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Eurocities EDF, Glasgow. City Competitiveness: Investment, Diversity, Catalysts, Strategy City-Regions in the Internat

www.citiesandregions.com. 2. www.citiesandregions.com. 3. www.citiesandregions.com. 4. Big pan pic of London. W O R L D C I T Y. www.citiesandregions.com. 5. . . www.citiesandregions.com. 6. Take a long term view. Put discussion of city competitiveness and regeneration into context.. 6 Long Term Drivers:Economic Internationalisation.Human mobility and demographics.Environmental change.Technology development.Cultural endowment.Continental governance.How cities respond matt29887

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Eurocities EDF, Glasgow. City Competitiveness: Investment, Diversity, Catalysts, Strategy City-Regions in the Internat

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    1. www.citiesandregions.com 1 Eurocities EDF, Glasgow. City Competitiveness: Investment, Diversity, Catalysts, Strategy City-Regions in the International Context. Greg Clark City and Regional Development Advisor

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    4. www.citiesandregions.com 4 London’s Strengths London, with Tokyo and New York, is one of the three global finance and business services hubs. It is Europe’s only world city. London’s big, with a population and GDP similar to Switzerland’s. Centre of a metropolitan region of 18 million people. The dominant city in North West Europe where one third of the EU’s population live. And, it’s continued success is essential to the UK economy. If London’s economy were to fail, the UK’s economy would be in trouble. It is a city of arts, culture, heritage, professional and academic excellence, media One of the world’s most diverse cities. 250 languages, 30 x 10,000. A city of distinctive neighbourhoods and communities Excellent telecommunications Five airports London’s Strengths London, with Tokyo and New York, is one of the three global finance and business services hubs. It is Europe’s only world city. London’s big, with a population and GDP similar to Switzerland’s. Centre of a metropolitan region of 18 million people. The dominant city in North West Europe where one third of the EU’s population live. And, it’s continued success is essential to the UK economy. If London’s economy were to fail, the UK’s economy would be in trouble. It is a city of arts, culture, heritage, professional and academic excellence, media One of the world’s most diverse cities. 250 languages, 30 x 10,000. A city of distinctive neighbourhoods and communities Excellent telecommunications Five airports

    5. www.citiesandregions.com 5 Characteristics of `global cities’ (Saskia Sassens): Command points in the organisation of the world economy Key locations for finance and specialised service firms Sites of innovation and production in leading industries Markets for products and innovationsCharacteristics of `global cities’ (Saskia Sassens): Command points in the organisation of the world economy Key locations for finance and specialised service firms Sites of innovation and production in leading industries Markets for products and innovations

    6. www.citiesandregions.com 6 Take a long term view. Put discussion of city competitiveness and regeneration into context. 6 Long Term Drivers: Economic Internationalisation. Human mobility and demographics. Environmental change. Technology development. Cultural endowment. Continental governance. How cities respond matters. Governance, investment, strategy, leadership, marketing & branding, catalyst, collaboration. Population strategies, branding, climate impact, science and knowledge, inclusion, open-ness.

    7. www.citiesandregions.com 7 Long term success of cities. 10,000 years of urbanisation. 2,000 years of European Cities. Re-population of cities is a long term pattern: source is immigrants. Diversity as competitive advantage; facilitates trade, innovation, enterprise, creativity. This is what cities do. Diversity and cities go together. Technology and Creativity: fusion and the global market. Cities role in climate and carbon is key to the future. The clean city. Scale of city: population density, ensuring good organisation of the key spaces. Open-ness of cities really matters. But what is it?

    8. www.citiesandregions.com 8 Cities in a global system: Erasmus Model. World Stars: 1st Tier. 2nd Tier. National Stars. Established stars. Emerging stars. Metropoles in Transition Comeback kids. Strugglers. Niche players. University Cities. Different strategies and forms of competitiveness for different places.

    9. www.citiesandregions.com 9 Cities need investment: regeneration is a means to re-engineer cities for new economy. Transition to knowledge led economy Interaction of place with economy What businesses and people need Agglomeration, proximity, quality of place, co-ordination success Economic integration Continental, global,…. Competition and Collaboration Environmental Imperatives. Completing the clean-up and greening the city economy. Social inclusion. New forms of intermediation. Policy Innovation and delivery. speed, authority, governance. Space, flows, economic units. Metropolitanisation, cities, and regions.

    10. www.citiesandregions.com 10 Productivity, Place, and Investment

    11. www.citiesandregions.com 11 City-regional ‘drivers’ Globalisation and metropolitanisation. Increased mobility of people, business, investment. Population growth and decline, employment growth and decline. Environmental imperatives. Public sector reform. New economic and social geographies. Progress of urban regeneration. Diverse lifestyle choices. New models of growth and regeneration. New forms of investment. Logistics of the ‘new’ economy. Scale and critical mass needed for competition with the best.

    12. www.citiesandregions.com 12 City-regional ‘enablers’ Crisis, or fear of,……common enemies/competitors. Changes in circumstances. Political alignment at different scales. Intelligence/strategic scanning/awareness. Sustained and consistent leadership. Active private and civic sectors (borderless partners). Big customers. Removal of disincentives/creation of incentives. De-centralisation processes. Increased connectivity. Major events. Confidence from success. Absence of these creates real barriers.

    13. www.citiesandregions.com 13 City-regional tools Co-operation agreements/coalitions. Joint planning/visioning/strategising. Joint ventures and catalytic projects. Governance Reforms: Amalgamation. Leadership Groups. ‘Authorities’, SPVs, Service Providers. Shared branding and marketing to external audiences/customers. Role of higher tier Governments/Incentives? Development Agencies?

    14. www.citiesandregions.com 14 Flow of people and materials between Urban and Rural areas Interdependence between urban and rural areas in the West of England – June 2000 University of the West of England (UWE) Centre for Environment and Planning West of England = Bristol/Somerset/Dorset/Wilts/GloucsFlow of people and materials between Urban and Rural areas Interdependence between urban and rural areas in the West of England – June 2000 University of the West of England (UWE) Centre for Environment and Planning West of England = Bristol/Somerset/Dorset/Wilts/Gloucs

    15. www.citiesandregions.com 15 Global patterns: change is rapid Milan Metropolitan Region. 3 to 10 in 20. Berlin: a second Opportunity? Barcelona: the Mediterranean Renaissance. Stuttgart and Turin. Miami. Capital of new America. Seoul. 8 to 13 in 10 years. Hong Kong – back to the top. Shanghai – the new world city. Ireland. The Celtic Tiger. Finland. Top of the League. Poland? Korea? Chile? Long term bets: Dubai? Budapest? Turin? Dublin? Cambridge? Canberra? Missed Opportunities and Opportunity Costs.

    16. www.citiesandregions.com 16 Flow of people and materials between Urban and Rural areas Interdependence between urban and rural areas in the West of England – June 2000 University of the West of England (UWE) Centre for Environment and Planning West of England = Bristol/Somerset/Dorset/Wilts/GloucsFlow of people and materials between Urban and Rural areas Interdependence between urban and rural areas in the West of England – June 2000 University of the West of England (UWE) Centre for Environment and Planning West of England = Bristol/Somerset/Dorset/Wilts/Gloucs

    17. www.citiesandregions.com 17 The World City-Regional Economy.

    18. www.citiesandregions.com 18 Flow of people and materials between Urban and Rural areas Interdependence between urban and rural areas in the West of England – June 2000 University of the West of England (UWE) Centre for Environment and Planning West of England = Bristol/Somerset/Dorset/Wilts/GloucsFlow of people and materials between Urban and Rural areas Interdependence between urban and rural areas in the West of England – June 2000 University of the West of England (UWE) Centre for Environment and Planning West of England = Bristol/Somerset/Dorset/Wilts/Gloucs

    19. www.citiesandregions.com 19 Some ‘metro-regional’ approaches: different models and drivers Athens National leadership. Helsinki Capital city region. Melbourne State leadership. Seattle Metropolitan cooperation. Frankfurt Business coalition. Phoenix Business/Public coalition. Lyon Inter-municipal. Toronto Amalgamation and Regional Co- operation. Miami Two tier government. Milan New opportunity. Berlin New opportunity.

    20. www.citiesandregions.com 20 City to City economic collaboration Importance of scale, mix of offer, choice, and quality of life. Depth of markets key to agglomeration. Labour, housing, services, travel and transport, property. Infrastructure and co-ordination. Turin, Milan, Genoa. Seattle & Vancouver. Copenhagen – Malmo. San Diego – Tijuana. Glasgow - Edinburgh.

    21. www.citiesandregions.com 21 The OECD LEED Programme – an inter-governmental approach to local economic development. 23 years of experience working to: to improve the quality of public policy to promote the exchange of experience and the diffusion of innovation to provide assistance for member and non-member countries LEED Partners Club 4 Fora: including Cities and Regions. For the last 23 years Members have looked to LEED for advice on how best they can support this process in their country. They also wish that all levels and actors benefit from the exchange of know-how. The LEED Programme has built over the years a unique expertise which is both rich and comprehensive. This achievement is undoubtedly linked to the fact that LEED has had to tackle the challenge of providing relevant lessons and recommendations to a wide audience composed of different categories of stakeholders: first, central governments, mainly through their department of labour and those of economy and regional development in some cases; second, local and regional governments, either member of the Partners’ Club or participant in specific LEED projects; and thirdly, area-based organisations, practitioners and NGOs with whom LEED co-operates to get concrete data and experience from the field. This diversity of interests and preoccupations has been crucial in making LEED an innovative and effective think-thank. In this context, the current mission of the LEED Programme remains highly valid: to improve the quality of public policy in economic, labour market and social areas, implemented at the local level, through continuous monitoring and assessment of current practices; to promote the exchange of experience and information and the diffusion of innovation in local economic and employment development and the renewal of local economies; to provide assistance for member countries in the design, implementation and assessment of local development strategies, to support exchanges with non-member countries, and to serve as a critical link both between local and regional institutions, and between the OECD and sub-national bodies. For the last 23 years Members have looked to LEED for advice on how best they can support this process in their country. They also wish that all levels and actors benefit from the exchange of know-how. The LEED Programme has built over the years a unique expertise which is both rich and comprehensive. This achievement is undoubtedly linked to the fact that LEED has had to tackle the challenge of providing relevant lessons and recommendations to a wide audience composed of different categories of stakeholders: first, central governments, mainly through their department of labour and those of economy and regional development in some cases; second, local and regional governments, either member of the Partners’ Club or participant in specific LEED projects; and thirdly, area-based organisations, practitioners and NGOs with whom LEED co-operates to get concrete data and experience from the field. This diversity of interests and preoccupations has been crucial in making LEED an innovative and effective think-thank. In this context, the current mission of the LEED Programme remains highly valid: to improve the quality of public policy in economic, labour market and social areas, implemented at the local level, through continuous monitoring and assessment of current practices; to promote the exchange of experience and information and the diffusion of innovation in local economic and employment development and the renewal of local economies; to provide assistance for member countries in the design, implementation and assessment of local development strategies, to support exchanges with non-member countries, and to serve as a critical link both between local and regional institutions, and between the OECD and sub-national bodies.

    22. www.citiesandregions.com 22 Why are development tools competitive advantage to cities? Pace of response to investors/developers. Scale of intervention possible. Multiple and simultaneous. Reputation and credibility of city ‘negotiators’. Costs and risk sharing opportunities. Value and benefit capture opportunities. Unlock under-used assets. Increase efficiency in land, property, and local investment markets. Overcome ‘co-ordination failures’ arising from fragmented jurisdiction. But these advantages don’t exist in isolation from wider context, they are part of it.

    23. www.citiesandregions.com 23 1. OECD LEED FCR Economic strategies for cities and regions. Understand the big drivers and interaction with place. Key role of leadership. Imagining the future. Identifying the unique local assets. Investment strategies for cities. Population strategies for cities. City Open-ness. Asset management strategies for cities. Knowledge strategies for cities. Implementation planning.

    24. www.citiesandregions.com 24 2. OECD FCR: Development Agencies Reviews. A global phenomenon. 1,000 development agencies in Europe and 2,000 in North America Essentially special purpose vehicles Most fulfil simultaneous rationales. and the experience of them is richly diverse. Estimates gauge that there are about are strictly such, no census has been undertaken. Justification for creating them, or enhancing their role, rests upon defining how they could achieve more than is possible with pre-existing municipal arrangements and the experience of them is richly diverse. Estimates gauge that there are about are strictly such, no census has been undertaken. Justification for creating them, or enhancing their role, rests upon defining how they could achieve more than is possible with pre-existing municipal arrangements

    25. www.citiesandregions.com 25 2. OECD Reviews of Development Agencies: No single model: a wide variety Different starting points: Europe, North America, Asia, Latin America, Different constitutional contexts. Different freedoms and flexibilities. Comprehensive, niche, sectoral development agencies. Defined territories. Public/Public, Public/Private, Private/Private. Governments, Business, Trade Unions, Community. New partners emerging: Universities, Airports, Sports Clubs, Utilities, Major Landowners… Leads to different missions, objectives, and priorities.

    26. www.citiesandregions.com 26 OECD Reviews of Development Agencies: Rationales for Development Corporations: Value Added. Why set up or re-engineer a Development Corporation? Speed, Scale, Business Facing, Focus, Range of partners, Efficiencies, Innovation, Sustainability. How can a dev corp do more than a city gov department on it’s own? Value added principles: Crisis response. Organising vehicle for implementation. Business like, investor facing. Leverage external investment. Address a special area or territory. Independent identity, or pooled identity. Outward facing and promotional. Flexible systems and procedures. Unencumbered by other missions. Particular legal or fiscal status. Able to make transparent decisions about resource allocations. Share risks and costs.

    27. www.citiesandregions.com 27 OECD Review of Local Development Finance: Financing local development: 10 principles. Launched at Global City 2 Lyon May 2006. Smart finance for smart cities: getting the fiscal relationships with higher tiers of Government right Promote active private sector leadership in city investment Metropolitan finance for metropolitan amenities Sharing the benefits of growth locally Flexibility in public funding to enable private co-investment A new approach to public assets Financial innovation in public and private sectors Long term market building by the private sector Focus on the quality of the propositions not on the supply of finance Build capable specialist intermediaries

    28. www.citiesandregions.com 28 Hosting Global Events: Recent experiences. Review of success factors from: Cultural capitals, Arts Festivals, G8 and World Summits, Creative Industry Events, Major Sports events, Olympics. Work with London, Milan, Turin, Toronto, Auckland, Johannesburg, Valencia, etc OECD Reviews of event led city efforts: Mexico, Seoul, Turin, Sevilla, Athens, Joburg, Berlin, Glasgow.

    29. www.citiesandregions.com 29 Different Skill Sets Bidding: Marketing, Public Affairs. Organising support within the city and country. Hosting/staging: Planning for the event. Complex project management and control Logistics. Destination management. One main client (FIFA, IOC, etc) Securing impacts/benefits: Planning for after the event. Marketing. Investment facilitation. Leveraging media exposure. Multiple clients and prospects.

    30. www.citiesandregions.com 30 What are the strategic priorities? Accelerate existing plans? Facilities? Supply chain? Temporary employment? Image? Foreign Investment? Visitor economy? Higher education expansion? Trade, Enterprise & Innovation? New purpose for disused land? Another event?

    31. www.citiesandregions.com 31 OECD Reviews of Hosting Global Events. Underlying value of hosting global events. Unify the country around a purpose. Nation building and international development. High visibility, prestige, and status. Real deadlines avert avoidance. Makes local investment a national priority. Accelerates pace of change and delivery of goals. Collaboration with other places, that leads on.. Changes rules of engagement.

    32. www.citiesandregions.com 32 Global events Demand for Global Events has not gone away: New drivers, new and diverse niches, new strategies. Successful events don’t just happen; they are built from bottom up. Some events succeed only in one realm. Great events succeed in many. Benefits of events fall widely and in different spheres and time frames. Cities can win global events, but making them a success requires robust action and commitment now.

    33. www.citiesandregions.com 33 City-regions in the global context. Alignment with and adjustment to mega trends and drivers. Internal organisation of city-regions key to success, and collaboration with other spheres. City-regions key gateway to global flows, thus important for national success. Population, investment, assets, inclusion, knowledge/science, branding, ‘open-ness’ all part of the adjustment. Need to be key components in economic strategies.

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