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North America Regional Hub: Mayoral Leadership in Building Strong Cities — Maintaining Social Cohesion in Times of Crisis

Publication Date:

05/08/2025

Content Type:

Event Reports

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Hate SpeechMayoral LeadershipNorth America Regional Hubonline threatsPittsburghPittsburgh Theological SeminarySocial CohesionUS Mayoral Retreat

Summary

On 5 — 7 August 2025, the Strong Cities Network’s North America Regional Hub held its second annual US Mayoral Retreat, Mayoral Leadership in Building Strong Cities: Maintaining Social Cohesion in Times of Crisis, bringing together more than 50 mayors, city councilmembers, city officials and community-based and other non-governmental organisations from across the country to explore city-led approaches and innovations to enhance community resilience and maintain social cohesion. Co-hosted by the Pittsburgh Theological Seminary and organised in collaboration with Eradicate Hate and the National League of Cities, the workshop provided attendees with a rare opportunity to share with and learn from each other about the city-led approaches and innovations needed to maintain social cohesion and enhance community resilience in times of crisis, and more broadly about how to build and sustain strong cities in the face of rising hate and division.

Across the three-day event, discussions centred on understanding city-level online and offline threats to social cohesion. They focused on how local governments and their elected leaders can build and leverage partnerships with local institutions and other partners – including those that are typically not thought of as relevant to addressing hate and extremism – as well as their role in restarting dialogue and repairing community relationships ruptured by global and other crises, as well as integrating and leveraging engagement with faith communities. Speakers highlighted the importance of city leaders modelling civility and compassion as their communities implement whole-of-city approaches to addressing these threats.

Key Findings

• Local leadership is essential: Cities must lead prevention efforts through evidence-based policies, multi-sector collaboration, and whole-of-city approaches.
• Rising threats to officials & communities: Harassment, violence and threats of violence (including against city leaders and staff) are escalating, affecting civic participation and jeopardising the safety of local officials.
• Online hate & trusted information: Preventing and responding to the rapid radicalisation to hate and violence, including among youth, requires proactive communication, civic education and trusted messengers.
• Preparedness & crisis response: Accurate messaging, coordinated leadership, and long-term recovery plans are critical when mayors and other local leaders respond to incidents of violence or unrest.

Key Themes

1. Building Bridges with and between Communities through Compassion and Civility

Ed Gainey, Mayor, City of Pittsburgh (Pennsylvania, USA), welcomed participants and underscored the timeliness and critical importance of addressing these challenges in communities across the globe. Mayor Gainey shared that while many of these issues are not new, there is urgency in local leaders forming human connections, promoting cultural understanding and experiences and advocating for unity across communities.

In a panel of Pittsburgh stakeholders discussing their city’s whole-of-society approach to maintaining social cohesion, David Knoll, Board Member, Jewish Community Center of Greater Pittsburgh and Chair, Community Relations Council, Jewish Federation of Greater Pittsburgh shared that he has learned about countless episodes of local vandalism and verbal hate directed at the Jewish community since October 7, 2023, and underlined Mayor Gainey’s remarks on fostering belonging, sharing “[e]very single person needs to feel safe, supported, and have a chance at a better tomorrow… the city as a whole needs to be lifted to move forward and ensure community health”. Panellists also touched on the importance of aligning the city’s values with its budget and policy priorities. They emphasised that authentic partnerships with individuals and organisations with shared values allow stakeholders to strengthen efforts and meaningfully engage various communities to address challenges. These partnerships, they added, help city officials to meet people where they are, educate residents, bridge divides and respond to challenges and threats to social cohesion upstream.

Throughout the event, local leaders shared the ways in which they have been encouraging social cohesion in their communities amid times of intense global crises and growing polarisation. They agreed that city councils and governments should prioritise local needs and challenges, but that leaders should also understand and acknowledge the impact that the Israel-Hamas conflict and other divisive international issues can have on their communities, affecting different parts of their cities differently. For some cities, that may mean passing resolutions in broad support of impacted communities or directly engaging those communities to support their unique needs. The uniting principle was the need for leaders and residents alike to foster opportunities to build trust and restart dialogue to repair divided communities. 

Noting that no city council that has authored a resolution on the Israel-Hamas conflict appears to have gotten it perfectly right, participants underlined the importance of having hard but respectful conversations with their residents. Talisha Searcy, Mayor, Takoma Park (Maryland, USA), shared that members of her community were seriously affected by the conflict, but after a council ceasefire resolution was passed, some residents expressed disappointment with what they considered to be appeasement by officials, leading to a resolution that “didn’t mean anything”. Mayor Searcy emphasised that these exchanges between communities, residents and elected officials are difficult but critical to bring communities back together. While some participants believed resolutions on this topic felt like a potential distraction from the mission of local government, others expressed that local action through resolutions may help impacted communities feel recognised and address the larger community’s feelings of hopelessness over the conflict. All participants asserted the importance of approaching these difficult topics with civility and compassion.  

Civility is not about the absence of conflict, it is about the presence of respect

Kendy Alvarez, Mayor of Borough of Lewisburg (Pennsylvania, USA)

Participants highlighted a number of practical initiatives that are breathing life into this principle. For example, together the cities of Tempe and Mesa, Arizona, developed the Disagree Better AZ campaign, engaging Tempe Mayor Corey Woods (D) and Mesa Mayor John Giles (R) to model civil dialogue and encourage residents to disagree in a way that avoids polarisation. The campaign offers tools, resources and techniques for communities and individuals to help navigate discussions, find common ground, and address challenging issues with civility and respect.

Participants also discussed the usefulness of using third spaces, i.e., social spaces outside of home and work, where people can interact and connect with their community, to make humanising connections across opposing groups and lay the groundwork for dialogue. Examples included bringing together young people from different communities through sports and a whitewater rafting trip with politically diverse residents who worked through their perceived differences to problem solve and build lasting connections. Kendy Alvarez, Mayor, Borough of Lewisburg, Pennsylvania, shared the goals of her borough’s local Music in the Park series, which aims to bring together residents to create shared experiences and promote dialogue about real-life challenges to foster deeper relationships.

Recognising that “students are a superpower in your community”, as Will Fuller, Pennsylvania State Lead of Common Ground USA, shared, discussions also highlighted the contributions that youth-focused initiatives can make to city-led prevention strategies focused on promoting dialogue. Randy Duque, Deputy Director of Philadelphia’s Commission on Human Relations, spoke about his city’s Youth Ambassador Program, which upskills young people on bias awareness and conflict resolution and encourages them to become ambassadors of mediation among their peers before conflicts turn violent. Participants emphasised the importance of consistently modelling civility and demonstrating common values to ensure this work continues in future generations.

Everyone has the responsibility to model civility and be consistent with it so that the youth can see this and know that if you love your community, you serve them

Steve Patterson, Mayor, City of Athens (Ohio, USA) and President, National League of Cities

2. What Elected Officials Can Do Against Rising Hate and Targeted Violence

Caroline Wade, Digital Research Analyst, Strong Cities Network and the Institute for Strategic Dialogue (ISD), which hosts Strong Cities, provided an overview of the evolving threat environment, emphasising rising threats against local officials. She noted that perpetrators come from a wide range of ages and backgrounds, often driven more by personal grievances than by organised groups or ideological affiliation.

Caroline’s presentation resonated with participants, many of whom shared their own lived experiences of harassment and intimidation. Leaders described the daily reality of threats, with one official noting that “it’s not just elected officials being harassed, this work can be a lightning rod,” as threats and harassment often extend to staff. The chilling effect was illustrated by a bomb explosion targeting a mayor in Arizona that traumatised the entire city team, and by a city councilmember who resigned after a flood of threats over a controversial resolution. These accounts reinforced that the climate of hate and violence undermines both governance and social cohesion, intensifying the urgency for leaders to model civility and compassion in their communities.

Elected officials shared various methods for addressing mis- and disinformation, which often contributes to rising on and offline hate and harassment against them and local government officials more broadly. Some participants said they directly engage online users by responding with accurate information and links, while others ignore posts that seem to exist only to sow division and drive negative engagement. A few officials have seen success with inviting outspoken residents to meet in person, which has helped in lowering the temperature on issues and allowed for more civil exchanges of different viewpoints. Several officials emphasised the importance of providing spaces where residents can share their grievances and feel genuinely heard.

Speakers also discussed the importance of mental health support and internal care practices to sustain leadership under constant pressure. For example, Doreen Garlid, Vice Mayor, Tempe, Arizona shared that her office holds informal check-ins for staff, similar to the support offered to residents experiencing trauma, as a way of protecting mental health and strengthening team solidarity.

To address the root drivers of online hate and harassment, leaders from community-based organisations urged local leaders to build innovative collaborations with community stakeholders and institutions to leverage emerging resources for building social cohesion. For instance, one participant noted how the Council on Technology and Social Cohesion is working to leverage technology to foster belonging and resilience. These challenging issues highlight the need for new and lasting partnerships that bring local governments, institutions and community-based organisations into closer alignment to counter hate, polarisation and extremism at the local level.

3. Building New and Non-Traditional Partnerships

Speakers highlighted that, when it comes to addressing hate and extremism, traditional partnerships, such as those that local governments might have with law enforcement and state and federal government, are not sufficient on their own. Participants explained that shared values and meaningful partnerships with grassroots and community-based organisations and leaders who are from or otherwise closer to the affected communities can be a helpful tool in a whole-of-city approach to prevention. Lakeesha Eure, Deputy Mayor for Public Safety, Newark, New Jersey, said that organisations like the Brick City Peace Collective in her city demonstrate how local government investment in community-based organisations can help mobilise trusted messengers, foster community buy-in and amplify prevention efforts.

Representatives from participating non-governmental organisations, including Mediators Beyond Borders International, emphasised their ability to add capacity and be nimble in addressing emerging threats and challenges. For example, it was pointed out how the Anti-Defamation League’s (ADL) Center on Extremism and ISD each monitor and share information on potential threats to communities with local law enforcement for intervention.

Participants also shared examples of partnerships with libraries, museums, and the business community in prevention and response – often considered ‘nontraditional’ partners. Local leaders described libraries in particular as neutral community spaces which often host diverse events and serve as a safe space for historically marginalised communities that may be hesitant to participate in events in other government buildings. Meredith Weisel, Vice President, State and Local Advocacy, ADL, shared her organisation’s educational work with law enforcement, which includes the National Museum of African American History, the Holocaust Museum and other museums as training grounds to deepen historical understanding and allow law enforcement officials to better serve their residents. In Boise, Idaho, veterans were cited as new but effective trusted messengers for countering anti-government sentiment and extremist narratives.

Faith leaders were recognised as critical partners with whom local governments should seek to strengthen existing or build new relationships, underscoring how this requires persistence and authenticity. As one participant noted, the city may need “to knock on the door [of the faith leader] eight times before they ask who it is”.

In a panel of faith leaders reflecting a spectrum of faiths, Facilitator Rev. Dr. Asa Lee, President, Pittsburgh Theological Seminary and speakers shared insights on how local governments can integrate and leverage engagement with faith communities in a whole-of-city approach to prevention. Rabbi Hindy Finman, Senior Director of Jewish Life and Director of the Center for Loving Kindness, Jewish Community Center of Greater Pittsburgh, advised local elected leaders to “invite us in!” emphasising that faith leaders want to join conversations and add impact to work addressing the most urgent challenges facing their communities. Speakers also encouraged local government officials to invite faith congregations to community conversations in addition to their leaders, highlighting that the more avenues of community engagement, the more opportunities for civic engagement. Panellists also acknowledged that not only are there a range of viewpoints on a city’s challenges, including city-led responses to global crises like October 7, but there is also a range of viewpoints within faith communities. And although conversations may be difficult, they are crucial to bridging divides, opening dialogue and ultimately fostering authentic connections across communities.

Payton Lang, Policy Advisor to Mayor Rickenmann, City of Columbia, South Carolina, outlined an example of city-led engagement with faith leaders, pointing to Columbia’s 4 Block Promise initiative. The initiative aims to increase community outreach and engagement through strategic collaborations with faith-based partners. Faith institutions are encouraged to take ownership of the four blocks around their houses of worship by hosting community events and promoting community connections to help address the most pressing issues in their neighbourhoods.

Local officials highlighted that innovative approaches to engagement are particularly needed when trying to establish new partnerships, particularly with organisations, groups or individuals who may lack trust in government for historical or other reasons. Communities are finding success through meeting individuals and stakeholders where they are in third spaces and alternative forums: podcasts led by youth, sporting events, and student initiatives. In Newark, New Jersey, the City hosted Sunday brunches with gang members to ensure their lived experience was captured and considered as the local government developed public safety response strategies.

4. Mayoral Leadership in Crisis Response: Preparing Well-Before an Incident Occurs

The retreat included two presentations on the critical and multifaceted role mayors play following a hate-motivated or targeted violence incident in their city: a screening of Stronger Than Hate, a graphic animation of the 2018 attack at the Tree of Life synagogue in Pittsburgh, Pennsylvania, focusing on key mayoral decision points during and in the wake of the attack, as well as a presentation and discussion exploring the role of mayors and local leaders in crisis response, which was informed by the experiences of and lessons learned from mayors who lead their cities in the immediate aftermath of such an attacks, many of which are captured in the Strong Cities guide on this topic.

Strong Cities Adviser (and former Pittsburgh Mayor) Bill Peduto emphasised the importance of building community cohesion, trust and partnerships before incidents occur. Those relationships – with community leaders, interfaith networks and institutions – are vital to leverage in the wake of a crisis. Urging elected leaders to “find your north star” that guides decision-making, former Mayor Peduto advised focusing on impacted and targeted communities, not the attacker, and providing consistent messaging that reaches all communities. This messaging is paramount to support victims and combat mis- and disinformation in the short term and will help leaders begin work to heal their communities, build social cohesion and nurture a stronger city in the long term.

5. Reflecting on Deep-Dive Engagement with Strong Cities

Representatives from some of the 13 US cities that have benefited from direct support from Strong Cities over the past one to two years shared their experiences and lessons learned from this intensive engagement. This work had been funded by two United States Department of Homeland Security Targeted Violence and Terrorism Prevention grants, which were abruptly terminated in July 2025.

City officials shared how Strong Cities provided tools, resources, expertise, and a framework that helped them refine how to think about prevention and identify ways to build and strengthen a whole-of-city, public health-oriented approach to addressing hate and targeted violence. For example, speakers shared that engagement with Strong Cities helped local governments align efforts internally, allowing city departments – extending well beyond law enforcement – to understand the unique and important role they play in prevention and response. Participants also shared that they now better understand the benefits of building a shared community response involving a wide range of city agencies and local non-governmental partners, moving beyond a siloed approach to hate and violence prevention.

City officials remarked that the engagement with Strong Cities, its subject matter experts and mayoral advisers assisted with building capacity by allowing them to engage in learning and peer exchange on best practices from cities around the globe. This knowledge could then be tailored to and applied in their local context. Although the support provided by Strong Cities was unique to each city, participants commented on the timeliness of the engagement to emerging issues in their communities.

Participants lamented DHS’ decision to terminate the grants and emphasised that the type of non-partisan work that Strong Cities undertakes with elected local leaders and city governments – and the unique peer learning and sharing opportunities it offers – is more important than ever, given the myriad of threats to social cohesion and the challenging relationships with federal and state government. They underscored their continued commitment to support Strong Cities in continuing to unleash their full potential in prevention.

Next Steps

Even in the absence of federal funding, Strong Cities will continue to offer opportunities for city-to-city learning and knowledge sharing related to the prevention of hate and targeted violence and to maintaining social cohesion in times of global crises. For more information on the role that elected local leaders and local governments can play in these areas, please see the Resource Hub, which includes a number of practical guides.

Additional Resources

• Countering Hate Speech in Times of Crisis: Considerations for Mayors and Local Governments, Strong Cities Network, December 2024
• City-Led Prevention of Hate, Extremism and Polarisation: Leveraging Local Youth Councils, Strong Cities Network, December 2024
• Global Crises, Local Impacts: Key Findings & Recommendations to Date, Strong Cities Network, April 2024
• Managing Migration: City-Led Approaches for Being an Inclusive, Welcoming and Socially-Cohesive City, Strong Cities Network, December 2024
• Creating Safe, Cohesive and Resilient Cities through Urban Planning & Design: Ten Considerations for Mayors and Local Governments, Strong Cities Network, December 2024
• Global Crises, Local Impacts Initiative – with links to event reports from previous webinars, Strong Cities Network

Partners and Donors

Contact Information

For more information on this event or Strong Cities North America programming, please contact the North America Regional Hub at [email protected].

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