16. Cities suffer from wicked problems that
businesses don’t always have
v Short-‐termism
and
over
poli8cised
ins8tu8ons…..
Makes
them
risk
averse
v Fragmented
jurisdic8on
that
limits
impact
of
leadership
and
ini8a8ve
v Limited
access
to
capital,
low
investment
rate
v Power
is
subordinated
to
higher
8ers
of
Government
v Reputa8on,
Brand,
and
Iden8ty
influenced
and
even
controlled
from
outside
Fortunately,
well
organised
business
can
help
ci8es
with
all
of
these
issues.
20. Partnership for New York City
Inaugurated:
1979
Membership
size:
200
Composi8on:
CEOs
from
top
corporates
based
or
present
in
NYC
Also
‘Associate
partners’
-‐
CEOs
of
small
businesses,
agencies
or
organiza8ons
with
a
significant
profile
in
the
city
(invita8on
only)
Coverage:
City
Staff:
President
and
CEO
supported
by
five
Senior
staff
members
Key
ini8a8ve(s):
Fiscal
stability
Benchmarking
Subway
advocacy
Partnership
Fund
for
New
York
City
-‐
$110m,
21. London First
Inaugurated:
1994
Membership
size:
~
200
Membership
composi8on:
Large
firms
which
make
up
25%
of
London
GDP
Coverage:
Metropolitan
region
Staff:
Board,
30
staff
Revenue:
£3.8
to
£4.1
million
Key
ini8a8ve(s):
Promote
London.
Cross
rail
Teach
First
Airports
Housing
Supply;
Economic
Development
Plan
22. Barcelona Global
Membership
size:
~200
Composi8on:
Business
leaders
and
entrepreneurs
from
companies
which
make
up
the
majority
of
Barcelona’s
employment.
Also
Individuals
with
‘reputa8on
and
talent’.
Coverage:
City
Staff:
1
manager
co-‐ordinates
daily
work.
Board
of
30
–
50
elected
members.
Working
groups
drawn
from
Board
have
responsibility
for
specific
projects.
Key
ini8a8ve(s):
Barcelona
Open
Talent,
Brand
Barcelona,
School
and
Business
Postcard
to
Business
Card
23. Committee for Sydney
Inaugurated:
2003
Membership
Size:
~100
Composi8on:
Major
companies,
universi8es,
not-‐for-‐profits,
strategically
significant
local
governments
and
key
cultural,
spor8ng
and
marke8ng
bodies
Coverage:
Metropolitan
region
Staff:
14
Board
members
+
4
staff
Key
Ini8a8ve(s):
Sydney
2054
Strategic
Plan
and
Vision
Sydney
as
a
global
talent
hub;
Financial
Services
Knowledge
Hub
24. Committee for Auckland
Inaugurated:
2001
Membership
Size
~
80
Composi8on:
Chairs
of
Boards,
Directors
and
Chief
Execu8ves
corpora8ons,
ter8ary
and
not
for
profit
sector
Coverage:
Metropolitan
Region
Staff:
Board
+
7
staff
Key
ini8a8ve(s):
Governance
reform
and
leadership
of
the
region
Investment
system
Future
Auckland
Leaders
Ci8es
of
Migra8on
Auckland
Anchors
25. Toronto Board of Trade
Inaugurated:
1845
Membership
size:
~12
000
members
Composi8on:
Major
firms,
business
associa8ons,
entrepreneurs
Coverage:
Metropolitan
region
(Greater
Toronto
Area)
Staff:
11
Board
members,
11
staff
on
execu8ve
team,
21
Advisory
Council
members
Key
ini8a8ve(s):
Think
Twice,
Vote
Once;
Let’s
Break
the
Gridlock;
Scorecard
on
Prosperity.
26. Berlin Partner
Inaugurated:
2005
Membership
size:
236
(of
which
24
are
‘science’
partners)
Composi8on:
Companies,
scien8fic
and
educa8onal
ins8tu8ons.
Open
to
any
company
‘interested
in
working
together
for
Berlin’
Coverage:
Metropolitan
region
Staff:
30
staff
plus
supervisory
board
of
10
members
Key
ini8a8ve(s):
Capital
City
Marke8ng
and
Brand,
Business
Welcome
Package;
Business
Loca8on
Centre;
27. And there’s many more….
Bombay
First
Greater
Seaple
Trade
Development
Alliance
Accelerate
Cape
Town
Commipee
for
Melbourne
Tokyo
Chamber
Leaders
AmCham
Buenos
Aires
Stockholm
Business
Region
And
new
organisa8ons
being
formed
in
Sao
Paulo,
Madrid,
and
many
more
29. What
unique
contribu8on
can
business
leadership
groups
make?
vi. Communica8on
and
Promo8on.
Seen
as
less
self-‐serving,
especially
by
the
media
vii. Pay
for
certain
ac8vi8es.
The
private
sector
may
be
able
to
pay
for
things
local
government
may
not
e.g.
celebri8es,
adver8sing,
awards,
editorial
viii. Cross
party
collabora8on.
Can
also
encourage
cross-‐party
and
bi-‐par8san
consensus
and
collabora8on
because
they
are
non
par8san
ix. Broker
wider
par8cipa8on.
Broaden
the
base
of
par8cipa8on
by
encouraging
Universi8es,
Airports,
Cultural
ins8tu8ons
etc.
x. Corporate
Responsibility
leaders.
Can
organise
this
on
a
large
scale
to
promote
key
causes.
29
30. What
role
for
business
groups
in
the
city
development
system?
Nego8ate
Advocate
with
Gov
Apract
&
reten8on
Reg
collab
Bus
know
how
Comms
&
media CSR Int
best
prac8ce
Pay
for
ac8vi8es
X
Party
collab
Wider
par8cip
üüü
üü
üü
üüü
üüü
ü
üü
üü
üüü
üü
üüü
ü
üü
ü
üü
ü
ü
ü
üü
üü
üüü
üüü
üü
üüü
üüü
üü
üü
üü
üü
üüü
üü
üü
üüü
üüü
üü
ü
üü
ü
üü
üüü
üüü
üü
ü
üüü
üü
üüü
üü
üüü
üü
üü
üü
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üüü
ü
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üü
ü
üüü
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üüü
üü
ü
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üü
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üü
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üü
ü
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üü
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üü
üüü
üü
üüü
üü
üüü
üü
ü
üü
üü
ü
30
31. 10 ‘Secrets’ of Success for Business Leadership
Groups
i. Combine
long
term
vision
view
and
short
term
tac8cs.
ii. Business
culture.
Economics,
compe88veness,
brand,
produc8vity,
ac8on,
measurement,
RoI,
managed
risk.
Opportunity
focussed.
iii. Focus
on
city
needs
rather
than
narrow
business
needs.
Not
rent
seeking.
Not
a
lobby
for
business
but
a
lobby
of
businesses.
iv. Broad
base
of
sectors,
not
just
real
estate,
or
finance,
or
lawyers,
or
retailers,
or
hospitality,
energy,
IT,
etc.
v. Apoli8cal
and
able
to
face
in
all
direc8ons.
vi. Not
publicly
subsidised
(not
tax
payers
money).
vii. Leverage
business
skills,
innova8ons,
and
leadership.
Show
how.
viii. Posi8oning:
customers,
investors,
employers,
not
subs8tutes,
subordinates,
or
subversives.
ix. Priori8sa8on
of
the
major
catalysts,
but
not
fe8shes
or
favouri8sm.
x. Evidence
led,
not
ideology.