Cities, Convention/Exhibition Centres and Practical Strategy

Transcription

1 Cities, Convention/Exhibition Centres and Practical Strategy AIPC Sydney Prof Greg Clark CBE July 2017

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3 Summary Urbanising World Key role of Meetings Industry and Centres Practical strategies for Centres

4 The Century of Cities 4

5 A critical moment for the future of cities We are one third of the way through a 100 year cycle of urbanisation. At the end of which global population will stabilise and c.85% of people will live in cities.....and the system of cities will be established for the next century Four major trends synchronised over this century: Global Urbanisation (including urbanisation of capital) Peak Population and Stabilisation Climate Change Exponential Technology So the decisions we make about our cities over the next 30 years are of critical importance 5

6 The Metropolitan Century: Governance, Leadership, Strategy. Governing the City Contents PART I. The governance of OECD metropolitan areas Chapter 1. How do OECD metropolitan areas govern themselves? Chapter 2. A closer look at two strategic sectors of metropolitan governance: Transport and spatial planning Chapter 3. Steps for effective metropolitan governance reforms Governing the City PART II. Case studies of selected OECD metropolitan areas Chapter 4. Aix-Marseille, France Chapter 5. Athens-Attica, Greece Chapter 6. Chicago, United States Chapter 7. Daejeon, Korea Chapter 8. Frankfurt, Germany Chapter 9. Puebla-Tlaxcala, Mexico This work is published on the OECD ilibrary, which gathers all OECD books, periodicals and statistical databases. Visit for more information. ISBN P 9H STC Q E*ccgeje+ Governing the City Consult this publication on line at dx.doi.org/ / en.

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9 Challenges of this current cycle of urbanisation Source: UN Habitat (2016) 9

10 City Size, Agglomeration, and Urban Growth City size and Labour productivity Ahrend et al. (2015). What Makes Cities More Productive? OECD

11 Urbanisation is not always well managed Urbanisation and Economic Development,

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13 SDGs, COP21, and the New Urban Agenda Cities at the forefront of the global development agenda Increased priority for urban resilience, strategic planning, public space management, municipal finance New scale of public-private co-operation Global indicators will become benchmarks of urban success

14 Cities in the urban age: Leadership Implications Old approach City as source of problems National urban programmes Hardware of cities Municipal Grants and transfers Competing cities One size fits all governance Sectoral national systems One route to international success Cities chase business New approach City as means to development National city policies Software of cities Metropolitan Investment tools and value capture Systems of cities Customised governance Integrated city systems Multiple routes to global fluency Businesses chase cities

15 City government span of power and authority Singapore Hong Kong Hamburg, Berlin, Zurich Stockholm, Vienna, Oslo Amsterdam, Shanghai, Beijing New York, Tokyo, Seoul Barcelona, Milan, Mumbai Toronto, Auckland, Sao Paulo London, Manchester (post-2017) Other UK cities, Dublin, NZ cities

16 Underpowered cities Most cities: do NOT have the right boundaries. do NOT raise enough tax do NOT control the main levers of development. do NOT have responsive higher tiers of government. do NOT have mandates to address long term issues. do NOT have non-cynical voters and media

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18 National systems of Cities thinking Old paradigm New paradigm Systems of cities the relationships between a network of cities Urbanisation too rapid. Primary cities are too large. Reactive mitigation of urbanisation. Urbanization is inevitable. Essential to drive economic growth. Proactive planning for urbanisation. 18

19 The New World of Cities Amsterdam

20 Meetings Industry and Cities 20

21 Role of Meetings Industry is to make Cities more competitive in most dynamic sectors.

22 Technology both disrupts and accelerate cities AI 22

23 There is no such thing as a generic city. 23 Future of Cities

24 Cities and business: 6 key trends Cities are Emerging Markets for Businesses Businesses are (Re)Urbanising The Urbanisation of capital The rise of Tradable Urban Services Cities are Hubs of Business and Cluster Innovation Businesses rebranding and 2 restructuring to 4 meet City goals

25 The new mobility not just FDI and tourism More opportunity and more risk What to promote? Who to promote? Lead? Innovators Increasing Mobility Investors How to co-ordinate? How to retain? Marketing v Climate v Incentives? Film & TV Visitors Institutions National, Local, Regional roles? Firms Research Events and Festivals 25

26 The Changing World Of Cities 1 Singapore now among top 4 Many European cities still excel Los Angeles now out of top 10 The rise of Seoul as an all-round wellmanaged city Singapore up 18 places and Hong Kong up 15 since 2012 Improvements in talent, transport, environment Boston up 11 places due to stronger governance and public management. Big falls for Los Angeles, Brussels. 26

27 The changing world of cities 2 Job and income growth in cities since the global financial crisis Cities in a positive development cycle Cities in a cycle of adjustment and austerity Source: Brookings Global Metro Monitor ( ) 27

28 Competition for tech sectors The new world-leading tech cities Austin, Tel Aviv and Stockholm all establishing themselves as worldclass tech centres 28

29 Competition for tourists Mastercard Global Destination Cities Index, 2015 Huge growth in Bangkok, Singapore, Dubai and Istanbul Flat growth in Rome, Hong Kong, Shanghai and Tokyo 29

30 Competition for students QS Best Student Cities Index, 2015 City Change since Paris 0 2 Melbourne +2 3 London -1 Top Asian higher education centres becoming much more popular 4 Sydney +2 5 Hong Kong Boston -3 7 Tokyo +12 Berlin, Vienna and Dublin all struggling to stay competitive 9 Toronto Berlin Vienna

31 Competition for Talent Source: BCG (2014), Decoding Global Talent 31

32 3 cycles of global positioning Eg. Barcelona Tourism Creativity & enterprise Exports, tech, students Eg. Singapore Low-end production High-value science Wider services/creative Eg. Tel Aviv Technology cluster Financial/capital ecosystem Talent attraction 32

33 Urban Economies and Meetings: summary New traded sectors Urban Innovation and face to face interaction Competitive local supply chains Branded local eco-systems Hosting capability

34 Why is this more important? Four new economies 1. Sharing Economy 2. Circular Economy 3. Experience Economy 4. Innovation Economy How they interact with cities and the meetings industry? 34

35 = Four new economies 1. Sharing Economy 2. Circular Economy 3. Experience Economy 4. Innovation Economy 35

36 Source: Toposophy

37 Source: Toposophy

38 Air BnB Shared City Programme Following tensions with city authorities, AirBnB launched Shared City Programme Aims to help civic leaders create more shareable, more livable cities through relevant, concrete actions and partnerships. Helps local governments collect hospitality taxes from users Hosts can donate a percentage of their fee to a local cause + AirBnB matches the donation In Portland (pilot city) Air BnB is working with the tourism bureau on joint campaigns to promote the city and its small businesses 38

39 = Four new economies 1. Sharing Economy FROM TO 2. Circular Economy 3. Experience Economy 4. Innovation Economy 39

40 = Four new economies 1. Sharing Economy 2. Circular Economy 3. Experience Economy 4. Innovation Economy 40

41 = Four new economies FROM 1. Sharing Economy 2. Circular Economy 3. Experience Economy TO 4. Innovation Economy 41

42 What does the meetings industry contribute to city competitiveness? Beyond the jobs and taxes and customers. i. Business interface. ii. Leadership agenda. iii. Infrastructure and connectivity iv. Multi-lingual labour force v. Amenities and cultural investment vi. Brand, global recognition, visibility, and acceptability vii. Competitive instinct viii. Service culture ix. Identity and affinity x. Openness Advantages in all aspects of competitive development. 42

43 The DNA of Cities Evolutionary theory and cities APPLICATION TO CITIES Resilience Ability of cities to cope with critical stresses, disasters and unexpected events Plasticity Environment shaping and tracking Emergence The modification by city firms and governments of routines, practices and activities through feedback and regulation Monitoring other cities, marketing, branding, creating new markets, collaborations, spin-offs Managing the unexpected effects of complex agglomeration Evolvability Ability of places to initiate technological and organisational change. 43

44 The DNA of Cities Cities have a unique, underlying DNA Passed down through economic and political cycles Location, climate, population, infrastructure, climate, location, urban design, political traditions, etc. DNA is established early on, traits added over time new specialisations, urban layouts, population change, international roles A Metro s DNA isn t its destiny Subject to external and internal impulses Epigenetic markers: anthropology, geopolitical change, war, disasters, major events. It pays to understand your DNA.. Self-organising sector specialisations Institutional frameworks Leadership to manage development paths to avoid lock in. 44

45 Secrets of soft power Discover your DNA Plan your destiny Invite your citizens to shape your story Inspire your leaders to share your story Unite your city Get the world to tell your story Fulfil the promise with the experience

46 Practical Strategies 46

47 7 Practical Strategies 1. Engage local government leadership on bold shared priorities 2. Partner with all centres and whole industry on joint strategy 3. Align with industry associations 4. Engage local SMEs 5. Support and promote the city brand and the DNA of the city 6. Exposure event speakers and attendees to schools and media 7. Curate attractive media on meetings industry

48 Examples Auckland Barcelona Cape Town Hong Kong London Singapore Sydney