Territorial Review Copenhagen - Region Hovedstaden

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124 by openness, quality consciousness, employee-driven innovation and critical sense; qualities that are described as difficult to emulate and attractive for innovative foreign companies. Challenges that are identified are diverse and include growth entrepreneurship, regional collaboration, knowledge sharing between the research and business community, the region‘s image, housing infrastructure and labour market shortage. On the basis of this assessment, several actions and 33 initiatives were formulated, ranging from cluster development, a centre for user innovation and more scientific conferences to a feasibility study on holding the Olympics in Copenhagen. Collaboration in the context of Øresund is supported as a means of reaching some of these goals. The Capital Region presented its Regional Development Plan in 2008, called ―The Capital Region of Denmark – an international metropolitan region with high quality of life and growth‖. This plan was submitted for debate and hearings to citizens, public authorities and civil society organisations in the Øresund Region. The vision for the Capital Region expressed in the document is to be one of the leading European metropolitan regions, characterised by a green profile, efficient traffic-related infrastructure, education for all, attractive business conditions, diversified cultural and leisure amenities and an international perspective. This includes the ambition to be the greenest capital of Europe. Its assessment of qualities of the region echoes the ―you can have it both‖ strategy suggested in the socalled Copenhagen Brand Book (which aims to describe the profile of Copenhagen for foreign high-skilled labour): the Regional Development Plan aims at a combination of high quality of life and high economic growth. It focuses heavily on three themes: transport infrastructure, education and the environment. It repeats the actions from the Business Development Strategy, which it considers to be the region‘s strategy for improving business conditions. These are all laudable initiatives: much energy has been invested in the assessment, and a wide range of actors has been involved. Strategies like this can help to create a common vision, shared by the relevant stakeholders, that can focus financial resources on the most crucial bottlenecks. All of these strategies are aware of the challenges that globalisation poses to Copenhagen, and they attempt to formulate holistic visions to deal with them. Three questions are relevant in order to assess their success: do they provide one common vision; is this vision well-conceived; and will this vision be implemented? The last question will be answered in the different sections of Chapter 2 of this Review. The first two questions will be answered below. Although the different strategies do not conflict with each other, they are cumulative rather than share the same focus. In combination, they provide a
125 fair list of actions to be taken, but it is not always clear what the urgent priorities are. They are comprehensive, in that they mention all the elements that could possibly bring their vision closer, but are not necessarily holistic. Although ―you can have it both‖ might express neatly the sentiment of many people in Copenhagen and could be a viable strategy to combine several policy aims, there are policy trade-offs in certain areas. One of these tradeoffs is maintaining a welfare state (with correspondingly high taxes), versus fostering a more entrepreneurial city (and country). In many cases, these trade-offs are slightly more subtle, in that the accumulation of policy goals may dilute political attention and funds from the key determinants of Copenhagen‘s competitiveness, such as the attraction of highly skilled labour. Becoming the environmental capital of Europe, for example, may be a laudable goal, but its relevance for attracting highly skilled foreign labour will be limited. Recent campaigns to attract international businesses and tourists do not preclude the attraction of highly skilled foreign labour, but they can be of only modest importance if they are not explicitly and simultaneously geared towards that goal. Stimulating creative sectors in Copenhagen may be a way to make Copenhagen more attractive, but it is not clear that the stimulation package has been designed with the demands of highly skilled foreign labour in mind. Finally, although the overall visions formulated are ambitious in scope, they are less far-reaching in their actual targets. A global instead of a European benchmark might have expressed more vision. A key challenge for Copenhagen is the shortage of highly skilled labour, as was argued in Chapter 1. Although this is mentioned in the different strategies, it is not clearly identified as the force that should drive the region‘s main initiatives. As mentioned above, strategies for solving the shortage of skilled labour should focus on making better use of the current population, such as getting students to work earlier, making better use of immigrants‘ capabilities, but also by attracting highly skilled foreigners. Competition for these highly skilled foreigners is intense and can be considered global. The ambition to be the most attractive metropolis in Northern Europe is somewhat modest, considering the global scale of flows of highly skilled labour. The strategic visions do not explicitly celebrate the innovative effects of cultural diversity, as for example Toronto has done in its economic competitiveness strategy. The following sections will focus on the main sectoral issues mentioned in these strategies, in order to assess the implementation of the strategies for the metropolitan area.
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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
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71 the countries that attract the m
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Page 75 and 76: 75 figures in the THES rankings of
Page 77 and 78: 77 (FORA, 2008). This is in line wi
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
Page 85 and 86: 85 recorded in the OECD (OECD, 1999
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 122 and 123: 122 Figure 2.1. Denmark’s plannin
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%
Page 172 and 173: 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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