Sharing success: UK and Japanese cities Greg Clark London, November 2009 1.

Sharing success: UK and Japanese Sharing success: UK and Japanese citiescities

Greg ClarkGreg Clark

London, November 2009London, November 200911

Our agendaOur agenda

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Our collaboration agendaOur collaboration agenda

UK-US cities. UK-US cities. eg Enterprise Zones and UDCs, BIDseg Enterprise Zones and UDCs, BIDs

UK Spanish Cities eg UK Spanish Cities eg City GovernanceCity Governance UK Canadian Cities eg UK Canadian Cities eg Open-nessOpen-ness

UK-Chinese cities. UK-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 UK cities EXPOe.g. International perceptions of UK cities EXPO Also City pairings: London and New York, Madrid and Toronto, Barcelona and Cape Also City pairings: London and New York, Madrid and Toronto, Barcelona and Cape

Town.Town.

London, November 2009London, November 2009 33

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 – good practice from UK and Responding to crisis – 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 Development of knowledge and creative economy in cities.cities.

Open-ness and the management of social and ethnic Open-ness 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

Eco-cities policy, low carbon cities Eco-cities policy, low carbon cities

and maintaining green spacesand maintaining green spaces

Infrastructure – Inter and Intra Infrastructure – Inter and Intra

connectivityconnectivity

Providing a springboard for international companies to Providing a springboard for international companies to

use as a springboard.use 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, eg of banking crisis.Learning from Experience, eg of banking crisis.

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

ConnectivityConnectivity Efficiency e.g. Tokaido Shinkansen’s Nozomi service an average of Efficiency e.g. Tokaido Shinkansen’s Nozomi service an average of

0.6 minutes late (2008-9).0.6 minutes late (2008-9). 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 World’s top 200 Tokyo finished 22nd in a 2009 list of the World’s top 200

Universities.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 - 300 public and private institutes, universities Tsukuba Science City - 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 – Kyoto – Rigid planning regulations – urban block grid Case Study – Kyoto – Rigid planning regulations – 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 – 3 times more 300/hectare. This is equal to 77,700/square mile – 3 times more than New York City. than New York City. 77

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

LondonLondon Economic leadership role of London and Cosmopolitan diversity.Economic leadership role of London and Cosmopolitan diversity. Policy innovations – e.g. regeneration of London Docklands, Congestion Charge, Policy innovations – 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 waterfront areas, of Transformation in city centres, the wider cores and keynote waterfront areas, of

the UK’s larger and older, former industrial cities .the UK’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. World-class city clusters in advanced services, creative industries, higher World-class city clusters in advanced services, creative industries, higher

education-led R&D, or science and medicine.education-led R&D, or science and medicine. Knowledge cities - London, Edinburgh, Bristol, Cambridge and Oxford.Knowledge cities - London, Edinburgh, Bristol, Cambridge and Oxford.

Open-ness and Management of social and ethnic diversity.Open-ness and Management of social and ethnic diversity. Clear national and local leadership on the benefits of diversity.Clear national and local leadership on the benefits of diversity. Relative racial harmony and tolerance, interventions to prevent ghetto-isation, Relative racial harmony and tolerance, interventions to prevent ghetto-isation,

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

What can the world learn from What can the world learn from Japanese and UK cities?Japanese 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 Functional city governments in highly centralised statestate

Balance of power: tools, organisations and Balance of power: tools, organisations and frameworksframeworks

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. Emergence of high value added activities e.g.

Banking and Financial ServicesBanking and Financial Services

What can Japanese and UK cities What can Japanese and UK cities learn from the rest of the world?learn 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 Space for more coherent and targeted green urban

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

Fostering multi-linguicityFostering multi-linguicity Highly predominant languagesHighly predominant languages Lessons from other global cities e.g. Los Angeles and Lessons from other global cities e.g. Los Angeles and

MiamiMiami

Talent retentionTalent retention Quality of life competition from cities abroad attracts Quality of life competition from cities abroad attracts

UK and Japanese talentUK and Japanese talent Lessons from other global cities e.g. Barcelona, Lessons from other global cities e.g. Barcelona,

Silicon Valley Silicon Valley

Responding to crisis – good practice Responding to crisis – good practice from UK and Japanese citiesfrom UK and Japanese cities

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The global recession and its implications The global recession and its implications for RRRLEL in local economiesfor RRRLEL in local economies

Banking Crisis

Global recession Global economic shift

Credit 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 creditFall in demand

Globalisation of economic difficultiesSlowdown in global capital flows

Globalisation of economic difficultiesSlowdown in global capital flows

• Lower tax yields • Higher social costs• Reduced trade & tourism• Job losses

Responding to crisis – good practice Responding to crisis – good practice from UK and Japanese citiesfrom UK and Japanese cities

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Best practice from the UK:Best practice from the UK: London: London: e.g. e.g. Mayor’s Economic Recovery Action PlanMayor’s Economic Recovery Action Plan Glasgow: Glasgow: e.g. e.g. Glasgow Living Wage, Glasgow Economic Glasgow Living Wage, Glasgow Economic

Advisory Board, Effective City LeadershipAdvisory Board, Effective City Leadership Birmingham: Birmingham: e.g. e.g. “Birmingham: Global“Birmingham: Global

Slowdown – Local Solutions”Slowdown – Local Solutions”

Best practice from Japan:Best practice from Japan: Tokyo: Tokyo: e.g. e.g. SME support and up-skillingSME support and up-skilling 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 Co-operation Bank for International Co-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 ‘Barcelona Principles’ principles for Local The 10 ‘Barcelona Principles’ principles for Local and Regional Leadership during the and Regional Leadership during the downturndownturn

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The 10 ‘Barcelona Principles’ principles for Local The 10 ‘Barcelona Principles’ principles for Local and Regional Leadership during the and 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 skills, talent attraction and

innovationinnovation

New investment strategies:New investment strategies: New and innovative approaches to New and innovative approaches to partnering and delivering partnering and delivering

with the with the private sectorprivate sector

New partnerships with higher New partnerships with higher tiers of government:tiers of government: New long term working relationships New long term working relationships

with central government in with central government in particular particular based on more flexibility based on more flexibility and local and local autonomyautonomy

New focus on efficiency:New focus on efficiency: Drive for improved quality at lower Drive for improved quality at lower costscosts

Towards long term recovery and Towards long term recovery and reinvestmentreinvestment