AN OVERVIEW OF

SUSTAINABLE
DEVELOPMENT GOALS
IN THE CITY OF
BRISTOL
Table of Contents
1. Introduction.........................................................................................................................................0
2. Summary.............................................................................................................................................0
2.1 One City Plan...............................................................................................................................1
2.2 Three Pillars Of Sustainability............................................................................................................2
2.3VLR Outside impacts and Progress.....................................................................................................3
3.Monitoring and Data................................................................................................................................4
3.1 SDG16................................................................................................................................................6
SDG 8.......................................................................................................................................................7
3.2 NHS Action Plan.................................................................................................................................7
3.3Challenges and Gaps:..........................................................................................................................8
4.Conclusions and Suggestions....................................................................................................................9
4.1 SMART objectives of the One City Plan..............................................................................................9
4.2 Bristol’s external factors consequences are beginning to be felt....................................................10
Conclusion.................................................................................................................................................10
REFERENCES..............................................................................................................................................11
List of Figure
Figure 1 SDG Three Pillar.............................................................................................................................2
Figure 2 Local Action for Global Impact in Achieving the SDGs...................................................................4

List OF Table
Table 1 SDG Relation And Indication...........................................................................................................5
Table 2NHS Action Plan...............................................................................................................................7
 1. Introduction

Global sustainable development has risen to the top of the list of most important issues facing
humanity today. The UN and state governments’ Sustainable Development Goals (SDGs)
developed are acknowledged on a global scale (SDGs). Cities are critical for long-term
development because of the increasing number of people living in metropolitan areas. The SDGs
comprise seventeen themes, with most of the targets and indicators to be accomplished by 2030.
In a unified agenda, the SDGs combine various issues. These include the key values for
sustainable development through ‘decent work’ (SDG8) to ‘climate action’ (SDG16) (Maxwell,
S.L. et al. 2018).

This document’s main objective is to:

Study the One City Plan (OCP) and its connection with the SDGs to use Bristol as a case study
for sustainable development in cities.

Talk about the data that was obtained, the gaps that were discovered in the data, and the future
path that Bristol should take

While the OCP may be said to have been a huge stride forward for Bristol, it can also be said that
problems have developed that must be addressed.

To sum up, the report’s findings are as follows:

This report discusses Bristol’s position in the “One City Plan” in the context of sustainable
development, as well as how the objectives may be accomplished collaboratively, what data and
indicators should be considered, gaps in SGDs, and ultimately, some recommendations.

2. Summary

Bristol was named European Green Capital in 2015 and is largely regarded as one of Britain’s
most sustainable cities as well. However, the city is confronted with several issues: poor air
quality causes 300 premature deaths a year in Bristol; access to e New Urban Agenda, Volunteer
local review plan and one city plan. There have been several efforts in Bristol to bring up the
Sustainable Development Goals (SDGs) since their adoption in 2015. As evidence, there is the
Bristol SDG Alliance. The European Green Capital legacy event, hosted by Bristol Green
Capital Partnership, currently includes more than 45 stakeholders pushing for the practical
application of the Sustainable Development Goals (SDGs) in the city, nationally, and globally.
To help the city of Bristol achieve its goal of creating a new “One city Plan,” the SDGs provide a
common vocabulary for city partners to use when addressing environmental, social, and
economic sustainability concerns in the commercial, public, and non-profit sectors (Weitz, N. et
al., 2018). While Bristol’s strategy is still evolving, the most important lessons we’ve learned
from it are to reach out and learn from other cities; engage in sustainability across all three
dimensions; tap into existing expertise and networks; use anchor institutions; seek political
support; demonstrate the SDGs’ value; monitor using existing indicators, and engage citizens
and communities. The Alliance is a dynamic system that is always changing. Their members
think it can broaden its mandate in the future and interact more closely with corporations and
other organizations as they connect their corporate social responsibility and wider plans with the
Sustainable Development Goals (SDGs).

2.1 One City Plan

The One City Plan, which was unveiled in January of 2020, outlines where city want to be in
2050 and how city partners will collaborate to build a fair, healthy, and sustainable city. As
evidence, the City Office has developed many citywide initiatives to accomplish specified,
measurable city goals. While Bristol City Council will be a crucial partner in implementing these
strategies, it will be necessary to work with other city partners to make them a reality. These
strategies were created and produced in cooperation with city stakeholders. The sustainable
development authorities have worked with a wide variety of organizations and institutions in
Bristol to establish the One City Economic Recovery and Renewal strategy, which begins to
outline goals for the city’s improving economy and redevelopment considering sustainable
development. The plan outlines city’s major issues through 2050 and unites the community
behind a shared vision for the future. The City Office has developed the third version of the One
City Plan based on comments, input, and consultations received over the year. In the previous
two years, the SDG Alliance has quickly developed and collaborations across towns and
industries are formed to meet specific issues. There are also some international institutions, who
are working to address the SDGs.

2.2 Three Pillars Of Sustainability

The OCP focuses on six key areas: “connectivity, health and well-being, housing and
community, the economics, the ecosystem, and education and training” (Bristol City Council,
2020). the Sustainable Development Goals, which are built on economic, cultural, and
environmental sustainability, have been “placed against the backdrop” (United Nations, 2015).
Every one of the SDGs must be utilized as a single entity for success. The use of more SDGs
might have downstream implications that present new difficulties for other SDGs, depending on
the specific setting. There is a stronger distribution of OCP goals in favor of those deemed social
and economical than those deemed environmental when looking at their link to the SDGs and
sustainability pillars (Dowler, E. A., 2012).

However, while Bristol has started the process by identifying the priorities, the unequal
distribution of resources between social and economic aims demonstrates that this isn’t the case.
This might make it more difficult to achieve future environmental goals, which, according to
Moldan, Janoková, and Hák (2012), are necessary to keep any social or economic structure in
place. A crucial issue is whether Bristol can embrace its role as an integrated system. Every
sector must collaborate to maintain a healthy balance of life and contribute to its overall well-
being. As shown in figure 1 theses, three pillars are the central pillar of the sustainable
development goal (Cormier, R., 2017).
 Figure 1 SDG Three Pillar Source: (Kostoska and Kocarev 2019)

2.3VLR Outside impacts and Progress

Voluntary National Reviews produced at the national level and submitted to the UN High-Level
Political Forum track and report on SDG progress. Voluntary Local Reviews were used by a
small number of cities throughout the world in July 2018 to report on their Progress (VLRs).
With the help of a second grant from Bristol University’s UK Economic and Social Research
Council Effect Amplification Account, this city-level VLR for Bristol was created. For the
structure of this VLR, the UN Economic and Social affairs Affairs’ Division for Sustainable
Development used the recommendations in the manual for preparing VNRs (UN DESA). A
broad consultation effort is needed to create a comprehensive assessment of Progress and actions
related to statistical indicators. The objective was to develop an unbiased evaluation of Progress
towards attaining the SDGs. Instead of focusing just on the municipal administration, this VLR
strives to offer an inclusive picture of how the city is performing and what players from many
sectors are doing to help the city meet the Sustainable Development Goals (SDG). Since 2010
(the baseline year), key trends have been emphasized rather than individual accomplishment
levels (Matos, J. S., et L 2018).

Figure 2 Local Action for Global Impact in Achieving the SDGs

Source:(Fonseca, L. M., 2020)

Figure 2 shows the key points and describes the present state of the movement. This study seeks
to serve as a reference guide for other communities interested in implementing their own VLR
procedure.

3. Monitoring and Data

The picture depicts the link between data monitoring, indicator, and Sustainable Development
Goals. It may be possible to combine diverse sectoral programs and establish a cross-sectoral
policy that explores synergies if the connections between numerous Sustainable Development
Goals (SDGs) are well understood. There is synergy when two or more acts combine in a way
that results in a bigger or smaller impact than the sum of their separate effects (Bhavsar, V., et
al., 2021).

Table 1 SDG Relation And Indication

SDG Relation Measurement and indicator
Hunger ended accomplish Maintain the genetic diversity A minimum level of dietary
food security and improved of seed, farmed, and their energy consumption
nutrition and enhance the related wild spices. % of women with anemia in
quality of sustainable Implement resilient the age of 15 49
agriculture agricultural practices and Prevalence of wasting and
ensure the sustainability of shunting in children at the age
food that increases of 5 years
productivity.
Ensure universal access to
nutrition and sufficient food.
End all kinds of malnutrition
End poverty on all its Eradicate extreme poverty Population living below the
everywhere Reduce poverty to half national poverty line
Implement national social Number of people living less
productive system and than $1.25
framework Multidimensional poverty
index

SDG 16: Peace, Justice and Crime rate 1. Bristol Crime and
Strong Institutions Human traffic and modern Disorder Strategic
slavery Assessment

SDG 17: Partnerships Developing country financial The Economic and Social
 towards the Goals and technical aid Research Council (ESRC)
and the NERC supported the
Access to internet
research. 

UK-wide households and

individuals — ONS report

Bristol Development
Volunteers Abroad,

Bristol Development
Initiatives
Ensure assets and sustainable Achieve approach equitable % of wastewater treated
management of sanitation and and adequate sanitation for safely while the % of treated
water the hygiene wastewater directly applied to
Improve water quality by total produced municipal
minimizing pollution. wastewater.
Increasing sustainability by Population percentage by
recycling and safe reuse utilizing safe sanitation
services.
% or household of the
population utilizing drinking
water services

3.1 SDG16

With the goal of removing violence, smuggling, discrimination, and mismanagement, SDG 16
promotes a universe where everybody has equality of rights through the conception of open,
responsible, and comprehensive multilateral organizations, as well as by purpose is to protect the
freedoms of all people. Public policy development, identifying issues, and promoting a better
approach profit from the research. Studies from the world’s best universities and research
institutes on issues such as criminal justice and equality and security are compiled in this
collection by Springer Nature to assist the direction of these areas and help develop more fair
populations and organizations.

SDG 8

SDG 8: Promote long-term, broad-based, and inclusive economic growth, as well as full and
productive employment and a living wage for all people. More than half of the world’s
population is still subsisting on less than $2 a day. Having a job doesn’t always mean you’ll be
able to get out of poverty. Inequality and discrimination are typically linked to poor working
conditions. Workers with disabilities, women, adolescents, and migrants, to name just a few
categories, suffer unique challenges in finding decent work and are at risk of being abused.

A company’s value chain fosters economic activity by creating jobs and growing the economy.
Good jobs are beneficial to both businesses and society. Reputational damage and legal
responsibility are less likely to occur in companies that respect labor standards throughout their
own operations and value chains. Increased access to highly trained and productive employees is
another benefit of implementing non-discriminatory procedures and accepting diverse
perspectives.

3.2 NHS Action Plan

One way to identify the health requirements of patients is to create a health action plan that
outlines what will happen, who will help, and how often the plan will be evaluated.

During the health check, the patient and care (where appropriate) agreed on important action
items for the patient, practise, or other relevant parties engaged in the patient’s care that is the
subject of the health action plan (Bali Swain R, 2018). A summary of what is important to the
lead provider, their scenario or scope of services, and the potential are included in this table 2.

Table 2NHS Action Plan

3.3Challenges and Gaps:
  It’s challenging to meet OCP goals, which probably results in indicators because they are
based on ideas rather than SMART.
 Compatibility issues between the OCP indicators haven’t been analyzed or addressed.
 Different frameworks and tools are lacking to provide additional insight on sustainable
development.
 The city is confronted with a slew of interconnected problems. Like in Bristol, poor air
quality is responsible for almost 300 premature deaths each year; around 80% of local
government agencies differ in their access to higher education, and roughly 16% of
Bristol’s population lives in areas that are among England’s poorest ten percent (Kostoska,
O.et al., 2019).

4. Conclusions and Suggestions

4.1 SMART objectives of the One City Plan

A yearly review has been incorporated into the OCP. As a starting phase, the SMART city
framework should be strategically applied to the 2030 yearly review goals and indicators and
strategies under One City Climate, Economic Recovery, and Renewal, and Ecological
Emergency (Cormier and Elliot, 2017; Maxwell et al., 2015). An important step in this approach
is to establish agreement among the many stakeholders by utilising methodologies such as game
theory, management strategy assessment, and collaborative learning (Maxwell et al., 2015).

Second, each Bristol ward should be assessed to see where sustainable development goals must be
prioritized to achieve (City of Los Angeles, 2019). Looking at the city, we need to make sure that
ward-level reforms help rather than hurt Bristol.

A different perspective on Bristol’s sustainable growth is just as important as having the

viewpoints of others when it comes to taking new initiatives within a company. Public
participation, partnership with other organizations, and board participation have contributed to
more creativity and diverse viewpoints. The next stage should be to use other approaches and
instruments to improve Bristol’s sustainability.
Multiple views may be gained by utilizing other frameworks and technologies, which will reveal
issues and flaws that have previously gone unnoticed. As a complement to what is currently in
place, the advantages would outweigh the disadvantages. The concentric rings model for
sustainability or doughnut economics, as shown in Amsterdam’s approach to sustainable
development, are two frameworks that have been recommended (City of Amsterdam, 2020).
Both place a higher value on the environment than the OCP objectives, which place a lower
value on it. To further strengthen strategy and future action plans, we suggest utilizing lean
thinking and six sigma methods. This would prove the significance of continual improvement
and a laser-like focus on long-term growth in Bristol (Matos and Santos, 2018).

4.2 Bristol’s external factors consequences are beginning to be felt

However, the question remains as to whether Bristol can respond adequately to emissions caused
by unwitting customers. However, to make up for the lack of available statistics on consumer
emissions, Bristol must pursue this issue with greater vigor. As a result, an annual protocol and
report for consumer-based emissions should be created to critically evaluate Bristol’s
contribution to future climate action plans following the methods proposed in PAS 2070. (C40
Cities, 2018). Future climate action plans should also incorporate the adoption of a consumer
emissions control plan, such as the one suggested by the Denver Climate Action Task Force
(2020).

Conclusion
Global warming has already outpaced the city of Bristol’s ability to keep up. However, the fact
that Bristol has sought to take these measures and is eager to improve shows that the city has a
bright future. Despite this, setting more clear, quantifiable, and attainable goals remains a top
priority. Bristol’s path towards zero waste and carbon neutrality is also in doubt due to the
geographical size of its consequences, which have yet to be fully evaluated.

The interconnectedness of the SDGs is the most obvious consequence. Poverty reduction must be
accompanied by efforts to improve population health and education, reduce inequality, and
promote inclusive development while also tackling climate change, as anybody can clearly
comprehend.
When these goals are met, ‘Voluntary National Reviews,’ generally conducted by government
officials, are conducted. Local initiatives are crucial if global problems are to be addressed.
Bristol’s social, economic, and environmental well-being will be dependent on the city’s
residents working together in the political arena. Re-evaluating the SMART framework’s
objectives and adding a new framework to complement the existing one are two examples.
Additionally, it is critical to consider the effects on areas outside of Bristol since doing so will
help the city and the UK as a whole flourish.
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