Transcript Eurocities EDF, Glasgow. City Competitiveness: Investment
Regional Development and Shared Growth: International Experience.
Greg Clark Western Cape, May, 2007
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In summary
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World is now changing fast. 6 big Mega-trends impact upon regions and cities and are fostering a new age of urbanisation and metropolitanisation.
To succeed regions and cities must adjust, and need to be: Open, integrated, diverse, connected, skilful, innovative, investable, attractive, and sustainable, stable, and safe.
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The adjustment requires a clear plan, a distinctive offer, sustained investment, strong co-ordination of policies and programmes, and effective tools for intervention. Co ordinated action focused on enhancing assets and tackling weaknesses is key. Vertical co-ordination and horizontal action are essential.
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Regions and Cities need partnership with global corporations to achieve this, and, the process of change in regions and cities, and the growing markets it creates is a major opportunity for business growth.
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Western Cape is a unique city-region with major advantages in locational, population, and innovation terms. A diverse visitor, knowledge, production, and services hub. But can it be more? Can it be a new breed of globally connected South African Metropolitan city-region?
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An Urban and Metropolitan World
Globalisation and the knowledge economy have repositioned metropolitan regions as drivers of national economies:
2025:
75% of world population will live in cities
2025:
17 of world’s 25 largest cities will be in coastal regions in Asia
1925:
25% of world population lived in cities 3
Take a long term view.
6 Long Term Drivers: Economic Internationalisation.
Human mobility and demographics.
Environmental change and challenge.
Technology development.
Urbanisation of poverty and inequality.
Continental governance.
How cities and regions respond matters.
Governance, investment, strategy, leadership, marketing & branding, catalyst, collaboration.
Population and investment strategies, branding, climate impact, science and knowledge, inclusion, open-ness.
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There are economic, political and social drivers of this recent wave of globalisation and urbanisation Falling Transport Costs
• An important factor that has driven globalisation over the last 50 years is the significant
falls in the costs
of transportation.
• Containerisation and haulage have dramatically increased the capacity and speed with which
goods
can be transported around the globe and domestically.
• This has reduced the need for goods to be manufactured near to the consumer.
• Recently there has also been significant falls in the cost of air travel allowing people to move easily around the world.
Free Trade/Geo-Political Shift
• Since World War nations to free trade.
II and especially since the fall of the Soviet Bloc, there has been a strong commitment by many • This is achieved in principle through reducing tariffs and other barriers to trade.
• There by have the been numerous multi-lateral trade agreements between countries and overseen World Trade Organisation.
• The establishment of the EU has allowed and encouraged the
free movement
its member states.
of goods,
services and capital between
Advances in Technology
• There have been significant advances in information and
communication technology
over the last 20-30 years.
• This has facilitated information exchange and has lowered transactions costs.
• Combined different hence
the
with transportation costs, this has enabled firms to outsource elements of
growth
lower their business to various locations and
of
multinationals.
• There is also a direct effect with new technology industries offering opportunities and a greater need for skills.
Mobility of People
• Both internal and international migration have been drivers of globalisation.
• The willingness and ability of people to move has provided an
increasingly flexible
growing sectors.
labour
market to meet the needs of • Internal both inter- and intra regional few decades.
migration has increased steadily over the last • International migration has also been on the increase, with indications suggesting that this trend will accelerate in the coming years, supporting continued globalisation.
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Internationally this has led to urbanisation, increased trade and capital flows and the geographic fragmentation of production… Urbanisation -
Nearly half the world now live in urban areas.
Trade Flows -
World trade has increased dramatically over the last 50 years.
Source: UN DESA (2005)
Capital Markets –
Dramatic increases in the last few decades.
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Geographic fragmentation of production
their production process around the world to where it can be done most efficiently.
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Companies are splitting
“The globally integrated enterprise, fashions its strategy, management and operations to integrate production worldwide. That has been made possible by shared technologies and shared business standards, built on top of a global information technology and communications infrastructure. New technology and business models are allowing companies to treat their functions and operations as component pieces, companies can pull those pieces apart and put them back together in new combinations.” – S Palmisano, head of IBM, 12/6/06 in the FT
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Focus: the Challenges of bigger city regions.
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Bigger cities now key to national economic success .
But bigger cities not focus of national economic policies .
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Cities/regions/metropoles not recognised well in higher order or sectoral policies.
But globalisation happens through institutions and firms based in bigger cities , and using metropolitan logistics and infrastructure.
Bigger cities provide a high return on public and private investment if they can solve problems effectively. Organising the economic city and it’s story task.
is the first key Demonstrate the ability to make an economic difference.
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Global cities working with globally companies , a large firms agenda as well as small firms.
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Make the case for the city economically ……London, New York, Auckland, Madrid.
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The World City-Regional Economy.
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Work International Students Recreation and Tourism Shopping and Commerce
City/Region
Investment Events & Culture & Sport www.citiesandregions.com
Inward Investment & Trade Migration Cities, Regions, and Mobility 10
The competitive advantage of diversity for regions and cities.
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Quality of life for knowledge economy.
Richer visitor experience.
Spur to creativity and innovation.
Openness to wider markets, populations, and customers.
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Trade and exchanges with international markets Levels of entrepreneurship and aspiration.
Better corporate relations.
Attractive ness for international investments/events Serve the global market from one location!
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Framework for economic growth
Markets Global economy and Macro-economic framework Economic growth performance Productivity Use of resources Population Feedback effects Drivers Innovation & creativity Industrial structure Business ownership & mgt Human capital Environ mgt Connectivity .
Business environment & investment Educational and research base Land and physical infrastructure Social/ cultural infrastructure & quality of life Ecological base Governance structure www.citiesandregions.com
Pre-conditions 12
As many cities are ‘under-bounded’ and many regions/provinces are ‘over bounded’ city-region governance may boost growth… Relationship between size of government and economic growth
Regional Local Authority
Note that the identification of LA and regions on this curve is stylised - we are doing some work to identify where the core cities are on this curve
…
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Proportion of city-region population covered by city-region governance arrangement 13
Rise of new regional policies.
Spatial disparities.
Regional and City-Regional Organising.
Collaborative leadership.
Long term and new geography.
Public and private.
Markets and public services.
Many different approaches: formal and informal.
Open-ness to external opportunities.
Adjustment to change.
Shared growth and territorial cohesion
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Traditional Regional Policies ‘Regional Planning’ 1950s to 1990s New Regional Policies ‘Territorial Development’ 1980s to present
Objectives Strategies Balance national economies by compensating for disparities Sectoral approach Political regions Increase regional development performance Integrated development programmes and projects Economic regions and eco regions Geog. focus Target Context Tools Actors Lagging regions National economy Subsidies, incentives, state aids, and regulations National governments www.citiesandregions.com
All regions International economy and local economies Assets, drivers of growth, soft and hard infrastructures, collaboration incentives, development agencies, co-operative governance Multiple levels of governments, private and civic actors. Implementation agencies.
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Leadership challenges in cities and regions.
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Rapid and dynamic growth of metropolitan regions .
Megatrends driving metropolitan growth.
Investment Financial resources are finite and national public finance is slow to not enough.
follow growth. Lack of investment tools.
Formal power and competence City and regional governments do not control everything: boundaries.
competences.
division of labour with higher/lower tiers markets.
regulation/freedom less than needed National and sub-national governments guard their own space.
Agenda building and influencing roles to the fore. www.citiesandregions.com
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Positioning the role of Economic Action within City-Regions.
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Economic strategies not like public services. Engaging in markets , increasingly global… It is not an expenditure cities/regions make. It is an investment that yields returns if done well. Income side balance sheet.
of Not just a department within a city/region, but a rationale for what the city/region does . The prosperity agenda.
Not a choice amongst competing priorities, but a means to achieve wider goals in social, environmental, cultural realms. It is the business of everyone .
Economic development has broad outcomes : taxes/resources, land values and assets, jobs and choices for citizens, investment, visitors, prestige, dynamism and buzz, partnership with business on city goals, a clear future for the city and its people…..
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Features of effective city/region organising
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One Plan; and strong story line. An investment prospectus.
Economic agenda department.
across whole Regional/City Gov, not within one Organised business leadership that is demanding and consistent and speaks to all orders of Government.
Customer orientation : employers, investors, visitors, entrepreneurs, traders, innovators, developers, infrastructure… Focussed number of top priorities , sectors, and spaces.
Expanding capacity to implement . Range of financing tools.
Range of delivery vehicles that can attract external investment .
Problem Solving and Project Management orientation. Strong economic agenda and partnerships with: Local public sector, Local and regional Private Sector. Regional public partners, Provincial and Federal Governments, Global partners.
A collaborative leadership that leads, empowers, focuses on big picture and leverages resources to deliver .
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Key role of business leadership organisations
Business leadership is essential . Regional business leadership groups work well everywhere.
London, Seattle, Sydney, Singapore.
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Investment prospectus and advocacy/PR.
Help public leaders focus on economy.
Sustain the economic agenda beyond election cycles and administrative boundaries.
Grow the regional market and customer base.
Improve the productive platform and strengthen business interactions.
Make the case for public investment and co-invest.
Innovate with creative approaches.
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Success and failure in Regional Development
Success.
Rising tax base with lower taxes.
Employment and incomes for citizens and choice of jobs.
Resources for social and environmental programmes.
Multiple distinctive and attractive locations.
Managed growth and investment.
Increased global connectivity.
Strong collaborations.
Failure Dwindling tax base with high taxes.
Reduced resources for other programmes.
Environmental degradation.
High unemployment and high emigration.
Disinvestment.
Failed projects and initiatives. Bickering.
Reduced global connectivity.
Unmanaged decline.
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Initiatives for economic inclusion: Validating the tools.
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Public services and infrastructure.
Labour market transition.
Informal economy strategy.
Investment instruments with local reach.
Settlement and conversion programmes.
New forms of entrepreneurship.
Procurement and supply chain value.
People, places, and markets progressing together. Place equity.
Corporate responsibility and tackling discrimination.
Locally owned development vehicles.
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Why do city-regional strategies fail?
• • • • • • • • • • • Strategy done for wrong reason focus or specificity /strategy has no Lack of leadership and cross city working.
No communication , compacting, and conviction.
No assessment of local assets and distinctiveness.
No assessment of demand side opportunities.
No responsibility Lack of tools amongst competent bodies.
to implement at scale.
Lack of investment , capacity/resources.
Failure to solve problems as they arise.
No intention to implement.
No support from higher tier Govs, or neighbours.
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Why are development tools and agencies competitive advantage to cities and regions?
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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.
Devise new sources of investment.
Improve investment-readiness: develop propositions.
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.
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The Competition for the Cape Region
• • • • • • • •
Not Gauteng.
Maybe Durban?
Local competitors?
More likely multiple competitors in different sectors and niches.
A big opportunity.
Complementarity and collaboration.
Learn from other regions.
Look at Toronto, Auckland, Singapore, Miami, San Francisco.
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Miami
Formerly a retirement and holiday location.
Location on a peninsula in the extreme SE of USA.
But close to Caribbean and Latin America.
Leverage tourism infrastructure and diverse population to become: – Finance, business services and trade node for pan-America.
– Creative industries, fashion, music and centre.
– Centre of inter-governmental discourse.
Regional planning and co-operation for growth management and infrastructure.
Business partnership in city-region development agency.
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Auckland
Extreme location in South Pacific.
Centre for pacific island migration.
Post colonial economy – reinvention;
– Creative industries.
– Medicine.
– Global events.
Metropolitan strategy emerging.
Cooperation between national and local tiers.
Global reach. Asia strategy.
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Toronto
Largest city in Canada but big neighbours (New York, Chicago).
NAFTA impact to shed traditional roles.
Centre for international immigration.
Leverage new roles: – Diverse population.
– Technology.
– Quality of life.
– Not USA!
Regional collaboration TCSA.
Development agencies.
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Singapore.
Asian tiger of 80s and 90s, but other catching up.
Move up the value chain.
Strong investment and planning.
– Excellent development agencies.
– Science and technology, with HEIs.
– Asia strategy.
Asian technopole.
Diverse population.
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What about here?
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Quality of life and place.
Geo-political location.
Human history and diversity.
Infrastructure endowment and investment.
Development context.
Institutional presence.
Innovative and tenacious people.
Fertility and food.
Democratic vitality/Capital city/Diplomatic functions.
Stage, showcase, auditorium.
Seat of learning and innovation.
Cultural and creative content.
Advantages and opportunities. Confident ambition.
Serve a global market from the Cape location.
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Strategy for Cape?
Complement Gauteng.
Build on Tourism strength.
Creative, Science, Technology, Food and Wine.
Inter-governmental hub.
Link African and Global development.
20 year strategy.
Collaborative leadership.
Powerful implementation.
Cape’s place in the world.
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