Joe Berridge has an impressive resume and is currently a partner at Urban Strategies, one of the leading planning firms in Toronto. He is also a Senior Fellow at the Munk School of Global Affairs and Public Policy. His depth of international experience, working on complex projects in Canada, the U.S., the U.K., Europe and Asia, has given him a unique perspective on what drives success in cities. He shares his insider’s view in his new book, Perfect City.

The title of the book is a bit misleading, as Berridge began by noting that no city is perfect. Great cities, though, all excel at something, but never at everything. He advised that figuring out how cities are the same and how they are different, including their strengths and weaknesses, is a skill that planners should have.
Toronto’s greatest asset is its diversity, according to Berridge. This was a driving force in why Sidewalk Labs chose to come to Toronto as they believe that “innovation is driven by immigration.” Toronto also has high quality education and libraries. However, it also has big problems: it lacks an integrated regional transit network, affordable housing, and a good governance system.

One of the biggest contributors to these problems, Berridge argues, is that Toronto is both too big and too small. Toronto’s status as a global metropolis happened almost by accident and it has yet to start planning intentionally as such. Most big cities have a two-tier government, including a regional body, which Toronto does not have. Berridge doesn’t see that sort of governance system happening here, but says there could be more sectoral cooperation, such as an integrated regional transit system.

Another member of the expert panel, Gail Dexter Lord, has spent a lot of her time in London and said its strength lies in its soft power. Dexter Lord, who is president and co-founder of Lord Cultural Resources and one of the world’s foremost museum, gallery and cultural planners, said London has a long history as a former empire with a lot of hard power. After WWII, however, it shifted to soft power. It’s been able to maintain this soft power through language, literature and the arts, assets that have helped create wealth for the city.

However, she noted that no great cities last forever, and the future of London’s financial sector may be undermined by Brexit. Dexter Lord made the distinction between a good city and a great city. Great cities fall, she said. However, good cities are those with strong values. She believed it was better to be a good city, rather than a great or a perfect city.

Josh Mitchell, new Director of Real Estate at the University of Toronto and former Senior Vice President, Real Estate Transactions Services at the New York City Economic Development Corporation, said that New York City’s biggest strength is its competitiveness, ability to think big, and take risks. Part of this stems from its comfort and experience with engaging and working with the private sector and in its sophisticated governance structure. He said that during his time in NYC, he noticed that the City didn’t immediately say no to any proposal because they recognized that big projects have the potential to pay off big for the city.

A threat that all great cities face, according to Berridge, is the “blob” – the inertia, habit, and self-interested actions of city builders. Nothing great happens in any city unless someone makes it happen. Success, therefore, often comes down to talented individuals and those with fresh ideas. Turnover, 30-somethings, and those from outside of government, as found by Mitchell in NYC, therefore help protect city staff from becoming too comfortable.

Bill Nankivell, CEO and Principal at B+H Architects, contributed significantly to the urbanization of major cities, including many in the Middle East and Asia. Singapore, he noted, excels at getting things done. Singapore only became a nation in 1965 and yet, through its collective pride and willpower, it has managed to get massive projects done. This is partially due to the government’s bullish mentality, he noted, in believing that if they build it, they will come.

The bottom-up approach championed by Jane Jacobs may be running out of steam, Berridge believes, and is not appropriate in all cases. Big projects are better suited to regional bodies with a coherent vision. However, grand Robert Moses-esque projects should be carried out with Jacobs’ style and sensitivity.

For example, Dexter Lord also pointed out that Singapore builds accountability into projects. The developers of Marina Bay Sands, now one of the most recognized buildings in the city, had to prove that it would be educational and for both residents and tourists.

Cities are places of delight, culture, and activity. They are also becoming the largest wealth generators for countries throughout the world. However, they often lack control over taxation, immigration, and other policies that greatly affect their ability to work well and be great. They can still be creative, though, in the ways that they create value, such as by creating densities. Toronto needs to confront that it has become a global city, get better at thinking big and regionally, and think outside of the box to achieve its goals.
If you want to read about more great cities in the world, including where to find the best food in a big city, check out Joe Berridge’s Perfect City!