The APEC-CPI project aims to facilitate sustainable energy investment through stakeholder collaboration, business development, and project management. It will provide these three key services across three applications: R&D, utilization, and support of technologies, products, and services. Participating stakeholders include governments, businesses, organizations, and individuals involved in energy. The project will develop an online portal for stakeholders to collaborate, share knowledge, and pursue sustainable energy investment opportunities. An initial survey is being used to understand stakeholders' current involvement with sustainable energy and barriers preventing greater impact.
Cape Town is preparing to leverage the 2010 FIFA World Cup by making infrastructure upgrades, improving access and mobility, developing creative spaces, and enhancing its branding and marketing. Key plans include upgrading facilities like the Cape Town station and Grand Parade area, expanding non-motorized transportation, and establishing the city as a global destination for business, culture, and tourism through hosting major events. The World Cup legacy will include improved stadiums, parks, pedestrian areas and rapid transit systems.
The document outlines the process to finalize the One Cape 2040 vision through stakeholder engagements from August to September 2012 to develop six transitions. From October to December 2012, the draft vision and strategy will be communicated to the public and the plan populated with existing stakeholder work. Implementation and refinement of the plan will occur from 2013 onwards. Supporting infrastructure for the ongoing plan includes an institutional partnership, development of economic leadership capacity, aligned government plans, monitoring and evaluation, and communication. Processes such as data collection and research are also needed.
The document discusses bringing people together in Cape Town through creative and cultural initiatives. It outlines communication channels and events used to facilitate networking including Creative Cape Town Clusters. It discusses five goals for 2010 related to the central city including enhancing citizen participation and contributing to Cape Town's unique experience. The document also outlines plans to build upon the 2010 World Cup legacy through various economic, social and cultural projects. It promotes Cape Town's bid to host COP17 in 2011 and discusses implications of related developments like the CTICC expansion for managing the central city as a permanent events arena. It outlines the 2014 World Design Capital campaign strategy of bringing people together through citywide focus on design for transformation.
The document is the 2010 annual report for Creative Cape Town, which supports and nurtures creativity and innovation in Cape Town, South Africa. It highlights several developments in Cape Town's creative sector that year, including the highly successful Spier Contemporary art exhibition, the opening of new creative venues like the Fugard Theatre and Open Innovation Studios, and Cape Town's bid for the 2014 World Design Capital title. The annual report was meant to introduce readers to Cape Town's active creative community and showcase its growth.
The APEC-CPI project aims to facilitate sustainable energy investment through stakeholder collaboration, business development, and project management. It will provide these three key services across three applications: R&D, utilization, and support of technologies, products, and services. Participating stakeholders include governments, businesses, organizations, and individuals involved in energy. The project will develop an online portal for stakeholders to collaborate, share knowledge, and pursue sustainable energy investment opportunities. An initial survey is being used to understand stakeholders' current involvement with sustainable energy and barriers preventing greater impact.
Cape Town is preparing to leverage the 2010 FIFA World Cup by making infrastructure upgrades, improving access and mobility, developing creative spaces, and enhancing its branding and marketing. Key plans include upgrading facilities like the Cape Town station and Grand Parade area, expanding non-motorized transportation, and establishing the city as a global destination for business, culture, and tourism through hosting major events. The World Cup legacy will include improved stadiums, parks, pedestrian areas and rapid transit systems.
The document outlines the process to finalize the One Cape 2040 vision through stakeholder engagements from August to September 2012 to develop six transitions. From October to December 2012, the draft vision and strategy will be communicated to the public and the plan populated with existing stakeholder work. Implementation and refinement of the plan will occur from 2013 onwards. Supporting infrastructure for the ongoing plan includes an institutional partnership, development of economic leadership capacity, aligned government plans, monitoring and evaluation, and communication. Processes such as data collection and research are also needed.
The document discusses bringing people together in Cape Town through creative and cultural initiatives. It outlines communication channels and events used to facilitate networking including Creative Cape Town Clusters. It discusses five goals for 2010 related to the central city including enhancing citizen participation and contributing to Cape Town's unique experience. The document also outlines plans to build upon the 2010 World Cup legacy through various economic, social and cultural projects. It promotes Cape Town's bid to host COP17 in 2011 and discusses implications of related developments like the CTICC expansion for managing the central city as a permanent events arena. It outlines the 2014 World Design Capital campaign strategy of bringing people together through citywide focus on design for transformation.
The document is the 2010 annual report for Creative Cape Town, which supports and nurtures creativity and innovation in Cape Town, South Africa. It highlights several developments in Cape Town's creative sector that year, including the highly successful Spier Contemporary art exhibition, the opening of new creative venues like the Fugard Theatre and Open Innovation Studios, and Cape Town's bid for the 2014 World Design Capital title. The annual report was meant to introduce readers to Cape Town's active creative community and showcase its growth.
The document discusses measuring business and investment climates at national and sub-national levels. It provides several examples of factors and indicators used to evaluate competitiveness and promote improved economic governance. These include indexes that measure things like market size, infrastructure, taxes, regulations, workforce skills, education levels, innovation, and quality of life. The document emphasizes that successful measurement requires a collaborative approach across sectors and governments, tailored to local objectives. It also notes the need to differentiate factors within sub-national control from those requiring national action.
This document discusses challenges facing risk management in financial institutions. It outlines the current state of increasing regulations, standards, and frameworks. It then discusses four main challenges: 1) Improving efficiency as redundant systems and processes have reduced efficiency. 2) Growing frustration with ongoing new regulations. 3) Keeping pace with increasing business growth and complex products while supporting revenue goals. 4) The complex environment is making it difficult to attract and retain specialized talent.
Innovation and Competitiveness:
Implications for Policy and Saudi Arabia
Professor Michael E. Porter
Global Competitiveness Forum
Riyadh, Saudi Arabia
January 2011
The document discusses the emerging opportunities in corporate governance and compliance management in the changing global scenario. It notes that globalization, common law, e-governance, and single window interfaces are driving increased opportunities, and that corporate governance and compliance management will be key to success. Corporate governance refers to laws, rules, and voluntary practices that enable companies to maximize long-term shareholder value and stakeholder satisfaction. Compliance professionals who have knowledge of both law and management will be responsible for guiding companies through the emerging opportunities and demands in this new environment.
This document summarizes the key points from Sanjeev Bhagowalia's presentation on transforming Hawaii's state government IT and information resource management (IRM). It discusses conducting an assessment that found aging technology and processes, resource shortages, and disconnected efforts across departments. The presentation recommends focusing first on 4 areas: enterprise focus, governance, reengineering business processes, and strengthening technical infrastructure. It identifies candidates for early cross-cutting enterprise solutions and lays out a notional transformation framework and schedule. The goal is providing access to the right information securely and reliably across the state.
Cybage is a product engineering and IT services company with over 4000 employees across North America, Europe, Middle East, and Asia Pacific. It is recognized as the 8th best employer in the IT industry worldwide. Cybage focuses on developing solutions for media, travel, retail, healthcare, legal and telecom domains. It has strong human resources and quality standards but also faces threats from increasing global competition and changing technology landscapes. The presentation evaluates Cybage's strengths, weaknesses, opportunities and threats to identify areas of focus such as transactional and cloud-based solutions.
This document summarizes a presentation given by Kenneth L. Mullins on relating enterprise strategy to business outcomes. It discusses three important ingredients for doing so: performance management, portfolio management, and program/project management. It then provides examples and considerations for transforming an enterprise, making investment decisions, and assessing value and return on investment for government projects and initiatives.
Octo Consulting Group Corporate Capabilities Briefing Slide Sharefnelowet
Octo Consulting Group is an IT consulting firm that has been in business for over 10 years. It has over $100 million in annual revenue and primarily serves government clients, retaining over 90% of its clients. Octo provides services such as enterprise architecture, performance-based acquisition, enterprise portfolio management, and critical program management to clients such as various government agencies and commercial companies.
This presentation explores what Corporate Social Responsibility (CSR) has to do with IT and how IT Service Management best practice can assist organisations in support of a strategic CSR policy.
This document provides an overview and agenda for a presentation on successful IT business integration. Some key points:
1. It discusses the challenges facing IT and business executives in a difficult economic environment with flat IT budgets and increased pressure to demonstrate value.
2. Statistics are presented on top business and technology priorities from a Gartner survey, showing business process improvement and business intelligence as the top priorities.
3. An approach is outlined to transform organizations through self-assessment, defining strategic outcomes, and using balanced scorecards to drive change and close competency gaps.
4. The importance of IT business alignment, governance, and moving from an operational to strategic focus is emphasized to support business goals.
The document summarizes an upcoming workshop on sustainability reporting trends for an energy sustainability interest group. It includes an agenda for the workshop covering topics like GRI reporting trends, GRI collaborations with industry associations, and an electric utilities sector guidance workshop. The workshop will provide presentations and opportunities for feedback from attendees on GRI resources and reporting requirements for the electric utilities industry.
This document summarizes statistics and information presented at an IFAC SMP Forum session on helping small and medium practices meet future challenges and opportunities. Key points include:
- The Australian accounting industry generated $14.3 billion in revenue and employed over 100,000 people in 2011.
- Small and medium practices make up over 50% of the market but face challenges like commoditization and competition.
- Opportunities for practices include leveraging technology, offering new advisory services, and gaining support from professional associations.
Insurance companies face several challenges like industry consolidation, regulatory pressures, shrinking margins, and along with that, demands from shareholders and stakeholders are quite high to stay competitive. In order to stay competitive, they need to transform their processes and operations, improve profitability, reduce cost and meet the ever growing need for improved customer service.
See how MphasiS utilizes various technology resources to improve the insurance industry's operations.
1. The document discusses how the internet impacts corporate strategy and industry structure. It examines essential questions around how economic benefits will be distributed and how the internet will impact profitability and competitive advantage.
2. Three levels of e-business strategy are described from experimentation to integration to transformation. The stages of an e-business strategy process are also outlined.
3. Stage two of the process involves diagnosing the industry environment through analyzing competitors and benchmarking technology, as well as diagnosing the company through assessing customers, suppliers, technologies, and identifying SWOTs.
This document discusses the development of a model called CLARE (Commercial Local Area Resource and Emissions Modelling) to help address gaps in environmental reporting and resource efficiency for businesses. CLARE can estimate direct and indirect greenhouse gas emissions, waste, and water usage for individual businesses and all businesses within a local area. It provides a new perspective by accounting for both on-site ("production") impacts and upstream supply chain ("provision") impacts. The model aims to help businesses benchmark their performance, for governments to track resource use and set targets, and support more sustainable procurement.
SVP Advisors is an international management consulting firm established in 2006 specializing in regulation, economic modeling, business strategy, and corporate finance for the telecommunications, media, and technology sector. The firm has offices in Madrid, Miami, and an associate office in Bangalore, and has worked with clients in over 15 countries. SVP Advisors' team of experienced partners provide services including regulatory strategy, competition analysis, business planning, and transaction support to telecom operators, regulators, and financial institutions.
SVP Advisors is an international management consulting firm established in 2006 specializing in regulation, economic modeling, business strategy, and corporate finance for the telecommunications, media, and technology sector. The firm has offices in Madrid, Miami, and an associate office in Bangalore, and has worked with clients in over 15 countries. SVP Advisors' team of experienced partners provide services including regulatory strategy, competition analysis, business planning, and transaction support to telecom operators, regulators, and financial institutions.
The CBI/KPMG infrastructure survey, conducted in June and July 2012, provides a business-wide assessment of the state of the UK’s economic infrastructure networks. The survey underlines the critical role that infrastructure plays in making the UK an attractive place to do business and in helping firms to take advantage of growth opportunities both here and abroad.
You’ve heard that many industries are moving to the cloud, but can government be one of them? Leading organizations are in fact moving certain technologies into the cloud to save money and improve service effectiveness.
Presentation delivered by Cape Town Partnership CEO Bulelwa Makalima-Ngewana at the Future of Places Summit during Placemaking Week, Vancouver, Canada 12 to 18 September 2016.
The Cape Town Partnership is a non-profit organization that facilitates collaboration around urban transformation. It connects people and organizations to work towards the sustainable development of Cape Town's central business district. The organization's mandate is to develop, manage, and promote the central city as a place for all, focusing on commercial, retail, residential, cultural, tourism, educational, entertainment and leisure activities. In the past year, the Partnership has worked on projects related to creativity, green spaces, mobility, housing, research, technology access, and community engagement.
The document discusses measuring business and investment climates at national and sub-national levels. It provides several examples of factors and indicators used to evaluate competitiveness and promote improved economic governance. These include indexes that measure things like market size, infrastructure, taxes, regulations, workforce skills, education levels, innovation, and quality of life. The document emphasizes that successful measurement requires a collaborative approach across sectors and governments, tailored to local objectives. It also notes the need to differentiate factors within sub-national control from those requiring national action.
This document discusses challenges facing risk management in financial institutions. It outlines the current state of increasing regulations, standards, and frameworks. It then discusses four main challenges: 1) Improving efficiency as redundant systems and processes have reduced efficiency. 2) Growing frustration with ongoing new regulations. 3) Keeping pace with increasing business growth and complex products while supporting revenue goals. 4) The complex environment is making it difficult to attract and retain specialized talent.
Innovation and Competitiveness:
Implications for Policy and Saudi Arabia
Professor Michael E. Porter
Global Competitiveness Forum
Riyadh, Saudi Arabia
January 2011
The document discusses the emerging opportunities in corporate governance and compliance management in the changing global scenario. It notes that globalization, common law, e-governance, and single window interfaces are driving increased opportunities, and that corporate governance and compliance management will be key to success. Corporate governance refers to laws, rules, and voluntary practices that enable companies to maximize long-term shareholder value and stakeholder satisfaction. Compliance professionals who have knowledge of both law and management will be responsible for guiding companies through the emerging opportunities and demands in this new environment.
This document summarizes the key points from Sanjeev Bhagowalia's presentation on transforming Hawaii's state government IT and information resource management (IRM). It discusses conducting an assessment that found aging technology and processes, resource shortages, and disconnected efforts across departments. The presentation recommends focusing first on 4 areas: enterprise focus, governance, reengineering business processes, and strengthening technical infrastructure. It identifies candidates for early cross-cutting enterprise solutions and lays out a notional transformation framework and schedule. The goal is providing access to the right information securely and reliably across the state.
Cybage is a product engineering and IT services company with over 4000 employees across North America, Europe, Middle East, and Asia Pacific. It is recognized as the 8th best employer in the IT industry worldwide. Cybage focuses on developing solutions for media, travel, retail, healthcare, legal and telecom domains. It has strong human resources and quality standards but also faces threats from increasing global competition and changing technology landscapes. The presentation evaluates Cybage's strengths, weaknesses, opportunities and threats to identify areas of focus such as transactional and cloud-based solutions.
This document summarizes a presentation given by Kenneth L. Mullins on relating enterprise strategy to business outcomes. It discusses three important ingredients for doing so: performance management, portfolio management, and program/project management. It then provides examples and considerations for transforming an enterprise, making investment decisions, and assessing value and return on investment for government projects and initiatives.
Octo Consulting Group Corporate Capabilities Briefing Slide Sharefnelowet
Octo Consulting Group is an IT consulting firm that has been in business for over 10 years. It has over $100 million in annual revenue and primarily serves government clients, retaining over 90% of its clients. Octo provides services such as enterprise architecture, performance-based acquisition, enterprise portfolio management, and critical program management to clients such as various government agencies and commercial companies.
This presentation explores what Corporate Social Responsibility (CSR) has to do with IT and how IT Service Management best practice can assist organisations in support of a strategic CSR policy.
This document provides an overview and agenda for a presentation on successful IT business integration. Some key points:
1. It discusses the challenges facing IT and business executives in a difficult economic environment with flat IT budgets and increased pressure to demonstrate value.
2. Statistics are presented on top business and technology priorities from a Gartner survey, showing business process improvement and business intelligence as the top priorities.
3. An approach is outlined to transform organizations through self-assessment, defining strategic outcomes, and using balanced scorecards to drive change and close competency gaps.
4. The importance of IT business alignment, governance, and moving from an operational to strategic focus is emphasized to support business goals.
The document summarizes an upcoming workshop on sustainability reporting trends for an energy sustainability interest group. It includes an agenda for the workshop covering topics like GRI reporting trends, GRI collaborations with industry associations, and an electric utilities sector guidance workshop. The workshop will provide presentations and opportunities for feedback from attendees on GRI resources and reporting requirements for the electric utilities industry.
This document summarizes statistics and information presented at an IFAC SMP Forum session on helping small and medium practices meet future challenges and opportunities. Key points include:
- The Australian accounting industry generated $14.3 billion in revenue and employed over 100,000 people in 2011.
- Small and medium practices make up over 50% of the market but face challenges like commoditization and competition.
- Opportunities for practices include leveraging technology, offering new advisory services, and gaining support from professional associations.
Insurance companies face several challenges like industry consolidation, regulatory pressures, shrinking margins, and along with that, demands from shareholders and stakeholders are quite high to stay competitive. In order to stay competitive, they need to transform their processes and operations, improve profitability, reduce cost and meet the ever growing need for improved customer service.
See how MphasiS utilizes various technology resources to improve the insurance industry's operations.
1. The document discusses how the internet impacts corporate strategy and industry structure. It examines essential questions around how economic benefits will be distributed and how the internet will impact profitability and competitive advantage.
2. Three levels of e-business strategy are described from experimentation to integration to transformation. The stages of an e-business strategy process are also outlined.
3. Stage two of the process involves diagnosing the industry environment through analyzing competitors and benchmarking technology, as well as diagnosing the company through assessing customers, suppliers, technologies, and identifying SWOTs.
This document discusses the development of a model called CLARE (Commercial Local Area Resource and Emissions Modelling) to help address gaps in environmental reporting and resource efficiency for businesses. CLARE can estimate direct and indirect greenhouse gas emissions, waste, and water usage for individual businesses and all businesses within a local area. It provides a new perspective by accounting for both on-site ("production") impacts and upstream supply chain ("provision") impacts. The model aims to help businesses benchmark their performance, for governments to track resource use and set targets, and support more sustainable procurement.
SVP Advisors is an international management consulting firm established in 2006 specializing in regulation, economic modeling, business strategy, and corporate finance for the telecommunications, media, and technology sector. The firm has offices in Madrid, Miami, and an associate office in Bangalore, and has worked with clients in over 15 countries. SVP Advisors' team of experienced partners provide services including regulatory strategy, competition analysis, business planning, and transaction support to telecom operators, regulators, and financial institutions.
SVP Advisors is an international management consulting firm established in 2006 specializing in regulation, economic modeling, business strategy, and corporate finance for the telecommunications, media, and technology sector. The firm has offices in Madrid, Miami, and an associate office in Bangalore, and has worked with clients in over 15 countries. SVP Advisors' team of experienced partners provide services including regulatory strategy, competition analysis, business planning, and transaction support to telecom operators, regulators, and financial institutions.
The CBI/KPMG infrastructure survey, conducted in June and July 2012, provides a business-wide assessment of the state of the UK’s economic infrastructure networks. The survey underlines the critical role that infrastructure plays in making the UK an attractive place to do business and in helping firms to take advantage of growth opportunities both here and abroad.
You’ve heard that many industries are moving to the cloud, but can government be one of them? Leading organizations are in fact moving certain technologies into the cloud to save money and improve service effectiveness.
Similar to EDP_Provincial Competitiveness Index (20)
Presentation delivered by Cape Town Partnership CEO Bulelwa Makalima-Ngewana at the Future of Places Summit during Placemaking Week, Vancouver, Canada 12 to 18 September 2016.
The Cape Town Partnership is a non-profit organization that facilitates collaboration around urban transformation. It connects people and organizations to work towards the sustainable development of Cape Town's central business district. The organization's mandate is to develop, manage, and promote the central city as a place for all, focusing on commercial, retail, residential, cultural, tourism, educational, entertainment and leisure activities. In the past year, the Partnership has worked on projects related to creativity, green spaces, mobility, housing, research, technology access, and community engagement.
Cape Town Partnership presentation to the International Downtown Association ...Cape Town Partnership
This document discusses lessons from designing and managing downtown Cape Town. It focuses on getting the basics right by keeping the area clean and safe. It also discusses how hosting the 2010 FIFA World Cup helped improve Cape Town's downtown and that people are the soul that bring the downtown area to life. The document provides information on Cape Town's downtown and recommendations for African cities.
iZimvo Zase Kasi: Your city; your views; your future. Co-creating the 24-hour...Cape Town Partnership
The document discusses the Central City Development Strategy in Cape Town, which outlines five outcomes and five big ideas to promote a healthy, sustainable central city that is a premier business location, center of knowledge, and popular destination. The strategy aims to address challenges in the central business district and beyond by densifying the city, improving public transportation and spaces, fostering social diversity, and encouraging public participation in co-creating the future of Cape Town as a 24-hour city.
This document outlines a vision and plan for transitioning the Western Cape region of South Africa to a more resilient, inclusive, and competitive economy called One Cape 2040. It identifies six key transitions needed: [1] knowledge, [2] economic access, [3] ecological, [4] cultural, [5] settlement, and [6] institutional. For each transition, it sets foundation and aspirational goals and identifies levers of change to drive the transition. The document also discusses the importance of leadership and collaborative partnerships to achieve this vision.
This document outlines a long-term plan for the Western Cape region of South Africa to promote economic development through 2040. The plan envisions transitioning the region from an inefficient, unequal economy to an innovative, inclusive economy by focusing on 6 areas: education, jobs, sustainability, connectivity, living standards, and leadership. It proposes flagship programs, milestones, and roles for different stakeholders to work collaboratively towards the shared vision of a prosperous Western Cape.
Jay Pather presents on Cape Town public art festival Infecting the CityCape Town Partnership
Jay Pather presents on the Cape Town public art festival, Infecting the City: Public art has always been part of who we are on this continent and in this country. The interconnectedness of the African “us” has often been impeded however, throwing people apart and far away from each other, creating a physical and psychic separation. Infecting the City is a small attempt at igniting this interconnectedness through artistic expression, making public space public.
One Cape 2040 The long-term vision and plan for Western Cape Draft 1Cape Town Partnership
The One Cape 2040 document provides a long-term vision and plan for the Western Cape region of South Africa through 2040. The plan outlines key transitions needed in areas like education, the economy, culture, settlements, and the environment. It identifies goals, interventions, and a step change path to transition the region from its current state to an inclusive, resilient, and competitive future state with higher employment, incomes, equality and quality of life by 2040. The plan also discusses funding and investment strategies, and roles for various stakeholders like government, private sector, labor, and communities to achieve this shared vision.
This document discusses how the world is changing and the implications for the future, particularly by 2040. It acknowledges that understanding economic trends is important but not sufficient to achieve resilient and inclusive growth. The main points discussed are major global shifts happening by 2030, including the rise of China and India as economic powers and the impact of digital media. It also outlines some key challenges facing the Western Cape, such as unemployment, the impact of carbon pricing on exports, social issues like crime and violence, and infrastructure constraints.
The document summarizes an economic CEOs forum held on February 22, 2012 in Cape Town, South Africa. The forum included:
- Welcome and opening remarks from Minister Alan Winde
- A progress report on the Economic Development Partnership (EDP) and its establishment and activities
- A discussion on how to link the regional economic strategy to the National Planning Commission
- A presentation and group discussion on the "Future Cape" think piece focusing on long-term economic challenges and opportunities
- Discussions on mapping key regional economic stakeholders and activities to better coordinate the regional economic development system
The document discusses the rise of emerging markets and frontier markets and the implications for the global economy. It notes that the share of global output is shifting away from developed Western economies and toward emerging economies like China, India, and other developing nations. It highlights economic trends in these markets and discusses how the financial crisis impacted different regions. It also examines developments in specific African countries and considers Africa's potential as a frontier market going forward.
The document provides an overview and progress report of the Western Cape Economic Development Partnership (EDP).
[1] The EDP was established to coordinate regional economic growth, development, and inclusion through building partnerships across government, business and other stakeholders. [2] It will focus on improving the regional economic system and delivery through activities like developing a shared economic vision and strategy, gathering market intelligence, and establishing a single marketing brand. [3] The EDP aims to take a systemic approach to delinking regional economic growth from employment and ensure development efforts have greater impact on inclusion.
The document summarizes convention center statistics and the CTICC's vision and economic impact. It discusses:
1) Global convention center statistics, with the US and Germany hosting the most meetings and Vienna and Barcelona hosting the most internationally.
2) The CTICC's vision is to become the best long-haul international convention center and maximize economic benefits for South Africa.
3) Convention centers provide economic benefits like job creation, tourism, and business for local suppliers. The CTICC contributed R14 billion to the GDP from 2003-2010 and created over 50,000 jobs.
1. Improving the business and investment climate
in the Western Cape: The role of a Provincial
Competitiveness Index
2. Why a provincial competitiveness index?
Provide information to enhance decision-making:
1. For business to determine and validate investment plans
and to assess locations for new operations
2. For communities to hold government accountable
3. For government to benchmark policies and programmes
4. For analysts to evaluate how regions and enterprises
compete on domestic and world markets
5. For transition managers to improve the performance of
the economic delivery system
3. Definition of regional competitiveness
“The ability to attract, retain and develop
firms, other entities and entrepreneurs, with a
stable or rising market share, while linking leading
and lagging areas and increasing the rate of
economic participation and the quality of life of
residents, now and in the future”
4. Model of regional economic competitiveness
Competitiveness factors
Competitive performance
Feedback effects
Use of resources
Productivity Trade
(labour & land)
Key drivers
Technology & Industrial Business ownership Skills &
Connectivity
innovation structure & management capacity
Business & Education, Land supply
Quality of life & Governance
investment training & and physical
amenities & institutions
climate research base infrastructure
Source: Turok, 2006 adapted from Cambridge econometrics
5. Connecting long-term to short-term indices
“Blombos Cave Index”
(monitoring the long-
term transition
Provincial towards an
Competitiveness Index inclusive, resilient and
(better business and competitive regional
Red Tape Reduction investment climate and economy)
Unit (ease of doing enhancing the factors
business) of competitiveness)
9. From Red Tape to Green Carpet
10 measures to improve EIA planning and decision-making
Directorate Development Facilitation, Department of Environmental Affairs
and Development Planning, WCG
10. Provincial Competitiveness Index
1. Regulatory environment
Low barriers to Transparent legal
Enforceable
entry for new and business
contracts
businesses information
Burden of
Ease of trading
complying with
across national
bureaucratic
borders
procedures
11. Provincial Competitiveness Index
2. Role of government
Proactive and Consistent and
Business
creative predictable
incentives
leadership policies
Generating Crime and
future skills violence
12. Provincial Competitiveness Index
3. Resources and infrastructure
Labour:
Municipal
Infrastructure availability of
services
skills
Labour:
Access to
dispute
credit
resolution
13. Provincial Competitiveness Index
4. Sustainability
Business support
Employment
and professional Cost of living
creation
services
Environmental
Quality of life
regulation
14. Multiple dimensions of business and investment climate
success
Scale specific
• Success is determined by processes that are international, national and sub-
national
Sector specific
• For example, export businesses will have different needs to SMEs in services
sector
Business type specific
• Needs of large corporations, SMEs, entrepreneurs and informal sector differ
More than regulation and legal frameworks
• Connectivity, quality of life, cost, human capital, markets, environment
More than FDI attraction
• Establishment, growth and retention of existing businesses as important
15. Roundtable Discussion 2
Business and Investment Climate Index
1. Informal businesses
2. Small, medium and micro
3. Corporates and multinationals
4. Municipalities
5. Investment strategies
Editor's Notes
Adapted from urban geographer Michael Storper (2007), CT Competitiveness Study (2011), SACN Productive Cities indicatorsOther entities = informal sector, non-profits, social entrepreneurs, etc.*Quality of life is a broader developmental concept than ‘standard of living’. The latter is associated with an income measure, usually GDP or GVA per capita. Quality of living, on the other hand, is associated with detailed indicators in eight areas: education, employment, energy, environment, health, human rights, income, infrastructure, national security, public safety, recreation, and shelter