Territorial Review Copenhagen - Region Hovedstaden

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122 Figure 2.1. Denmark’s planning system from 2007 Source: Ministry of the Environment (2006), The new map of Denmark – spatial planning under new conditions; the 2006 national planning report – in brief. 2.2 Visions for the region There are several strategic documents expressing a vision for Copenhagen. The City of Copenhagen has developed a City Development Strategy 2005-09, as well as a City Development Strategy Paper 2007, which forms the basis for the City Development Strategy 2009-14. Every municipality in the Capital Region (and Denmark) is obliged to draw up such a development strategy. The Growth Forum of the Capital Region delivered a Business Development Strategy in 2007, and the Capital Region presented its Regional Development Plan in the summer of 2008. These proposals all took into account the national globalisation strategy, the central government‘s vision for future economic development. The Spatial Planning Act stipulates that municipalities are obliged to co-ordinate their City Planning Strategies with the Regional Development Plans. Because the Regional Development Plan was delayed, municipalities in the region have not been able to align it with the Regional Development Plan. i) Central government. In 2006, the central government formulated its strategy for Denmark in a global economy. The key goals in this strategy
123 were strong competitiveness and strong cohesion, to be achieved by worldclass education, research, entrepreneurship and innovation. Among the quantifiable targets were a goal of 50% higher education attainment, 3% of GDP on R&D expenditure and the largest number of business start-ups and high growth start-ups in Europe. The globalisation strategy mentioned 350 specific initiatives. Copenhagen was not specifically mentioned in the document, but an action plan was drawn up in which the initiatives were outlined in more detail and funded. The national government and the regional Growth Forum of the Capital Region have made an agreement on partnership for growth for 2007-09. The agreement is to link the national globalisation strategy and regional growth strategies, and the agreement contains initiatives from both strategies. ii) The City of Copenhagen. The City of Copenhagen formulates in its City Development Strategy Paper 2007 its ambition to grow intelligently. Its development strategy stresses sustainability, affordability, accessibility to the water and economic dynamism. In the City Development Strategy 2005- 2009, eight ―creative zones‖ were selected in which conditions were adapted for creative industries. The need for clear international branding was emphasised. City Council decisions that were in line with this strategy included the creation of a one-shop stop for business, reduction of red tape, more affordable housing and the creation of a think-tank that would devise proposals to turn the city of Copenhagen into one of the leading knowledge cities. The foreign investment attraction agency Copenhagen Capacity, covering the whole Capital Region, has published its own assessment of Copenhagen‘s particularities that can be summarised as ―you can have it both‖. According to this assessment, the uniqueness of Copenhagen lies in its ability to combine productivity and quality of life, economy and ecology, technology and design, etc. iii) The Capital Region. A Regional Business Development Strategy for the region, called ―Partnerships for development of knowledge, growth and welfare‖ has been made by the Growth Forum of the Capital Region in 2007. Members of this Growth Forum are representatives of business, trade unions, academia and regional and municipal government. Growth Forum initiatives are co-ordinated with national initiatives via the Danish Growth Council. The ambition expressed in this strategy is that in 2015, the Capital Region should be Northern Europe‘s most attractive metropolis for living, work, study, doing business and visits. The Business Development Strategy provides an analysis of strengths and challenges on the basis of which several actions are formulated. Its assessment of the strengths of the region stresses its skilled population, education and research, flourishing clusters and its user-driven innovation. It suggests that the values and work methods in Copenhagen are characterised
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Territorial Review Copenhagen Preli
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3 Acknowledgements This Review was
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5 Table of contents Chapter 1: The
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7 Assessment and Recommendations Co
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9 Its international ranking is mixe
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11 The lack of skill is of paramoun
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13 qualifications of immigrants and
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15 more than twice average full-tim
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17 Commercialisation of research co
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19 surpassed only by Spain and Swed
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21 in the suburban periphery, while
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23 emissions by 25% since 1990 and
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25 and the other municipalities in
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27 instruments at its disposal. A s
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29 Chapter 1: The competitiveness o
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31 Figure 1.2. Map of Copenhagen an
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33 other areas in Denmark are more
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35 Figure 1.5. Map of Copenhagen an
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37 Figure 1.7. Regional GDP in % of
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39 Copenhagen plays a crucial role
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41 Figure 1.8. Monthly unemployment
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43 Figure 1.10. Co-patents between
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45 Table 1.4. Employment and value-
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47 Table 1.6. Overview of studies o
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49 capital. As Table 1.7 shows, the
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Rank Total Accounting Advertising F
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53 Potential of a more integrated
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55 Figure 1.12. Economic growth in
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57 If a broader definition of econo
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59 …but is only moderately succes
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61 Region. The variation in tertiar
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63 Education and skills Education o
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65 Øresund as part of the solution
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67 Under-utilisation of immigrants
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69 Figure 1.18. Share of foreign-bo
Page 71 and 72: 71 the countries that attract the m
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Page 75 and 76: 75 figures in the THES rankings of
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Page 79 and 80: 79 most other OECD countries (OECD,
Page 81 and 82: 81 Several OECD countries score bet
Page 83 and 84: 83 fewest procedures in the world f
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Page 87 and 88: 87 50 000 population; New Zealand:
Page 89 and 90: 89 ensuring that these 38 000 dwell
Page 91 and 92: 91 progress has been made - the lev
Page 93 and 94: 93 the region‘s groundwater aquif
Page 95 and 96: 95 rising sea levels (which could r
Page 97 and 98: Car theft per 1000 inhabitants (200
Page 99 and 100: 99 challenges, such as delays and c
Page 101 and 102: 101 Figure 1.34. Congestion in sele
Page 103 and 104: immigrants and students, who enter
Page 105 and 106: 105 8 Copenhagen metropolitan regio
Page 107 and 108: 107 ranking rates 200 universities
Page 109 and 110: 109 32 One notable exception is the
Page 111: 111 44 Københavns Energi (Copenhag
Page 114 and 115: 114 governments and the majority of
Page 116 and 117: 116 main challenges for the region
Page 118 and 119: 118 Box 2.1. Economic linkages betw
Page 120 and 121: 120 technicians. Since the Structur
Page 124 and 125: 124 by openness, quality consciousn
Page 126 and 127: 126 2.3 Skills policies Recent labo
Page 128 and 129: 128 exams. This system gives univer
Page 130 and 131: 130 municipality, which in principl
Page 132 and 133: 132 intention of developing and spr
Page 134 and 135: 134 highly skilled migrants. Such p
Page 136 and 137: 136 the effectiveness of innovation
Page 138 and 139: 138 they suggest that exploratory r
Page 140 and 141: 140 bureaucratic. First-tier fundin
Page 142 and 143: 142 The priority on high-growth ent
Page 144 and 145: 144 Creative entrepreneurship Preli
Page 146 and 147: 146 therefore be targeted at these
Page 148 and 149: 148 A current constraint in busines
Page 150 and 151: 150 2009 will provide some first in
Page 152 and 153: 152 Box 2.4. Ørestad development-I
Page 154 and 155: 154 dealing with the expected incre
Page 156 and 157: 156 but it does not have clear prio
Page 158 and 159: 158 In designing a detailed scheme
Page 160 and 161: 160 of demand management tool in th
Page 162 and 163: 162 elasticity of short-distance lo
Page 164 and 165: 164 bridge construction but for stu
Page 166 and 167: 166 The consequence of the Fehmarn
Page 168 and 169: 168 Local and national housing poli
Page 170 and 171: 170 increased by approximately 40%
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172 disproportionately affected. Th
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174 in Denmark (Andersen, 2008). Mu
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176 Given the diversity of the buil
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178 them from implementing more pro
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180 guidelines in the forthcoming C
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182 A wide range of environmental i
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184 Denmark's National Board of Hea
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186 conditions, and natural ventila
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188 mandated to integrate respect f
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190 with a further EUR 220 million
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192 inter-linkages between economic
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194 Although these national framewo
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196 schools, teachers and pedagogue
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198 17 In 1997, the average price f
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200 literature and case law that mu
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202 eco-project that will be showca
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205 Chapter 3: metropolitan governa
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207 regional level, the 16 existing
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209 and education. Expenditure for
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211 Administrative boundaries do no
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213 Figure 3.5. Dominance of the co
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215 airport, a new metro line betwe
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217 instruments, it has funds at it
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219 Box 3.3. Relations between metr
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221 Figure 3.6. Under-representatio
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223 Authority, set up to deal with
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225 providing services to other mun
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227 municipalities in Copenhagen wa
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229 3.4 Political leadership The Ci
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231 mayors; permitting only the eco
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233 While international migration m
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235 Human resources management in t
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237 developed, notably by the natio
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This governance framework poses cha
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241 Annex 1: Conceptual Framework T
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243 over 1980-2003, confirm the pre
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245 efficiency of the labour market
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247 population growth was strongly
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249 specialised places are better s
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251 trend can mainly be explained b
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253 partnerships between firms and
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255 workers. Even though relative p
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257 indicators such as GDP per capi
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259 institutional proxies of commun
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261 Bibliography Acs, Z. and C. Arm
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263 Bikes Belong (2008), ―Bicycli
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265 CBS (2005e), A Mapping of Danis
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267 City of Vancouver (2007), ―Re
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269 Demographia (2008), ―4th Annu
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271 Faugert, S. et al. (2004), ―E
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273 Gyourko, J. and J. Tracy (1989)
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275 Konkurrencestyrelsen (2004), Ko
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277 Meijiers and Romeim (2003) ―R
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279 OECD (1996), Innovative Policie
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281 Rappaport, J. and J. Sachs (200
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283 Statistics Denmark (2008) ―IN
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