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A Guide for Sustainable Urban Development of the 21st Century

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Mega-events as Catalysts <strong>for</strong> <strong>Urban</strong> Trans<strong>for</strong>mationstudy <strong>of</strong> 196 countries’ economic per<strong>for</strong>mance between 1950 and 2006 found that <strong>the</strong>“Olympic effect” derives from host countries signaling <strong>the</strong>ir intention <strong>of</strong> moving toward amore open trade policy. Since 1984 <strong>the</strong>re is strong evidence to suggest that <strong>the</strong> Olympics canhave a major impact on <strong>the</strong> GDP <strong>of</strong> <strong>the</strong> host country. Also, calling Expo Shanghai 2010 <strong>the</strong>“Economic Olympics” was not simply a tongue and cheek expression, but a meaningfulreference to an endeavor that would accelerate infrastructure development and economicgrowth <strong>of</strong> <strong>the</strong> city by decades.Economic benefits include:NEW INVESTMENTS New injection <strong>of</strong> national and international investments New public-private partnerships in investmentNEW BUSINESS Repositioning <strong>of</strong> existing industries <strong>Development</strong> and launch <strong>of</strong> new business sectors New opportunities from face to face international business meetingsconnected to participants, sponsors and suppliersNEW REVENUE Additional tax revenue <strong>for</strong> <strong>the</strong> city: national tax revenues that comeback to <strong>the</strong> city Higher-value real estate and new business and/or residential districtsNEW TALENT Additional employment options New training opportunities in different domains that help develophuman capital and foster a new pr<strong>of</strong>essional cultures at all levels <strong>of</strong>society through <strong>the</strong> experience <strong>of</strong> working within an international event <strong>Development</strong> <strong>of</strong> new entrepreneurial skills in city managementThe organizational experience and <strong>the</strong> generation <strong>of</strong> new talent generally enable <strong>the</strong> cityhosting <strong>the</strong> event to support o<strong>the</strong>r cities within <strong>the</strong> country in <strong>the</strong> bidding <strong>for</strong> future events, be<strong>the</strong>y national or international. Often <strong>the</strong> successful hosting <strong>of</strong> an event is <strong>the</strong> beginning <strong>of</strong> aprocess <strong>of</strong> regular bidding on o<strong>the</strong>r mega-events: it helps maximize <strong>the</strong> investments alreadymade, and leverage <strong>the</strong> international credibility at <strong>the</strong> national level that o<strong>the</strong>r cities canbenefit from.2.1.2 Infrastructure and service improvement<strong>Urban</strong> leaders understand that effective management is crucial to <strong>the</strong> successful implementation<strong>of</strong> an urban development plan. As mayor, one <strong>of</strong> your first steps might be to assess if <strong>the</strong>management systems currently in place are adequate <strong>for</strong> implementing, monitoring andevaluating <strong>the</strong> implementation <strong>of</strong> <strong>the</strong> plan and <strong>the</strong> provision <strong>of</strong> related public services.Chapter 2 -- Delivering Effective <strong>Urban</strong> Management: Planning <strong>for</strong> <strong>the</strong> Future6

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