International Symposium

for Capital Region Development

수도권 발전을 위한국제 심포지움

Understanding the Attractiveness of Metropolitan Area : Key Success Factors

( 도시지역의 매력도에 대한 이해 : 성공요인 )

Keynote Speech ( 기조강연 )

Nicolas Jacquet

( 전 프랑스 DATAR 대표 , 현 파리상공회의소 General Director)

How to improve the attractiveness of a metropolitan area ?

What ambitions for Paris and Korean Capital Region ?

Introduction

• Numerous studies have measured the attractiveness of countries and their metropolitan areas among which :

Globalization Index - AT Kearney

FDI Potential-Performance Index - World Investment Report

Global competitiveness Yearbook - IMD

Economic Freedom Index - Heritage Foundation

European Investment Monitor - Ernst & Young

European Cities Monitor - Cushman & Wakefield

…

• This studies underline the growing importance of attractiveness in issues related to companies and public authorities

The components of attractivenessAttract companies

Strategic functions

Production functions

Attract competencies

Foreign researchers

Foreign executives

Foreign students

Attract tourists

Congresses, fairs, exhibitions

Leisure tourism

Attract capital

Market place

Cultural and political influence

Historical patrimony

Quality of life

International organisations

Key points for Korean Capital Region

How to attract ?

Criterion n°1 :Accessibility to market

Criterion n°2 :availability of qualified labour

Criterion n°3 :Transport infrastructures

Criterion n°4 :Telecommunications Infrastructures

Strategic jobs

Number of head offices

Number of consumers

Master level students

Airport - trains

Conditions of road traffic

Availability of new technologies

Competitive positionSource : étude European Cities Monitor 2004 - Cushman & Wakefield - Healey & Baker / Paris Ile-de-France Capitale Economique

Example : the domination of London and ParisHead offices of large groups

2004 Ranking of head Quarters

2004 number of strategic function

GREATER LONDON(86 establishments)

ILE-DE-FRANCE(23 establishments)

CATALONIA(9 establishments)

GREATER LONDON

(90 establishments)

ILE-DE-FRANCE

(34 establishments)CATALONIA

(17 establishments)

Source : étude sur les implantations internationales dans les 15 principales métropoles européennes / Ernst & Young - Paris Ile-de-France Capitale Economique

2

1

3

21

3

Other criteria of attractiveness • Ability to attract foreign investments

Influential metropolitan areas all have a dominant market place

What future for the Korean Capital Region market place?

Number of international banks in the main European metropolitan area

The 3 dominant cities are the most attractive in the zone :

London Paris

Frankfurt

The European example

Other criteria of attractiveness• Ability to attract foreign talent?

Seoul must attract more foreign students and researchers given the actual rate of 0.5% of foreign residents

Policy of competitor poles

Number of scientific revues published

The 3 main cities are: LondonParis

Amsterdam

The European example

Other criteria of attractiveness• Ability to attract tourism

Korean Capital Region must develop her business tourism, especially congresses, fairs and exhibitions

Example : New Songdo City and its congress centre of 27 900 m²

Number of cultural and tourist sites

The European example

Summary

• Competition between metropolitan areas is regional not on a world level

• Metropolitan areas are the driving force behind national developments

• Korean Capital Region has all the assets to become one of the most attractive metropolitan areas in its zone

• How can the efforts deployed in fields as different as transport, housing, environment, training be coordinated on the level of a territory of 22 millions inhabitants and more?

• The case of the development plan of the Ile de France is an interesting example.

• Debate and discuss

• Elaborate a strategy

• Plan

Strategic planning - a question of method

• A democratic requirement :

- Proximity of decision - making centres- Transparency of decision making process- Sharing of collective responsibility

• A phenomenon of gestation :

Three distinct phases of consultation :- Diagnosis, state of the art and challenges- Strategies and orientations- Action plans and method

Debate and discuss

A phenomenon of gestation

Over two years:

- 12 days « Thematic workshops »

- 28 days « Territorial workshops »

- 4 days of synthesis

Debate and discuss

Calendar of consultation (Ile-de-France Region)Calendar of consultation (Ile-de-France Region)

FORUM DE SYNTHESE « Bilan et enjeux » 14 septembre 2005

FORUM DE SYNTHESE « Stratégie et orientations » début février 2006

Ateliers territoriaux (14 sessions du 3 novembre au 9 décembre)

FORUM DE SYNTHESE « Plans d'action, outils et méthodes »

Ateliers territoriaux (14 sessions en juin / juillet 2006)

BILAN&

ENJEUX

STRATEGIE&

ORIENTATIONS

PLANSD ’ACTION,

OUTILS&

METHODES

COLLOQUE DE CLOTURE : ETATS GENERAUX DE LA consultation

2005

2006

juin

septembre

octobre

novembre

février

mars /avril

juin /juillet

septembre

octobre

Atelierthématique 1

3 juin

Atelierthématique 2

10 juin

Atelierthématique 3

17 juin

Atelierthématique 4

01 juillet

Atelierthématique 1

30 septembre

Atelierthématique 2

14 octobre

Atelierthématique 3

17 octobre

Atelierthématique 4

21 octobre

Atelierthématique 1

Atelierthématique 2

Atelierthématique 3

Atelierthématique 4

Major challenges for the Ile de France Region:

- Develop the attractiveness of Ile de France, integrated into a wider space : France, Europe and the world

- Reduce territorial inequalities for more solidarity in the region

- Propose a more harmonious life style : improve the quality of life and strengthen the social ties

- Protect, restore and enhance the environment and its natural resources

Debate and discuss

• The economy at the centre of development

Regional plan for economic development- Orientation- Co-ordination

• Sustainable development as a major reference How to reconcile economic development with the other dimensions of collective life ?

• Different types of development strategies

Elaborate a strategy

> of public policies> of development sub-cities

• A legal frameworkThe objective of the Parisian plan is : - Control urban and demographic growth and rationalise the

exploitation of land- Ensuring the international influence of the region.

• Taking into account and including the interest of all protagonists : organising capacity

• Operational tools- transport policy- policy for exploiting for land management

Plan

Le Schéma Directeur de la Région Ile-de-France (1994)

Paris

Aéroport Roissy-Charles-de-Gaulle

The traps to be avoided : absence of anticipation

• Sophia-Antipolis - Technopole of the French Riviera

• Economic development hindered by a lack of anticipation

• Difficulties for foreign competencies to install themselves in the region

The traps to be avoided : absence of anticipation An aerial view of Roissy Charles de Gaulle - 2003

Implantation of the future Roissy CDG in the Paris region development plan in 1965

CDG

The traps to be avoided : the absence of clear governance

• Governance is central to the process of urban planing as much in its elaboration as its implementation

• The traditional approach to governance : the state as a main actor in its organisation and its implementation is over

• Three elements are required to adapt governance to present metropolitan areas challenges : the increase of the number of actors and the organisational approaches

implied in the implementation of the policies

the complexity generated by the growing number of territorial policies

the increase in informal decision making initiatives caused by the downplaying of the government role

The traps to be avoided : absence of clear governance

• Rhine-Ruhr : the lack of governance ant its consequences on metropolitan development: each actor pays particular attention in respecting the autonomy of the others

each actor has his / her own specific competence domain

no co-ordination, nor leadership initiative

The Rhine-Ruhr Region does not exist as a territorial unit and is not armed to carry out territorial marketing campaigns

• The Region of London : the missing link Three regions : Greater London, the South East and the East of England

constitute a coherent spatial economic whole

Division of responsibilities which engenders a problem of coherence

Competition for the first place among regions may lead to a division of the regions into spheres of corresponding interests. Consequence : state may be obliged to reintervene

The traps to be avoided : absence of clear governance

• Economic governance of the Ile de France Region : relations between actors on a regional level

Région Ile de France CESR Medef - CGPME

CCIP CRCIARDCPER

Communes

Comités d ’expansion

Départements

Etat

STIF

Intercommunalités

The traps to be avoided : introduce flexibility

• A long term planing tool requires limits, otherwise its usefulness is compromised

• However, political, economic and demographic incertitudes require the ability to adapt to realities

• Ex :because of unknown elements linked to the reunification of Germany, Berlin planed a revision of the plan before its term

• Ex : Helsinki and Milan planed a mid term revision at the outset

• Ex : Madrid choose sectoral plans of variable lengths in term of the themes envisaged

• Ex : Barcelone reassessed its strategic economic plan two years after its implementation

The traps to be avoided : absence of social integration

• In two centuries multiplication of cities of more than 5 millions inhabitants by 45.

• The emergence in parallel of the territorial entity as a driving force behind the economy. The growing needs of towns to improve their competitiveness in a global economy creates tensions within political priorities.

Social integration : the challenge to succeed• The impact of strategic development is limited in its effects in reducing

social exclusion which one of the principal challenges of urban policy• Importance of adapting the plan to reconcile economic development

and profit sharing.

Conclusion : major projects provide a lever for integrated strategies

• Ability to create a collective dynamics

Hosting of world-wide events

Example : 1988 Olympics games- World Cup 2002 which gave a world dimension to Korean Capital Region

Paris 2012 - maintain the dynamism

Conclusion : major projects are a way of changing the image of the cityA competitive city has a strong trade mark :

• The Guggenheim museum of Bilbao

Conclusion

• Korean Capital Region must position itself on the international market as a knowledge capital and not as a production centre for Asia

• Consequently Korean Capital Region must improve the attractiveness of its territory in order to attract the competencies and capital necessary for its development

• Between 2000 and 2003 foreign direct investment in Seoul dropped by 20%, one billion dollars less

• What can be done to invigorate its attractiveness ?

What kind of attractiveness for Korean Capital Region?

• Korean Capital Region can improve its attractiveness in relation to the strategic functions of the companies:

» Headquarters» R&D centres» Services centres

Strategic functions contribute in a decisive way to enhance the influence of a territory even if they are not the biggest contributors in terms of

employment growth• Korean Capital Region can improve its attractiveness by bringing in

foreign talents» Students» Researchers» Executive

• Korean Capital Region can develop its business tourism • Korean Capital Region can reinforce its cultural influence and

project the image of an active and dynamic metropolitan area concerned with the quality of life