Publications

Cities of Opportunity: 2014

Cities of Opportunity: 2014

Building Next Generation Sustainable Cities: 2014

Building Next Generation Sustainable Cities: 2014

Investor ready cities: How cities can create and deliver infrastructure value

iUrban: Innovative city strategies for delivering sustainable competitiveness


Cities of Opportunity: 2014
In this sixth edition of Cities of opportunity, PwC examines the current social and economic performance of the world’s leading cities. This report seeks to provide a realistic framework for thought and action beginning with 30 of the world’s most significant cities - on one hand, the engine of the modern global economy and on the other, the heart of much of our shared culture.

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Cities of Opportunity: 2014
 

Building next generation sustainable cities: 2014
Urbanization is one of the most important demographic forces affecting municipal governments, and it will remain so for the foreseeable future. Some 70 percent of the world’s population will live in cities by 2050, up from slightly more than 50 percent today. As a result, governments must provide services for more people, while also encouraging economic growth and implementing sustainable environmental practices (despite sizable budget constraints). Technology can help policymakers address these challenges, through the creation of “digital cities,” which use advanced infrastructure and solutions to deliver better city services that meet the economic, social, and environmental challenges of urbanization.

Building Next Generation Sustainable Cities: 2014
 

Investor ready cities: How cities can create and deliver infrastructure value
Siemens, PwC and Berwin Leighton Paisner have joined forces to illustrate how successful urban infrastructure delivery can be driven by cities whose governance structures, legal and policy frameworks, and commercial planning provides new incentives for development and long term investment opportunities.

With a growing need for urban management, strategic planning and infrastructure efficiency, this report also illustrates through a set of case studies of catalytic infrastructure developments how the intelligent planning of cities helps make informed decisions about the correct choice of infrastructure and supporting technology.

Investor ready cities: How cities can create and deliver infrastructure value
 

Innovative city strategies for delivering sustainable competitiveness
Fundamental changes such as climate change, technological advances, increasing societal demands, shifting power from national to local levels and the consequences of the 2008 financial crisis are changing the playing field of cities worldwide. While many cities in emerging and advanced economies continue to thrive, it is uncertain whether such growth can be sustained overtime. This is particularly the case as urban development objectives shift from pure wealth creation towards more complex and demanding well-being objectives.

How to sustain a city’s growth over time without endangering its foundations (such as economic diversity, people and the environment) is now one of the most relevant urban development challenges. Even when much has to do with external-to-the-city macroeconomic and political developments, cities are not just passive receivers of their external contexts – they can also shape their own development.

Innovative city strategies for delivering sustainable competitiveness
 

Government and the 17th annual global CEO survey
PwC’s annual global CEO survey gives business leaders and governments across the world a unique insight into the vision and decisions of the global CEO. As in past years, we have extended and deepened the research for PwC’s 17th annual global CEO survey by including a selection of interviews with senior decision-makers in governmental organisations across the world.

PGovernment and the 17th annual global CEO survey
 

Profitable growth in the digital age unleash your potential
Achieving profitable growth in the current economic climate is challenging. But digital can play a role in unleashing the full potential of an organisation. It can make e-commerce channels more profitable and develop customer value propositions that are centred on delivering better outcomes for end users. In order to reach their full potential, organisations need a business strategy for the digital age, not a digital strategy.

Profitable growth in the digital age unleash your potential
 

PwC Redefining Local Government 2013
Prolonged austerity is driving an important shift in Local Government. While the early years of austerity have been characterised by a focus on cost reduction there is a growing need to consider what the future state of Local Government will be. In this talking points publication we have identified a number of key considerations for the future of the Local Government sector and Local Authorities.

The local state we’re in: PwC’s annual local government survey, 2013
 

The Agile Council: Creating the Change Ready Organisation
In the current economic climate one of the main challenges for Local government is how to achieve key social outcomes within the constraints of increasing demand and fewer financial resources. Local governments must begin to look beyond their organisational boundaries and how they can work more effectively and more efficiently with customers, suppliers and partners. ‘The agile council’ provides insights into how local governments can adopt this outlook and these key considerations moving forward.

The Agile Council - Creating the Change Ready Organisation 2013
 

The local state we’re in: PwC’s annual local government survey, 2013
The local state we’re in is a comprehensive annual local government survey carried out by the local government team in PwC UK. This survey highlights the key themes, challenges and opportunities faced by Local Authorities in the UK and provides a number of interesting insights and lessons learned from the perspective of management, advisors and consumers.

The local state we’re in: PwC’s annual local government survey, 2013
 

Transforming the citizen experience: One stop shop for public services
The need to improve service delivery and to refine delivery channels in response to consumer demand is more important now than ever before. Delivering on these demands is prompting governments to adopt citizencentric service delivery ‘one stop shop’ models which can significantly improve the customer experience, by delivering outcomes based on citizens’ needs, expectations and preferences, in addition to outcomes through enhanced service levels at current or reduced cost.

Transforming the citizen experience: One stop shop for public services
 
Aidan Walsh

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Aidan Walsh

Aidan Walsh is a partner in the advisory practice and leads the corporate finance practice in PwC Ireland. Aidan has led teams that have advised both public and private sector clients on significant infrastructure, financing and procurement including many public private partnerships. He has also advised clients on many substantial acquisitions and disposals of Irish businesses.

In addition to his extensive financial advisory roles, Aidan spent two years on secondment as acting Chief Executive of VHI in 1997/98. In that role, Aidan led an extensive change programme involving organisational structures, new product delivery, changed provider relationships and systems. Aidan has been working with Irish local authorities over the past ten years and has advised many of them with respect to their strategic and capital programmes. Aidan leads the local government network for PwC Ireland.

Aidan is a fellow of the Institute of Chartered Accountants in Ireland.