Sharing success: UK and Japanese citiesSharing success: UK and Japanese cities

Greg ClarkGreg Clark

London, November 2009London, November 200911

Our agendaOur agenda

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Our collaboration agendaOur collaboration agenda

�� UKUK--US cities. US cities. egeg Enterprise Zones and Enterprise Zones and UDCsUDCs, , BIDsBIDs

�� UK Spanish Cities UK Spanish Cities egeg City GovernanceCity Governance

�� UK Canadian Cities UK Canadian Cities egeg OpenOpen--nessness

�� UKUK--Chinese cities. Chinese cities. e.g. Housing and Regeneration policye.g. Housing and Regeneration policy

�� UK cities and the world. UK cities and the world. e.g. International perceptions of e.g. International perceptions of

UK cities EXPOUK cities EXPO

�� Also City pairings: London and New York, Madrid and Also City pairings: London and New York, Madrid and

Toronto, Barcelona and Cape Town.Toronto, Barcelona and Cape Town.

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OverviewOverview

�� What do UK cities do well?What do UK cities do well?

�� What do Japanese cities do well?What do Japanese cities do well?

1.1. What can UK cities learn from Japanese What can UK cities learn from Japanese

cities?cities?

2.2. What can Japanese cities learn from UK What can Japanese cities learn from UK

cities?cities?

3.3. What can the rest of the world learn from What can the rest of the world learn from

Japanese and UK cities?Japanese and UK cities?

4.4. What can Japanese and UK cities learn What can Japanese and UK cities learn

from the rest of the world?from the rest of the world?

�� Responding to crisis Responding to crisis –– good practice from UK and good practice from UK and

Japanese citiesJapanese cities

What do UK cities do well?What do UK cities do well?

�� London: An exemplar global city.London: An exemplar global city.

�� Urban regeneration of Industrial Cities.Urban regeneration of Industrial Cities.

�� Development of knowledge and creative economy in cities.Development of knowledge and creative economy in cities.

�� OpenOpen--nessness and the management of social and ethnic and the management of social and ethnic

diversity.diversity.

�� Leveraging local benefits through Leveraging local benefits through

hosting global events.hosting global events.

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What do Japanese cities do well?What do Japanese cities do well?

�� High density livingHigh density living

�� EcoEco--cities policy, low carbon cities cities policy, low carbon cities

and maintaining green spacesand maintaining green spaces

�� Infrastructure Infrastructure –– Inter and Intra Inter and Intra

connectivityconnectivity

�� Providing a springboard for international companies to use Providing a springboard for international companies to use

as a springboard.as a springboard.

�� Education system and the production of talentEducation system and the production of talent

�� Innovation, creativity and the creation of science citiesInnovation, creativity and the creation of science cities

�� Learning from Experience, Learning from Experience, egeg of banking crisis.of banking crisis.

What can UK cities learn from Japanese What can UK cities learn from Japanese

cities?cities?

�� ConnectivityConnectivity

�� Efficiency e.g. Efficiency e.g. TokaidoTokaido ShinkansenShinkansen’’ss NozomiNozomi service an average of service an average of

0.6 minutes late (20080.6 minutes late (2008--9).9).

�� Tokyo Metro. Coverage allows commuting from suburbs.Tokyo Metro. Coverage allows commuting from suburbs.

�� Knowledge and innovationKnowledge and innovation

�� Tokyo finished 22nd in a 2009 list of the WorldTokyo finished 22nd in a 2009 list of the World’’s top 200 Universities.s top 200 Universities.

�� Japan named most innovative country in 2007 & 2009 Economist Japan named most innovative country in 2007 & 2009 Economist

Intelligence Unit Study.Intelligence Unit Study.

�� Tsukuba Science City Tsukuba Science City -- 300 public and private institutes, universities 300 public and private institutes, universities

and firms, as well as 13,000 researchers.and firms, as well as 13,000 researchers.

�� High density urban livingHigh density urban living

�� Case Study Case Study –– Kyoto Kyoto –– Rigid planning regulations Rigid planning regulations –– urban block grid urban block grid

system.system.

�� Population density of typical townhouse block in Kyoto is about Population density of typical townhouse block in Kyoto is about

300/hectare. This is equal to 77,700/square mile 300/hectare. This is equal to 77,700/square mile –– 3 times more than 3 times more than

New York City. New York City. 77

What can Japanese cities learn from UK What can Japanese cities learn from UK

cities?cities?

�� LondonLondon�� Economic leadership role of London and Cosmopolitan diversity.Economic leadership role of London and Cosmopolitan diversity.

�� Policy innovations Policy innovations –– e.g. regeneration of London Docklands, Congestion Charge, e.g. regeneration of London Docklands, Congestion Charge,

2012 Olympics and the Cross Rail. 2012 Olympics and the Cross Rail.

�� Urban regeneration of Industrial Cities.Urban regeneration of Industrial Cities.�� Transformation in city centres, the wider cores and keynote wateTransformation in city centres, the wider cores and keynote waterfront areas, of rfront areas, of

the UKthe UK’’s larger and older, former industrial cities .s larger and older, former industrial cities .

�� E.g. Glasgow, Manchester, Leeds, and Birmingham.E.g. Glasgow, Manchester, Leeds, and Birmingham.

�� Development of knowledge and creative economy.Development of knowledge and creative economy.�� WorldWorld--class city clusters in advanced services, creative industries, hclass city clusters in advanced services, creative industries, higher igher

educationeducation--led R&D, or science and medicine.led R&D, or science and medicine.

�� Knowledge cities Knowledge cities -- London, Edinburgh, Bristol, Cambridge and Oxford.London, Edinburgh, Bristol, Cambridge and Oxford.

�� OpenOpen--nessness and Management of social and ethnic diversity.and Management of social and ethnic diversity.�� Clear national and local leadership on the benefits of diversityClear national and local leadership on the benefits of diversity..

�� Relative racial harmony and tolerance, interventions to prevent Relative racial harmony and tolerance, interventions to prevent ghettoghetto--isationisation, ,

and the social and ethnic and the social and ethnic mixitymixity e.g. London, Birmingham, and Manchester.e.g. London, Birmingham, and Manchester.

What can the world learn from Japanese What can the world learn from Japanese

and UK cities?and UK cities?

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Creating successful World citiesCreating successful World cities

�� London and Tokyo London and Tokyo

�� Highly productive and diverse economiesHighly productive and diverse economies

�� Strong city brandStrong city brand

�� Producing , attracting and retaining talentProducing , attracting and retaining talent

Functional city governments in highly centralised stateFunctional city governments in highly centralised state

�� Balance of power: tools, organisations and frameworksBalance of power: tools, organisations and frameworks

�� When national support to cities really matters.When national support to cities really matters.

Embracing the knowledge economyEmbracing the knowledge economy

�� Successful recovery from deindustrialisationSuccessful recovery from deindustrialisation

�� Innovation and SME supportInnovation and SME support

�� Emergence of high value added activities e.g. Banking Emergence of high value added activities e.g. Banking

and Financial Servicesand Financial Services

What can Japanese and UK cities learn What can Japanese and UK cities learn

from the rest of the world?from the rest of the world?

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Embracing sustainability and the green agendaEmbracing sustainability and the green agenda

�� Space for more coherent and targeted green urban policySpace for more coherent and targeted green urban policy

�� Lessons from other global cities e.g. Toronto.Lessons from other global cities e.g. Toronto.

Fostering multiFostering multi--linguicitylinguicity

�� Highly predominant languagesHighly predominant languages

�� Lessons from other global cities e.g. Los Angeles and MiamiLessons from other global cities e.g. Los Angeles and Miami

Talent retentionTalent retention

�� Quality of life competition from cities abroad attracts UK Quality of life competition from cities abroad attracts UK

and Japanese talentand Japanese talent

�� Lessons from other global cities e.g. Barcelona, Silicon Lessons from other global cities e.g. Barcelona, Silicon

Valley Valley

Responding to crisis Responding to crisis –– good practice from good practice from

UK and Japanese citiesUK and Japanese cities

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The global recession and its implications for The global recession and its implications for

RRRLEL in local economiesRRRLEL in local economies

Banking Crisis Global recession Global economic

shiftCredit Crunch

Characterised

by:

Which

localities?

Locality

impacts:

Medium-term

success:

Long-term success:

Sustainable and connected local economies with a clear Vision/Identity

Competitiveness &

diversification

Resilience and readiness for the

upturn

Open and aware localities

• Lower tax yields • Higher social costs

• Reduced trade and tourism

• Job losses

• New investors • New partners

• Reorganisation of old urban

settlement hierarchies

� Financial hubs

� Debt ‘users’

� Most, if not all localities � Most, if not all localities

•Difficulty obtaining credit

•Fall in demand

•Globalisation of economic difficulties

•Slowdown in global capital flows

•Globalisation of economic difficulties

•Slowdown in global capital flows

• Lower tax yields • Higher social costs

• Reduced trade &

tourism

• Job losses

Responding to crisis Responding to crisis –– good practice from good practice from

UK and Japanese citiesUK and Japanese cities

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Best practice from the UK:Best practice from the UK:

�� London: London: e.g. e.g. MayorMayor’’s Economic Recovery Action Plans Economic Recovery Action Plan

�� Glasgow: Glasgow: e.g. e.g. Glasgow Living Wage, Glasgow Economic Advisory Glasgow Living Wage, Glasgow Economic Advisory

Board, Effective City LeadershipBoard, Effective City Leadership

�� Birmingham: Birmingham: e.g. e.g. ““Birmingham: GlobalBirmingham: Global

Slowdown Slowdown –– Local SolutionsLocal Solutions””

Best practice from Japan:Best practice from Japan:

�� Tokyo: Tokyo: e.g. e.g. SME support and upSME support and up--skillingskilling

�� Osaka: Osaka: e.g. e.g. Enhancing investment linksEnhancing investment links

with Thailand with support of the Japan with Thailand with support of the Japan

Bank for International CoBank for International Co--operation operation

and the Development Bank of Japanand the Development Bank of Japan

� KitaKyushu e.g. Re-focus on historical strengths

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1. “Don’t waste the crisis, but respond with leadership and purpose”- Provide pro-active and collaborative leadership at the local level

-Use the crisis to make long term change. Make the crisis a catalyst for

good.

2. “Make the case for investment”- Make the case for continued public investment and public services and

the taxes and other sources of investment required.

3. “Build a robust long term strategy”- In the long term: build local strategies which align with long term

drivers and identify future sources of jobs, enterprise, and innovation.

4. “Purposeful short term action is needed”- In the short term: focus on retaining productive people, business,

incomes, jobs, and investment projects.

5. “Address investment attraction and readiness”- Build the tools and approaches to attract and retain investment over the

long term.

The 10 The 10 ‘‘Barcelona PrinciplesBarcelona Principles’’ principles for Local and principles for Local and

Regional Leadership during the Regional Leadership during the downturndownturn

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The 10 The 10 ‘‘Barcelona PrinciplesBarcelona Principles’’ principles for Local and principles for Local and

Regional Leadership during the Regional Leadership during the downturndownturn

6. “Relationships matter and need increased attention”- Building genuine long term relationships with the private sector, trade unions,

and other key partners.

7. “Ensure effective public works and major investments”- Take steps to ensure the sustainability and productivity of public works,

infrastructure, and major developments/events.

8. “Stay close to the people”- Local leaders should act purposefully to support their citizens in the face

increased hardship, and focus on human capital as the key to long term success.

9. “Stay open to the World”- Local economies have benefitted and should continue to benefit from being open

and attractive to international populations and capital

10. “Build National-Local alliances”- Communicate and align with National and other higher tiers of Government.

Four key areas of concentration observed:Four key areas of concentration observed:

�� New economic strategies: New economic strategies: Focus around distinctiveness, high Focus around distinctiveness, high

skills, talent attraction and innovationskills, talent attraction and innovation

�� New investment strategies:New investment strategies: New and innovative approaches to New and innovative approaches to

partnering and delivering with the partnering and delivering with the

private sectorprivate sector

�� New partnerships with higher New partnerships with higher

tiers of government:tiers of government: NewNew long term working relationships long term working relationships

withwith central government in particular central government in particular

basedbased on more flexibility and local on more flexibility and local

autonomyautonomy

�� New focus on efficiency:New focus on efficiency: Drive for improved quality at lower costsDrive for improved quality at lower costs

Towards long term recovery and reinvestmentTowards long term recovery and reinvestment