BEST-konferansen 2014 - Greg clark, the business of cities ltd.

Oslo

Metropolitan
Region

Greg
Clark

February
2014

Overview

Oslo
today
and
tomorrow

Why
metropolis?

How
metropolis?

© The Business of Cities Ltd 2014

2010
metropolitan
populaCon:


2050
metropolitan
populaCon:


Where
is
the
money
going?

Top
30
ciCes
for
direct
commercial
real
estate
investment
2010

–
2011

Oslo Stockholm
Calgary

San Francisco
San Jose
Los Angeles
San Diego

Toronto
Boston
Chicago
NEW YORK
Washington DC
Houston

LONDON
PARIS

Hamburg
Berlin
Frankfurt
Munich

Moscow

Seoul

Beijing

TOKYO

Shanghai
Hong Kong

Taipei

Singapore

Rio de Janeiro
>$25bill
$10-25bill

Sydney
Melbourne

$4-10bill

Source: Jones Lang LaSalle


6

Oslo’s
peers:
25
High
quality
of
life

(HQoL)
ciCes

•  Adelaide
•  OSLO

•  Amsterdam
•  Perth

•  Auckland
•  San
Diego

•  Barcelona
•  SeaBle

•  Singapore

•  Berlin

•  Stockholm

•  Boston

•  Brisbane

•  Sydney

•  Calgary

•  Tel
Aviv

•  Cape
Town
•  Toronto

• 
•  Copenhagen
Vancouver

•  Frankfurt
•  Vienna

•  Melbourne
•  Zurich

•  Munich

Another
group
of
peers?

Aberdeen

Abu
Dhabi

Brisbane

Calgary

Houston

Hmmmmmm?

© The Business of Cities
Ltd 2014

Another
group
of
peers?

Stockholm

Copenhagen

Helsinki

Really
??????????

Ltd 2014

Oslo’s
peers:
25
High
quality
of
life

(HQoL)
ciCes

•  Adelaide
•  OSLO

•  Amsterdam
•  Perth

•  Auckland

•  San
Diego

•  Barcelona
•  SeaBle

•  Berlin

•  Boston

•  Singapore

•  Stockholm

•  Brisbane

•  Sydney

•  Calgary

•  Tel
Aviv

•  Cape
Town
•  Toronto

•  Copenhagen
Vancouver

• 
•  Frankfurt

•  Vienna

•  Melbourne
•  Zurich

Ltd 2014

•  Munich

Oslo
in
a
global
context

Among
the
25
most
liveable
ciCes
in
the
world:

•  Above
average
economic
performance,
but
only
the
19th
most
globalised.
(GaWC,

2013)

•  4th
largest
trade
and
tourism
sector
(by
proporCon).

•  2nd
smallest
manufacturing
sector

Per capita income, 1993-2012 (1993=100)
160#
Brisbane#

150#

Tel#Aviv#
140#
Oslo#
130#

Toronto#

120#

Auckland#

110#

2012#

2011#

2010#

2009#

2008#

2007#

2006#

2005#

2004#

2003#

2002#

2001#

1999#

2000#

1998#

1997#

1996#

1995#

1994#

Ltd 2014

1993#

100#

Cape#Town#

Source: Brookings Institution (2012)

Amongst
the
HQoL
CiCes….

CompeCCve
‘middleweight’
ciCes:

ü 1-‐5
million
metropolitan
populaCon

ü highly
liveable
(top
25
as
measured
in
20
city
benchmarks
on

infrastructure,
life
outcomes,
visitor
percepCon
and
resident
saCsfacCon)

ü diverse
economies

ü aracCve
to
entrepreneurs
and
SMEs

Among
the
25
most
liveable
ciCes,
Oslo’s:

ü economic
structure
most
resembles
Vancouver,
Melbourne
and

Amsterdam.

ü degree
of
global
business
linkages
(79th
globally)
is
closest
to
Auckland

(72nd),
Vancouver
(76th)
and
Brisbane
(80th).

ü economic
performance
(income,
employment)
since
the
recession
is

closest
to
Munich,
Brisbane
and
Vancouver


Source: Brookings Institution (2012)

What
unites
high
quality
of
life
(HQoL)
ciCes?

i. 
ii. 
iii. 
iv. 
v. 

AracCve
climate,
scenic
assets,
green
and
blue
regions

Comfortable
commute
across
well
connected
regions

AuthenCc
culture
with
strong
sense
of
belonging

High
quality
of
regional
ameniCes

Walkable
and
inclusive
communiCes
-‐
broad
access
to

housing

vi.  Liveability
has
become
part
of
city
idenCty
and
DNA

vii.  They
compete
on
specialisaCon
and
QUALITY

The
must
seek
scale
through
partnership
and
regional
integraCon


HIGH
QUALITY
OF
LIFE
CITIES
HAVE

GROWING
REGIONAL
POPULATIONS


Oslo:
Global
leader
for
resident
liveability

Quality of life
• Top 10 city for all-round prosperity and living standards
World’s very best urban infrastructure
• Highly effective systems
One of the world’s five greenest cities
• Renewable energy, green space, efficient building


Oslo:
World-‐class
knowledge
strengths
not
fully

harnessed

Proportion of workforce educated to high level in science,
technology and humanities (Eurostat)
%"
60"

2001"

2011"

50"

Among
world’s
top
10

ciSes
for
human
capital

40"
30"

AON, People Risk Index 2013 (low score =
better)

20"

0"

Singapore"

10"

Vancouver"

kf
u

rt"

a"
Fr
an

en
n
Vi

nk
i"
Am
st
er
da
m
"
M
un
ich
"
M
al
m
o"
Go
th
en
bu
rg
"

He
l si

Br
us
se
ls"

ag
en
"

"

pe
nh

ric
h
Co

Zu

Os

lo
"
St
oc
kh
ol
m
"

0"

But could become a more compelling
commercial proposition…

• Moderate
risk
of
re-‐locaSon
for
foreign
ﬁrms
(AON
ConsulSng)

• Smaller
high-‐tech
employment
base
than
Stockholm
or
Helsinki

(Eurostat)

• Behind
Stockholm
and
Vienna
for
producSvity
(UN-‐Habitat)

Zurich"
Boston"
Copenhagen"
San"Diego"
Stockholm"
Oslo"
Sea@le""
Helsinki"
Frankfurt"
Auckland"
Vienna"
Tel"Aviv"

20"

40"

60"

80"

100"

Ra#ng&

Oslo:
Medium
involvement
in
global
networks

No. of passengers through
airports in 2011
•  Fairly
strong
passenger

throughput
given
distance
from

key
markets.

million&&
passengers&
35"
30"
25"
20"
15"
10"

No. of rotating international meetings

(ICCA)

5"

Zu
ri
p e ch"
nh
ag
en
"
Vi
en
na
"
Os
lo
"
Br
i sb
an
St
e"
oc
kh
ol
m
Va
"
nc
ou
ve
r"
Sa
n"
Di
eg
o
He "
l si
n
Au ki"
ck
la
nd
"
Co

rn
e"

ou

Se
a*

el
b

2012"

160"

M

2008"

180"

le
"

0"

200"

140"
120"

•  Room
to
grow
in
the
academic

and
business
conferences
market

100"
80"
60"
40"
20"

eg
o"
Di

n"

ow
n"

Sa

n"
to

pe
"T

ve
r"

Bo
s

Ca

Va

nc
ou

rn
e"

"

ou

ric
h

el
b

M

lo

"

"

Zu

Os

ich

M

He
l si

oc
kh
o

St

pe
nh

Co

ga
p

Sin

Vi

en
n

Ltd 2014

un

nk
i"

lm
"

ag
en
"

or
e"

a"

0"

Oslo:
improving
global
appeal

•  Impressions
of
Oslo’s
reputaSon
just
behind
leading
liveable

European
and
North
American
ciSes,
in
global
top
20.

•  But
Stockholm,
Copenhagen
and
Edinburgh
all
ahead

Top 25 cities by global citizen perception (City RepTrak, 2013)
78#
76#
74#
72#
70#
68#
66#
64#
62#

Sy
dn
e
To y#
ro
n
St
oc to#
kh
ol
m
Vi #
en
na
Ve #
ni
Flo ce#
re
Ed nce
#
in
bu
rg
h#
Zu
ric
h
Lo #
nd
Co
pe on
nh #
ag
en
Ge #
ne
v
He a#
l si
nk
M i#
u
Va nich
nc
#
ou
ve
M
r
el
bo #
ur
Fr ne#
an
kf
ur
t#
Os
lo
M
on #
Am tre
st al#
er
da
m
Du #
b
Ne lin#
w
#Y
or
k#
P
Ba aris
#
rc
el
on
a
Au
ck #
la
nd
#
Ro
m
e#

60#

Ltd 2014

Oslo:
business
brand
could
be
clearer

Other
liveable
ciCes
are
viewed
as
amore
synonymous
with
commerce
…

IPSOS-MORI, % of global citizens that identify city as a place
to do business, 2013
%"
12"
10"
8"
6"
4"
2"

Zu

ric
h

"
Be
r
Sin l i n "
ga
po
re
Sy "
dn
ey
"
To
ro
Am nto
"
st
er
da
m
St
"
oc
kh
ol
m
"
Bo
st
on
"
Os
Au lo"
ck
la
Co
pe nd"
nh
a
Ca gen
"
pe
"T
ow
n"
Te
l"A
viv
"

0"

…despite
an
improving
prospect
for
talent

• Top
10
labour
aracCveness
(TBOT,
2013)


Munich

#
of
ciCes

133

120

Apr-‐13

50

131

Date

Feb-‐12
Feb-‐12

Euromonitor
top
city

desCnaCon
rankings
2011

69

Feb-‐12

City
Reptrak
Top
Line
Report

50

Feb-‐13
Feb-‐12

EIU/CiCgroup
Hotspots,

'Global
Appeal'

120

Date

EIU/CiCgroup
Hotspots,

'Social
and
Cultural

Character'

Jul-‐12

Global image
and brand

AON
People
Risk
Index

Dec-‐12

QS
Best
Student
CiCes

Feb-‐12

EIU/CiCgroup
Hotspots,

'Human
Capital'

UN
State
of
the
World's

CiCes
'Infrastructure

Index'

#
of
ciCes

Mercer
-‐
Top
CiSes
for

Infrastructure

Date

2thinknow
ConsulCng

InnovaCon
CiCes
Global
Index

EIU
Hotspots
-‐
'Physical

Capital'

Infrastructure

Innovation and
Talent

Sep-‐12

Jan-‐13

120

120

100

100

Vienna

11

10

2

31

#
of
ciCes

2

Munich

6

Vienna

3

30

5

38

Amsterdam

16

7

41

26

16

42

1

72

12

51

100

13

Vancouver

1

9

Oslo

2

18

1

Zurich

72

7

7

14

Vancouver

Zurich

2

24

1

Stockholm

16

27

27

16

Munich

Vienna

2

16

9

Vancouver

35

22

31

9

Zurich

1

18

17

Stockholm

1

18

10

Amsterdam

9

28

36

19

Stockholm

22

27

9

Amsterdam

1

23

10

Oslo

38

6

19

Oslo

45

46

5

Auckland

25

43

18

Tel
Aviv

28

59

49

Auckland

45

71

24

Adelaide

37

Brisbane

85

Brisbane

37

Auckland

91

21

Cape
Town
119

40

Tel
Aviv

44

© The
Cape
Town
Business of Cities 28

90

Ltd 2014

Adelaide

Brisbane

22

42

32

Adelaide

35

Cape
Town

29

80

64

72

Tel
Aviv

57

67

89

63

Oslo:
overall
benchmark
assessment

Business
and
Finance

Knowledge
economy

Image/Brand

Quality
of
Life

Environment
and

Sustainability

Culture
and
diversity

Costs,
wages
and

Affordability

Transport
and

infrastructure

DesSnaSon
Power

Ltd 2014

✓

✓✓

Global
firm

links

R&D

✓

✓

Financial

services

FDI

¢

Qualified

Workforce

✓✓

✓✓✓

HE

insStuSons

✓

Entertain-‐
ment

¢

Health
and

Security

✓✓✓

Land
Use,

Waste
and

Water

✓

✓✓

✓✓✓

Liveability

CO2

✓✓✓

✓✓✓

PolluSon

✓✓
✓

✓✓
✓

¢

✓

✓✓✓

✓

Net
Income

Transport

No.
of

visitors

✓✓

✓✓✓

✓

Affordability

Core
infra-‐
structure

Internat-‐
ional
links

✓

✓✓✓

✓

Events
and

meeSngs

✓

What
the
world
thinks
about
Oslo

“Tucked
away
in
the
corner
of
Europe,
Oslo
with
its
thick
winter
jacket
on

seems
far
from
the
cultural
and
intellectual
pulse,
but
again
you
would

be
surprised…
As
a
city
to
live
in,
Oslo
has
two
compeCng
traits.
In
part
it

is
entrepreneurial
and
vibrant,
parCcularly
in
its
eastern,
immigrant

quarter.
At
the
same
Cme
it
is
the
quintessenCal
urban
expression
of
the

square-‐formed
social
democraCc
1970s:
a
city
that
thinks
it
knows
beer

than
you
which
way
is
North.”

The
Economist,
2012

“These
days,
the
most
appealing
areas
in
the
famously
expensive

Norwegian
capital
lie
on
the
periphery
of
the
city
center,
in
its
newly

trendy
neighborhoods
—
hip
Grunerlokka
to
the
northeast,
glamorous

Tjuvholmen
to
the
southwest
—
and
beyond,
in
the
glorious
landscapes

of
the
Oslo
Fjord
and
the
sprawling
northern
forests.
”

New
York
Times,
2013

“Compared
with
the
other
Nordic
capitals,
Oslo
has
never
been
much
of

a
tourist
desCnaCon…But
there
are
[now]
compelling
reasons
to
visit
the

Norwegian
capital.”

Financial
Times,
2013


What
must
Oslo
do?

i.  Have
a
plan
for
scale

ii.  Organise
the
region

iii.  Plan
for
populaCon
growth

iv.  Build
the
business
brand
and
story

v.  Develop
clear
economic
strategy

vi.  Talent
aracCon
and
retenCon

vii.  Tell
world
why
you
are
relevant
with
one
big

story


OSLO
NEEDS
TO
BE
A
METROPOLIS


Metro
Regions:

CiCes
outgrow
their
boundaries

Metropolitan
Areas
oﬀer:

•  Scale

•  Clout

•  ProducCvity

•  Visibility

•  Diversity

•  Coherence

But
only
if
they
are
organised.
Growth

management
or
growth
mis-‐managment.


Metro
Markets

Ltd 2014

Some
Recurring
Themes…..

CiSes
of
the

Future

Audi

Deutsche

Bank

Microsoa

Atkins

GDF
Suez

Sustainability

/
Eco-‐CiSes

Siemens

GE

Arup

Bombardier

Global
CiSes

JP
Morgan

Aecom

AT
Kearney

Ltd 2014

Liveability

Mercer

Monocle

Grosvenor

Smart
CiSes
+

Networks

Cisco

Ericsson

IBM

Cap
Gemini

Bird
+
Bird

Three
metro
governance
opCons

1.  ConsolidaCon
of
municipaliCes:
Auckland,

Toronto.

2.  CreaCon
of
2
Cer
authoriCes:
Singapore,

Miami.

3.  Closer
collaboraCon
between
municipaliCes:

Amsterdam,
Manchester.

Ltd 2014

rd
Cycle
Dynamics

3

2nd
cycle

Assets

1st
Cycle

Projects
&
Physical
Renewal

ProacCve
city
brand

Tourism


Strategic
plans

Specialist
Agencies

New
funding
tools.

Programmes

Economic
space.

3rd
cycle

Managing
growth

Shaping
the
future

PPPs

Metropolitan
sphere

Broader
leadership

Integrated
brand

4th
Cycle

Managing
success

at
the

internaCatonal

scale

Comparing
the
opCons

Metropolis
oﬀ.

•  Sectoral
policies
lead

•  Autonomous
bodies

•  Hierarchical
system

•  SpaCal
variaCon

•  Low
co-‐ordinaCon

equilibrium.

•  Tax
and
transfer
payments


Metropolis
on.

Integrated
planning

Cross
cutng
objecCves

Networked
governance

SpaCal
cohesion

Cross
cutng
projects

High
co-‐ordinaCon
equilibrium

Financial
innovaCon
and

leverage

Metropolis
Oﬀ
or
On
?

Metropolis
Oﬀ

•  Vienna

Metropolis
On

•  Milan

•  Stockholm

•  Berlin

•  Amsterdam

•  Sydney

•  Melbourne


•  Barcelona

Barcelona
Metropolitan
Area

•  36 municipalities
•  Population of 3.15 million
•  Metro Area created by legislation in 2010


Barcelona
Metropolitan
Area
(AMB)

AMB:

Union
of
MunicipaliCes

Transport
Authority

Environmental
Authority

PEMB:
The
Strategic
Metropolitan
Plan
of
Barcelona
–
Vision
2020

-‐ Launched
at
same
Cme
as
Metro
Area
was
created
by
law

-‐ Vision:
consolidate
AMB
as
one
of
the
most
aracCve
and
inﬂuenCal
European
regions
for

innovaCve
global
talent
by
2020

-‐ Growth
strategy
and
prioriCes:

– Extend
port
capacity,
boost
connecCvity
to
NW
Europe
+
Iberian
Peninsula

– Improve
visibility
for
design,
media,
food,
biotechnology,
energy,
sustainable
mobility.

Barcelona
Global

• Private,
independent
civil
society
plaworm
–
made
up
of
200
of
region’s
business
leaders

• Develops
and
implements
pracCcal
soluCons
to
improve
overall
compeCCveness

• Aim:

to
make
Barcelona
one
of
the
most
aracCve
ciCes
in
the
world
for
business
and
talent.

• Responsible
for
city-‐region’s
brand
management

• Collaborates
and
works
with
PEMB


Stockholm
Business
Region

•  Stockholm City plus 49 surrounding municipalities
•  3.6 million inhabitants

Stockholm
Business
Region

•  Stockholm
-‐
The
Capital
of
Scandinavia

–  Shared
brand
name
for
the
Stockholm
region

–  CommunicaCon
of
scale

•  Stockholm
Business
Region
Development

–  Oﬃcial
investment
promoCon
agency
for
region

–  Responsible
for
markeCng
and
provision
of
informaCon,
advice
and

assistance
to
investors
and
companies

•  Goals

–  to
become
the
leading
sustainable
growth
region
in
Europe

–  to
become
the
world’s
most
innovaCon
driven
economy
by
2025

•  Results

–  Region
receives
43%
of
foreign
investment
in
Sweden

–  Stockholm
ranked
No
1
in
European
CiCes
and
Regions
of
the
Future,
fDi

Intelligence
2012/2013

–  Ranked
No
5
of
in
CiCes
of
Opportunity
2012,
PWC


Amsterdam
Metropolitan
Area

•  Informal collaboration of 36 municipalities, 2 provinces (North Holland
and Flevoland), and the Amsterdam City Region.
•  ~2.4 million inhabitants
•  Comprises the ‘North Wing’ of larger Randstad region
•  The story of the 35 Deputy Mayors…..

Amsterdam
Metropolitan
Area

Regional
agreements
have
been
put
in
place
concerning
traffic
and
transport,

the
economy,
urbanisaCon,
landscape
and
sustainability

• Amsterdam
Economic
Board
(est.
2011)

–  Encourages
cross
sector
collaboraCon;
provides
informaCon
and
support
on

business,
finance
and
housing

–  Focuses
on
8
regional
clusters:
CreaCve
industry;
logisCcs;
financial
and

business
services;
flowers
and
food;
ICT/
e-‐Science;
Tourism
and
ConvenCons;

Life
Sciences
and
Health;
High
Tech
Materials

–  Members
=
CEOs,
scienCsts,
academics
and
public
sector
representaCves

–  Funded
by
government,

industry
and
knowledge
insCtuCons

• Goal

–  To
be
in
top
5
European
metro
regions,
and
thereby
secure
a
posiCon
as
a

global
business
hub,
and
a
hub
of
commerce,
people
and
informaCon

• Results

– 
#1
place
in
Europe
for
tech
start-‐ups
in
2011

–  #1
EIU
Hotspots
‘Physical
Capital’

–  #6
Worldwide
for
Livability
(Global
Power
City
Index)

Berlin

Berlin-Brandenburg
Region:
•  6 million people
•  30 000 square km
•  Geographic Heart of
the EU

Ltd 2014

Berlin

Helmut
Kohl’s
vision
of
‘New
Berlin’
+
explosive
growth
post
1989
–
not
realised.

Why?

• Partly
because
of
intense
compeCCon
from
Brandenburg
region
–
especially
for

housing
and
retail
investment.

Use
of
zoning
and
tax
incenCves.

• ‘Blockades’
from
wider
region
prevented
infrastructural
development
e.g.
Berlin

–
Brandenburg
airport
delays

• CompeCCon
lead
to
a
degree
of
hollowing
out
of
centre
+
suburbanisaCon
of

people
and
business

3500000

3450000

3400000

3350000

3300000

3250000

Berlin
–
PopulaCon
Growth
Before
and
A•er

1989

Brandenburg
MunicipaliCes
–
PopulaCon
Growth

Before
and
A•er
1989

900000

880000

860000

840000

820000

800000

3200000

780000

3150000

760000

3100000

740000

3050000

1980

1985

1991

Ltd 2014

1993

1995

1998

720000

1980

1985

1991

1993

1995

1998

Berlin
/
Brandenburg
–
why
did
they

compete
not
collaborate?

•  Sociological
factors
-‐
Cold
War
years
isolated
Berlin
from
its

periphery;
deep
seated
city-‐suburb
antagonisms
and
mistrust;

East/
West
rivalries

•  Planning
regions
radiaCng
out
from
Berlin
fragmented
the

metropolitan
area

•  1996
referendum
on
administraCve
‘merging’
of
Berlin
+

Brandenburg
-‐
populace
voted
NO

•  OrchestraCng
the
global
city
promoted
an
inward-‐oriented

perspecCve
in
Berlin’s
poliCcal
and
business
elite:
ideas
to

develop
a
regionalist
strategy
largely
resisted

•  Fiscal
system
of
populaCon-‐based
and
business-‐tax-‐generated

local
revenues
encouraged
compeCCon
rather
than

collaboraCon


Grande
Milano

•  7 million inhabitants
•  Strong urban core (city of Milan, 1.2 million inhabitants) with
large suburban hinterland.

Milan

Milan’s
global
posiCon
has
slipped
since
its
industrial
heyday,
when
it
could

count
itself
as

Europe’s
3rd
City.

Now
it
is
globally
ranked
anywhere
between

#
11
(GaWC
World
CiCes)
and
#47
(EIU
Hotspots)

Why?

• Milan
has
sprawled
to
merge
with
a
wider
industrial
region.

• The
new
metro-‐region
is
highly
fragmented
with
a
three-‐Cer
administraCve
system:

248
municipaliCes,
the
Province
of
Milan
and
the
Region
Lombardy.

• Poor
co-‐operaCon
between
municipaliCes
and
city
has
led
to
few
concrete

collaboraCve
projects.

• Public
infrastructure
and
services
have
not
kept
pace
with
the
need
for
linkages

across
the
enlarged
metro-‐region.

• Housing
shortages
and
poor
suburban
public
transport
provision
have
lead
to

liveability
bolenecks
–
direct
impact
on
the
region’s
ability
to
aract
talent.

Ltd 2014


Vienna

•  Vienna’s
hinterland
is

spread
across
4
countries:

Austria,
Czech
Republic,

Slovakia
and
Hungary

•  4
diﬀerent
languages

•  Overlap
with
other
ciCes

esp.
BraCslava
–
only

60km
apart

•  >
6.5m
people

•  EU
Interreg
III
project
–

Centrope
–
to
establish

formal
mulCnaConal

region
from
2003

Vienna

Vienna
is
a
world
leading
metropolis:
long-‐term
global
leader
in
Quality
of
Life
+
new

strengths
emerging
as
a
Green
and
Smart
city.

BUT
wider
metro-‐region
has
not
benefied
from
Vienna’s
success.

Why?

• Metro
region
encompasses
4
different
countries
and
languages
–
pracCcal
barriers

• Total
dominance
of
powerful
Vienna
has
lead
to
co-‐operaCon
failures

–  By
far
largest
city
(1.6m
ppn
to
next
biggest
BraCslava’s
430,000)

–  20%
of
region’s
populaCon
but
46%
of
R&D
personnel,
37.3%
of
students

–  Eastern
regional
municipaliCes
have
new
and
relaCvely
unstable

administraCve
structures,
insCtuConally
unprepared
for
cross-‐border
co-‐
operaCon

•  Issues
with
Centrope
project

-‐  Underorganised.
Lile
done
to
promote
clusters
/
interacCon
between
firms

in
industries
spanning
naConal
boundaries
e.g.
ICT,
biotech,
automoCve

-‐  Decision
making,
financial
flows
and
implementaCon
in
hands
of
the

Austrian-‐only
steering
commiee
and
consorCum

-‐  Eastern
regions
have
limited
resources
available
for
full
parCcipaCon


Regional Strategic Planning


Why
do
ciCes
do
strategic
planning?
TacCcs

i. 
ii. 
iii. 
iv. 
v. 
vi. 
vii. 
viii. 
ix. 
x. 

Tackle
short
termism
–

Integrate

Governance
–

Inﬂuence

Advocate

Engage

Leverage

PrioriCse

Promote
the
future
–

IdenCfy
catalysts


IdenCty,
Vision,
and

Metro
Brands

Visitor

Brand

Innovator
/

Leader

Brand

Ltd 2014

IdenCty

IntegraCon

CiCzen

Resident

Brand

Investor

Business

Brand

Regional
Brands

Brand
family:

i.  An
aack
brand

ii.  Sub
brands
(geographies,
market
segments,
themes)

iii. Works
with
local
brands
(‘an
overbrand’
).

Greater
Manchester

Barcelona


Manchester

• 
• 

• 
• 

MarkeCng
Manchester
–
promoCon
agency
for
the
Manchester
city-‐region

(naConal
and
internaConal)

Looks
to
:

–  Develop
the
Manchester
brand,
focussing
on
contemporary
and
tradiConal

strengths
of
the
city-‐region's
culture.

–  Increase
visitors
through
the
creaCon
of
a
world-‐class
events
programme.

–  PosiCon
Manchester
as
a
gateway
to
the
NW
and
an
alternaCve
gateway
to

Britain.

–  Further
establish
the
city
as
one
of
Europe's
leading
business
desCnaCons.

–  Develop
tourism
infrastructure.

Visit
Manchester
is
the
tourist
board
for
the
city-‐region
and
a
division
of
MarkeCng

Manchester

Example
Projects

–  HosCng
of
Soccerex
European
Forum
2013
–
networking
event
for
football
industry.

–  Presence
at
MIPIM,
Cannes

© The –  CreaCon
of
a
new
image
and
media
bank
for
the
city.

Business of Cities
Ltd 2014

Barcelona

Barcelona
Global
-‐
responsible
for
the
city-‐region’s
brand
protecCon.

Currently,
Barcelona
brand
well
known
in
tourism
and
leisure
sectors.
But
much

weaker
in
business.

Barcelona
Global
intends
to
address
this.

AcCviCes:

•  Trademarking
of
‘Barcelona’
as
a
‘collecCve
brand’

•  AcCve
protecCon
of
the
Barcelona
trademark.

•  CreaCon
of
a
private-‐public
Barcelona
brand
management
agency:
Barcelona

Growth
/
Barcelona
Creixement.

•  Monitoring
the
evoluCon
and
impact
of
the
city
brand
in
its
target
markets

• 
• 

Ltd 2014

•  PromoCng
a
storytelling
approach
to
the

Barcelona
brand,
in
order
to
make

Barcelona
a
global
centre
for
business.

•  Setng
up
a
Barcelona
Business
Council

made
up
of
major
companies
in
the
city-‐
region
that
want
to
contribute
to
the

improvement
of
Barcelona’s
posiConing.

Regional
Advocacy

•  The
Capital
City
Region
in
a
NaCon
State

Problem.

•  How
to
get
NaConal
Government
on
your

side?

–  New
common
regional
story.

–  Focus
on
opCmising
contribuCon
to
naCon.

Evidence.

–  Build
links
to
other
regions.

© The Business of

Cities Ltd 2014

The
Dublin
Story…….

Regional
InsCtuCons

Get
region
governance
right.

Then
consider:

Regional
Business
and
Civic
Leadership

Regional
Economic
Agency

Regional
Leadership
Board


7
Secrets
of
Regional
Success

i. 
ii. 
iii. 
iv. 
v. 

See
the
big
global
trends.
MetropolitanisaCon.

Focus
on
the
real
compeCCon,
not
the
neighbours.

Manage
and
shape
growth
acCvely.

Get
NaConal
Government
on
side.

Think
and
act
for
long
term,
big
impact

intervenCons.

vi.  A
leadership
role
for
all
leaders.

vii.  Clear
mechanisms
of
aﬃliaCon
for
all.


BEST-konferansen 2014 - Greg clark, the business of cities ltd.

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