1 er Encuentro ProBogotá Región John Dickie Londonfirst

ProBogotá: some thoughts from London

John Dickie, Director of Strategy and Policy

Overview

London as a world city

London First’s origins

London First’s mission

How London First works

What London First does

London’s population

Canary wharf in the 1980s…

City starting to recover…

…and regenerate

…Canary Wharf now

Overview







Founded in 1992. Leadership/ seed funding from a small number of committed business leaders.

Business membership organisation.

Not-for profit.

Overview







To make London the best city in the world

in which to do business.

Overview






Our Partners

Some of our members


Members provide (virtually) all our funding.

They elect a board which sets our strategy. Staff do the work, drawing on member

expertise.


Why join?

• Thought leadership and advocacy;

• Insight;

• Profile; and

• Networking.


How do we provide?


How do we know?

• Account management;

• Regular engagement; and

• Regular surveys.


How do we manage conflict?

• Carefully – in keeping with our mission;

• Demand side focused; and

• Prepared to lose members to have the right

position – not lowest common denominator.


How do we deal with government?

• Apolitical locally and nationally;

• Usually collaborative – but sometimes

adversarial; and

• Always independent.

Overview






What matters?

The drivers of London’s competitiveness

Education

• Private school provision• Education for Londoners:

basic maths, science, literacy

• HE/FE for Londoners to give higher qualifications/ competencies

Transport

• Global connectivity: destinations and frequency

• Public transport: coverage, reliability & cost

• Surface transport: congestion

General Infrastructure

• Energy• Water• Waste• Telecommunications

Security

• Personal safety• Civil unrest • Terrorism• Cyber security

Physical environment

• Natural disaster risk --flooding

• Air pollution

Cost:

Liveability

• Open, liberal & tolerant

• Opportunity• Leisure, arts &

entertainment• Quality of built

environment & public realm

Healthcare

• Private healthcare• General quality/access of

public healthcare

Political environment

• Stability & rule of law• Regulation• London governance • London and the rest

of the UK (and EU)

Free movement

• Of goods, services, capital & people

• Risks to single market

Soft infrastructure Hard infrastructure Governance

Quality of life

KEY FACTORS FIRM STRATEGY, STRUCTURE & RIVALRY

No analysis

DEMAND CONDITIONS

Ease of doing business in London-- further work required

Regulation as a source of competitive advantage for London businesses-- further work required

RELATED & SUPPORTING INDUSTRIES

Agglomeration benefits

• HE sector (supports whole range of clusters across London economy - R&D, innovation, talent pool).

• Financial services – supports economy through access to competitive & innovative finance (and as a driver of wider professional services)

• Creative industries• query TMT; see the results from the LF study

next year

Economy

Economy

• Size/growth• Mix• Number of leading FTSE

companies • Trajectory• Distribution

Overall cost of business/living • Housing• Office space• Taxes

Social cohesion• Redistribution (cash; services

cf education above)

Original long list

Eight drivers 1.  Airport capacity/services to provide London businesses with better

resilience and more connectivity. 2.  Transport infrastructure and services to enable business and

employees to move around London efficiently. 3.  London has a world class built environment/wider infrastructure. 4.  The housing to support growth. 9.  London’s employers are able to recruit the workforces they need at all

levels. 10. London has one of the most stable and competitive tax regimes in the

world 11.  A business-led London economic development strategy. 12. London government having the powers, resources and competences

necessary to run London and support the city’s growth.

Driving the drivers: business thought leadership

•  Establish cross-cutting member groups to drive business solutions to London’s problems. •  Typically a dozen or so business leaders from a range of sectors. •  Sometimes working closely with parts of government; sometimes not. •  Draw expertise from members (either pro-bono or paid)

Driving the drivers: working with London Government

•  London First is working with London Government to create a private sector led-economic development plan for London.

•  The Plan’s objectives for London to 2036 are to maximise: •  economic growth (GVA); •  jobs, across the skills and income spectrum; and •  economic resilience, i.e. a diversification of sectors and competitive

strengths.

•  London First is project managing, and largely funding this work on behalf of the Mayor’s economic development partnership, with McKinsey providing the supporting analysis.

Driving the drivers: lobbying central government

•  London First has established a lobby group Let Britain Fly to build broad support for runway expansion in London.

Driving the drivers: holding the ring

•  Ten years ago London First was campaigning for a new east west railway in London – Crossrail – to be built.

•  The plan was not contentious – but very expensive: £15bn.

•  London First kept public pressure on central government to provide funding: and also legitimacy for business providing funding (roughly a third of the project comes from new property taxes levied on London businesses).

Overview 27 existing surface stations upgraded (11 major reconstructions) 8 sub-surface stations

42 km new sub-surface railway 66km of track work