Public-private partnerships and investment in Greater Manchester. John Holden, New Economy Tim Newns, MIDAS Chief Executive
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1 Public-private partnerships and investment in Greater Manchester John Holden, New Economy Tim Newns, MIDAS Chief Executive
2 Today Two linked presentations Governance, growth and investment through public private partnerships Delivering growth through greater internationalisation
3 Delivering economic growth through public private partnerships
4 Today Greater Manchester economic background The development, and role of, governance Creating an investment framework
5 About New Economy People & Communities Europe & International Governed by: Place Growth and Prosperity for Greater Manchester Research Strategy Policy Projects & Programmes Public Service Reform Innovation & Business
6 BIGGER THAN Greater Manchester s Economy 2.7m people +186,000 since m international visitors p/a 820m p/a conferences Source: ONS 93,000 businesses 81%: 0-9 employees 40 FDI projects % N. America; 18% Asia Pacific; 5% M East Gross Value Added Source: ONS, GVA estimates 2012 GM ECONOMY, bn WALES ECONOMY, bn NORTH EAST ECONOMY, bn NORTHERN IRELAND ECONOMY, bn
7 The UK s second growth pole Source: Yale University Geocon Project
8 From manufacturing to services 800, , , , , , , ,000 0 = recession Manufacturing Private Sector Public Sector/Other
9 History of collaboration Business Leadership Council Established Prosperity for All: The Greater Manchester Strategy Manchester City Deal Community Budget Pilot GMS refresh From Publication of the MIER Formation of AGMA GM LEP
10 Governance: it s complex, but it works Senior Private Sector Groups Business Leadership Council Local Enterprise Partnership Senior Elected Member Groups GM Combined Authority AGMA Exec Board Police & Crime Panel Transport for GM Committee Local Transport Board Planning & Housing Commission Growth Low Carbon Hub Skills & Employment Partnership Police & Crime Steering Group Reform Public Service Reform Executive GM Health & Wellbeing Board Wider Leadership Team Chief Execs of 10 local authorities, Transport for GM, New Economy & GM Growth Company; GM Police & Fire, Health Key GM Agencies Supporting Delivery GM Growth Company Marketing Manchester GMIST Team New Economy MIDAS
11 A robust but flexible investment framework
12 Conclusions: critical success factors Trust built up over a long period of time between public and private sector partners Commitment to a single shared strategy, with a flexible and pragmatic approach to implementation Multiple formal and informal networks and structures
13 Questions
14 Internationalisation Combined Approach and Inward Investment Tim Newns Chief Executive, MIDAS
15 Introduction Current Position 2,000 foreign owned companies Third largest UK airport 18 million+ passengers p.a. 81 inward investment projects, 2012 to 2013, creating or safeguarding 4,140+ jobs 400+ inward investment projects, 2007 to ,000+ jobs created or safeguarded No.2 performer in the UK for attracting FDI 40 FDI projects in
16 Development of Overarching Strategy Various types of research Considerable evidence base Discussed collaboratively between partners: how to do it Joint agreement By sector By market Following this process, GM has a strong, joint overall strategy Greater Manchester Growth Company
17 Wider Stakeholders
18 Agreed target markets The 6 markets that scored highest on GM-agreed criteria MAINTAIN THE LEVEL OF ACTIVITY WITH MAIN CURRENT MARKETS REALISE POTENTIAL FOR GROWTH WITH IDENTIFIED GROWTH MARKETS
19 Priority Markets & Sectors Priority sectors Financial and Professional Services Life sciences (including health and biotechnology) Cultural and Creative / Digital and Media / ICT Education Advanced Engineering and Manufacturing Tourism and Sport
20 Strategy & Evidence Base Wide-ranging consultation reviewing demand, links and activities across 50 key global cities Ensure that the strategy works with and adds to approaches and links of key organisations and firms. The exercise uncovered valuable insights: Priority activity and key GM contacts Synergies, e.g. Chonqing, who have worked with Rochdale MBC, existing Chonqing investors in Manchester like CQME and Shaanxi Mining, who can open up further opportunities Institutional agreements and presence with GM universities in China, India, Brazil, UAE and the US A calendar of forthcoming events, eg in Bangalore and Mumbai hosted by Midas and UKTI
21 Market & Sector Prioritisation United States Europe China India Brazil UAE Inward Investment Maintain existing levels: Maintain existing levels: Increasing growth: Increasing growth: Increasing growth: Increasing growth: Priority 1 Priority 2 Priority 3 FPS BIO ICT/Digital FPS ICT/Digital BIO AEM ICT/Digital Healthcare ICT/C&D FPS BIO AEM ICT/C&D BIO ICT/Digital Energy Trade Maintain existing levels: Maintain existing levels: Increasing growth: Increasing growth: Increasing growth: Increasing growth: Priority 1 Priority 2 Priority 3 C&D F&D ETS C&D F&D AEM FPS AEM Education AEM FPS Education AEM ETS FPS FPS F&D International Visitors Maintain existing levels and explore growth states: Maintain existing levels: Increasing growth: Increasing growth: Increasing growth: Increasing growth: Priority 1 Priority 2 Priority 3 Washington New York West Coast Germany Nordics Spain Beijing Shanghai Chengdu Mumbai Bangalore Chennai Rio Sao Paulo Abu Dhabi Dubai
22 Public/Private Sector Governance Internationalisation Board Greater Manchester Growth Company
23 Inward Investment - MIDAS Manchester s Inward Investment Agency Focussed on attracting new companies in to Manchester and supporting the expansion of existing investors Targeted by job creation and projects secured Owned by the Combined Authority
24 Inward Investment Performance 12/13 Target Area Target 12/13 Actual 12/13 Jobs Created (UK and FDI) ,038 FDI Jobs Created + Safeguarded+ Relocated ,529 Total Number of Successful Projects (Indigenous & FDI) Total Number of FDI Projects Total Number of indigenous Projects Jobs Safeguarded (UK and FDI) ,105 Total Jobs Created, Safeguarded, Relocated (UK and FDI) ,143
25 Recent Benchmarking City FDI Projects Population GDP ( m 2010) Dusseldorf , ,595 Barcelona 406 1,615, ,030 Stockholm 348 1,489, ,797 Hamburg 171 1,786,448 92,890 Copenhagen 327 1,950,522 88,366 Lyon 207 1,226,249 75,532 Amsterdam ,808 70,258 Helsinki 134 1,007,611 69,173 Dublin 412 1,119,624 66,001 Manchester 202 2,682,500 62,283 Antwerp ,071 40,367
26 Introduction Manchester is 2 nd only to London for FDI in UK However Manchester 23 rd in Europe for FDI Projects London most dominant domestic city out of top 8 European Economies 60% Business Services & Software most successful sectors Three tiers of agency structure city - level, regional and national
27 Manchester s Ranking by Jobs Overall Advanced Manufacturing Business Services Creative & Digital Chemicals Energy & Environment Financial Services ICT Life Sciences 4 th 3 rd 3 rd 4 th 4 th 2 nd 8 th 9 th
28 Analysis Manchester performs well on job creation, less well on sheer project volume Only Barcelona and Dublin have significantly higher job creation than Manchester Manchester has low percentage of sales offices If sales offices are removed, Manchester ranks 4 th Manchester came top for reinvestment projects suggests perception gap at local and national level
29 Sector Breakdown Sector significance - Total projects ( ) Chemicals, Energy & Environment Lifesciences & Healthcare Advanced Manufacturing Financial Services ICT Creative Media & Digital Business Services 0% 5% 10% 15% 20% 25% 30% Manchester Group
30 Functional Breakdown Graph 20 - Total Projects by Activity Type ( ) Education & Training Shared Services Centre IDC Testing & Servicing Contact Centre Logistics Manufacturing Research & Development HQ Sales & Marketing 0% 10% 20% 30% 40% 50% 60% 70% Manchester Group
31 What Determines Success Being a capital city or having high GVA increases the volume of projects Dublin s tax regime in addition to grants and promotional spend sets it apart International networks do have an effect particularly in noncapital cities Both Dublin and Barcelona have huge budgets for FDI promotion which supports performance
32 Current FDI Trends UK growth low requirement for FDI & Exports US remains strong source of FDI with growth markets such as India and China Increasing European demand weak Although FDI down 8% globally up 16% in UK London dominant UK dependent on US, BRIC investment reducing as is UK s European share Transport Equipment top sector, Chemicals growing, all GM sectors in top 10 Competition is increasing value propositions must be tighter Work with wider NW supply chains important Need for more lead generation in priority markets
33 Inward Investment Market Analysis Top Ranking FDI Origin Countries by Estimated Jobs Top Ranking FDI Sectors by Estimated Jobs Rank (2010) Country % Change 1 (1) United States -8% 2 (2) Japan -16% 3 (3) Germany +11% 4 (4) France +9% 5 (7) China +34% 6 (5) United Kingdom -13% 7 (6) India -24% 8 (11) Canada +7% 9 (14) Netherlands +11% 10 (12) Italy 0% 2011 Rank (2010) Sector % Change (1) Transport +10 equipment 2 (4) Chemicals -6 3 (2) Electronics (3) Business services (5) ICT -1 6 (6) Industrial +14 machinery and equipment 7 (7) Metals -2 8 (5) Food, Beverages and tobacco 9 (-) Wholesale and retail 10 (10) Pharma, medical and healthcare
34 Market Priorities - MIDAS Priority Markets Priority Sectors USA Europe (France and Germany) Japan China India Brazil UAE Financial & Business Services Advanced Manufacturing Media, Digital & ICT Life Sciences & Medtech Energy & Environment
35 Business Development Priorities Sector Core Value Propositions Financial & Business Services Global Footprint Optimisation for FS companies - High value functions Near-shore service centres European HQ Campaign Digital, Media & ICT 3D content production Children s & Sports Broadcast Gaming Connected/Digital Healthcare (Digital) Biomedical & Life Sciences Bio-pharma Stratified Medicine Connected/Digital Healthcare (Healthcare) Mid-sized Medtech Clinical Trials High Value Advanced Manufacturing & Engineering Graphene/Advanced Materials R&D Food Processing Large Supply Chain Opportunities Energy & Environment Smartgrid Nuclear Process & Design Engineering
36 Sector/Market Matrix Country - Non Europe Lead Gen Acc Mgt P1 sector P2 sector P3 sector USA Financial & Professional ICT & Digital/Creative India ICT & Business Services Digital/Creative China Advanced ICT & Engineering & Digital/Creative Manufacturing Japan Bio-Tech ICT & Digital/Creative Brazil Food, Drink & Chemicals Country - Europe Lead Gen FOC Priority Sectors ICT & Digital/Creative Germany France Energy & Environment Food, Drink & Chemicals ICT & Digital/Creative Financial & Professional Services Bio-Tech & Pharmaceuticals Bio-Tech Bio-Tech & Pharmaceuticals Energy & Environment Advanced Engineering & Manufacturing Bio-Tech Other European markets
37 Routes to Market Direct pro-active work supported by research Intermediaries UKTI Wider Intermediaries Account Management Reactive Contact
38 Questions/Discussion
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