November 2018.                                                   \n [6] City of Recife. \"Recife 500 Anos.\" [http://www2.recife.pe.gov.br/pagina/recife-500-anos].    [7] ARIES. \"Recife 500 Anos.\"  [http://www.rec500.org.br/recife-500-anos/].                      [8] Wiedman, Guilherme. 27 November 2018.                      [9] Diário de Pernambuco. 2018. \"Plano Recife 500 Anos Cria Metas Para o Futuro com Base em Interesses da População.\" [http://www.diariodepernambuco.com.br/app/noticia/vida-urbana/2018/03/13/interna_vidaurbana,744813/plano-recife-500-anos-cria-metas-para-o-futuro-da-capital-com-base-nos.shtml].                                                                           [10] Cavalcanti, Guilherme. 6 November 2018.",2378]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I105,tblIndicators!$I$2:$I$42,0))&E105","v":"GIUP1_2Recife"},null,null,"Recife",1,"Governance and Integrated Urban Planning",1.2,"Stakeholder participation",2,"Is there a structure that allows civil society to directly participate in urban planning and management?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Council of the City of Recife organises public audiences to allow civil society to participate in decisions related to city projects, strategies and plans [1]. According to its website, \"the Council of the City of Recife is a body that aims to discuss and follow up on public policies related to urban space, focusing on improving the quality of life in the capital of Pernambuco state. As a permanent body, the commission is composed of representatives of the public and private sector, social movements and class entities, NGOs, as well as scientists and researchers\" [1]. Public audiences are required by federal law when a Director Plan is being developed by a municipal government (Article 40, §4-I of Law 10,257 of 2001, or the Statute of the City) [2]. A list of projects that are currently going through the public audience process appears on the city's website, along with details on how to participate in each meeting [3]. Input on the Director Plan 2018 has been collected from civil society and the general population through townhall meetings spread across the entire city, with the aim of covering as much territory and as many socio-economic and interest groups as possible. The city invites experts and academics—such as urban planners, engineers and architects—to participate in the audiences, but they are also open to the general public. The city also organised workshops with representatives from professional associations and organisations, universities and academics, research organisations and professional councils, and non-governmental organisations (NGOs) focused on urban planning and the environment [4]. These workshops were led by an expert and their objective was to tackle a specific issue or theme of the Director Plan in a more focused environment [5]. The public can also participate by answering questionnaires or interacting through live streaming of the meetings. The same process was used for the Municipal Plan for Urban Mobility and the Plan Recife 500 Years [6][7].","[1] Council of the City of Recife. \"O Conselho.\" [http://conselhodacidade.recife.pe.gov.br/content/o-que-%C3%A9].\n[2] 2001. Statute of the City. Law 10, 257 of July 10th 2001. [http://www.planalto.gov.br/ccivil_03/Leis/LEIS_2001/L10257.htm].\n[3] Council of the City of Recife. \"Audiência Pública.\" [http://conselhodacidade.recife.pe.gov.br/audi%C3%AAncia-p%C3%BAblica].\n[4] Diário de Pernambuco. 2018. \"Oficinas Discutem Plano Diretor de Recife.\" [http://planodiretordorecife.com.br/oficinas-discutem-plano-diretor-do-recife/]. \n[5] Asfora, Mariana. 19 November 2018.\n[6] Cavalcanti, Guilherme. 6 November 2018. \n[7] Schreiner, Sideney. 6 November 2018. ",2011]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I106,tblIndicators!$I$2:$I$42,0))&E106","v":"GIUP1_3Recife"},null,null,"Recife",1,"Governance and Integrated Urban Planning",1.3,"Data Management",3,"Is there a publicly-accessible platform for georeferenced data at the city level?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The web-based Geographic Information of Recife (ESIG), organised by the city, has city-level statistics and data associated with locations in physical space. The user can navigate the map by research topic (including education, streets, traffic cameras, infrastructure projects, public safety, parks, zones, etc.) [1].","[1] City of Recife. \"ESIG - Informações Geográficas do Recife.\" [http://www.recife.pe.gov.br/ESIG/].",318]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I107,tblIndicators!$I$2:$I$42,0))&E107","v":"GIUP1_4Recife"},null,null,"Recife",1,"Governance and Integrated Urban Planning",1.4,"Trend Analyses",4,"Is there evidence of data sets and trend analyses being used to inform city-level planning activities?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"There is little data available, but there is some evidence that trend analysis is used for city planning. The Brazilian Institute for Geography and Statistics (IBGE) collects annual population data for every municipality in Brazil, including Recife. Data is available from 2001 to 2018 [1]. However, there is no evidence that forecasts are available for the municipality of Recife; forecast population data is only available at the state level of Pernambuco. There is also no evidence of forecast trend analyses of employment levels; the website for IBGE includes historical data series but no forecasts for employment [2]. The IBGE provides historical and forecast data for population by age for Brazil and each state, but not for cities or metropolitan areas, including Recife. There is no evidence that this data is incorporated into the Director Plan or the Plan Recife 500 years [3]. Presentations on the Director Plan do use data sets, such as the city's GDP, share of GDP per economic activity, productivity and average income. However, all the data presented is historical, with no mention of forecasts [4]. According to Mariana Asfora, the co-ordinator for the revision of the Director Plan 2018, all the components of the plan were developed based on diagnostic studies for each specific issue and theme. These diagnostic studies used quantitative data to inform policymakers about how to draft the components of the plan. However, the data and information were compiled and analysed on an ad hoc basis, so there is no centralised and institutionalised database for the city. A municipal system to centralise information, data and records is being developed but has not yet materialised [5].","[1] Brazilian Institute for Geography and Statistics (IBGE). \"Estimativas de População: Tabela 6579 - População Residente Estimada.\" [https://sidra.ibge.gov.br/tabela/6579].\n[2] Brazilian Institute for Geography and Statistics (IBGE). \"Pesquisa Nacional por Amostra de Domicílios Contínua - PNAD Contínua.\" [https://www.ibge.gov.br/estatisticas-novoportal/sociais/trabalho/17270-pnad-continua.html?=&t=o-que-e].\n[3] Brazilian Institute for Geography and Statistics (IBGE). \"Projeções da População do Brasil e Unidades da Federação por Sexo e Idade: 2010-2060.\" [https://www.ibge.gov.br/estatisticas-novoportal/sociais/populacao/9109-projecao-da-populacao.html?=&t=resultados].\n[4] City of Recife. 2018. \"Recife: Plano Diretor - Versão Preliminar Para Discussão.\"  [http://planodiretordorecife.com.br/wp-content/uploads/2018/09/Desenvolvimento-Econ%C3%B4mico-Sustent%C3%A1vel-e-Inclus%C3%A3o-Social.pdf].\n[5] Asfora, Mariana. Co-ordinator for the revision of the Director Plan 2018. 19 November 2018.",1701]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I108,tblIndicators!$I$2:$I$42,0))&E108","v":"GIUP1_5Recife"},null,null,"Recife",1,"Governance and Integrated Urban Planning",1.5,"Land Use and Zoning",5,"Does the city have up-to-date land use plans and institutional capacity (an agency or committee) to monitor their implementation?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"The city of Recife has land-use plans and institutional capacity to monitor their implementation. There are challenges in enforcement, however, due to the large number of informal settlements (known in Brazil as favelas). The city has addressed this challenge by formally recognising these areas: in 1983, the city created a denomination called Special Zones for Social Interest (ZEIS) to formalise favelas and provide the necessary infrastructure and public services [1][2]. Land-use plans are monitored by the executive director for licencing and urbanism (DILURB), under the municipal secretary for mobility and urban control (SEMOC). The Portal for Urban Licencing keeps up-to-date land-use and zoning plans for the entire city. Through this portal, citizens have access to information on licencing and urban development in the city, including instructions on how to obtain a licence, information on the status of a licence application, a detailed zoning map for Recife, necessary documents and forms for several types of licences, online application forms for urban projects, information on the status of applications for urban projects, and location and operation certification [2].","[1] City of Recife. 1987. Law 14,947. Creates the Plan for the Formalisation of Special Zones for Social Interest (PREZEIS). [https://leismunicipais.com.br/a/pe/r/recife/lei-ordinaria/1987/1494/14947/lei-ordinaria-n-14947-1987-cria-o-plano-de-regularizacao-das-zonas-especiais-de-interesse-social-prezeis].\n[2] Asfora, Mariana. Co-ordinator for the revision of the Director Plan 2018. 19 November 19 2018. \n[3] Portal for Urban LicenCing (Recife). \"Sobre o Portal.\" [http://licenciamento.recife.pe.gov.br/node/node/78].",1188]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I109,tblIndicators!$I$2:$I$42,0))&E109","v":"GIUP1_6Recife"},null,null,"Recife",1,"Governance and Integrated Urban Planning",1.6,"Urban Growth Patterns",6,"Does the city have plans in place to limit urban sprawl and encourage increasing urban density?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The current Director Plan of Recife of 2008 (which expires in 2018) includes measures to increase urban density in order to limit urban sprawl. It has identified regions in the city where buildings with fewer than ten floors would be demolished and the construction of taller buildings (between 20 and 30 floors) would be prioritised. The Director Plan that is being developed for 2018 (and will last another ten years) includes measures to continue this policy in select city areas [1]. According to Mariana Asfora, the co-ordinator for the revision of the Director Plan 2018, increasing and controlling urban density is a priority for the city. The city is controlling and managing urban density by redistributing resources to develop certain areas and provide public transportation and sanitation infrastructure [2].","[1] City of Recife. 2018. \"Sumário Executivo: Diagnóstico Propositivo do Plano Diretor, Lei de Parcelamento e Lei de Uso e Ocupação do Solo.\"  [http://planodiretordorecife.com.br/wp-content/uploads/2018/10/Resumo-Executivo-Diagn%C3%B3stico.pdf]. \n[2] Asfora, Mariana. Co-ordinator for the revision of the Director Plan 2018. 19 November 2018. ",819]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I110,tblIndicators!$I$2:$I$42,0))&E110","v":"GIUP1_7Recife"},null,null,"Recife",1,"Governance and Integrated Urban Planning",1.7,"Informal Settlements",7,"Does the city have policies in place to prevent and rehabilitate informal settlements?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"The city has policies in place to rehabilitate informal settlements, but not to prevent their expansion. It has created Special Zones for Social Interest (ZEIS)—low-income residential areas where there is a lack or shortage of public services and public infrastructure, and which are part of the urban area of the city [1]. The ZEIS were created in the 1980s and established in law in 1996, and they have been included in the Director Plans for the city [2]. The ZEIS include communities known as favelas, which are generally irregular and tend to lack public services and infrastructure [3]. The creation of ZEIS shows that the city recognises the irregular communities, with the intention of regularising and formalising their situation and improving the lives of their residents [2]. According to a study by the Institute of Applied Economic Research (IPEA, a government-led research organisation) and census data, 23.5% of the population of the metropolitan area of Recife (not the city proper) lived in informal settlements in 2010, which translated to around 852,000 people. This compares to 23.9% in 2000, or around 785,000 people. The number of peole living in informal settlements in the metropolitan area of Recife grew by 8.5% in ten years (the population increased by 10.4%) [4]. In 2014, the city announced a R$19.6m (about US$5.3m) investment in ZEIS [5]. In 2018, it partnered with the Recife Agency for Innovation and Strategy (ARIES) and the Bernard Van Leer Foundation to revitalise low-income areas, including favelas, with an investment of R$3.5m (nearly US$1m) [6]. In addition, the city—with support from the Ministry of Cities, which is part of the federal government—has implemented the Programme for the Requalification of Central Urban Areas. These have become neglected, low-income areas in many large cities in Brazil (including Recife), where people informally occupy abandoned buildings in city centres [7].","[1] City of Recife. 1987. Law 14,947. Creates the Plan for the Formalisation of Special Zones for Social Interest (PREZEIS). [https://leismunicipais.com.br/a/pe/r/recife/lei-ordinaria/1987/1494/14947/lei-ordinaria-n-14947-1987-cria-o-plano-de-regularizacao-das-zonas-especiais-de-interesse-social-prezeis].\n[2] Miranda, Lívia. 2016. \"Instrumentos da Política Urbana Brasileira: A Efetividade da ZEIS Para a Consolidação dos Assentamentos de Interesse Social.\"  [http://www.ipea.gov.br/agencia/images/161011_miranda_ipea_mesa1_zeis_v2.pdf].\n[3] Observatório de Favelas. 2009. \"O Que é a Favela, Afinal?\" [http://observatoriodefavelas.org.br/wp-content/uploads/2013/09/o-que-%C3%A9-favela-afinal.pdf].\n[4] Mation, Lucas Ferreira, et al. 2014. \"Favelização no Brasil Entre 2000 e 2010: Resultados de Uma Classificação Comparável.\" Institute of Applied Economic Research (IPEA). [http://www.ipea.gov.br/agencia/images/stories/PDFs/TDs/td_2009.pdf].\n[5] City of Recife. 2016. \"ZEIS Recebem Investimento Inédito de R$ 19,6 Milhões.\" [http://www2.recife.pe.gov.br/noticias/14/11/2014/zeis-recebem-investimento-inedito-de-r-196-milhoes].\n[6] Meireles, Marina. 2018. \"Recife Recebe Investimento de R$ 3,5 Milhões Para Recuperar Areas Urbanas e Prevenir Violência.\" Globo.com.  [https://g1.globo.com/pe/pernambuco/noticia/recife-recebe-investimento-de-r-35-milhoes-para-recuperar-areas-urbanas-e-prevenir-violencia.ghtml].\n[7] Moradia Central. \"Produção de Habitação Social no Centro.\" [http://www.moradiacentral.org.br/index.php?mpg=08.03.04].",1937]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I111,tblIndicators!$I$2:$I$42,0))&E111","v":"GIUP1_8Recife"},null,null,"Recife",1,"Governance and Integrated Urban Planning",1.8,"Transport and Mobility Integrated with Land Use",8,"Is there an up-to date transport master plan that enables authorities to measure and monitor the development of the transportation system?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Recife is developing a new Director Plan and a Municipal Plan for Urban Mobility, both of which are currently awaiting approval. The current Director Plan 2008 (due to expire in 2018) includes measures to develop the city's mobility and transportation system [1]. The new plan, which will be released in December 2018 and will last for another ten years, is expected to cover sustainable mobility issues as well. The new plan focuses on seven areas: safety; disincentives for using individual motorised vehicles; pedestrians; cyclists; public transportation; trip-generating nodes (polos geradores de viagens); and financing, governance, data and indicators of mobility [2]. The main monitoring body for mobility in Recife is the Municipal Council for Traffic and Transportation. It consists of 14 members from local government, private companies and civil society, and it is responsible for deliberating on public policy regarding traffic and transportation, monitoring the development of the transportation system, and proposing guidance on issues related to traffic and transportation [3]. The Director Plan 2018 incorporates and is aligned with the Municipal Plan for Urban Mobility 2018, which is at a more advanced stage of approval and adoption (development of this plan started in 2015). The Municipal Plan for Urban Mobility will go to the City Council by early 2019 and is expected to be approved in the first half of 2019 [4].","[1] City of Recife. 2008. Law 17,511. Plano Diretor do Recife: Plano de Mobilidade do Recife.  [https://www.mobilize.org.br/midias/pesquisas/plano-de-mobilidade-do-recife-documento.pdf].\n[2] Soares, Roberta. 2018. \"Plano de Mobilidade do Recife Terá Como Princípio o Desestímulo ao Uso do Automóvel.\" UOL. [https://jc.ne10.uol.com.br/blogs/deolhonotransito/2018/03/27/plano-de-mobilidade-do-recife-tera-como-principio-o-desestimulo-ao-uso-do-automovel/].\n[3] City of Recife. \"Conselho Municipal de Trânsito e Transporte — CMTT/Recife.\" [http://www2.recife.pe.gov.br/servico/conselho-municipal-de-transito-e-transporte-cmttrecife?op=NTI1MQ==].\n[4] Schreiner, Sideney. 6 November 2018. ",1437]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I112,tblIndicators!$I$2:$I$42,0))&E112","v":"GIUP1_9Recife"},null,null,"Recife",1,"Governance and Integrated Urban Planning",1.9,"Cultural Heritage",9,"Are there policies and plans in place to protect and conserve cultural and historical heritage?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Directorate for the Preservation of Cultural Heritage (DPPC) is responsible for preserving the cultural heritage of Recife. The DPPC is responsible for analysing projects and advising on existing legislation, and providing information about the permitted uses for Special Areas of Preservation of Historical-Cultural Heritage (ZEPHs) and Special Preservation Properties (IEPs), which the DPPC also designates [1]. These areas are included in the city's zoning maps [2]. The DPPC follows the recommendations and complies with the legal instruments of bodies such as the United Nations Educational, Scientific and Cultural Organisation (UNESCO) and the National Institute of Historic and Artistic Heritage (IPHAN), in addition to the Brazilian Constitution, which establishes that the public sector, with the co-operation of the community, must promote and protect Brazilian cultural heritage [1]. The Director Plan 2008 includes several measures to protect Recife's natural, cultural and historical heritage [3]. The preservation of natural, cultural and historical heritage is also included in the upcoming Director Plan 2018 [4]. According to the City's Transparency Portal, R$5.7m has been allocated for historical, artistic and archaeological preservation, and another R$104m has been allocated for cultural promotion in 2018 [5].","[1] City of Recife. \"Diretoria de Preservação do Patrimônio Cultural - DPPC.\"  [http://www2.recife.pe.gov.br/pagina/diretoria-de-preservacao-do-patrimonio-cultural-dppc].\n[2] City of Recife. \"ESIG: Zoneamento Recife 2008.\" [https://esigportal.recife.pe.gov.br/arcgis/apps/webappviewer/index.html?id=17a5f2738ff54c6881efca6cf9fac3d6].\n[3] City of Recife. 2008. Law 17,511. Plano Diretor do Recife: Plano de Mobilidade do Recife.  [https://www.mobilize.org.br/midias/pesquisas/plano-de-mobilidade-do-recife-documento.pdf].\n[4] Directorate for the Preservation of Cultural Heritage (Recife). 2018. \"Cultural Heritage in the Director Plan for Recife.\" [http://planodiretordorecife.com.br/wp-content/uploads/2018/09/Patrim%C3%B4nio-Cultural.pdf].\n[5] City of Recife, Portal da Transparência. \"Despesas Funcional Programática do Recife.\"  [http://transparencia.recife.pe.gov.br/codigos/web/despesas/despesaFuncionalProgramatica.php].",1337]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I113,tblIndicators!$I$2:$I$42,0))&E113","v":"FIFU2_1Recife"},null,null,"Recife",2,"Fiscal Sustainability",2.1,"Accountability and Transparency",10,"Is there an accountability framework in the city?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Transparency Portal gathers data on revenues, expenses, agreements, bids and contracts for the city of Recife. Information on public employees, accounting statements, budget planning, fiscal statements and management data are also available on the site. The portal complies with Federal Complementary Law 131 of 2009, known as the Transparency Law [1]. Any user who wishes to request specific information that is not featured on the portal (or who cannot find the relevant information) can submit a request via the portal [2]. Every month, the site receives an average of 13,000 visits. It is considered to be the best among the 26 state capitals of Brazil, according to the comptroller-general of the union [3].","[1] City of Recife. \"Portal da Transparência.\"  [http://www2.recife.pe.gov.br/servico/portal-da-transparencia].\n[2] City of Recife. \"Portal da Transparência: Consultas Livres.\"  [http://transparencia.recife.pe.gov.br/codigos/web/despesas/consultasLivres.php].\n[3] City of Recife. 2017. \"Portal da Transparência do Recife Recebe Nota Máxima da Controladoria Geral da União Pela Segunda Vez Consecutiva.\" [http://www2.recife.pe.gov.br/noticias/11/05/2017/portal-da-transparencia-do-recife-recebe-nota-maxima-da-controladoria-geral-da].",716]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I114,tblIndicators!$I$2:$I$42,0))&E114","v":"FIFU2_2Recife"},null,null,"Recife",2,"Fiscal Sustainability",2.2000000000000002,"Creditworthiness",11,"Does this city have a credit rating?","0 = No\n 1 = Somewhat\n 2 = Yes",0,"The municipality of Recife is not rated by any of the three main credit rating agencies: Standard & Poor's, Moody's or Fitch. Other municipalities receive credit ratings from one of the three main credit agencies [1][2][3]. There is evidence that the Municipality of Belo Horizonte (the capital city of the state of Minas Gerais) and the Municipality of Rio de Janeiro (the capital city of the state of Rio de Janeiro) are rated by Moody's [4][5], and that the Municipality of São Paulo (the capital city of the state of São Paulo) is rated by Fitch [6].","[1] Moody's Investor Services. [https://www.moodys.com].\n[2] Standard & Poor's Global Ratings.  [https://www.standardandpoors.com].\n[3] Fitch Ratings. [https://www.fitchratings.com].\n[4] Moody's Investor Services. 2017. \"Rating Action: Moody's Revises the Rating Outlook of the Brazilian State of Sao Paulo and the Municipality of Belo Horizonte to Stable From Negative, Maintains the Negative Rating Outlook for the State of Minas Gerais.\"  [https://www.moodys.com/research/Moodys-revises-the-rating-outlook-of-the-Brazilian-state-of--PR_363366].\n[5] Moody's Investor Services. 2017. \"Rating Action: Moody's America Latina Downgrades the Ratings of the Municipality of Rio de Janeiro to Ba2/Aa2.br From Ba2/Aa1.br With a Negative Outlook, Affirms the Ratings of the Brazilian States of Parana, Bahia and Maranhao.\" \n[6] Moody's Investor Services. 2018. \"Sub-Sovereign Ratings List.\" [https://www.moodys.com/researchdocumentcontentpage.aspx?docid=PBC_124094].\n[7] Reuters. 2015. \"Fitch Assigns First-Time Ratings of 'BBB-' to Sao Paulo, Brazil; Outlook Negative.\"  [https://www.reuters.com/article/idUSFit93979120151111].\n[8] Central Bank of Brazil. \"Endividamento de Estados e Municípios: Recife-PE.\" [https://www4.bcb.gov.br/fis/dividas/lmdividas.asp].\n[9] Araújo, Mariana. 2017. \"Empréstimo do Banco Mundial Para Prefeitura do Recife Atrasa Mais Uma Vez.\" [https://jconline.ne10.uol.com.br/canal/politica/pernambuco/noticia/2017/02/23/emprestimo-do-banco-mundial-para-prefeitura-do-recife-atrasa-mais-uma-vez-271864.php].",554]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I115,tblIndicators!$I$2:$I$42,0))&E115","v":"FIFU2_3Recife"},null,null,"Recife",2,"Fiscal Sustainability",2.2999999999999998,"Revenue and Financial Autonomy",12,"Is the city financially autonomous (as opposed to dependent on other levels of government) for its overall financing?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"The city of Recife receives some of its financing from  federal and state governments. In 2017, about 21.5% of the city's revenue came from the federal government, while 22.3% came from the state government. In the Brazilian public revenue system, revenues are redistributed by the federal and state governments.","[1] City of Recife. \"Portal da Transparência: Receitas Totais do Recife.\" [http://transparencia.recife.pe.gov.br/codigos/web/receitas/receitaTotal.php#result].",312]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I116,tblIndicators!$I$2:$I$42,0))&E116","v":"FIFU2_4Recife"},null,null,"Recife",2,"Fiscal Sustainability",2.4,"Expenditure Management",13,"Does the city have operating and capital investment plans that guide the preparation and execution of annual operating and capital budgets?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Director Plan 2008 includes long-term investment plans for infrastructure, which are taken into consideration when writing the city's budgetary law, which is done annually [1]. The annual budget includes all anticipated expenditures for the following year, including operating and capital investment plans [2]. More recently, however, the City Council has criticised the executive's level of investment in infrastructure. For example, in May 2018 Councilman Ivan Moraes criticised the cuts in investment by the executive. According to the councilman, investment in infrastructure and municipal services fell from 12.84% of the budget in 2013 to 2.95% in 2017, which translates to a decrease in investment from R$580m (around US$155m) to R$128m (US$34m) [2]. For 2018, the current budget for infrastructure projects by the city of Recife is R$585m (US$156m) [3]. The Director Plan 2018 will also include infrastructure investment plans, particularly for mobility and transportation, as well as basic sanitation and water distribution [4][5].","[1] City of Recife. 2008. Law 17,511. Plano Diretor do Recife. [http://licenciamento.recife.pe.gov.br/sites/default/files/2008%20-%20Plano%20Diretor%20Lei%20n%C2%BA%2017511.08.pdf].\n[2] City Council of Recife. 2018. \"Ivan Moraes Discute Custeio e Gestão de Investimentos da Prefeitura.\" [http://www.recife.pe.leg.br/noticias_antigas/ivan-moraes-discute-custeio-e-gestao-de-investimentos-da-prefeitura].\n[3] City of Recife, Portal da Transparência. \"Despesa Funcional Programática.\"  [http://transparencia.recife.pe.gov.br/codigos/web/despesas/despesaFuncionalProgramatica.php#result].\n[4] City of Recife. 2018. \"Plano Diretor do Recife: Caderno Preliminar de Propostas.\" [http://planodiretordorecife.com.br/wp-content/uploads/2018/10/Caderno-Preliminar-de-Propostas-material-para-discuss%C3%A3o.pdf].\n[5] G1 PE. 2018. \"Mobilidade, Moradia e Infraestrutura Devem Nortear a Revisão do Plano Diretor do Recife.\"  [https://g1.globo.com/pe/pernambuco/noticia/2018/07/30/mobilidade-moradia-e-infraestrutura-devem-nortear-a-revisao-do-plano-diretor-do-recife.ghtml].",1044]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I117,tblIndicators!$I$2:$I$42,0))&E117","v":"FIFU2_5Recife"},null,null,"Recife",2,"Fiscal Sustainability",2.5,"Management of Debt and Other Obligations",14,"Is the city's debt level deemed sustainable by ratings agencies and/or independent watchdogs?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Rating agencies do not cover Recife, so there is no analysis of the municipality's finances. According to the Brazilian Central Bank, Recife had accrued debt of R$564m (US$151m) by October 2018. With a GDP of R$48bn (US$13bn) in 2015 (more recent data is not available), this yields a debt-to-GDP ratio of about 1.2% [2][3]. To provide a point of comparison, the debt-to-GDP ratio for the municipality of São Paulo is 4.4% [2][3]. A news article reported that the municipality's primary deficit decreased from R$795m (US$213m) in 2017 to R$773m (US$207m) in 2018. No opinion was given on the sustainability of these finances [1].","[1] Cardilli, Juliana, Vitor Sorano and Bruno Marinho. 2018. \"Prefeitura de Recife tem Déficit Primário e Investimento 28,7% Menor em 2018.\" G1.  [https://g1.globo.com/pe/pernambuco/noticia/prefeitura-de-recife-deficit-primario-e-investimento-287-menor-em-2018.ghtml].\n[2] Central Bank of Brazil. \"Endividamento de Estados e Municípios: Recife-PE.\" [https://www4.bcb.gov.br/fis/dividas/lmdividas.asp].\n[3] Brazilian Institute for Geography and Statistics (IBGE). \"Produto Interno Bruto dos Municípios-Recife.\" [https://cidades.ibge.gov.br/brasil/pe/recife/pesquisa/38/47001].",629]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I118,tblIndicators!$I$2:$I$42,0))&E118","v":"UREC3_1Recife"},null,null,"Recife",1,"Urban Economies",1.1000000000000001,"Economic Performance",15,"Is there an economic plan or strategy to promote economic growth in different sectors of the city's economy?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Director Plan 2008 (still active; expires at the end of the year) includes a plan to promote growth in different sectors of the city's economy. It places emphasis on small and medium-sized enterprises, tourism and entertainment, and high-tech companies. The plan's objective is to consolidate Recife as a regional centre for services, commerce, culture and tourism [1]. The proposed Director Plan 2018 (which will be in place at the end of 2018 and will last for ten years) includes similar objectives with more specific targets, such as education, healthcare and legal services targets [2]. In accordance with the plan's emphasis on high-tech companies, the Porto Digital initiative encourages tech incubators to settle in Recife in an area by the city's port, in Bairro do Recife [3]. To boost tourism, the city has established Special Areas of Preservation of Historical-Cultural Heritage (ZEPHs) and Special Preservation Properties (IEPs), which protect the city's heritage and culture and encourage the development of the tourism industry [1]. The city has also developed its airports and has been receiving greater numbers of tourists, including international tourists, as a result. In 2017, 7.77m passengers passed through Recife, compared to 7.2m in 2014, when the World Cup was held in Brazil [4].","[1] City of Recife. 2008. Law 17,511. Plano Diretor do Recife. [http://licenciamento.recife.pe.gov.br/sites/default/files/2008%20-%20Plano%20Diretor%20Lei%20n%C2%BA%2017511.08.pdf].\n[2] City of Recife. 2018. \"Recife: Plano Diretor - Versão Preliminar Para Discussão.\"  [http://planodiretordorecife.com.br/wp-content/uploads/2018/09/Desenvolvimento-Econ%C3%B4mico-Sustent%C3%A1vel-e-Inclus%C3%A3o-Social.pdf].\n[3] Porto Digital. \"O Que é o Porto Digital.\" [http://www.portodigital.org/parque/o-que-e-o-porto-digital].\n[4] Folha de Pernambuco. 2018. \"Cresce o Número de Turistas no Recife.\"  [https://www.folhape.com.br/economia/economia/economia/2018/01/18/NWS,55933,10,550,ECONOMIA,2373-CRESCE-NUMERO-TURISTAS-RECIFE.aspx].",1310]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I119,tblIndicators!$I$2:$I$42,0))&E119","v":"UREC3_2Recife"},null,null,"Recife",1,"Urban Economies",1.3,"Business Climate, Innovation, and Entrepreneurship",16,"Is the regulatory environment of the city conducive to starting and operating local firms relative to the rest of the country (i.e. ease of doing business)?","0 = No\n 1 = Somewhat\n 2 = Yes",0,"According to a study by Endeavor (an organisation that promotes entrepreneurship), it took an average of 151 days to open a business in Recife in 2016, compared to Brazil's national average of 80 days. Entrepreneurs are concerned about a lack of integration across the various government bodies for obtaining the proper licences. There is a proposal to create RedeSimples—a system that is intended to simplify the process of opening a business that is already present in other cities in Brazil. However, this has not yet been implemented in Recife [1]. In the previous edition of the Endeavor study, it took an average of 138 days to open a business in Recife and 177 days to obtain licencing for real estate, and 54.2% of the cases in local courts were backlogged. To provide a point of comparison, in the city of São Paulo (the largest city in Brazil) in the same year, it took an average of 88 days to open a business and 94 days to obtain licencing for real estate, and the backlog at local courts was 70% [2].","[1] Guarda, Adriana. 2017. \"Burocracia: No Brasil São Necessários 80 Dias Para Abrir uma Empresa.\" UOL.  [https://jconline.ne10.uol.com.br/canal/economia/pernambuco/noticia/2017/09/24/burocracia-no-brasil-sao-necessarios-80-dias-para-abrir-uma-empresa-308197.php].\n[2] Desidério, Mariana. 2016. \"As Cidades Onde é Mais Rápido Abrir uma Empresa no Brasil.\" Exame.  [https://exame.abril.com.br/pme/as-cidades-onde-e-mais-rapido-abrir-uma-empresa-no-brasil/].",1014]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I120,tblIndicators!$I$2:$I$42,0))&E120","v":"UREC3_3Recife"},null,null,"Recife",1,"Urban Economies",1.4,"Labor Force",17,"Are there city-led policy programmes in place to match the labor force level of skill to the current and emerging employment opportunities?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Recife's Directorate for the Promotion of Work Employment and Income is responsible for implementing the Public System for Work Employment and Income—a programme created by the federal government but run and managed by local governments. The public system matches labour force demand and supply, provides professional orientation, provides an unemployment safety net, implements the First Job National Programme, provides information on the labour market, guides citizens on microfinance opportunities, and provides professional and social qualifications for workers. Worker qualifications are provided through training in the economic areas of services, commerce and industry. The courses provided last an average of 200 hours and are catered towards the low-income population (whether unemployed or not). The city also has local programmes such as Local Labour by the City of Recife, which connects workers with local employers through partnerships between the public and private sectors. A programme to help youth enter the labour market provides training programmes and apprenticeships, and incentivises employers to hire vulnerable young people, such as those with physical or mental disabilities [1].","[1] City of Recife, Secretary for Science, Technology, and Economic Development. \"Directorate for the Promotion of Work Employment and Income.\" [https://www.recife.pe.gov.br/pr/sececonomico/empregorenda.php].",1206]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I121,tblIndicators!$I$2:$I$42,0))&E121","v":"UREC3_4Recife"},null,null,"Recife",1,"Urban Economies",1.5,"Livelihood Opportunities",18,"Are there labor policies in place to deter discrimination and promote fair employment conditions?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"The Directorate for the Promotion of Work Employment and Income works with the Association Pestalozzi in Recife to promote employment among those who have physical or mental disabilities [1]. Association Pestalozzi is a national civil society organisation that provides training for people over the age of 14 who have physical or mental disabilities so that they can join the labour force. Funding for the organisation comes solely from the city of Recife and the federal government [2]. There are also policies focused on young people and low-income or low-skilled workers [1]. There is no evidence of programmes focused on increasing employment among other minorities or women.","[1] City of Recife, Secretary for Science, Technology, and Economic Development. \"Directorate for the Promotion of Work Employment and Income.\"  [https://www.recife.pe.gov.br/pr/sececonomico/empregorenda.php].\n[2] Association Pestalozzi. \"Associação Pestalozzi do Recife.\" [https://pestalozzirecife.blogspot.com/].",679]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I122,tblIndicators!$I$2:$I$42,0))&E122","v":"UREC3_5Recife"},null,null,"Recife",1,"Urban Economies",1.6,"Income Equality and Shared Prosperity",19,"Is there a government effort to ensure that the provision of public services reaches all urban areas?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The city of Recife has identified and designated areas of at-risk populations as Communities of Social Interest (CIS). These tend to be densely populated areas with concentrations of low-income residents. The city has mapped and studied these areas to identify infrastructure, service and other needs. These studies look at water supply coverage and quality, sewage collection and treatment, and road networks and quality. The objective is to identify and prioritise the needs of these areas, and to ensure that public services reach all urban areas [1]. The CIS is a less formal version of the Special Zones for Social Interest (ZEIS) and is often a step towards becoming a ZEIS. ZEIS receive legal protection and rights and require additional certification based on perimeter studies and analysis of titles and land ownership. They also cater to low-income populations in communities with a lack of infrastructure and public services [2].","[1] City of Recife. 2018. \"Equidade Socioterritorial, Habitação e Regularização Fundiária.\"  [http://planodiretordorecife.com.br/wp-content/uploads/2018/09/Equidade-Socioterritorial-Habita%C3%A7%C3%A3o-e-Regulariza%C3%A7%C3%A3o-Fundi%C3%A1ria.pdf].\n[2] Asfora, Mariana. Co-ordinator for the revision of the Director Plan 2018. 19 November 2018. ",940]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I123,tblIndicators!$I$2:$I$42,0))&E123","v":"NERE4_1Recife"},null,null,"Recife",2,"Natural Environment and Resources",2.1,"Ecosystems and Biodiversity",20,"Is there a policy or regulatory framework in place to protect ecosystems and biodiversity?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Director Plan 2008 includes targets to regenerate, protect and preserve the natural environment [1]. The Law for the Use and Occupation of Land of 1996 of the City of Recife created Preservation Units, which the city can designate. Preservation Units are intended to preserve areas in need of environmental protection. Currently, the city of Recife has designated 25 Preservation Units. Of these, five obtained certification as Environmental Protection Areas, as per the National System for Natural Preservation Units [1][2]. The same law establishes percentages of land that must be left in its natural condition, depending on the zone, as designated by the city of Recife [2].","[1] City of Recife. \"Patrimônio Ambiental.\"  [http://www2.recife.pe.gov.br/servico/patrimonio-ambiental].\n[2] City of Recife. 1996. Law for the Use and Occupation of Land. [https://www.recife.pe.gov.br/pr/leis/luos/index.html].",682]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I124,tblIndicators!$I$2:$I$42,0))&E124","v":"NERE4_2Recife"},null,null,"Recife",2,"Natural Environment and Resources",2.2000000000000002,"Air Quality",21,"Is there a policy program or plan to reduce the source emissions and to reduce the risks they represent for public health?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Director Plan 2008 includes targets to encourage the use of public transportation, guide urban expansion through municipal investments, structure traffic safety and education policy, and update the road network in the city [1]. The proposed Director Plan 2018 includes as an objective the disincentivisation of using individual motorised vehicles. To achieve this, it proposes developing sidewalks so that they are more accessible, constructing walking bridges and walkways, improving the bus transit system, and designating specific throughways to be logistical corridors for the movement of cargo [2]. The city of Recife is also considering implementing toll areas and road-space rationing. These two ideas are being discussed for the Director Plan 2018, which will replace the current plan from 2008 [3].","[1] City of Recife. 2008. Law 17,511. Plano Diretor do Recife.  [http://licenciamento.recife.pe.gov.br/sites/default/files/2008%20-%20Plano%20Diretor%20Lei%20n%C2%BA%2017511.08.pdf].\n[2] City of Recife. 2018. \"Acessibilidade e Mobilidade Urbana.\" [http://planodiretordorecife.com.br/wp-content/uploads/2018/09/Uso-Do-Solo-Drenagem-e-Acessibilidade-Mobilidade-Parte-2.pdf].\n[3] Soares, Roberta. 2018. \"Rodízio e Pedágio à Vista no Plano de Mobilidade Urbana do Recife.\" [https://jc.ne10.uol.com.br/blogs/deolhonotransito/2018/05/14/rodizio-e-pedagio-vista-no-plano-de-mobilidade-urbana-do-recife/].",811]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I125,tblIndicators!$I$2:$I$42,0))&E125","v":"NERE4_3Recife"},null,null,"Recife",2,"Natural Environment and Resources",2.2999999999999998,"Water Resources Management",22,"Is there a policy program or plan to improve water consumption patterns?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"The city of Recife's Municipal Plan for Basic Sanitation covers issues of sewage and water distribution. The complete document is not available online, but according to news articles the plan was implemented in December 2017 and is scheduled to run for 20 years, with annual updates. The plan sets basic sanitation targets and creates mechanisms to evaluate the effectiveness of the proposed measures. It seeks to incentivise responsible consumption of water and the adoption of technologies for rationing, distributing and reusing water. The plan also identifies potential challenges (institutional politics, laws, the economy and finance, administration, culture and technology) that could affect the proposed targets [1]. \n \nIn addition to the Municipal Plan, there is a municipal law (Law 17,081), adopted in 2005, which establishes the Programme for the Conservation and Rational Use of Water in Buildings. The law stipulates mechanisms and technologies to reduce the consumption of water, such as toilets that use less water per flush and showers with lower water usage. It also requires buildings to install tanks to capture rainwater to be used in activities that do not require treated water [2].","[1] City of Recife. 2017. \"Recife Ganha Plano Municipal de Saneamento Básico.\" [http://www2.recife.pe.gov.br/noticias/26/12/2017/recife-ganha-plano-municipal-de-saneamento-basico].\n[2] City of Recife. 2005. Municipal Law Number 17,081 of 2005 That Establishes in the City of Recife the Programme for the Conservation and Rational Use of Water in Buildings. [https://www.recife.pe.gov.br/pr/secplanejamento/servicos/leis/lei17081.html].",1205]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I126,tblIndicators!$I$2:$I$42,0))&E126","v":"NERE4_4Recife"},null,null,"Recife",2,"Natural Environment and Resources",2.4,"Solid Waste Management",23,"Are there standardized and sustainable municipal waste management practices?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"The city of Recife's Municipal Plan for Basic Sanitation covers issues of sewage and water distribution. It was implemented in December 2017 and is scheduled to run for 20 years, with annual updates [1]. The complete document is not available online, but presentations by the city outline several strategic measures, including some that deal directly with waste management and sustainable practices—for example, improving efficiency in the treatment of water and sewage, and reducing waste production by reducing consumption, reusing materials, and collecting waste and recycling [2].","[1] City of Recife. 2017. \"Recife Ganha Plano Municipal de Saneamento Básico.\" [http://www2.recife.pe.gov.br/noticias/26/12/2017/recife-ganha-plano-municipal-de-saneamento-basico].\n[2] City of Recife. \"Plano Municipal de Saneamento Básico Recife.\" [http://conselhodacidade.recife.pe.gov.br/sites/default/files/biblioteca/Apresenta%C3%A7%C3%A3o_CONCIDADE%20-%20Plano%20Municipal%20de%20Saneamento%20B%C3%A1sico%2021-11-2017.pdf].",584]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I127,tblIndicators!$I$2:$I$42,0))&E127","v":"NERE4_5Recife"},null,null,"Recife",2,"Natural Environment and Resources",2.5,"Consumption and Production Patterns",24,"5. Are there city-led campaigns to raise awareness about sustainable consumption and lifestyles?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"In December 2016, the city of Recife led a campaign called December for Conscious Consumption, which encouraged the population to reduce their consumption of energy and other goods in order to reduce waste. During the entire month, there were workshops and activities focused on waste reduction and environmental sustainability [1]. There is no evidence that this campaign has been repeated in more recent years.\n \nThe EMLURB, Recife's waste management company (owned by the city), has an educational campaign to inform the population about recycling and how to sustainably manage their own waste. EMLURB promotes these campaigns in schools and through lectures and debates, the Oficina Reaproveitar (an initiative that teaches people how to use recycled or reused materials in art), and the implementation of selective collection (recycling) in public markets. In January 2016, it created a programme called Meu Bairro eu Também Limpo (My Neighborhood and I Are Also Clean). Through this programme, EMLURB identifies areas where inhabitants have poor waste disposal habits and then teaches those communities about the best and most sustainable ways to manage their waste [2].","[1] City of Recife, Secretary for Sustainable Development and the Environment. 2016. \"Dezembro de Consumo Consciente.\"  [http://meioambiente.recife.pe.gov.br/noticias/dezembro-de-consumo-consciente]\n[2] City of Recife, EcoRecife. \"Ações Educativas.\" [http://ecorecife.recife.pe.gov.br/acoes-educativas].",1176]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I128,tblIndicators!$I$2:$I$42,0))&E128","v":"CLAR5_1Recife"},null,null,"Recife",3,"Climate Action and Resilience",3.1,"Greenhouse gas inventory",25,"Does the city use a Green House Gasses (GHG) inventory to identify sources of emissions and prioritize policies to reduce emissions?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The city of Recife developed its Plan to Reduce Greenhouse Gas Emissions in 2016. It created its first inventory to identify sources of emissions in 2012 (released in 2015), which found that the city emitted 3.1m tonnes of CO2-equivalent emissions, 65.2% of which came from transportation, 19.4% from waste, 6.3% from residential energy, 4.9% from industrial energy, 3.8% from commercial or institutional energy, and 0.3% from the government. The 2016 plan prioritises reducing GHG emissions in certain sectors, and outlines specific measures and actions to reduce emissions. It prioritises four areas: transportation and urban mobility, waste and sanitation, energy, and sustainable urban development and resilience. There are specific targets for each of these areas. For example, the plan aims to reduce solid waste by 35% by 2020 [1].","[1] City of Recife. 2016. \"Recife Sustentável e de Baixo Carbono: Plano de Redução de Emissões de Gases Efeito Estufa (GEE).\" [http://www2.recife.pe.gov.br/sites/default/files/plano_de_baixo_co2_recife.pdf].",838]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I129,tblIndicators!$I$2:$I$42,0))&E129","v":"CLAR5_2Recife"},null,null,"Recife",3,"Climate Action and Resilience",3.2,"Energy efficiency",26,"Is the city implementing strategies to improve energy efficiency?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The city of Recife developed its Plan to Reduce Greenhouse Gas (GHG) Emissions in 2016. The plan has a section devoted to reducing GHG emissions by improving energy efficiency in transportation and reducing energy consumption in residential buildings, industry and commerce. Measures include modernising energy usage on roads and streets in the city; installing solar energy panels in government buildings; taking steps to make energy consumption more efficient in City Hall; creating a system for incentivising and certifying sustainable construction of buildings; incentivising the substitution of GHG-intensive fuels with renewable energy fuels in entities that consume large amounts of energy; developing a set of incentives for residential, industrial and commercial buildings to install more energy-efficient systems; co-operating with energy distributors on actions to promote energy efficiency; developing a target for energy consumption; adopting energy-efficient solutions for public works done by the city; and promoting campaigns to educate the population on the efficient use of energy [1].","[1] City of Recife. 2016. \"Recife Sustentável e de Baixo Carbono: Plano de Redução de Emissões de Gases Efeito Estufa (GEE).\"  [http://www2.recife.pe.gov.br/sites/default/files/plano_de_baixo_co2_recife.pdf].",1103]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I130,tblIndicators!$I$2:$I$42,0))&E130","v":"CLAR5_3Recife"},null,null,"Recife",3,"Climate Action and Resilience",3.3,"Clean energy",27,"Has the city set targets, policies, incentives, and milestones to increase the share of renewable energies?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The city of Recife developed its Plan to Reduce Greenhouse Gas Emissions in 2016 and has set targets for all the listed strategies. For example, it aims to prioritise the installation of energy-efficient lighting systems in streets and public spaces, contract 2,150 kWhp of solar energy for government buildings, and develop a full map of the main GHG-intensive energy consumers in the city [1].","[1] City of Recife. 2016. \"Recife Sustentável e de Baixo Carbono: Plano de Redução de Emissões de Gases Efeito Estufa (GEE).\"  [http://www2.recife.pe.gov.br/sites/default/files/plano_de_baixo_co2_recife.pdf].",395]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I131,tblIndicators!$I$2:$I$42,0))&E131","v":"CLAR5_4Recife"},null,null,"Recife",3,"Climate Action and Resilience",3.4,"Climate change adaptation",28,"Has the city developed a climate change adaptation plan or project?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The city of Recife is participating in the international project Urban LEDS II: Accelerating Climate Action Through Low-Carbon Development Strategies. On August 13th 2018, Mayor Geraldo Julio said: \"Here, in Recife, we are developing actions and policies to cope with and adapt to global warming for almost six years, and we treat this theme as a priority. We focus on consolidating growth of the city on a sustainable basis and offering the population a better quality of life. This workshop marks the beginning of a new stage of the Urban LEDS Project, in which we will advance the implementation of the Greenhouse Gas Reduction Plan, with support from international resources\" [1]. The Urban LEDS II project in which Recife participates highlights the following projects by the city: the Municipal Integrated Waste Management Plan, public LED lighting and the use of biofuel for the municipal fleet, carbon sinks, the creation of bus corridors, increasing the number of bike lanes in the city, the Capibaribe River Navigability Project, the Green Roof Law, the Sustainable Construction Code and the Low Carbon Development Preliminary Plan [2].","[1] City of Recife. 2018. \"Recife Discute Combate às Mudanças Climáticas em Evento Nesta Terça-Feira.\"  [http://www2.recife.pe.gov.br/noticias/13/08/2018/recife-discute-combate-mudancas-climaticas-em-evento-nesta-terca-feira-14].\n[2] Urban LEDS. \"About Recife: Activities Reporting.\" [http://urbanleds.iclei.org/index.php?id=234].",{"$f":"LEN(N131)","v":1146}]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I132,tblIndicators!$I$2:$I$42,0))&E132","v":"CLAR5_5Recife"},null,null,"Recife",3,"Climate Action and Resilience",3.5,"Disaster risk reduction",29,"Has the city undertaken comprehensive disaster risk management (DRM) strategies integrated with city planning?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Recife has taken some steps to reduce flood risk but lacks a comprehensive disaster risk management strategy. Due to its geography, Recife's disaster risk is related to flooding. The city included improving its drainage system in its Director Plan 2008 [1] and this is also under discussion for the Director Plan 2018 [2]. The city also created a Director Plan for Drainage and Management of Rainwater in the City of Recife in 2015 [3]. The plan has two broad targets: mapping and identifying key flood areas and areas where drainage most needs to improve, and implementing drainage and rainwater management projects, including constructing channels and other infrastructure to prevent flooding [3].","[1] City of Recife. 2008. Law 17,511. Plano Diretor do Recife. [http://licenciamento.recife.pe.gov.br/sites/default/files/2008%20-%20Plano%20Diretor%20Lei%20n%C2%BA%2017511.08.pdf].\n[2] City of Recife. 2018. \"Plano Diretor de Recife.\" [http://www.planodiretor.recife.pe.gov.br/]. \n[3] City of Recife. 2015. \"Plano Diretor de Drenagem e Manejo de Águas Pluviais da Cidade Recife.\"  [http://conselhodacidade.recife.pe.gov.br/sites/default/files/biblioteca/PDDR%20-%20PLANO%20DIRETOR%20DE%20DRENAGEM%20DO%20RECIFE.pdf].",699]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I133,tblIndicators!$I$2:$I$42,0))&E133","v":"INQL6_1Recife"},null,null,"Recife",4,"Inclusivity and Quality of Life",4.0999999999999996,"Housing",30,"Does the city have an affordable housing policy that is integrated with city planning and other national goals?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Director Plan 2008 has a section dedicated to the issue of housing, including affordable housing. The plan puts forward a Municipal Policy on Habitation (PMH), which aims to universalise access to adequate housing, prioritising the most vulnerable populations through regulations and other legal instruments designed to make housing affordable and accessible. This is to be integrated into other plans, policies and actions in the areas of urban, economic and social development at the municipal, intermunicipal, metropolitan, state and federal levels. The PMH also promotes the designation of Housing of Social Interest [1]. The proposed Director Plan 2018 includes similar housing policy, although the issue of housing is more integrated with other socio-economic issues. The proposed objectives are similar to those in the 2008 plan but include other issues as well, such as restricting the construction of houses in areas of environmental risk and investing more in integrating green policies with affordable housing [2]. The Director Plan 2018 also has a Local Plan for Housing of Social Interest, which outlines in more detail the expansion of affordable housing, as delineated in the Director Plans of 2008 and 2018 [3]. Examples of housing initiatives include the Residential Lease Programme (PAR), the Solidary Credit Programme, the Requalification of ZEIS initiative and the Social Interest Housing Subsidy Programme (PSH) [4].","[1] City of Recife. 2008. Law 17,511. Plano Diretor do Recife. [http://licenciamento.recife.pe.gov.br/sites/default/files/2008%20-%20Plano%20Diretor%20Lei%20n%C2%BA%2017511.08.pdf].\n[2] City of Recife. 2018. \"Plano Diretor de Recife.\" [http://www.planodiretor.recife.pe.gov.br/]. \n[3] City of Recife. 2017. \"Plano Local de Habitação de Interesse Social.\"  [http://conselhodacidade.recife.pe.gov.br/sites/default/files/biblioteca/PLHIS%20-%20Produto%2003%20-%20AP%20CONCIDADE%2019-12-2017.pdf].\n[4] City of Recife. \"Secretaria de Habitação: Programas.\"  [https://www.recife.pe.gov.br/pr/sechabitacao/programas.php].",1441]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I134,tblIndicators!$I$2:$I$42,0))&E134","v":"INQL6_2Recife"},null,null,"Recife",4,"Inclusivity and Quality of Life",4.3,"Poverty Reduction, Hunger Reduction, and Food Security",31,"Are there specific policies or programmes to ensure urban food security?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"The city of Recife has a Municipal Council for Food Security and Nutrition, which aims to promote access to adequate and healthy food, and to co-ordinate efforts and campaigns designed to promote food security and nutrition. In the area of social welfare, the council is responsible for monitoring the quality of food distributed to food banks and kitchens for the homeless and other low-income populations [1]. The city established the Municipal System for Food Security and Nutrition in 2016 through Law 12,213. The system is responsible for formulating, implementing, monitoring and evaluating programmes that promote food security and nutrition in Recife [2]. While there is a system and a council to oversee food security in Recife, no substantial plan or set of policies was found.","[1] City of Recife. 2017. \"Conselho Municipal de Segurança Alimentar e Nutricional Empossa Novos Conselheiros.\"  [http://www2.recife.pe.gov.br/noticias/21/09/2017/conselho-municipal-de-seguranca-alimentar-e-nutricional-empossa-novos].\n[2] City of Recife. 2016. Law number 18,213. Institution of the Municipal System for Food Security and Nutrition (SMSAN/Recife).  [https://leismunicipais.com.br/a/pe/r/recife/lei-ordinaria/2016/1821/18213/lei-ordinaria-n-18213-2016-institui-o-sistema-municipal-de-seguranca-alimentar-e-nutricional-smsan-recife].",787]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I135,tblIndicators!$I$2:$I$42,0))&E135","v":"INQL6_3Recife"},null,null,"Recife",4,"Inclusivity and Quality of Life",4.4000000000000004,"Drinking Water and Sanitation",32,"Is there sufficient and affordable potable water supply and sanitation system provided to households across the city?","0 = No\n 1 = Somewhat\n 2 = Yes",0,"Access to potable water is insufficient. According to the 2010 census, 86.7% of the population of Recife are connected to the water supply, 10.8% have access to water through wells or water sources, and 2.5% have access to water through other means (not specified) [1]. In Recife, all of its 66 streams, channels and rivers, plus all of its mangroves, are polluted due to sewage discharge. Of the 3.38m cubic metres of sewage produced monthly by the nearly 1.5m inhabitants, only 33% are collected. Of these, only 70% go through treatment plants; the remainder is thrown into rivers or natural pits. According to studies by the state government and the local sanitation company, an investment of R$1.3bn (US$350m) is needed to ensure that the sewage system reaches 80% of the city's population [1].","[1] City of Recife. \"Plano Municipal de Saneamento Básico Recife.\" [http://conselhodacidade.recife.pe.gov.br/sites/default/files/biblioteca/Apresenta%C3%A7%C3%A3o_CONCIDADE%20-%20Plano%20Municipal%20de%20Saneamento%20B%C3%A1sico%2021-11-2017.pdf].",798]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I136,tblIndicators!$I$2:$I$42,0))&E136","v":"INQL6_4Recife"},null,null,"Recife",4,"Inclusivity and Quality of Life",4.5999999999999996,"Health and Well-Being",33,"Are there city-level health promotion intitiatives?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"As part of a national campaign, the city of Recife provided vaccines against polio and measles to 100% of the targeted population in August 2018 [1][2]. The city also has a plan to combat the mosquito (aedes aegypti) that transmits the dengue, chikungunya and zika viruses  [3]. There is also a proposal in City Hall to make the fight against the mosquito a permanent one, through the Permanent Campaign to Provide Orientation, Consciousness, Prevention and Combat the Mosquito Aedes Aegypti in Public Schools of the Municipal System [4].","[1] City of Recife. 2018. \"Recife Vacina 100% do Público-Alvo Contra Pólio e Sarampo.\"  [http://www2.recife.pe.gov.br/noticias/30/08/2018/recife-vacina-100-do-publico-alvo-contra-polio-e-sarampo].\n[2] JC Online, Agência Brasil. 2018. \"Campanha Contra Pólio e Sarampo Terá 170 Postos de Vacinação no Recife.\" UOL Notícias.  [https://jconline.ne10.uol.com.br/canal/cidades/saude/noticia/2018/08/06/campanha-contra-polio-e-sarampo-tera-170-postos-de-vacinacao-no-recife-349769.php].\n[3] City of Recife. 2017. \"Plano de Enfrentamento às Arboviroses Transmitidas pelo Aedes Aegypti.\"  [http://www2.recife.pe.gov.br/sites/default/files/aedes_aegypti_apresentacao_vf_3_16-9_0.pdf].\n[4] Municipal Chamber of Recife. 2018. \"Projeto Institui Campanha Permanente Contra Mosquito Aedes.\" [http://www.recife.pe.leg.br/noticias_antigas/projeto-institui-campanha-permanente-contra-mosquito-aedes].",538]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I137,tblIndicators!$I$2:$I$42,0))&E137","v":"INQL6_5Recife"},null,null,"Recife",4,"Inclusivity and Quality of Life",4.7,"Safety",34,"Are there policies to prevent and decrease crime prevalence?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"In 2013, when he entered office, one of the first policies Mayor Geraldo Julio implemented was the Municipal Plan for Urban Security and Violence Prevention. The plan represents integrated action by the city to combat violence in Recife. This comprehensive plan looks at the challenge across four themes: social control and urban order, social prevention of crime and violence, recuperation from situations of risk, and social participation and civic culture [1]. However, studies suggest that the plan has not succeeded. According to the Citizen Council for Public Safety and Penal Justice (an NGO based in Mexico), Recife had 36.82 homicides per 100,000 habitants in 2013, ranking 39th out of 50 cities [2]. By 2017, the same study ranked Recife 22nd, with 54.96 homicides per 100,000 habitants [3].","[1] City of Recife. 2013. \"Pacto Pela Vida: Plano Municipal de Segurança Urbana e Prevenção da Violência.\"  [http://www2.recife.pe.gov.br/sites/default/files/pactopelavida.pdf].\n[2] Citizen Council for Public Safety and Penal Justice (Mexico). 2013. \"Por Tercer Año Consecutivo, San Pedro Sula es la Ciudad Más Violenta del Mundo.\"  [https://www.seguridadjusticiaypaz.org.mx/ranking-de-ciudades-2013].\n[3] Citizen Council for Public Safety and Penal Justice (Mexico). 2017. \"Ranking de Ciudades 2017.\"  [https://www.seguridadjusticiaypaz.org.mx/ranking-de-ciudades-2017].",801]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I138,tblIndicators!$I$2:$I$42,0))&E138","v":"GIUP1_1Melaka"},null,null,"Melaka",1,"Governance and Integrated Urban Planning",1.1000000000000001,"Vision and Long-term Strategic Planning",1,"Is there a city-level strategic plan that provides a clear long-term vision for the future?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"The state of Melaka developed a State Structure Plan in 2016, with the ultimate goal of making Melaka a resilient city-state. The Melaka State Structure Plan 2035 (MSSP) formulates the policy and general proposals of the State Authority for the development and use of land, including measures for improving the physical living environment, improving communications, managing traffic, improving socio-economic well-being, promoting economic growth, and facilitating sustainable development, as stipulated in the Town and Country Planning Act (TCPA) 1976 (Act 172) [1]. There are four key themes: 1) \"resilient economic growth\"; 2) \"Melaka as a green technology city\"; 3) \"harmony and inclusive Melaka\"; and 4) \"Melaka identity\". For each theme, the document details the strategic direction, policies, implementation initiatives, and mechanisms for enforcement and monitoring [2]. There are other plans that establish the long-term vision for the city-state, including the Green City Action Plan (GCAP) for Melaka State, which provides a framework for sustainable urban development in Melaka; and the Green Technology Blueprint, which sets out the vision to become a green technology city-state by 2020 [3]. At the city level, the Local Plan for Melaka Historic City Council (MBMB) is currently being updated and is expected to be completed in 2019. There is also a Special Area Plan for the Management of the World Heritage Site of Melaka [4].","[1] Parliament of Malaysia. 1976. Town and Country Planning Act 1976 (Act 172). [http://www.agc.gov.my/agcportal/index.php?r=portal2/lom&menu_id=VXlsMDlEclhJVXlGcUd6c0JreVhEUT09].                                  [2] PLANMalaysia Melaka. 2017. \"State Structure Plan (SSP) Melaka 2035.\" Presented at the Second Annual Meeting of the Global Platform for Sustainable Cities, 30 October 2017, New Delhi. [https://www.thegpsc.org/sites/gpsc/files/partnerdocs/gpsc_delhi_meeting-melaka_2035_plan-final2-311017.pdf].                                                                                            [3] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].                                                                                                         [4] Melaka Historic City Council. 3 December 2018.",1442]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I139,tblIndicators!$I$2:$I$42,0))&E139","v":"GIUP1_2Melaka"},null,null,"Melaka",1,"Governance and Integrated Urban Planning",1.2,"Stakeholder participation",2,"Is there a structure that allows civil society to directly participate in urban planning and management?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Town and Country Planning Act (TCPA) 1976 (Act 172) requires public feedback to be obtained before any draft state structure plan or draft local plan is finalised and gazetted. In particular, the TCPA states that the \"State Director shall publish, in three issues of at least two local newspapers, one of which being in the national language, a notice stating that copies of the plan are available for inspection at the office of the State Director and at such other places as he may determine and the time within which objections to the plan may be made to the Committee\" [1]. Civil society was involved in the preparation of the Melaka State Structure Plan 2035 (MSSP) through \"Publicity and Public Participation\" and \"Publicity and Public Objections\" sessions, which provided the public with opportunities to voice their opinions and provide relevant input on the draft plan [2]. A Publicity Report was then prepared, based on the public feedback [3]. The state structure plan is to be reviewed every five years, and any proposed alterations must also be provided for public consultation [1]. A similar stakeholder participation process is used for the development of the Melaka Historic City Council (MBMB) Local Plan [4]. In addition—and as part of the planning and approval process for any large-scale development—the population within the development radius is invited to a public hearing [4]. The state government has also been holding weekly townhall sessions attended by the chief minister and residents of Melaka since the new state administration took over in May 2018. The MBMB organises annual townhall sessions for residents within each state assembly to discuss service delivery and problems faced by residents [4][5].","[1] Parliament of Malaysia. 1976. Town and Country Planning Act 1976 (Act 172). [http://www.agc.gov.my/agcportal/index.php?r=portal2/lom&menu_id=VXlsMDlEclhJVXlGcUd6c0JreVhEUT09]. \n[2] PLANMalaysia Melaka. 3 December 2018.\n[3] PLANMalaysia Melaka. 2017. \"State Structure Plan (SSP) Melaka 2035.\" Presented at the Second Annual Meeting of the Global Platform for Sustainable Cities, 30 October 2017, New Delhi. [https://www.thegpsc.org/sites/gpsc/files/partnerdocs/gpsc_delhi_meeting-melaka_2035_plan-final2-311017.pdf].                                                                                                                              [4] Melaka Historic City Council. 3 December 2018.                                                                                [5] Official Portal of the Melaka State Government.  [https://www.melaka.gov.my/en].",1738]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I140,tblIndicators!$I$2:$I$42,0))&E140","v":"GIUP1_3Melaka"},null,null,"Melaka",1,"Governance and Integrated Urban Planning",1.3,"Data Management",3,"Is there a publicly-accessible platform for georeferenced data at the city level?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"There is a publicly accessible platform for georeferenced data, available through the Georeferenced Data System for the Historic City of Melaka. The system provides information on land use; administrative boundaries and government offices; historic and cultural heritage sites; public facilities, such as schools and hospitals; and public infrastructure [1]. Other portals that provide land-use information include the i-plan portal and the Melaka Geographic Information System (MelGIS) [2][3].","[1] Sistem Maklumat Geografi Melaka Bandaraya Bersejarah. [http://onemapserver.com/mapserver2014/MBMB/pengenalan/pengenalan.html].                                                                                                                             [2] Department of Town and Country Planning (PLANMalaysia), Integrated Landuse Planning Information System. [http://iplan.townplan.gov.my].                                                                           [3] Melaka Geographic Information System (MelGIS). [http://melgis.melaka.gov.my/].",494]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I141,tblIndicators!$I$2:$I$42,0))&E141","v":"GIUP1_4Melaka"},null,null,"Melaka",1,"Governance and Integrated Urban Planning",1.4,"Trend Analyses",4,"Is there evidence of data sets and trend analyses being used to inform city-level planning activities?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"The Melaka State Structure Plan 2035 (MSSP) takes population growth into account [1]. The Department of Statistics Malaysia (DOSM) provides national and state population projections through to 2040, analysing changes in total population and population age structure, including the age dependency ratio [2]. ","[1] PLANMalaysia Melaka. 2017. \"State Structure Plan (SSP) Melaka 2035.\" Presented at the Second Annual Meeting of the Global Platform for Sustainable Cities, 30 October 2017, New Delhi.\n[https://www.thegpsc.org/sites/gpsc/files/partnerdocs/gpsc_delhi_meeting-melaka_2035_plan-final2-311017.pdf].\n[2] Department of Statistics Malaysia (DOSM). 2016. \"Population Projection (Revised), Malaysia, 2010-2040.\" [https://newss.statistics.gov.my/newss-portalx/ep/epProductForm.seam?cid=87810].",307]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I142,tblIndicators!$I$2:$I$42,0))&E142","v":"GIUP1_5Melaka"},null,null,"Melaka",1,"Governance and Integrated Urban Planning",1.5,"Land Use and Zoning",5,"Does the city have up-to-date land use plans and institutional capacity (an agency or committee) to monitor their implementation?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Existing zoning and land-use plans can be found on the i-plan portal or the Melaka Geographic Information System (MelGIS) [1][2]. Land-use information is supplied by the local authorities, according to their respective local plans and records [1]. The zoning plan is enforced by the local authority, which provides planning permission. Applications that do not comply with the land-use plan (as detailed in the Local Plan) are escalated to the State Planning Committee for review, and for conversion of land-use status (if approved) [3][4]. However, land reclamation projects in Melaka provide a recent example of a lapse in enforcement: freehold titles were given on reclaimed land before reclamation was even complete, and there are concerns about the impact of the reclamation on existing river passages and drainage systems [5].","[1] Department of Town and Country Planning (PLANMalaysia), Integrated Landuse Planning Information System. [http://iplan.townplan.gov.my/].\n[2] Melaka Geographic Information System (MelGIS). [http://melgis.melaka.gov.my/].\n[3] Zaid, Noor Suzaini. Lecturer, University of Malaya. 13 November 2018.\n[4] Melaka Historic City Council (MBMB). 3 December 2018.                                                                            [5] The Star Newspaper. 2018. \"Land Reclamation Projects in Melaka Under Scrutiny.\" [https://www.thestar.com.my/metro/metro-news/2018/08/16/land-reclamation-projects-in-melaka-under-scrutiny/#F6YY44iTMdii7AwG.99].",832]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I143,tblIndicators!$I$2:$I$42,0))&E143","v":"GIUP1_6Melaka"},null,null,"Melaka",1,"Governance and Integrated Urban Planning",1.6,"Urban Growth Patterns",6,"Does the city have plans in place to limit urban sprawl and encourage increasing urban density?","0 = No\n 1 = Somewhat\n 2 = Yes",0,"Melaka City has a population density below the national average, and far below the average for East Asia. In 2017, the Central Melaka District covered an area of 299km2 and had a population of 563,400, which equates to a population density of 1,884 per km2 [1]. In 2010, the average population density in East Asia was 5,800 people per km2, and Malaysia's average was trailing behind at 3,300 people per km2 [2]. Population density in Melaka City could decline further, given the mega developments that are being planned along the coastline, on reclaimed land and the Melaka Gateway [3].","[1] Department of Statistics Malaysia (DOSM). 2018. \"Population Statistics.\" [https://www.dosm.gov.my/v1/index.php?r=column/cthree&menu_id=aWVXaXhrSmpXeFRRN3pMeklXSjhIQT09].\n[2] World Bank. 2015. \"Malaysia Among Most Urbanised Countries in East Asia.\" [http://www.worldbank.org/en/news/feature/2015/01/26/malaysia-among-most-urbanized-countries-in-east-asia]. \n[3] Resilience Unit of Melaka. 2018. \"Draft Preliminary Resilience Assessment (1 February 2018).\"",587]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I144,tblIndicators!$I$2:$I$42,0))&E144","v":"GIUP1_7Melaka"},null,null,"Melaka",1,"Governance and Integrated Urban Planning",1.7,"Informal Settlements",7,"Does the city have policies in place to prevent and rehabilitate informal settlements?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Preventing and rehabilitating informal settlements is not a priority as the city does not have any informal settlements. This was confirmed in interviews with representatives from the four local authorities in Melaka State. According to these interviewees, only two to three households were found in the local authority area of Jasin and have since been relocated to government housing [1].","[1] Anonymous. 26 November 2018.",390]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I145,tblIndicators!$I$2:$I$42,0))&E145","v":"GIUP1_8Melaka"},null,null,"Melaka",1,"Governance and Integrated Urban Planning",1.8,"Transport and Mobility Integrated with Land Use",8,"Is there an up-to date transport master plan that enables authorities to measure and monitor the development of the transportation system?","0 = No\n 1 = Somewhat\n 2 = Yes",0,"There is currently no transport master plan for Melaka State or Melaka City. However, the Melaka State Structure Plan 2035 (MSSP) includes a target to increase the public-private modal split from 14% to 60% by 2035, and it provides a few high-level strategies to meet this target [1]. The Green City Action Plan (GCAP) identifies the need to prepare a transport plan to support tourism activities in Melaka, as well as a transit plan for the state [2]. The Melaka Historic City Council (MBMB) has prepared terms of reference for the preparation of the Melaka City Public Transport and Traffic Master Plan, but the effort has been stalled due to a lack of funding [3].","[1] PLANMalaysia Melaka. 2017. \"State Structure Plan (SSP) Melaka 2035.\" Presented at the Second Annual Meeting of the Global Platform for Sustainable Cities, 30 October 2017, New Delhi.\n[https://www.thegpsc.org/sites/gpsc/files/partnerdocs/gpsc_delhi_meeting-melaka_2035_plan-final2-311017.pdf].\n[2] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].\n[3] Melaka Historic City Council. 3 December 2018.",667]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I146,tblIndicators!$I$2:$I$42,0))&E146","v":"GIUP1_9Melaka"},null,null,"Melaka",1,"Governance and Integrated Urban Planning",1.9,"Cultural Heritage",9,"Are there policies and plans in place to protect and conserve cultural and historical heritage?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Melaka developed a Conservation Management Plan in 2008 as part of the requirements to become a World Heritage Site [1]. It has also presented three reports on the state of conservation, which outline changes to the guidelines for Special Area Plans (SAPs). In 2013, an SAP amendment was developed to stress the importance of preserving the \"outstanding universal value\" of historical sites, and to require heritage impact assessments for all new developments [2]. The conservation and maintenance of cultural and historical heritage is also addressed in the Melaka State Structure Plan 2035 (MSSP), in Chapter 4 (\"Strategic Thrusts\") and Chapter 6 (under \"Melaka Identity\") [3]. The Executive Committee of Melaka City Area Development is responsible for granting approval for building changes within the World Heritage Site. The committee is chaired by the mayor and includes consultants, technical departments and state councillors from the Melaka Historic City Council. The committee meets 12 times a year [4].","[1] Melaka Historic City Council. 2008. \"Conservation Management Plan for the Historic City of Melaka.\" [http://whc.unesco.org/en/documents/103166].                                                                   [2] UNESCO. \"State of Conservation Report 2013. Melaka and George Town, Historic Cities of the Stratis of Malacca.\" [https://whc.unesco.org/en/soc/1984].                                                                                      [3] PLANMalaysia Melaka. 3 December 2018.                                                                                                      [4] Melaka Historic City Council. 3 December 2018.",1013]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I147,tblIndicators!$I$2:$I$42,0))&E147","v":"FIFU2_1Melaka"},null,null,"Melaka",2,"Fiscal Sustainability",2.1,"Accountability and Transparency",10,"Is there an accountability framework in the city?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Both the Melaka State Government and the Melaka Historic City Council (MBMB) have their own websites. However, only general information is provided, and some sections are not updated. Key documents—such as the Melaka State Structure Plan 2035, and the local plans, budgets and audited accounts of local authorities—are not available online. The state budget is available online, but other documents can only be obtained in person at the state offices [1][2][3]. Melaka Kini is a local newspaper that reports on news, events and government activities in Melaka, including the State Budget 2019. The paper serves as an information tool and is owned by the chief minister's commercial arm, Chief Minister Incorporated (CMI) [4]. A databook on key statistics for Melaka State is published on an annual basis. It presents data on land use, population, the economy and key sectors, housing, infrastructure and selected social indicators [5][6]. MURNInets is a central repository that collects key data on Malaysian cities' performance and level of sustainability, including for MBMB. This data is critical for monitoring the local authority's performance in relation to the Green City Action Plan (GCAP), but it is not published and is deemed confidential [7]. The public can make complaints via the public complaints hotline, Sistem Pengurusan Aduan Awam (SISPAA). Public complaints can also be lodged online and followed up on the SISPAA website. There is no available information on the number and nature of complaints lodged [8]. Malaysia does not have a freedom of information act; the Official Secrets Act 1972 allows the government to classify any document as secret and jail those who release information from it [9].","[1] Melaka State Government. [https://www.melaka.gov.my/en].\n[2] Melaka Historic City Council. [http://www.mbmb.gov.my/en].\n[3] Department of Finance and Treasury Melaka. \"State Budget Information.\" [https://jkpnm.melaka.gov.my/xs/page.php?id=203].                                                                               [4] Melaka Kini. [http://melakakini.my/].                                                                                                  [5] Department of Statistics Malaysia, Official Portal. [https://www.dosm.gov.my/v1/].                               [6] State Economic Planning Department (UPEN). 2016. \"Data Asas Negeri Melaka 2016.\" [https://www.melaka.gov.my/ms/koleksi-media/penerbitan/data-asas/lampiran-da/bda_2016.pdf].                                                                                                                                                         [7] MURNInets. [murninet.townplan.gov.my/].                                                                                          [8] Sistem Pengurusan Aduan Awam (SISPAA), Public Complaints Bureau, Prime Minister's Department. [http://melaka.spab.gov.my/eApps/system/index.do].                                                                                 [9] The Straits Times. 2018. \"Official Secrets Act to Stay, Says Malaysian PM Mahathir.\" [https://www.straitstimes.com/asia/se-asia/official-secrets-act-to-stay-says-malaysian-pm-mahathir].",1719]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I148,tblIndicators!$I$2:$I$42,0))&E148","v":"FIFU2_2Melaka"},null,null,"Melaka",2,"Fiscal Sustainability",2.2000000000000002,"Creditworthiness",11,"Does this city have a credit rating?","0 = No\n 1 = Somewhat\n 2 = Yes",0,"Malaysia does not have a national credit rating [1]. Melaka does not have a credit rating either.","[1] S&P Global Ratings. 2018. \"National and Regional Scale Ratings.\" [https://www.spratings.com/en_US/products/-/product-detail/national-and-regional-scale-credit-ratings].",97]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I149,tblIndicators!$I$2:$I$42,0))&E149","v":"FIFU2_3Melaka"},null,null,"Melaka",2,"Fiscal Sustainability",2.2999999999999998,"Revenue and Financial Autonomy",12,"Is the city financially autonomous (as opposed to dependent on other levels of government) for its overall financing?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Melaka City is fairly financially autonomous. The Melaka Historic City Council (MBMB) derived RM175.1m (US$42.2m) or 88% of its total revenue of RM199.8m (US$48.1m) from own-source revenue in 2017. Own-source revenue includes revenue from property assessment taxes (65%), contribution rates (5%), provision of business licences (5%), services (5%) and other sources. The remaining RM24.7m (US$5.9m) or 12% was derived from government contributions and grants. MBMB spent a total of RM175.1m (US$42.4m) in 2017 and operated with a surplus that year [1]. Despite the surplus, MBMB is reliant on government contributions for certain development expenditures, such as improvements to city infrastructure and utilities, as these are managed by state or federal departments [2].","[1] Melaka Historic City Council (MBMB). 2017. \"Penyata Kewangan Majlis Bandaraya Melaka Bersejarah Bagi Tahun Berakhir 31 Dec 2017.\"\n[2] Resilience Unit of Melaka. 2018. \"Draft Preliminary Resilience Assessment (1 February 2018).\"",772]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I150,tblIndicators!$I$2:$I$42,0))&E150","v":"FIFU2_4Melaka"},null,null,"Melaka",2,"Fiscal Sustainability",2.4,"Expenditure Management",13,"Does the city have operating and capital investment plans that guide the preparation and execution of annual operating and capital budgets?","0 = No\n 1 = Somewhat\n 2 = Yes",0,"The Melaka Historic City Council does not appear to have multi-year operating and capital investment plans. Discussions with local authority officials suggest that budgets are prepared based on estimated revenues for the coming year [1]. The local authority is subject to state and federal budget decisions regarding city infrastructure and utilities [2].","[1] Anonymous. 26 November 2018.\n[2] Resilience Unit of Melaka. 2018. \"Draft Preliminary Resilience Assessment (1 February 2018).\"",355]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I151,tblIndicators!$I$2:$I$42,0))&E151","v":"FIFU2_5Melaka"},null,null,"Melaka",2,"Fiscal Sustainability",2.5,"Management of Debt and Other Obligations",14,"Is the city's debt level deemed sustainable by ratings agencies and/or independent watchdogs?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Melaka State has a long-term debt of RM1.8bn, which it owes to the federal government. This consists of RM839.9m borrowed for development projects since 1987; a RM600.1m consolidated deficit on state spending for development expenditures; and RM376.9m in advances for operational expenses since 2007. The state government plans to finance this by monetising existing assets and working with the federal government, but there is currently no fixed annual repayment stipulated by the federal government [1][2]. The outstanding debt amounts to a debt-to-GDP ratio of 4.3% (state GDP is estimated at RM41.9bn for 2018 [3]), which is 4.7 times the estimated revenue (RM384.2m) for 2019 [2]. The Melaka Historic City Council (MBMB) had total liabilities of RM177.6m at the end of 2017, RM128.8m of which is current, and RM48.7m of which represents long-term liabilities. Its liabilities consist of RM103.3m owed to creditors, RM22.3m in borrowed funds and RM52.1m in deposits received. This amounts to 0.9 times the revenue in 2017 [4].","[1] Melaka Kini. 2018. \"Hutang Kerajaan Negeri RM1.8 Bilion - Adly.\" [http://melakakini.my/wp-content/uploads/2018/11/161118.pdf].\n[2] Department of Finance and Treasury, Melaka. 2018. \"Melaka State Budget Announcement.\" [https://jkpnm.melaka.gov.my/xs/page.php?id=201].                                                                               [3] Department of Statistics Malaysia. \"Melaka at a Glance.\" [https://www.dosm.gov.my/v1/index.php?r=column/cone&menu_id=TmlOYTJZTEJJZXg5QUZQMUxrRVFKUT09].                                                       [4] Melaka Historic City Council (MBMB). 2017. \"Penyata Kewangan Majlis Bandaraya Melaka Bersejarah Bagi Tahun Berakhir 31 Dec 2017.\"",1030]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I152,tblIndicators!$I$2:$I$42,0))&E152","v":"UREC3_1Melaka"},null,null,"Melaka",1,"Urban Economies",1.1000000000000001,"Economic Performance",15,"Is there an economic plan or strategy to promote economic growth in different sectors of the city's economy?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Currently, the three major sectors of the economy are services (46.3%), manufacturing (39.6%) and agriculture (11.1%). The Melaka State Structure Plan 2035 (MSSP) aims to shift the structure of the economy so that it is significantly more reliant on the services sector (which it hopes will account for 63.3% of the economy) [1]. However, the plan does not highlight a specific area of focus among a variety of proposed activities, including developing high-tech industries and tourism.","[1] PLANMalaysia Melaka. 2017. \"State Structure Plan (SSP) Melaka 2035.\" Presented at the Second Annual Meeting of the Global Platform for Sustainable Cities, 30 October 2017, New Delhi.\n[https://www.thegpsc.org/sites/gpsc/files/partnerdocs/gpsc_delhi_meeting-melaka_2035_plan-final2-311017.pdf].",486]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I153,tblIndicators!$I$2:$I$42,0))&E153","v":"UREC3_2Melaka"},null,null,"Melaka",1,"Urban Economies",1.3,"Business Climate, Innovation, and Entrepreneurship",16,"Is the regulatory environment of the city conducive to starting and operating local firms relative to the rest of the country (i.e. ease of doing business)?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"Melaka has a more competitive business environment than Malaysia overall. Malaysia ranks 15th in the World Bank's Doing Business 2019 report, but there is no comparable data at the subnational level [1]. However, the Melaka Historic City Council has established a key performance indicator (KPI) for processing business premise licences within one day, compared to the five days taken by Kuala Lumpur City Hall [1][2]. Malaysia's Competitiveness Report—developed by the Malaysia Productivity Corporation, adapting the methodology used for the Global Competitiveness Report—ranked Melaka's competitiveness environment above Malaysia's average in 2013, and categorised it as transitioning from an efficiency-driven economy to an innovation-driven economy [3]. Melaka's macroeconomic environment received a score in line with Malaysia's average. The state received its lowest scores in the areas of technological readiness and market size.","[1] World Bank. \"Doing Business 2019 - Malaysia.\" [http://www.doingbusiness.org/content/dam/doingBusiness/country/m/malaysia/MYS.pdf].\n[2] Melaka Historic City Council (MBMB). 3 December 2018.\n[3] Malaysia Productivity Corporation. 2013. \"Malaysia's Competitiveness Performance.\" [https://www.melaka.gov.my/ms/koleksi-media/penerbitan/lain-lain/lampiran-ll/taklimat-competitiveness-melaka-final.pdf].",936]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I154,tblIndicators!$I$2:$I$42,0))&E154","v":"UREC3_3Melaka"},null,null,"Melaka",1,"Urban Economies",1.4,"Labor Force",17,"Are there city-led policy programmes in place to match the labor force level of skill to the current and emerging employment opportunities?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"There is no evidence of apprenticeships or training programmes. According to Malaysia's Competitiveness Report, Melaka scored above the Malaysian average for both primary education provision (6.44, compared to a 6.07 national average) and higher education and training provision (5.12, compared to a 4.40 national average) [1].","[1] Malaysia Productivity Corporation. 2013. \"Malaysia's Competitiveness Performance.\" [https://www.melaka.gov.my/ms/koleksi-media/penerbitan/lain-lain/lampiran-ll/taklimat-competitiveness-melaka-final.pdf].",327]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I155,tblIndicators!$I$2:$I$42,0))&E155","v":"UREC3_4Melaka"},null,null,"Melaka",1,"Urban Economies",1.5,"Livelihood Opportunities",18,"Are there labor policies in place to deter discrimination and promote fair employment conditions?","0 = No\n 1 = Somewhat\n 2 = Yes",0,"In Malaysia, the Employment Act 1955 covers workplace discrimination. There are currently proposals to enlarge the discrimination provisions in this act to outlaw \"any\" form of workplace discrimination [1][2]. There is no evidence of state or city-level activities.","[1] Parliament of Malaysia. 1955. Employment Act 1955 (Act 265). [http://www.agc.gov.my/agcportal/index.php?r=portal2/lom&menu_id=VXlsMDlEclhJVXlGcUd6c0JreVhEUT09].\n[2] Malay Mail. 2018. \"Putrajaya to Outlaw 'Any' Form of Workplace Discrimination.\" [https://www.malaymail.com/s/1557169/putrajaya-to-outlaw-any-form-of-workplace-discrimination].",265]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I156,tblIndicators!$I$2:$I$42,0))&E156","v":"UREC3_5Melaka"},null,null,"Melaka",1,"Urban Economies",1.6,"Income Equality and Shared Prosperity",19,"Is there a government effort to ensure that the provision of public services reaches all urban areas?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Inequality in Malaysia is lower than in other Asian countries, but higher than in advanced economies. It has a Gini co-efficient of 41, estimated from household income surveys. There is no evidence of particular measures in Melaka that have been introduced to reduce inequality, although levels of inequality and poverty are much lower in Melaka than the national average [2]. The Gini co-efficient for the Central Melaka District is 0.33, and the incidence of poverty is 0.1% [2][3].","[1] World Bank. 2014. \"Malaysia Economic Monitor 2014.\" [http://documents.worldbank.org/curated/en/524381468046492426/pdf/932370WP0P1528010MiddleClassSociety.pdf].\n[2] Islam, Rabiul. 2017. \"Impact on Poverty and Income Inequality in Malaysia’s\n Economic Growth.\" Problems and Perspectives in Management 15(1): 55-62. \n[3] Department of Statistics Malaysia (DOSM). \"Household Income.\" [https://www.dosm.gov.my/v1/index.php?r=column/cthree&menu_id=RWpud1h0cFA0dEFaRVZsdHpFaTRMdz09].",484]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I157,tblIndicators!$I$2:$I$42,0))&E157","v":"NERE4_1Melaka"},null,null,"Melaka",2,"Natural Environment and Resources",2.1,"Ecosystems and Biodiversity",20,"Is there a policy or regulatory framework in place to protect ecosystems and biodiversity?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"110,000 hectares of land in Melaka have been classified as Environmentally Sensitive Areas (ESAs). Most of the ESAs have been classified as ESA Rank 3, where development is allowed but the type and intensity is strictly controlled. Urban development in Melaka has generated some concern about the loss or fragmentation of natural habitats, the loss of shoreline vegetation, the loss of wetlands, and pesticide use, among other issues [1]. For example, the iconic Melaka Gateway project may have environmental, cultural and livelihood impacts on the nearby Portuguese Settlement. However, following a review and reassessment, the state government has confirmed that the project will go ahead [2][3]. Both the Melaka State Structure Plan 2035 (MSSP) and the Green City Action Plan (GCAP) propose policies and actions to manage development in ESAs [1][4]. For example, one of the targets in the GCAP is to increase the \"proportion of ESAs that are protected\" by 20% (although a review of current progress only shows an increase of 1.4% to date) [1][5]. There are 12 permanent forest reserves in Melaka State, covering 5,137 hectares of land—equivalent to 3.1% of total land in Melaka [6]. Other evidence of the state's efforts to protect ecosystems and biodiversity includes the cessation of logging and sand-mining activities [7].","[1] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].                                                                                                        [2] The Star. 2018. \"Melaka Gateway Project Being Reassessed.\" [https://www.thestar.com.my/news/nation/2018/06/02/melaka-gateway-project-being-reassessed/].                                                                                                                                                   [3] The Star. 2018. \"State Gives the Green Light to Melaka Gateway Project.\" [https://www.thestar.com.my/metro/metro-news/2018/09/22/state-gives-the-green-light-to-melaka-gateway-project-project-involving-three-manmade-islands-to-car/].                                                                                       [4] PLANMalaysia Melaka. 2017. \"State Structure Plan (SSP) Melaka 2035.\" Presented at the Second Annual Meeting of the Global Platform for Sustainable Cities, 30 October 2017, New Delhi. [https://www.thegpsc.org/sites/gpsc/files/partnerdocs/gpsc_delhi_meeting-melaka_2035_plan-final2-311017.pdf].                                                                                                                             [5] State Economic Planning Unit (UPEN). 2018. \"Green Cities Action Plan (GCAP) 1st Draft Report.\"                                                                                                                                                            [6] Unit Perancangan Ekonomi Negeri (UPEN). 2016. \"Data Asas Negeri Melaka 2016.\" [https://www.melaka.gov.my/ms/koleksi-media/penerbitan/data-asas/lampiran-da/bda_2016.pdf].                                                                                                                                                         [7] The Star. 2018. \"End to Logging in Melaka.\" [https://www.thestar.com.my/metro/metro-news/2018/06/12/end-to-logging-in-melaka-cm-sand-mining-activities-will-also-cease-from-july-1/#vozBDxWhZuBhLRok.99].",1328]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I158,tblIndicators!$I$2:$I$42,0))&E158","v":"NERE4_2Melaka"},null,null,"Melaka",2,"Natural Environment and Resources",2.2000000000000002,"Air Quality",21,"Is there a policy program or plan to reduce the source emissions and to reduce the risks they represent for public health?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Under the Green City Action Plan (GCAP), Melaka State aims to reduce greenhouse gas (GHG) emissions across different sectors—namely the energy sector (percentage not yet determined), the transport sector (by 20%) and the waste sector (by 40%). The GCAP details many activities for achieving these targets [1]. However, a state government official commented that many of these activities cannot be implemented due to a lack of technical capability and funding [2]. Data on the current levels of GHG emissions is not available. (The first and last GHG emissions inventory for Melaka was taken in 2013). This suggests that activities have either not been implemented or have not been sufficiently monitored [3].","[1] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].\n[2] Anonymous. 26 November 2018.                                                                                                           [3] State Economic Planning Unit (UPEN). 2018. \"Green Cities Action Plan (GCAP) 1st Draft Report.\"",708]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I159,tblIndicators!$I$2:$I$42,0))&E159","v":"NERE4_3Melaka"},null,null,"Melaka",2,"Natural Environment and Resources",2.2999999999999998,"Water Resources Management",22,"Is there a policy program or plan to improve water consumption patterns?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The Melaka State Structure Plan 2035 (MSSP) includes a target to reduce domestic water consumption from 220 litres per capita per day in 2015 to 150 litres per capita per day by 2035, in line with Singapore's current domestic water consumption [1]. The Green City Action Plan (GCAP) also includes targets to increase recycled water's share of the potable water supply to 20% by 2020 [2]. The state government is currently working with the state water corporation, Syarikat Air Melaka Berhad (SAMB), to design incentives for households to minimise their water consumption [3]. For non-domestic users, the water tariff was increased at the beginning of 2016. However, this was proposed by SAMB, and reducing demand for water was not mentioned as a goal [4].","[1] PLANMalaysia Melaka. 2017. \"State Structure Plan (SSP) Melaka 2035.\" Presented at the Second Annual Meeting of the Global Platform for Sustainable Cities, 30 October 2017, New Delhi.\n[https://www.thegpsc.org/sites/gpsc/files/partnerdocs/gpsc_delhi_meeting-melaka_2035_plan-final2-311017.pdf].\n[2] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf]. \n[3] New Straits Times. 2018. \"Save Water, Be Rewarded: Melaka Government Mulls Incentives for Prudent Consumers.\" [https://www.nst.com.my/news/nation/2018/08/403120/save-water-be-rewarded-melaka-govt-mulls-incentives-prudent-consumers].\n[4] The Star. 2018. \"Higher Water Tariff for Non-Domestic Users in Malacca.\" [https://www.thestar.com.my/news/nation/2015/12/31/higher-water-tariff-for-nondomestic-users-in-malacca/].",755]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I160,tblIndicators!$I$2:$I$42,0))&E160","v":"NERE4_4Melaka"},null,null,"Melaka",2,"Natural Environment and Resources",2.4,"Solid Waste Management",23,"Are there standardized and sustainable municipal waste management practices?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"SWM Environment Sdn Bhd (SWM) is the concessionaire responsible for solid waste management and public cleansing for all local authorities in Melaka State. It introduced the 2+1 Programme, where it collects food and other waste twice a week (to be sent to the landfill site), and collects recyclables, bulky items and garden waste once a week to encourage waste segregation at the source [1][2]. However, the recycling rate in Melaka remains low [4]. When the Green City Action Plan (GCAP) was published in 2014, it was estimated that Melaka generated up to 1,700 tonnes of waste a day. The only landfill site in the state was located at Krubong and was reaching capacity. It was replaced by a new facility in Sungai Udang [2], but this 10-acre site was nearly full by 2017 [3][4]. The federal government proposed the construction of four new sites, totalling 12.5 hectares, with funding for three of the sites(RM61.5m) [5]. There were also plans to construct an incinerator and explore waste-to-energy technology in order to support a more sustainable waste management system, but nothing has materialised to date [6]. The federal government aims to have one incinerator facility in every state within the next two years, starting with the southern region (which includes Melaka) [7].","[1] SWM Environment. [https://www.swm-environment.com/]\n[2] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].\n[3] The Star. 2017. \"Urgent Need to Improve Waste Management.\" [https://www.thestar.com.my/metro/metro-news/2017/10/27/urgent-need-to-improve-waste-management-melaka-hopes-to-receive-aid-from-federal-govt-to-address-mat/].\n[4] New Straits Times. 2018. \"Melaka Faces Rubbish Disposal Crisis as Sungai Udang Landfill Reaches Full Capacity.\" [https://www.nst.com.my/news/nation/2017/06/244626/melaka-faces-rubbish-disposal-crisis-sungai-udang-landfill-reaches-full].\n[5] New Straits Times. 2018. \"Noh Calls for Internal Probe After Sg Udang Landfill Reached Capacity Early.\" [https://www.nst.com.my/news/nation/2017/08/265899/noh-calls-internal-probe-after-sg-udang-landfill-reached-capacity-early].\n[6] The Sun Daily. 2018. \"No Go for BTM Resources' Malacca Waste-to-Energy Power Plant Project.\" [http://www.thesundaily.my/news/2018/05/23/no-go-btm-resources-malacca-waste-energy-power-plant-project]. \n[7] The Malaysian Reserve. 2018. \"KPKT Mulls WTE Incinerators in Southern Region.\"\n[https://themalaysianreserve.com/2018/10/23/kpkt-mulls-wte-incinerators-in-southern-region/].",1284]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I161,tblIndicators!$I$2:$I$42,0))&E161","v":"NERE4_5Melaka"},null,null,"Melaka",2,"Natural Environment and Resources",2.5,"Consumption and Production Patterns",24,"5. Are there city-led campaigns to raise awareness about sustainable consumption and lifestyles?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"As detailed in the Green City Action Plan (GCAP), Melaka aims to be a \"zero waste\" state, with targets to reduce per-capita waste by 20%, and to increase the percentage of the city's solid waste that is recycled by 100% (among other targets) [1]. There have been a few state-led campaigns to raise awareness about sustainable consumption and lifestyles, including the No Plastics and Polystyrene Programme, which bans the use of plastics and polystyrene; the BioDiesel Programme, which collects used cooking oil to be converted into biodiesel fuel; the 2+1 Recycling Programme, which encourages recycling in conjunction with SWM Environment; the E-Waste Alam Alliance, which focuses on the collection of e-waste; and the EcoSchools curriculum, which promotes environmental consciousness among school students and the community [2]. At the local authority level of the Melaka Historic City Council (MBMB), the local authority partnered with Fraser & Neave Sdn Bhd (F&N) to roll out the company's school recycling campaign. The campaign (\"Kempen Kitar Semula F&N & MBMB 2018\") will see all schools (pre-school, primary and secondary) in the jurisdiction compete to collect the most recyclable materials per student [3]. However, feedback received during the 100 Resilient Cities' Preliminary Resilience Assessment suggests that there is very limited awareness among residents, businesses and industries about recycling or waste segregation, despite the recycling programmes [4].","[1] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].\n[2] Green Technology Corporation Melaka (PTHM). 2018. \"Go Green: Green Initiative: Programmes.\" [http://www.melakagreentech.gov.my/index.php/go-green].\n[3] Fraser & Neave (F&N). 2018. \"F&N Expands Recycling Campaign to Melaka.\" [https://www.fn.com.my/fn-expands-recycling-campaign-to-melaka/].\n[4] Resilience Unit of Melaka. 2018. \"Draft Preliminary Resilience Assessment (1 February 2018).\"",1476]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I162,tblIndicators!$I$2:$I$42,0))&E162","v":"CLAR5_1Melaka"},null,null,"Melaka",3,"Climate Action and Resilience",3.1,"Greenhouse gas inventory",25,"Does the city use a Green House Gasses (GHG) inventory to identify sources of emissions and prioritize policies to reduce emissions?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"One of the main goals of the Green City Action Plan (GCAP) is to \"reduce GHG emissions through efficiency and increase in use of renewable energy sources\". Targets include: (i) reducing electrical use per capita by 20%; (ii) increasing the percentage of electricity obtained from renewable sources to 20%; and (iii) reducing total GHG emissions from the energy sector (percentage yet to be determined), the transport sector (by 40%) and the solid waste sector (by 40%). To facilitate this, preparing a GHG emissions inventory for the state was identified as a key action [1], and Melaka is the first state in Malaysia to produce such a report. The report was prepared by Melaka's Green Technology Corporation, with support from the International Council For Local Environmental Initiatives (ICLEI). It was launched in November 2015 and provides 2013 data at the local authority level, including for the Melaka Historic City Council (MBMB). In 2013, Melaka State produced 1,961 kt CO2 e of emissions, with the largest contribution (61%) coming from road transportation [2][3]. Most GHG emissions data was missing in the first draft of the report.","[1] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].\n[2] Melaka Green Technology Corporation. 2018. \"Greenhouse Gas Emissions Inventory.\" [http://melakagreentech.gov.my/index.php/component/content/article/2-uncategorised/262-inventori-pelepasan-gas-rumah-hijau].\n[3] International Council For Local Environmental Initiatives (ICLEI). 2015. \"ICLEI: Melaka State Publishes Emissions Inventories as Part of Green City Plan.\" [http://talkofthecities.iclei.org/melaka-state-publishes-emissions-inventories-as-part-of-green-city-plan/].",1145]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I163,tblIndicators!$I$2:$I$42,0))&E163","v":"CLAR5_2Melaka"},null,null,"Melaka",3,"Climate Action and Resilience",3.2,"Energy efficiency",26,"Is the city implementing strategies to improve energy efficiency?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"One of the main goals of the Green City Action Plan (GCAP) is to \"reduce GHG emissions through efficiency and increase in use of renewable energy sources\". The key actions are to: (i) prepare a GHG emissions inventory for the state; (ii) prepare a comprehensive energy plan; (iii) prepare a feasibility study to set up a Smart City demonstration project; (iv) scale up the demonstration project; (v) establish a programme to facilitate large-scale production of electricity from solar energy in the state; and (vi) establish a programme to encourage large private facility owners to implement energy-efficiency measures and increase consumption from renewable energy sources [1]. These key actions are clearly prioritised in the Melaka State Structure Plan 2035 (MSSP), along with developing the state's own Low Carbon Cities Framework and Assessment, and expanding the green technology concept to building works [2]. To date, the following progress has been made: (i) a GHG emissions inventory for the state has been completed; (ii) several initiatives are underway as part of the Smart City demonstration project, including installing smart meters, retrofitting LED streetlights in the heritage area and LED lights in government buildings, and implementing energy audits in government buildings and schools; (iii) using the Smart LED - Smart City Touch for all street lights in the Melaka Historic City Council's (MBMB) area of administration; and (iv) implementing the Meterai Hijau Melaka (Melaka Green Seal), which requires all new buildings in Bandar Hijau Hang Tuah Jaya in Ayer Keroh and Melaka Solar Valley in Alor Gajah, and all government offices, to achieve green building certification. Three buildings were certified in 2017 [3][4][5].","[1] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].\n[2] PLANMalaysia Melaka. 2017. \"State Structure Plan (SSP) Melaka 2035.\" Presented at the Second Annual Meeting of the Global Platform for Sustainable Cities, 30 October 2017, New Delhi.\n[https://www.thegpsc.org/sites/gpsc/files/partnerdocs/gpsc_delhi_meeting-melaka_2035_plan-final2-311017.pdf].\n[3] State Economic Planning Unit (UPEN). 2018. \"Green Cities Action Plan (GCAP) 1st Draft Report.\"                                                                                                                                                            [4] Melaka Historic City Council (MBMB). 3 December 2018.                                                                                     [5] Bernama. 2018. \"Pemaju Hartanah Bakal Diwajibkan Patuh Syarat 'Meterai Hijau Melaka.'\" [http://www.bernama.com/state-news/beritabm.php?id=1637253].",1749]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I164,tblIndicators!$I$2:$I$42,0))&E164","v":"CLAR5_3Melaka"},null,null,"Melaka",3,"Climate Action and Resilience",3.3,"Clean energy",27,"Has the city set targets, policies, incentives, and milestones to increase the share of renewable energies?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Under the Green City Action Plan (GCAP), Melaka State aims to increase the share of electricity obtained from renewable sources to 20% [1]. However, in 2017 renewable sources' share of electricity, based on electricity consumption, was just 0.48% [2]. On the production side, the state has plans to facilitate large-scale production of electricity from solar power. This takes advantage of the national Feed-in Tariff (FiT) programme, which incentivises private companies to develop renewable energy projects [1]. Melaka State currently has a 5MW solar farm at Rembia (Alor Gajah), an 8MW farm in Bandar Hijau (Hang Tuah Jaya) and a 50MW farm in Bemban (Jasin) [2][3].","[1] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].\n[2] State Economic Planning Unit (UPEN). 2018. \"Green Cities Action Plan (GCAP) 1st Draft Report.\"                                                                                                                                                            [3] New Straits Times. 2017. \"Quantum Solar Park to Issue Malaysia's First Green Sukuk.\" [https://www.nst.com.my/business/2017/06/247217/quantum-solar-park-issue-malaysias-first-green-sukuk].",668]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I165,tblIndicators!$I$2:$I$42,0))&E165","v":"CLAR5_4Melaka"},null,null,"Melaka",3,"Climate Action and Resilience",3.4,"Climate change adaptation",28,"Has the city developed a climate change adaptation plan or project?","0 = No\n 1 = Somewhat\n 2 = Yes",0,"One of the actions in the Green City Action Plan is to \"conduct a vulnerability assessment, prepare an adaptation plan related to climate change and create a framework plan for development of the reclaimed coastal areas\". The plan would build upon existing studies conducted under the National Coastal Vulnerability Index and Integrated Shoreline Management Plan for Melaka [1]. There is no evidence to suggest that this has been implemented.","[1] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].",442]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I166,tblIndicators!$I$2:$I$42,0))&E166","v":"CLAR5_5Melaka"},null,null,"Melaka",3,"Climate Action and Resilience",3.5,"Disaster risk reduction",29,"Has the city undertaken comprehensive disaster risk management (DRM) strategies integrated with city planning?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Urban floods pose a risk to Melaka State, exacerbated by rising temperatures and the erosion of coastal areas [1]. Floods affected 33,221 people from 117 areas around Melaka State in 2017 [2]. Melaka has introduced a number of disaster risk reduction initiatives, including: (i) the Melaka Declaration on Disaster Risk Reduction in 2011, which aims to incorporate climate change adaptation and disaster risk reduction, and to promote community involvement and build resilience, at the local level; (ii) consultations with the International Council for Local Environmental Initiatives (ICLEI) – Local Council for Sustainability, in order to promote local action for sustainable and resilient cities; and (iii) participation in the 100 Resilient Cities Programme, which helps cities to build resilience to the economic, social and physical challenges they may encounter [3]. As part of the 100 Resilient Cities Programme (100RC), a Resilient Melaka Office was set up within the state government and a chief resilience officer was appointed. A Preliminary Resilience Assessment (PRA) has been completed, and a report of the assessment is currently being drafted. The PRA identified four \"discovery areas\" to be further analysed as part of the Melaka Resilience Strategy—the next phase of the 100RC Programme. Under the discovery area of \"Infrastructure, Health and Wellbeing\", it is noted that there is no specific master plan for flash flood prevention, despite this being acknowledged as a risk in local and state-level strategic documents [4].","[1] Asian Development Bank (ADB). 2014. \"Green City Action Plan: A Framework for GrEEEn Actions Melaka, Malaysia.\" [https://www.adb.org/sites/default/files/related/41571/imt-gt-green-city-action-plan-melaka-april-2014.pdf].\n[2] State Economic Planning Unit (UPEN). 2018. \"Green Cities Action Plan (GCAP) 1st Draft Report.\"                                                                                                                                                            [3] Jamaludin, Intan Syafinar, and Sulaiman, Noralfishah. 2018. \"Malaysia Resilient Initiatives: Case Study of Melaka Into Resilient City.\" Journal of Malaysian Institute of Planners 16(1): 15-24.                                                                    [4] Resilience Unit of Melaka. 2018. \"Draft Preliminary Resilience Assessment (1 Feb 2018).\"",1543]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I167,tblIndicators!$I$2:$I$42,0))&E167","v":"INQL6_1Melaka"},null,null,"Melaka",4,"Inclusivity and Quality of Life",4.0999999999999996,"Housing",30,"Does the city have an affordable housing policy that is integrated with city planning and other national goals?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"In comparison to other states, Melaka State has the most affordable housing in Malaysia. In 2014, it had the lowest housing affordability ratio (the ratio of the median house price to the median household income) at 2.98, compared to other states. Housing was identified as \"severely unaffordable\" (ratio greater than 5.1) in Terengganu, Kuala Lumpur, Penang and Sabah. With a ratio just under 3.0, Melaka State falls within the \"affordable\" range (ratios of 3.0 and below) [1][2]. Affordable housing is a key component of the Melaka State Structure Plan 2035 (MSSP) to accommodate population growth and increasing urbanisation. The state currently has 21,059 housing units, and demand is anticipated to reach 378,628 by 2035 [3]. To meet this demand, the state government announced that more than 48,000 units of affordable housing would be built over the next five years. State government agencies/bodies will develop 19,232 units, and 28,922 will be developed by the federal government [4]. Incorporating housing needs and plans into the MSSP shows that housing is being considered alongside the state's development and built environment. The MSSP aims to encourage affordable, high-density housing in transit-oriented developments and mixed developments [3].","[1] Ling, Cheah Su, and Almeida, Stefanie Joan. 2017. \"Demystifying the Affordable Housing Issue in Malaysia.\" In Bank Negara Malaysia, Annual Report 2016. [http://www.bnm.gov.my/files/publication/ar/en/2016/cp04_002_box.pdf].\n[2] Free Malaysia Today. 2018. \"Melaka Has Most Affordable Housing in Malaysia, Says CM.\" [https://www.freemalaysiatoday.com/category/nation/2018/04/23/melaka-has-most-affordable-housing-in-malaysia-says-cm/].\n[3] PLANMalaysia Melaka. 2017. \"State Structure Plan (SSP) Melaka 2035.\" Presented at the Second Annual Meeting of the Global Platform for Sustainable Cities, 30 October 2017, New Delhi.\n[https://www.thegpsc.org/sites/gpsc/files/partnerdocs/gpsc_delhi_meeting-melaka_2035_plan-final2-311017.pdf].\n[4] EdgeProp. 2018. \"Over 48,000 Affordable Housing Units To Be Built in Melaka.\" [https://www.edgeprop.my/content/1427941/over-48000-affordable-housing-units-be-built-melaka].",1262]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I168,tblIndicators!$I$2:$I$42,0))&E168","v":"INQL6_2Melaka"},null,null,"Melaka",4,"Inclusivity and Quality of Life",4.3,"Poverty Reduction, Hunger Reduction, and Food Security",31,"Are there specific policies or programmes to ensure urban food security?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The incidence of wasting among children under five in Melaka State is much lower than the incidence nationwide. The incidence of poverty in the Central Melaka District was 0.1% in 2016 [1][2]. The Ministry of Domestic Trade and Consumer Affairs (at the federal level) recently initiated a Food Bank Programme, which aims to distribute surplus food from hypermarkets to needy households. The programme was piloted in Melaka and benefited around 186,354 heads of household earning below RM940 (US$227) a month [3].","[1] Ministry of Health Malaysia. 2016. \"National Health and Morbidity Survey 2016: Maternal and Child Health Vol II.\" [http://iku.moh.gov.my/images/IKU/Document/REPORT/2016/NHMS2016ReportVolumeII-MaternalChildHealthFindingsv2.pdf].\n[2] Department of Statistics Malaysia (DOSM). \"Household Income.\" [https://www.dosm.gov.my/v1/index.php?r=column/cthree&menu_id=RWpud1h0cFA0dEFaRVZsdHpFaTRMdz09].\n[3] The Sun Daily. 2018. \"186,354 Heads of Households Will Benefit From Food Bank Programme.\" [http://www.thesundaily.my/news/2018/09/28/186354-heads-households-will-benefit-food-bank-programme].",512]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I169,tblIndicators!$I$2:$I$42,0))&E169","v":"INQL6_3Melaka"},null,null,"Melaka",4,"Inclusivity and Quality of Life",4.4000000000000004,"Drinking Water and Sanitation",32,"Is there sufficient and affordable potable water supply and sanitation system provided to households across the city?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"In 2016, 100% of Melaka residents had access to its water network [1]. In Malaysia, 99.5% of the urban population has access to improved drinking water sources, and 99.6% has access to improved sanitation facilities. Using the Malaysian urban population as a proxy for Melaka City, it can be deduced that Melaka City residents have near-universal access to a potable water supply and a sanitation system [2].","[1] Department of Statistics Malaysia (DOSM). \"Water Population Served by State.\" [http://www.data.gov.my/data/ms_MY/dataset/water-population-served-by-state].\n[2] WHO/UNICEF Joint Monitoring Programme (JMP ) for Water Supply, Sanitation and Hygiene. \"Malaysia.\" [https://washdata.org/data#!/mys].",408]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I170,tblIndicators!$I$2:$I$42,0))&E170","v":"INQL6_4Melaka"},null,null,"Melaka",4,"Inclusivity and Quality of Life",4.5999999999999996,"Health and Well-Being",33,"Are there city-level health promotion intitiatives?","0 = No\n 1 = Somewhat\n 2 = Yes",1,"Health promotion is a federal government responsibility. The country aims to be free from HIV by 2030, and Melaka has been selected as the first state to lead this initiative [3]. The Ministry of Health also enforced smoke-free zones in five areas across Melaka State in 2011 [4].","[1] Sinar Harian. 2018. \"Kes HIV di Melaka Catat Penurunan.\" [http://www.sinarharian.com.my/edisi/melaka-ns/kes-hiv-di-melaka-catat-penurunan-1.876116].                                                                                                                                  [2] Melaka Bebas Asap Rokok (MBAR). 2018. \"Zon MBAR.\" [http://www.mbar.gov.my/2/page.php?s=zon-bebas-asap-rokok&id=607].",280]
[null,{"$f":"INDEX(tblIndicators!$E$2:$E$42,MATCH(I171,tblIndicators!$I$2:$I$42,0))&E171","v":"INQL6_5Melaka"},null,null,"Melaka",4,"Inclusivity and Quality of Life",4.7,"Safety",34,"Are there policies to prevent and decrease crime prevalence?","0 = No\n 1 = Somewhat\n 2 = Yes",2,"The number of reported indexed crimes in Melaka has been steadily decreasing, from 5,466 cases in 2007 to 3,664 cases in 2016 (with a slight increase between 2015 and 2016) [1]. (\"Indexed crimes\" refers to a list of 13 types of violent crime and property theft identified and monitored by the Royal Malaysian Police.) This general decrease in the number of indexed crimes and improved perceptions of safety around Malaysia have been attributed to the Government of Malaysia's efforts to reduce crime through its National Transformation Programme [2][3]. The federal government provides funding to local authorities to implement its Safe City Programme (Program Bandar Selamat) in areas with a high incidence of indexed crimes [4]. ","[1] Department of Statistics Malaysia (DOSM). \"Indexed Crime Statistics for Malaysia, by Type, State and Year.\" [http://www.data.gov.my/data/ms_MY/dataset/statitisk-jenayah-indeks-seluruh-malaysia-mengikut-jenis-jenayah-negeri-dan-tahun].\n[2] New Straits Times. 2018. \"People Feeling Safer as Crime Rate Drops.\" [https://www.nst.com.my/news/nation/2018/04/360122/people-feeling-safer-crime-rate-drops].\n[3] Prime Minister's Department. 2017. \"National Transformation Programme Annual Report 2017.\" [http://www.mampu.gov.my/images/pengumuman/NTP_AR2017_ENG.pdf].\n[4] Melaka Historic City Council. 3 December 2018.",731]

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[null,null,{"$f":"iScores!N28","v":"    3.5) Income Equality and Shared Prosperity"},{"$f":"ROUND(iScores!P28,$C$1)","v":50},{"$f":"ROUND(iScores!Q28,$C$1)","v":50},{"$f":"ROUND(iScores!R28,$C$1)","v":50},{"$f":"ROUND(iScores!S28,$C$1)","v":100},{"$f":"ROUND(iScores!T28,$C$1)","v":100},null,3,3,3,1,1,null,3,3,3,2,2,null,"=3","=3","=3","=1","=1"]
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[null,null,{"$f":"iScores!N30","v":"    4.1) Ecosystems and Biodiversity"},{"$f":"ROUND(iScores!P30,$C$1)","v":50},{"$f":"ROUND(iScores!Q30,$C$1)","v":100},{"$f":"ROUND(iScores!R30,$C$1)","v":50},{"$f":"ROUND(iScores!S30,$C$1)","v":100},{"$f":"ROUND(iScores!T30,$C$1)","v":100},null,4,1,4,1,1,null,2,3,2,3,3,null,"=4","=1","=4","=1","=1"]
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[null,null,{"$f":"iScores!N32","v":"    4.3) Water Resources Management"},{"$f":"ROUND(iScores!P32,$C$1)","v":50},{"$f":"ROUND(iScores!Q32,$C$1)","v":100},{"$f":"ROUND(iScores!R32,$C$1)","v":100},{"$f":"ROUND(iScores!S32,$C$1)","v":50},{"$f":"ROUND(iScores!T32,$C$1)","v":100},null,4,1,1,4,1,null,2,3,3,2,3,null,"=4","=1","=1","=4","=1"]
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[null,null,{"$f":"iScores!N36","v":"    5.1) Greenhouse gas inventory"},{"$f":"ROUND(iScores!P36,$C$1)","v":100},{"$f":"ROUND(iScores!Q36,$C$1)","v":50},{"$f":"ROUND(iScores!R36,$C$1)","v":50},{"$f":"ROUND(iScores!S36,$C$1)","v":100},{"$f":"ROUND(iScores!T36,$C$1)","v":100},null,1,4,4,1,1,null,3,2,2,3,3,null,"=1","=4","=4","=1","=1"]
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[null,null,{"$f":"iScores!N39","v":"    5.4) Climate change adaptation"},{"$f":"ROUND(iScores!P39,$C$1)","v":100},{"$f":"ROUND(iScores!Q39,$C$1)","v":50},{"$f":"ROUND(iScores!R39,$C$1)","v":0},{"$f":"ROUND(iScores!S39,$C$1)","v":100},{"$f":"ROUND(iScores!T39,$C$1)","v":100},null,1,4,5,1,1,null,3,1,1,3,3,null,"=1",4,5,"=1","=1"]
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[null,null,{"$f":"iScores!N43","v":"    6.2) Poverty Reduction, Hunger Reduction, and Food Security"},{"$f":"ROUND(iScores!P43,$C$1)","v":100},{"$f":"ROUND(iScores!Q43,$C$1)","v":50},{"$f":"ROUND(iScores!R43,$C$1)","v":100},{"$f":"ROUND(iScores!S43,$C$1)","v":50},{"$f":"ROUND(iScores!T43,$C$1)","v":100},null,1,4,1,4,1,null,3,2,3,2,3,null,"=1","=4","=1","=4","=1"]
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[]
[]
[]
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{"sheet":"tblNavHist","index":33,"n_rows":4,"n_cols":3,"rows_kept":4,"cut":false,"hidden":true,"merged":[]}
["Section","Page","ScrollRow"]
[1,2]
[1,3]
[1,6]

{"sheet":"SheetNames","index":34,"n_rows":37,"n_cols":2,"rows_kept":37,"cut":false,"hidden":true,"merged":[]}
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["Map","Map"]
["Summary","Summary"]
["CityScoreCard","CityScoreCard"]
["Indicator_Ranking","Indicator_Ranking"]
["CityProfile","CityProfile"]
["Scatter","Scatter"]
["BG_Indicators","tblCountryList"]
["iBG_Indicators","iSummary"]
["iScatterZoom","iIndiRank"]
["uxb_works","iCntyScoreCard"]
["tblCountryList","iCountryComp"]
["Background_indicators","iScatter"]
["iSummary","Weights"]
["iIndiRank","uxb_works"]
["iCntyScoreCard","tblIndiSets"]
["iCountryComp","tblIndicators"]
["iScatter","iData"]
["Weights","iScores"]
["tblIndiSets","rStore_out"]
["tblIndicators","iCSCtbl"]
["iData","iWeights1"]
["iJustifications","rAverages"]
["iReferences","iScatterZoom"]
["Policy_questions","uxb_regions"]
["iScores","uxb_mapdata"]
["rStore_out","iMap_Rank"]
["iCSCtbl","tblNavHist"]
["iWeights1","SheetNames"]
["rAverages","tblTerritories"]
["uxb_regions","tblCategories"]
["uxb_mapdata","iJustifications"]
["iMap_Rank"]
["tblNavHist"]
["SheetNames"]
["tblTerritories"]
["tblCategories"]

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[11,{"$f":"tblIndicators!G12","v":2},{"$f":"tblIndicators!C12","v":1},{"$f":"tblIndicators!AK12","v":"1.9) Cultural Heritage"},"1.9) Cultural Heritage",null,{"$f":"INDEX(N15:T15,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,1,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,1,0,0,0,0,0]
[12,{"$f":"tblIndicators!G13","v":1},{"$f":"tblIndicators!C13","v":2},{"$f":"tblIndicators!AK13","v":"2) FISCAL SUSTAINABILITY"},"2) FISCAL SUSTAINABILITY",null,{"$f":"INDEX(N16:T16,uxb_works!$B$32)","v":1},null,null,null,null,null,1,0,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,1,1,0,1,0,0,0,0]
[13,{"$f":"tblIndicators!G14","v":2},{"$f":"tblIndicators!C14","v":2},{"$f":"tblIndicators!AK14","v":"2.1) Accountability and Transparency"},"2.1) Accountability and Transparency",null,{"$f":"INDEX(N17:T17,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,1,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0]
[14,{"$f":"tblIndicators!G15","v":2},{"$f":"tblIndicators!C15","v":2},{"$f":"tblIndicators!AK15","v":"2.2) Creditworthiness"},"2.2) Creditworthiness",null,{"$f":"INDEX(N18:T18,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,1,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0]
[15,{"$f":"tblIndicators!G16","v":2},{"$f":"tblIndicators!C16","v":2},{"$f":"tblIndicators!AK16","v":"2.3) Revenue and Financial Autonomy"},"2.3) Revenue and Financial Autonomy",null,{"$f":"INDEX(N19:T19,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,1,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0]
[16,{"$f":"tblIndicators!G17","v":2},{"$f":"tblIndicators!C17","v":2},{"$f":"tblIndicators!AK17","v":"2.4) Expenditure Management"},"2.4) Expenditure Management",null,{"$f":"INDEX(N20:T20,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,1,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0]
[17,{"$f":"tblIndicators!G18","v":2},{"$f":"tblIndicators!C18","v":2},{"$f":"tblIndicators!AK18","v":"2.5) Management of Debt and Other Obligations"},"2.5) Management of Debt and Other Obligations",null,{"$f":"INDEX(N21:T21,uxb_works!$B$32)","v":1},null,null,null,null,null,1,{"$f":"CHOOSE(N$2,IF($B21=2,1,0),IF(AND(OR($B21=2,$B21=3),OR($C21=(N$3),$C21=(N$3-1))),1,0),IF(AND(OR($B21=4,$B21=3),$C21=VALUE(LEFT(TRIM(N$4),1))),1,0))","v":1},1,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0]
[18,{"$f":"tblIndicators!G19","v":1},{"$f":"tblIndicators!C19","v":3},{"$f":"tblIndicators!AK19","v":"3) URBAN ECONOMIES"},"3) URBAN ECONOMIES",null,{"$f":"INDEX(N22:T22,uxb_works!$B$32)","v":1},null,null,null,null,null,1,0,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,1,0,0,1,0,0,0]
[19,{"$f":"tblIndicators!G20","v":2},{"$f":"tblIndicators!C20","v":3},{"$f":"tblIndicators!AK20","v":"3.1) Economic Performance"},"3.1) Economic Performance",null,{"$f":"INDEX(N23:T23,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,1,0,0,0]
[20,{"$f":"tblIndicators!G21","v":2},{"$f":"tblIndicators!C21","v":3},{"$f":"tblIndicators!AK21","v":"3.2) Business Climate, Innovation, and Entrepreneurship"},"3.2) Business Climate, Innovation, and Entrepreneurship",null,{"$f":"INDEX(N24:T24,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,1,0,0,0]
[21,{"$f":"tblIndicators!G22","v":2},{"$f":"tblIndicators!C22","v":3},{"$f":"tblIndicators!AK22","v":"3.3) Labor Force"},"3.3) Labor Force",null,{"$f":"INDEX(N25:T25,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,1,0,0,0]
[22,{"$f":"tblIndicators!G23","v":2},{"$f":"tblIndicators!C23","v":3},{"$f":"tblIndicators!AK23","v":"3.4) Livelihood Opportunities"},"3.4) Livelihood Opportunities",null,{"$f":"INDEX(N26:T26,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,1,0,0,0]
[23,{"$f":"tblIndicators!G24","v":2},{"$f":"tblIndicators!C24","v":3},{"$f":"tblIndicators!AK24","v":"3.5) Income Equality and Shared Prosperity"},"3.5) Income Equality and Shared Prosperity",null,{"$f":"INDEX(N27:T27,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,1,0,0,0]
[24,{"$f":"tblIndicators!G25","v":1},{"$f":"tblIndicators!C25","v":4},{"$f":"tblIndicators!AK25","v":"4) NATURAL ENVIRONMENT AND RESOURCES"},"4) NATURAL ENVIRONMENT AND RESOURCES",null,{"$f":"INDEX(N28:T28,uxb_works!$B$32)","v":1},null,null,null,null,null,1,0,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,1,0,0,0,1,0,0]
[25,{"$f":"tblIndicators!G26","v":2},{"$f":"tblIndicators!C26","v":4},{"$f":"tblIndicators!AK26","v":"4.1) Ecosystems and Biodiversity"},"4.1) Ecosystems and Biodiversity",null,{"$f":"INDEX(N29:T29,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,0,1,0,0]
[26,{"$f":"tblIndicators!G27","v":2},{"$f":"tblIndicators!C27","v":4},{"$f":"tblIndicators!AK27","v":"4.2) Air Quality"},"4.2) Air Quality",null,{"$f":"INDEX(N30:T30,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,0,1,0,0]
[27,{"$f":"tblIndicators!G28","v":2},{"$f":"tblIndicators!C28","v":4},{"$f":"tblIndicators!AK28","v":"4.3) Water Resources Management"},"4.3) Water Resources Management",null,{"$f":"INDEX(N31:T31,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,0,1,0,0]
[28,{"$f":"tblIndicators!G29","v":2},{"$f":"tblIndicators!C29","v":4},{"$f":"tblIndicators!AK29","v":"4.4) Solid Waste Management"},"4.4) Solid Waste Management",null,{"$f":"INDEX(N32:T32,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,0,1,0,0]
[29,{"$f":"tblIndicators!G30","v":2},{"$f":"tblIndicators!C30","v":4},{"$f":"tblIndicators!AK30","v":"4.5) Consumption and Production Patterns"},"4.5) Consumption and Production Patterns",null,{"$f":"INDEX(N33:T33,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,0,1,0,0]
[30,{"$f":"tblIndicators!G31","v":1},{"$f":"tblIndicators!C31","v":5},{"$f":"tblIndicators!AK31","v":"5) CLIMATE ACTION AND RESILIENCE"},"5) CLIMATE ACTION AND RESILIENCE",null,{"$f":"INDEX(N34:T34,uxb_works!$B$32)","v":1},null,null,null,null,null,1,0,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,1,0,0,0,0,1,0]
[31,{"$f":"tblIndicators!G32","v":2},{"$f":"tblIndicators!C32","v":5},{"$f":"tblIndicators!AK32","v":"5.1) Greenhouse gas inventory"},"5.1) Greenhouse gas inventory",null,{"$f":"INDEX(N35:T35,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,0,0,1,0]
[32,{"$f":"tblIndicators!G33","v":2},{"$f":"tblIndicators!C33","v":5},{"$f":"tblIndicators!AK33","v":"5.2) Energy efficiency"},"5.2) Energy efficiency",null,{"$f":"INDEX(N36:T36,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,0,0,1,0]
[33,{"$f":"tblIndicators!G34","v":2},{"$f":"tblIndicators!C34","v":5},{"$f":"tblIndicators!AK34","v":"5.3) Clean energy"},"5.3) Clean energy",null,{"$f":"INDEX(N37:T37,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,0,0,1,0]
[34,{"$f":"tblIndicators!G35","v":2},{"$f":"tblIndicators!C35","v":5},{"$f":"tblIndicators!AK35","v":"5.4) Climate change adaptation"},"5.4) Climate change adaptation",null,{"$f":"INDEX(N38:T38,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,0,0,1,0]
[35,{"$f":"tblIndicators!G36","v":2},{"$f":"tblIndicators!C36","v":5},{"$f":"tblIndicators!AK36","v":"5.5) Disaster risk reduction"},"5.5) Disaster risk reduction",null,{"$f":"INDEX(N39:T39,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,0,0,1,0]
[36,{"$f":"tblIndicators!G37","v":1},{"$f":"tblIndicators!C37","v":6},{"$f":"tblIndicators!AK37","v":"6) INCLUSIVITY AND QUALITY OF LIFE"},"6) INCLUSIVITY AND QUALITY OF LIFE",null,{"$f":"INDEX(N40:T40,uxb_works!$B$32)","v":1},null,null,null,null,null,1,0,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,1,0,0,0,0,0,1]
[37,{"$f":"tblIndicators!G38","v":2},{"$f":"tblIndicators!C38","v":6},{"$f":"tblIndicators!AK38","v":"6.1) Housing"},"6.1) Housing",null,{"$f":"INDEX(N41:T41,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,0,0,0,1]
[38,{"$f":"tblIndicators!G39","v":2},{"$f":"tblIndicators!C39","v":6},{"$f":"tblIndicators!AK39","v":"6.2) Poverty Reduction, Hunger Reduction, and Food Security"},"6.2) Poverty Reduction, Hunger Reduction, and Food Security",null,{"$f":"INDEX(N42:T42,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,0,0,0,1]
[39,{"$f":"tblIndicators!G40","v":2},{"$f":"tblIndicators!C40","v":6},{"$f":"tblIndicators!AK40","v":"6.3) Drinking Water and Sanitation"},"6.3) Drinking Water and Sanitation",null,{"$f":"INDEX(N43:T43,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,0,0,0,1]
[40,{"$f":"tblIndicators!G41","v":2},{"$f":"tblIndicators!C41","v":6},{"$f":"tblIndicators!AK41","v":"6.4) Health and Well-Being"},"6.4) Health and Well-Being",null,{"$f":"INDEX(N44:T44,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,0,0,0,1]
[41,{"$f":"tblIndicators!G42","v":2},{"$f":"tblIndicators!C42","v":6},{"$f":"tblIndicators!AK42","v":"6.5) Safety"},"6.5) Safety",null,{"$f":"INDEX(N45:T45,uxb_works!$B$32)","v":1},null,null,null,null,null,1,1,0,1,0,0,0,0,null,null,null,1,0,0,1,0,0,0,0,0,0,0,0,0,null,null,null,0,0,0,0,0,0,0,1]