Abstract:  This article considers how a human rights culture in urban policymaking fits within wider theories of human rights cities. Specifically, it considers practical ways to bring together what local government officers consider the most important initiatives to enhance human rights in the city, and which initiatives are feasible to implement in the context of complex urban governance structures. It argues that principles of leadership, accountability, and operational capability are all integral to the successful implementation of a human rights approach in the city. This account is informed by empirical data from a research project undertaken in a city council located in Melbourne, Australia. This study used a mixed-methods approach combining conversations, focus groups, and a co-designed workshop with local government officers working in various departments in the city, local politicians, and community representatives. The workshop collected ideas on how to work successfully towards the implementation of a human rights policy in the city council and to understand how obstacles to implementation can be overcome by changing the culture in the organisation. The findings show that a lack of leadership, an overreliance on quantitative monitoring, and diffused operational capability hamper the implementation of a local human rights culture in this local government council. Recommendations are for councillors and CEOs in local governments to take a stronger leadership role and for residents to be more involved in the co-design of human rights initiatives in the community.

Keywords:  accessible services; focus groups; human rights culture; social cohesion; social inclusion; urban governance

Published:   15 October 2024

Issue:   Vol 9 (2024): Transformative Local Governments: Addressing Social Urban Challenges by Bringing People and Politics Together