riga greg clark dec 2011
TRANSCRIPT
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Regional Development
International Conference Latvia.
Greg Clark Dec 2011
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A Re-Balanced World With No More Core and Periphery
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The new horizon
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Human and Urban Development and Ecological Footprint by Country
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HUMAN DEVELOPMENT AND ECOLOGICAL
FOOTPRINT BY COUNTRY
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WELL-DESIGNED CITIES
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Traditional Regional Policies
‘Regional Planning’
1950s to 1990s
New Regional Policies
‘Territorial Development’
1980s to present
Objectives Balance national economies by
compensating for disparities
Increase regional development
performance
Strategies Sectoral approach Integrated development programmes and
projects
Geog. focus Political regions Metro regions and eco regions
Target Lagging regions All regions - Metropolitan regions
Context National economy International economy and local
economies
Tools Subsidies, incentives, state aids,
and regulations
Assets, drivers of growth, soft and hard
infrastructures, collaboration incentives,
development agencies, co-operative
governance, financial intermediation
Actors National governments and
sometimes regional governments
Multiple levels of governments, private
and civic actors. Implementation agencies.
Collaborative governance
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Integrated Framework For City/Region Development
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Pre-conditions
Business
environment
& investment
Educational
and research
base
Land and
physical
infrastructure
Social/ cultural
infrastructure &
quality of life
Ecological
base
Innovation
& creativity
Industrial
structure
Business
ownership & mgt
Human
capital Connectivity
Use of
resources
Productivity Population
Development and growth
Drivers
Global economy and
Macro-economic
framework
Feedback effects Markets
Governance
structure
Environ
mgt
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Requirements of the two models
Traditional
Political Orientation
Development within
regions
Departmental approach:
capable National Gov
Technical skills and
administration
New
Market Orientation
Linkages between
regions
Whole of Gov approach
Capable local/regional
governance
Leadership and alliance
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A basic typology
1. Regional admin/gov with City-Regions.
Germany, Italy, France, Spain.
2. Regional admin/gov without City-Regions.
Poland, Netherlands, Portugal, Korea.
3. Strong Federal States, encouraging City-Regions without Regional Gov or nation wide policy.
USA, Canada, Australia.
4. National-Local only; limited regions, no city-regions.
Ireland, Greece,
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The ‘Northern Way’
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Integrated Framework For City/Region Development
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Pre-conditions
Business
environment
& investment
Educational
and research
base
Land and
physical
infrastructure
Social/ cultural
infrastructure &
quality of life
Ecological
base
Innovation
& creativity
Industrial
structure
Business
ownership & mgt
Human
capital Connectivity
Use of
resources
Productivity Population
Development and growth
Drivers
Global economy and
Macro-economic
framework
Feedback effects Markets
Governance
structure
Environ
mgt
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As many city & metropolitan economies are „under-bounded‟
some regional governance may boost growth…
Proportion of city-region population covered by city-region governance arrangement
Gro
wth
in
GD
P p
er
ca
pita
Local
Authority
Regional
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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Relationship between size of government and economic growth
…
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The new mobility.....not just tourism
Increasing
Mobility
Visitors
Firms
Events & Festivals
Students
Investors
Institutions
Innovators
Entrepreneurs
Research
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Why metropolitan action 1?
1. Extensive metropolitan re-organisation visible world-wide.
Metropolitan markets
Metropolitan brands
Metropolitan governance
2. Functional Space Economy & Markets
Environment
Society
Identity
Scale
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Why metropolitan action 2?
3. Dynamic space
The space is dynamic and ever changing. Metro area and Region converging.
4. Opportunity costs.
Organise the whole space or suffer from:
lack of scale and critical mass needed to succeed
co-ordination and capacity problems
internal competition and waste
incoherent messages
missed opportunities
5. Who is responsible for metropolitan area?
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SDRIF: Growth corridors SDRIF: Regional connectivity
SDRIF: Multi-modal transport plan SDRIF: Regional green space
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Regional Development and Specialisation
Smart Regions?
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Regional Development Leadership
1. National Gov Co-ordination and Innovation
eg Inter-ministerial commitment and discipline
eg Integrating National and EU Efforts
2. Regional level
Strategy development
Alliance building
Inter-regional system
3. Local level
Collaboration with neighbours
Prioritisation
Business and Investment friendliness
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National Leadership
The biggest challenge in regional development is internal
government co-ordination and alignment.
Cabinet Committees?
Super Ministries?
Shared targets?
The 2nd biggest challenge is integrating national and EU
approaches.
Different competences. Gaps.
How to avoid being led by the money?
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Local and Regional
What is really regional and local?
Capable local government, with enough
scale and incentive to encourage
development.
4th role of Local needs special
arrangements.
Enough Regional Governance with
competence and authority to lead and co-
ordinate and achieve scale 301
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Leadership dividend –
competitive advantage of leadership
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What role for institutional and business groups in
the regional leadership system?
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Negotiate
Advocate
with Gov
Attract &
retention Ent
Reg
collab
Bus
know
how
Comms
& media CSR
Int best
practic
e
Pay for
activitie
s
X Party
collab
Wider
particip
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Regional Development Tools
i. Strategic Planning
ii. Development Agencies
iii. Development Banks
iv. Brand Platforms
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Regional Strategic Planning
Definition:
“Regional/spatial planning gives geographical expression to the economic,
social, cultural and ecological policies of society.”
(European Regional / Spatial Planning Charter)
“It is at the same time a scientific discipline, an administrative technique
and a policy developed as an interdisciplinary and comprehensive
approach directed towards a balanced regional development and the
physical organisation of space according to an overall strategy."
(European Regional / Spatial Planning Charter)
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Origins of Strategic Planning
• Spanish Cities after Franco
• Australian Cities catching up with sprawl.
• EU cities in the context of EU enlargement
• Chinese cities coping with rapid urbanisation
and metropolitanisation.
• Japanese cities confronting climate change.
Tackling Crisis and Challenge is often the
beginning.
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Core features of Strategic Planning
Shape the future or be shaped by it!
i. Shaping future growth management. Clear framework for market
development and public investment. Understand the returns to
the city and citizens form development.
ii. Integrated Efforts, mixture of tools, cross cutting issues.
iii. Guiding other strategies and frameworks.
iv. Based on Vision, foresight, and evidence.
v. Incentivising external investment. Combines internal and
external rates of returns. Overcomes apparent tensions.
vi. Setting standards and measurable targets.
vii. Agreement between tiers of Government, providing decisive
outcome. Conformity. Joint Prospectus. Agreement.
viii. Consultation with stakeholders.
ix. Implementation arrangements.
x. Locate roles of different bodies.
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Focus of regional plans
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Ile-de-
France
South
Florida
Hong
Kong
/PRD
Tokyo Greater
Toronto
Chicago
Infrastructure
Affordable housing ● ● ●
Major house-building
programme ● ● ●
●
Reduce sprawl - direct growth
towards existing centres ● ● ● ●
●
Quality of life/ public realms ● ● ● ● ● ●
Keynote CBD redevelopment ● ●
Urban regeneration ●
Mobility
Reduce car dependency
through high-investment
public transport programme
● ● ●
Easing congestion - road
expansion alongside public
transport investment
● ●
●
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Focus of regional plans
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Ile-de-
France
South
Florida
Hong
Kong
/PRD
Tokyo Greater
Toronto
Chicago
Mobility
Reduce car dependency
through high-investment
public transport
programme
● ● ●
Easing congestion - road
expansion alongside public
transport investment
● ●
●
Environment
Act on climate change –
energy infrastructure and
sustainability
● ● ● ● ●
Conservation and water/air
pollution improvements ● ● ● ● ● ●
Emergency/ disaster
preparation ● ●
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Focus of regional plans
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Ile-de-
France
South
Florida
Hong
Kong
/PRD
Tokyo Greater
Toronto
Chicago
Socio-economic
Quality services to reduce
social/territorial
inequalities
● ● ●
Preserve/create
employment land ● ● ●
Economic development ● ● ● ● ●
Job skills ● ● ●
Race-gender inclusivity ●
Improve social
fabric/community ●
●
Governance Improved regional co-
ordination ● ● ●
●
Brand-image
Improve international
image ● ● ●
Attract international
populations ● ●
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Conclusions
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i. A new era in regional spatial planning.
ii. Regional leadership tools.
iii. Strategic and influential documents.
iv. Investment prospectus and communication tool.
v. Based on evidence and scenario building.
vi. Integrated strategies and families of strategies.
vii.Spatial and Infrastructure Planning combined.
viii.Integrated Planning
ix. Implementation of Regional Plans: use of tools.
x. Leadership and Citizen/Stakeholder Dialogue
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Turin metropolitan strategic plan
City centre strategy Strategic themes of strategy Specific initiatives Strategy management
Phase 1
(1993-1997)
Urban renewal – rejuvenation of the city‟s
public realm and accommodation with a
focus on the city centre area and adjacent
areas.
Special Communication Project, „Luci
d'Artista‟, Film Commission Torino
Piemonte, Invest in Turin and
Piedmont Agency, 1st Strategic Plan,
Torino Convention Bureau, Atrium
project, Winter Olympics.
City of Turin, Piedmont Region,
Torino Internazionale (Agency for
Strategic Plan)
Phase 2
(1998-2007)
Internationalising the city and consolidating
and projecting the city‟s new image and
identity to the world. A focus on the city
centre but not specific to it.
Hosting of culturally significant
events such as: Torino World Design
Capital and XXIII World Congress of
Architecture (2008); Euroscience
Open Forum (2010); Italia 150 (2011,
celebrations of the Unification of
Italy 150th anniversary)
City of Turin, Piedmont Region,
Torino Internazionale (Agency for
Strategic Plan), former Banking
Foundations, University system,
Italia 150 (committee for the
organization of the 2011
celebrations). The Urban Centre
Metropolitano.
Phase 3
(2008-2011) Turin as a „knowledge hub‟
Special Communication Project, „Luci
d'Artista‟, Film Commission Torino
Piemonte, Invest in Turin and
Piedmont Agency, 1st Strategic Plan,
Torino Convention Bureau, Atrium
project, Winter Olympics.
City of Turin, Piedmont Region,
Torino Internazionale (Agency for
Strategic Plan)
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Development Banks and
Financial Institutions i. Many regional development imperatives are neither wholly market
fundable, nor justifying permanent subsidy.
ii. They can be seen as ‘niches’ where the use of mixed public/private,
cash/equity, short-term/long- term financing is involved.
iii. To make this work ‘capable intermediaries’ are needed, special purpose
financial institutions.
iv. Development Banks can build these niches, utilise their balance sheet to
manage risks and spread innovation, and leverage external investment.
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Building a regional development financial system.
i. National Development Bank.
ii. Evolution of local and regional development finance system to be
a key focus.
iii. Inter-ministerial co-ordination: national and at regional level.
iv. EU Structural Fund programme simplification.
v. Regional level finance, budgets, and programming.
vi. PPPs and Project Bonds
vii. Municipal finance.
viii. Inter-municipal collaboration
ix. Bankers co-ordination
x. Finance skills
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Development Corporation Typologies
Typology
Urban
Development and
Revitalisation
Agencies
Productivity
and Economic
Growth
Agencies
Integrated
Economic
Agencies
Internationalisat
-ion Agencies
Visioning and
Partnership
Agencies
Purpose “Place drivers”
“Employment
and productivity
drivers”
“Place and
productivity
leaders”
“Place and
productivity
promoters”
“Place -shapers
and visioners”
Example
Agency
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Bizkaya: Regional Development System
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what are brands?
€3.50 €2.20
Brands are simply stories that drive demand
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what are brands?
They signpost what makes you different
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Building a „Great Regional Experience‟
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“Great Place”
“Enjoyable and
Memorable
Experience”
“Pleasant
Experience”
“Poor
Experience”