Smart City Framework Akureyri Region, Iceland

1
Smart City FrameworkAkureyri Region, Iceland
November 6th - 8th, 2006
2
Agenda

• Monday, 900 to 500
• Economic Overview of Akureyri Region
• Economic Overview of Halifax
• What is the right Partnership model?
• Building a Partnership, Step One
• Getting Engagement
• Wrap-up of Day 1

3
Agenda

• Tuesday, 900 to 500
• Building a Partnership, Step Two
• Building the Organization
• Building a Partnership, Step Three
• Building the Capacity for Sustained Action
• Next Steps

4
Agenda

• Wednesday, 900 to 200
• Facilitated Discussion
• Closing
• Depart

5
Economic Overview Akureyri Region

• Economic, demographic and industrial profile
• Economic strengths and challenges
• Economic vision and strategy
• Role of government and business in economic
  development
• How economic development works

6
Economic Overview Halifax

• Economic Snapshot
• Economic Profile
• Economic Strategy

7
Greater Halifax Economic Snapshot
8
Greater Halifax Economic Snapshot
9
Greater Halifax Economic Snapshot Highlights

• The unemployment rate reached 5.8 at the end of
  2005
• Retail sales from January to December reached
  5,415 million, an 8.3 increase from last year
• Average housing prices according to the MLS for
  HRM for 2005 was 188,484, a 7.6 increase from
  2004
• Non-residential construction continues to drive
  activity in our region, with the increase in the
  number of multi-tenant and single-tenant
  industrial buildings that are under construction
  in HRM

10
Halifaxs Workforce by Sector
Goods-producing
Services
Halifaxs economy has a services-based,
knowledge-intensive profile
Source 2004 Nova Scotia Statistical Review
11
Population by Age Halifax
Source Statistics Canada
12
Halifax Region Economic Strategy
13
What is the Right Partnership Model?

• Perhaps the first question to be considered when
• exploring a public-private partnership model is
  
• why do we want a public-private partnership
• What benefits do you seek in a public-private
  partnership model?
• What advantages do you seek in a public-private
  partnership model over what you have now?
• What makes you most anxious about building and
  operating a public-private partnership?

14
What is the Right Partnership Model?



15
What is the Right Partnership Model?

• The Smart Business Framework is highly
• Networked in its orientation and it has been
  used
• to establish many different kinds of
  partnerships
• Greater Halifax Partnership
• The Gateway
• World Energy Cities
• Halifax/Moncton Growth Corridor
• Atlantica

16
What is the Right Partnership Model?

• Other factors to consider when choosing the right
  
• Partnership model include
• Capacity for leadership development
• Funding public and private sources of funding
• Governance
• Level of engagement commitment
• Partners have discreet functions/limited
  competition
• Organizational environment culture
• Open architecture mechanisms for sharing
• Cooperation and collaboration
• Factors impacting long-term stability
• See Model of Joint Venture Activity

17
What is the Right Partnership Model?

• Factors impacting long-term stability

Model of Joint-Venture Activity
18
Building GHP Halifax Had a Problem

• 1995 Time for a change
• The economic scenario was bleak
• The region was struggling to pull itself out of a
  recession
• Deep cuts to the Public Sector with 8,000 jobs
  and over 300 million in annual payroll lost in
  the market
• Business and consumer confidence were very low
• Unemployment ranked as primary economic concern
• Growing frustration in the business community
  with approaches to economic development
• Communities in the region were competing with one
  another instead of working together to drive the
  economy

19
Building GHP An Innovative Idea

• Working with the Halifax Regional Municipality,
  the
• Halifax Chamber of Commerce, a group of business
• leaders devised a new model
• A public-private model, led by the private
  sector, for supporting and accelerating economic
  growth a partnership
• Business and government would share the
• Responsibility
• Accountability, and
• Cost of economic development for Halifax
• The Greater Halifax Partnership was born
• A partnership that brought together all three
  levels of government together with the private
  sector to drive the economic growth of our region

20
Building GHP A Tremendous Success

• The Greater Halifax Partnership is perceived by
• many as one of the most innovative economic
• development organizations in North America
• Public-Private partnership
• Exclusive responsibility for economic growth,
  marketing and promotion
• Direct partnering with business and government
• 135 private and public sector investors
• Local, regional, national and international
• All three levels of government
• Municipal, provincial and federal
• Leader in growth, consumer and business
  confidence, percentage of private sector funding,
  Smart Business brand, BRIE and many performance
  metrics

21
Building a Partnership, Step One Getting
Engagement

• The most challenging step in establishing a
• partnership is the first step, getting
  engagement
• Leadership establish a sense of urgency
• Build guiding teams
• Navigate interim status
• Vision
• Messaging and relationship to media
• Enable action
• Interim funding public and private
• Interim governance
• Short term wins
• Manage parent expectations get autonomy

22
Building a Partnership, Step One Getting
Engagement

• Establishing a sense of urgency
• Creating the right story is critical it will
  stay with the organization for a long time
• Consider benefits, costs, resources, needs,
  alternatives and barriers as part of the story as
  part of logical business case
• Engage emotions anger, frustration, joy,
  excitement, etc.
• Look for a window of opportunity to create
  urgency
• Look for something to rally around a
  significant opportunity or failure
• Keep the story simple, consistent and visual
• Utilize meetings, focus groups or a conference to
  build the story
• Get professional help in crafting the story
• Move quickly to build energy and maintain
  traction
• Anticipate detractors

23
Building a Partnership, Step One Getting
Engagement

• Build guiding teams
• Get the best people you can possibly get to lead
• Be flexible in how you use good people
• Energy, leadership and persistence are critical
  attributes
• Get broad representation from key stakeholders
  public, private and not-for-profit
• Keep it tight short time frame and defined
  periods of engagement
• Identify key spokesperson(s)

24
Building a Partnership, Step Two Building the
Organization

• Once the partnership is established, attention
  turns to
• delivering on expectations
• Building long-term funding mechanisms
• Public funding
• Private funding
• Governance and management
• Regional vision
• Organizational vision and strategies
• Recruitment
• Organizational structure
• Performance management
• Key program development
• BRIE
• Immigration
• Investment attraction
• Marketing Media
• Cluster Strategy

25
Building a Partnership, Step Two Building the
Organization

• Building long-term funding from the private
  sector
• involves
• A fundraising mind-set
• Establish core team and key messages
• Set target
• Segment market
• Establish investment levels and services
• Establish full team
• Get big donations first stay below the radar
  screen as long as possible
• Collateral less important than connection
• A recognition that there is no product to
  service
• Set low expectations appeal to community
  development spirit
• Have a mechanism ready to deliver on promises
  made to investors

26
Building a Partnership, Step Three Capacity for
Sustained Action

• Delivering on expectations over the long-term
  means
• building capacity for sustained action
• Building collaborative networks
• Regional networks
• National and international networks
• Delivering services to investors
• Leadership development internal and external
• Keeping the Board engaged
• Portfolio relationship management
• Alternate sources of funding
• Business retention and expansion - SmartBusiness

27
Leadership Development Internal and External

• A key responsibility is building leadership
  capacity
• within the Partnership and the community
• Build internal leadership with all staff
• Executive agreement on leadership vision and
  values
• CEO focus on team development that reflects
  vision and values
• Focus on fundamental skills and awareness
  development
• Internal program to support leadership
  development
• Coaching
• Training
• Facilitation
• Measure results
• Support programs for building leadership in
  community

28
BRIE SmartBusiness

• Goal To create the most competitive business
• climate in Canada.
• Up to 80 of job growth comes from existing
  companies
• Unique approach in North America
• Identify and then eliminate barriers to business
  growth

29
BRIE Collaborative Approach

• Current Partners
• Greater Halifax Partnership
• Atlantic Canada Opportunities Agency
• Nova Scotia Office of Economic Development
• Nova Scotia Department of Education
• Private Sector Partners
• Aliant Inc.
• Nova Scotia Power Inc.
• 26 Action Team Members
• 12 Advisory Team Members

30
BRIE SmartBusiness Outcomes

• 1011 business consultations
• 66,795 jobs represented
• 35 of Greater Halifaxs labour force
• 607 referrals
• 477 closed files (79 closed)
• Since June 2004, closed files represent
• 1166 jobs retained
• 1554 jobs created
• TOTAL 2720 jobs

31
(No Transcript)