edward blakely
TRANSCRIPT
Diversifying and Developing Beyond a Tourist Based
Economy
Professor Edward J Blakely University of Sydney
Planning Research Centre
Blue Mountains
Moving from natural resources and tourism to a new economic base
1. Challenges
• Fragile Environment
• Age Structure
• Government Stricture and Structure
• Narrow economic options
• Connectivity
• Asset Assembly
Economic Diversity Agglomeration of reinforcing firms that collaborate as well as compete for global market share
Very diverse industries that have domestic and international exports
Population Muti-culturalism
High levels of immigration and cultural tolerance with regard to race, national origins and related factors
Exceptionally vital and diverse populations that attract jobs and firms
Creative/skilled Workforce
High number of specialized university educated imaginative people in arts, sciences and management disciplines
Workers attractive to global capital and firms
Competitive Ingredients
Opportunities for Transformation 2.Assets Quality of Life Visitor Attraction Special Assets-water, nature Incubator capacity Social Capital Community Character
Livable and Accessible
Neighborhoods and Strong Civic Image
Communities that reflect diverse Lifestyle, economic and social diversity
Diverse Housing Types
Appropriate Density Environmental
stewardship Community
character
Creative, Competitive and Skilled Workforce Workforce
Employers and employees want to come stay and create new opportunities in the community
Youth Stay in community
In migration of skilled people
Creation of new firms
Highly engaged Citizenry
Resident have a strong sense of pride and engage in maintaining the character of the community
Planning a central Issue
Citizen engagement in community development
The New Dimensions for Competitive Cities
Moving From Tourism
Creativity Centered-not product centered Design based over development based Human Capacity over power and energy Natural Resources as sustainable base Place and critical vs incidental Place creates the economy vs economy designed to
fit the economy Agglomeration of clusters vs clusters as base
New Economic Development Theory
Ingredients
• Intellectual capital
• Human capital
• Financial capital
Recipes
• New ideas
• Entrepreneurs
• Networks
Results
• Productivity
• Prosperity
• Cluster vitality
Low cost Knowledge
Quantity Quality
Stability Speed
Capital equipment Flexibility
Control Networks
Shifting Industries
New Approach Based on Community Capital Interactive—doesn’t occur in a straight line. Group creativity—not dependent on a few. Tacit knowledge—depends on “know-how.” Networks—ideas flow more freely. Competition/collaboration—both are needed.
Generating vs Attracting Skill and Directions inventory Knowledge led. Marshalling and combining assets. Location is still important as the economic
venue
Local Assets
Building the Post Tourism Base Lifestyle Dimension. Comparative Advantages Creative Capital Institutional form and base Strategic linkages with other places for
markets or assets Nimble
Quality of Life
Live Work
Framework for the Innovation Process
Regional Leadership Makes the Difference in Innovative Regions Build fundamental assets. Connect entrepreneurs to assets. Promote a culture of innovation. Make quality of life an asset.
Human Capital Techno-Infrastructure Nodes &Catalyst
Regional Leadership Makes the Difference in Innovative Regions Talent Technology Capital Supportive Infrastructure
Transportation
Housing
Advanced telecommunications
Cornerstones of Regional Innovation
The Economic Community
Economy Community
The Innovation Economy Values
Economic Regions Distinctive Quality of Life Vital Centers Choice for Living and Working Speed and Adaptability The Natural Environment
Growing Sectors
Publications Communications Higher Education and Conferences Theatre and Arts Rehabilitation Health Research “think tank” Environment as an industry
Innovation Economy Values Economic Regions
The shift to a new economy, and the changing nature of work, place a premium on regions as important places.
Geography is important to clusters because firms and people gain from being in the same place.
Clusters gain their power through the force of face-to-face creative collaboration.
Innovation Economy Values Distinctive Quality of Life The new economy values quality of life more
than the old economy, because it values people more than the old economy.
Livability and quality concerns are only becoming more important with economic change.
New Realities
1. Technology is a given
2. Globalism is here to stay
3. Knowledge builds wealth
4. There’s no such thing as a smooth ride
5. Competition is relentless
6. Alliances are the way to get things done
7. People are the key to success
8. Place matters
Next Wave May be a Convergence1990s Convergence Next Convergence
InternetRevolution
HARDWARE
SOFTWARE
MEDIA
NANO
BIO
INFO
?Revolution
Examples of Convergence
Preparing for the Next Waves: State and Regional Responses Do leaders understand the opportunity? What must we do to ensure it happens
here? What are the requirements? How can local people and communities
benefit? Can we avoid some of the pitfalls of past
waves?
Capacity Resource Connectivity High quality and reliable
telecommunications, airports, seaports and efficient cross regional connectivity by public and private transportation systems
Frankfurt, Chicago, Denver that are global cities primarily because of their internal and external communication and air transport systems
Strategic Capacity Ability to mobilize public and private actors for a common agenda
Atlanta, Boston, Washington DC, Pittsburgh, Brussels with able local leadership in public and private sectors
Innovation/ entrepreneurship Firms organizations lead by creative economic and social entrepreneurs with readily available venture capital
San Jose Costa Rica, Berkeley Calif, Los Angeles, Stockholm are incubators or highly innovative talent
New Infrastructure Required for Knowledge Based vs Machine Based Community1. Place Creating and Generating
Infrastructure
2. Human Capital Building Infrastructure
3. Tele-mobility Infrastructure
4. Social Capital Infrastructure
5. New Governance Infrastructure
Understanding Brain Pool
The region needs to retain 20 - 34 year old population
Chart- …..Typology of SLAs in Sydney GMR
Strong and Weak Performing SLAs
Sydney Remainder
0.96
0.981
1.021.04
1.06
1.081.1
1.12
0.034 0.044 0.054 0.064 0.074
Specialisation index, 1991
Hunter's Hill
South Sydney
Penrith
Sydney Inner
Cessnock
Lane Cove
Black Town SE
Taxable income locationquotient (1991 to 2001) Paramatta
Fair FieldCamden
Baulkham Hills
Mosman
FIGURE: HOW INDUSTRY AGGLOMERATION AFFECTS SLA TAXABLE INCOME AND SLA POPULATION
•Reduces space for residential services in SLA; and or•Reduces attractiveness of SLA as a place of residence
•Increases number of industries in SLA; and / or•More large employer firms in SLA
•May increase number of people living in SLA closer to jobs; and/ or•May increase commuting into SLA; •Higher out-migration from SLA
•Increases number of jobs in SLA; and or•Increases average income earned and wealth level in SLA
Hypothesised net impact on SLA
taxable incomePOSITIVE
Hypothesised net impact on resident
populationNEGATIVE
Typology of SLAs : Strongly and Weakly Performing SLAs
LOW INCOME GROWTH
HIGH INCOME GROWTH
HIGH POPULATION GROWTH TYPE ‘B’ SLAs
Modest performing ‘transitional’ SLAs
TYPE ‘A’ SLAsGlobally exposed strongly performing SLAs
LOW POPULATION GROWTH TYPE ‘D’ SLAsVery weak SLAs in ‘Economic free fall’
TYPE C SLAsWeakly performing static SLAs
cont - Typology of SLAs : Strongly and Weakly Performing SLAs
LOW INCOME GROWTH
Drivers of growth
SLAs of this type
HIGH POPULATION GROWTH
TYPE ‘B’ SLAsModest performing ‘transitional SLAs
ConstructionLogistics
1 Port Stephens, 2 Burwood, 3 Ryde, 4 Lake Macquarie, 5 Strathfield, 6 Newcastle -
Remainder7 Blue Mountains, 8 Penrith9 Parramatta,10 Campbelltown
cont - Typology of SLAs : Strongly and Weakly Performing SLAs
HIGH INCOME GROWTH
Drivers of growth
SLAs of this type
LOW POPULATION GROWTH
TYPE ‘C’ SLAsWeakly performing static SLAs
Health & Community ServicesTourismBusiness services
1 Blacktown – North
2 Liverpool, 3 Wollondilly,4 Sutherland
Shire- West,5 Hawkesbury, 6 Wyong,7 Camden, 8 Pittwater, 9 Baulkham Hills,10 Gosford, 11 Cessnock, 12 Sutherland
Shire – East
cont - Typology of SLAs : Strongly and Weakly Performing SLAs
LOW INCOME GROWTH
Drivers of growth
SLAs of this type
LOW POPULATION GROWTH
TYPE ‘D’ SLAsVery weak SLAs in ‘Economic free fall’
ManufacturingTransportRetail
1 Wollongong 2 Blacktown South East3 Blacktown 4 South West5 Holroyd, 6 Rockdale7 Bankstown, 8 Botany Bay,9 Fairfield,10 Canterbury, 11 Auburn, 12 Hurstville,13 Kogarah, 14 Warringah, 15 Maitland, 16 Marrickville17 Ashfield
Blue Mountains Opportunities Printing and Publishing Holistic Health Professional Education Visual and Performing Arts Transit Hub Creative Incubator Software Development (health and
education) Natural Resource Management
Market Demographics
•Re-use of existing space for the New Economy
•Existing Strip Shopping areas
•Re-examination of roles and hierarchies of centres
•Role of New populations in creating and sustaining new economic and commercial activities
Building On What We Have
Existing building framework—not more building—
Housing for the future
Mobilecommunity---Community owned and operated wireless networks
Software Development
Knowledge Space
Live-work Space
Work-Communi-space
Professional Education
Holistic Health
Social Institution Building as critical development component
Health Living Centres Non Western Health
Schools Adult Continuing Health
Learning Health Publishing and
Libraries
Small Publishing and Writer Centre
Creative Industry Incubator
Visual and performing Arts Retreat
Natural Resource Management
New Dry Port Transit Hub with Flex-space
Blue Mountain Direction
Human and Natural Capacity
Magnet Infrastructure
Regional Alliances
Distinctive Features
Market Positioning
Models
Maps
New Urban Form
Bikeways from mean streets
New Institutional Infrastructure --- Government Joint Powers & Public/Private Venture Authorities Local Governments forming
regional infrastructure financing authorities to design & develop or redevelop digitalcom and new employment infrastructures
Public-Private Venture Corporations to provide both soft and hard infrastructure
Diversity and Sustainability
University as Collaborative Builder
University to University relations
University to key constituents as verifier
University to Civic Leaders as unbiased actor
University to government as honest broker
It takes many different professionals
Process of the Plan
Focus Externally *Who and What is the Competition?
Good Healthy Communities
Pedestrian-oriented, mixed use design
Frequent bus service
Preservation of mature shade trees
Renewable energy
Recycled building materials
Local Government Leadership