Keynote Address at the Forum on Industrial Policy and City Competitiveness in Bogota, Colombia. Hosted by Secretariat for Economic Development of Bogota and City and UN Habitat
The National Innovation Council (NInC) and the Ministry of Micro, Small and Medium Enterprises (MSME) jointly announced the creation of the India Inclusive Innovation Fund (IIIF). IIIF, which has been approved by the Union Cabinet, was conceived and architected by the NInC as a unique concept which seeks to combine innovation and the dynamism of enterprise to solve the problems of citizens at the base of the economic pyramid in India.
This presentation shows the brand essence framework of Rubics Skills, a skill development program. It gives gives a brief outline of the idea of Rubics Skills.
The National Innovation Council (NInC), Government of India has launched a Global Innovation Roundtable (GIR) as a policy dialogue to outline a new paradigm of inclusive innovation.
Innovation involves thinking differently, creatively and insightfully to create solutions that have an impact in terms of social and economic value.
National Innovation Council (NInC) was setup under the Chairmanship of Mr. Sam Pitroda, Adviser to the PM on PIII to discuss, to analyse and help implement strategies for inclusive innovation in India and prepare a Roadmap for Innovation 2010-2020. NInC would be the first step in creating a crosscutting system which will provide mutually reinforcing policies, recommendations and methodologies to implement and boost innovation performance in the country.
This book highlights some of the key initiatives that NInC has taken in last four years to promote innovations in the country.
The National Innovation Council (NInC) and the Ministry of Micro, Small and Medium Enterprises (MSME) jointly announced the creation of the India Inclusive Innovation Fund (IIIF). IIIF, which has been approved by the Union Cabinet, was conceived and architected by the NInC as a unique concept which seeks to combine innovation and the dynamism of enterprise to solve the problems of citizens at the base of the economic pyramid in India.
This presentation shows the brand essence framework of Rubics Skills, a skill development program. It gives gives a brief outline of the idea of Rubics Skills.
The National Innovation Council (NInC), Government of India has launched a Global Innovation Roundtable (GIR) as a policy dialogue to outline a new paradigm of inclusive innovation.
Innovation involves thinking differently, creatively and insightfully to create solutions that have an impact in terms of social and economic value.
National Innovation Council (NInC) was setup under the Chairmanship of Mr. Sam Pitroda, Adviser to the PM on PIII to discuss, to analyse and help implement strategies for inclusive innovation in India and prepare a Roadmap for Innovation 2010-2020. NInC would be the first step in creating a crosscutting system which will provide mutually reinforcing policies, recommendations and methodologies to implement and boost innovation performance in the country.
This book highlights some of the key initiatives that NInC has taken in last four years to promote innovations in the country.
Creation of an eco-system for design innovation and education in the country through Design Innovation Centres (DICs), Open Design School (ODS) and National Design Innovation Network (NDIN)
Explore Qatar - Youth toward Qatar National Vision 2030Tomas Bento
Youth toward Qatar National Vision 2030 is a chance for young people to look deeper into what Qatar envisions for the country and its people toward 2030. Guest speakers from various fields gave presentation on the four pillars of the National Visions to raise youths' awareness on the country's development.
Qatar’s Model for the National Broadband InitiativeQnbn
This presentation describes the model of the national broadband initiative for Qatar. It talks about Qnbn's role and that of Qatar's government, its relation to the Qatar National Vision 2030, Qnbn's approach and plans for implementing a fiber optics network.
Addressing the needs of rural youth is gathering attention with international development agencies, donors and private companies supporting new initiatives by governmental and non-governmental organizations in many parts of the world and in Africa in particular. Issues surrounding rural youths such as limited access to educational services, dependency on mainly unpaid labour in family farms and working in the informal sector as well as the considerable impact of migration on their livelihoods - especially affecting young women- have been widely recognized as significant. There is overall agreement that if youth issues are not addressed high rates of youth unemployment and under-employment will persist and overall development in African countries could be negatively affected.
In this context and in line with its 2011 – 2015 Strategic Framework, The International Fund for Agricultural Development (IFAD), in partnership with PROCASUR Africa, organized an eight day learning route on Innovative ideas and approaches to integrate Rural Youth in Agriculture. The progress in Kenya between the 11th to the 18th of August 2014.
The aim of this Learning Route was to contribute to lesson-sharing and learning at country and regional level in order to build technical capacities within IFAD´s operations and partners in the ESA region on innovative strategies and approaches to engage rural youth in agriculture, increase employment and reduce poverty.
One of the host case studies of this learning route was the Kenya Youth-to-Youth Fund - Entrepreneurship development organization which aims to provide youth led organizations with both funding and capacity building, thereby enabling them to move from being passive recipients and become active participants in the promotion and creation of youth employment.
I Entrepreneurship Forum, Initiatives in the Mediterranean by Sherif YounisASCAME
This section presented financial programs, initiatives aiding entrepreneurships and the important role of entrepreneurship culture in different Mediterranean regions
Overview and Sponsorship Proposal of the Hands on the Future National TVET Conference & Kenya Skills Show 2016, scheduled for 15-17 September 2016 at KICC in Nairobi, Kenya. Hands on the Future is presented by the Permanent Working Group on TVET in Kenya.
For more information, visit www.handsonthefuture.org
this presentation is about Egypt ICT Trust Fund background and efforts to generate successful employment mechanism for Egyptian youth, women and PwDs, using ICT
In order to foster a grass-root bottoms-up approach to innovation and development and to arrive at solutions for local problems, which are sustainable and scalable, there is a need for seeking out and campaigning for ideas that have the potential to solve challenges. Accordingly, based on the innovative ideas received from the local people regarding developmental projects, a ‘One MP – One Idea’ Competition may be held in each Lok Sabha constituency annually to select the three best innovations for cash awards and certificate of appreciation for next five best innovations.
In January 2017, the Business and Sustainable Development Commission highlighted the huge economic opportunity inherent in meeting the UN 2030 Sustainable Development Goals (the Global Goals).
In June 2016, with the culmination of 18 months work by the the team from IIER, Imperial College, Future Earth Ltd and the Trust, we visited Accra to debut the WASH sector prototype of our modelling app at the Accra International Conference Centre, 22nd June 2016.
resilience.io is an open-source, collaborative
human, ecological, economic, resource systems, modelling platform to enable “public good”
we also showed this video https://www.youtube.com/watch?v=EGyCyxyatAQ
Creation of an eco-system for design innovation and education in the country through Design Innovation Centres (DICs), Open Design School (ODS) and National Design Innovation Network (NDIN)
Explore Qatar - Youth toward Qatar National Vision 2030Tomas Bento
Youth toward Qatar National Vision 2030 is a chance for young people to look deeper into what Qatar envisions for the country and its people toward 2030. Guest speakers from various fields gave presentation on the four pillars of the National Visions to raise youths' awareness on the country's development.
Qatar’s Model for the National Broadband InitiativeQnbn
This presentation describes the model of the national broadband initiative for Qatar. It talks about Qnbn's role and that of Qatar's government, its relation to the Qatar National Vision 2030, Qnbn's approach and plans for implementing a fiber optics network.
Addressing the needs of rural youth is gathering attention with international development agencies, donors and private companies supporting new initiatives by governmental and non-governmental organizations in many parts of the world and in Africa in particular. Issues surrounding rural youths such as limited access to educational services, dependency on mainly unpaid labour in family farms and working in the informal sector as well as the considerable impact of migration on their livelihoods - especially affecting young women- have been widely recognized as significant. There is overall agreement that if youth issues are not addressed high rates of youth unemployment and under-employment will persist and overall development in African countries could be negatively affected.
In this context and in line with its 2011 – 2015 Strategic Framework, The International Fund for Agricultural Development (IFAD), in partnership with PROCASUR Africa, organized an eight day learning route on Innovative ideas and approaches to integrate Rural Youth in Agriculture. The progress in Kenya between the 11th to the 18th of August 2014.
The aim of this Learning Route was to contribute to lesson-sharing and learning at country and regional level in order to build technical capacities within IFAD´s operations and partners in the ESA region on innovative strategies and approaches to engage rural youth in agriculture, increase employment and reduce poverty.
One of the host case studies of this learning route was the Kenya Youth-to-Youth Fund - Entrepreneurship development organization which aims to provide youth led organizations with both funding and capacity building, thereby enabling them to move from being passive recipients and become active participants in the promotion and creation of youth employment.
I Entrepreneurship Forum, Initiatives in the Mediterranean by Sherif YounisASCAME
This section presented financial programs, initiatives aiding entrepreneurships and the important role of entrepreneurship culture in different Mediterranean regions
Overview and Sponsorship Proposal of the Hands on the Future National TVET Conference & Kenya Skills Show 2016, scheduled for 15-17 September 2016 at KICC in Nairobi, Kenya. Hands on the Future is presented by the Permanent Working Group on TVET in Kenya.
For more information, visit www.handsonthefuture.org
this presentation is about Egypt ICT Trust Fund background and efforts to generate successful employment mechanism for Egyptian youth, women and PwDs, using ICT
In order to foster a grass-root bottoms-up approach to innovation and development and to arrive at solutions for local problems, which are sustainable and scalable, there is a need for seeking out and campaigning for ideas that have the potential to solve challenges. Accordingly, based on the innovative ideas received from the local people regarding developmental projects, a ‘One MP – One Idea’ Competition may be held in each Lok Sabha constituency annually to select the three best innovations for cash awards and certificate of appreciation for next five best innovations.
In January 2017, the Business and Sustainable Development Commission highlighted the huge economic opportunity inherent in meeting the UN 2030 Sustainable Development Goals (the Global Goals).
In June 2016, with the culmination of 18 months work by the the team from IIER, Imperial College, Future Earth Ltd and the Trust, we visited Accra to debut the WASH sector prototype of our modelling app at the Accra International Conference Centre, 22nd June 2016.
resilience.io is an open-source, collaborative
human, ecological, economic, resource systems, modelling platform to enable “public good”
we also showed this video https://www.youtube.com/watch?v=EGyCyxyatAQ
Smart Republic - Multi Partner Platform for Collaborative Development of Smart Cities and Smart Villages.
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This presentation highlights the state of S&T through the perspective of Science Governance, Industry and Education. This was used as a scene setting presentation for scenario planning session.
The topic was delivered by Shri B.S. Mubarak IFS, Director (South) – Ministry of External Affairs, Government of India, Delhi | Former Consul General of India in Saudi Arabia.
It was over 30 years ago that NIIT committed itself to developing manpower for India 's slowly awakening IT sector. In doing so, it not only pioneered a brand new industry— the IT training segment—it also fueled the fire of entrepreneurship in the country. Within a few years of rapidly expanding its presence in the country, NIIT launched its most impressive innovation yet—a path-breaking franchisee-based business model (Earned it the epithet of "the McDonalds of the IT training world" by the Far Eastern Economic Review.
NIIT is poised to enter hitherto unexplored markets where there is a demand for quality computer education. The company is on the lookout for partners that can share its vision and goals and deliver on its promise of "bringing people and computers together.”
Individuals or Companies with fire in their bellies that want to make a difference by transforming lives are invited to join the NIIT umbrella.
Using Industry 4.0 Technologies to Enrich Manufacturing SMEs in EgyptNile University
This presentation is a Proposal of how Industry 4.0 technologies can enrich the manufacturing SMEs in Egypt by describing the potential, challenges, and recommendations for successful implementation.
Rising High - Celebrating 6 years of excellenceFiinovation
Here is our 7th edition of Dnote Xpress capturing our 6 successful years in the industry.
Keeping in line with Henry Ford, we believe ‘coming together is a beginning; keeping together is progress; working together is success.’ Taking the journey forward….
Follow us to know more on CSR & Sustainability
University of Cape Town Graduate School of Business Research Seminar What is...Graham Sinclair
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with Graham Sinclair
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Aggregating available information in 2011, the assets under management may be more than US$ 125 billion, making Africa a top 10 global marketplace for sustainable investment. Major emerging markets like South Africa, Morocco and Egypt, and frontier markets like Nigeria, Mauritius and Kenya represent new investable opportunities for global emerging markets investors, and African pension funds, banks and insurance companies looking for long term investments. South Africa has seen some major new developments, such as revised pensions regulation 28, voluntary initiatives such as CRISA, PRI and Carbon Disclosure Project, hosting COP17, carbon tax proposals and investment value chain projects, and the emergence of integrated reporting. The impact investing theme has attracted billions of assets from investors. But what is the impact on sustainable development? What has been learned by the Sustainable Returns project mapping the investment value chain in southern Africa, and the state of environmental, social and governance (ESG) integration?
In 2012, the inaugural AfricaSIF.org Marketplace Trends Report 2012 project will research, analyze and publish a report on the sustainable investment market size and dynamics in 54 countries in Africa. In parallel, for the first time, global SIFs are harmonizing their reporting approaches, so AfricaSIF.org will present an Africa report and contribute the Africa coverage into the global SIFs Trends Report in December 2012. The report will answer the question: how much sustainable investment is in Africa today, and what does it look like? The report is designed to offer a marketplace survey of the institutional investment industry in Africa focused on investments that in some way cover environmental, social and governance factors. The activities of portfolio investors, fund management industry, stock exchanges and other stakeholders will be covered, where relevant, to describe the marketplace. AfricaSIF.org Marketplace Trends Report 2012 project seeks to offer participants learnings on what is / is not being done in Africa, and the ongoing risks and opportunities in the context of economic development in Africa.
SinCo - http://www.sincosinco.com/sustainable-returns-project.php
AfricaSIF.org - http://www.africasif.org/marketplace-and-trends-report.php
GCRF: Demonstrate impact in meeting the Sustainable Development Goals - Janet...KTN
The aim of this competition is to support demonstration-stage projects that have the potential to improve lives of people living in lower income countries and emerging economies. It will support projects that address one or more of the global societal challenges recognised as the UN Sustainable Development Goals through development of innovative, market-creating products and services.
This is a two-phase competition. Phase 1 projects must explore the feasibility of running a demonstration project in phase 2 and applicants can use a human-centred design or technical feasibility approaches during this phase. A successful sub-set of phase 1 projects will be invited to apply for phase 2.
Funding has been allocated from the Global Challenges Research Fund (GCRF), a £1.5 billion fund to support cutting-edge research which addresses the problems faced by developing countries. GCRF will address global challenges through disciplinary and interdisciplinary research and innovation, and will strengthen capability for research and innovation within both the UK and developing countries, also providing an agile response to emergencies where there is an urgent research need. GCRF forms part of the UK’s Official Development Assistance (ODA) commitment and will be awarded in a manner that fits with ODA guidelines.
The webcast recording is now available: https://youtu.be/Ej4oyVi9INY
Find out more about the GCRF Demonstrate Impact Programme: https://ktn-uk.co.uk/programmes/gcrf-demonstrate-impact-programme
A global programme in collaboration with GEF, UNIDO and CTO USA. GCIP intends to identify promising Startups and SMEs by providing mentoring, training, showcasing and connecting with potential partners, venture capitals and customers.
Through the Global Challenges Research Fund (GCRF), Innovate UK will invest up to £9.3 million in innovation projects. The aim of this competition is to support demonstration-stage projects that have the potential to improve lives of people living in lower income countries and emerging economies. It will support projects that address one or more of the global societal challenges recognised as the UN Sustainable Development Goals through development of innovative, market-creating products and services. These projects should ultimately lead to the deployment of those products or services within those countries.
This is a two-phase competition. Phase 1 projects must explore the feasibility of running a demonstration project in phase 2 and applicants can use a human-centred design or technical feasibility approaches during this phase. A successful sub-set of phase 1 projects will be invited to apply for phase 2.
Funding has been allocated from the Global Challenges Research Fund (GCRF), a £1.5 billion fund to support cutting-edge research which addresses the problems faced by developing countries. GCRF will address global challenges through disciplinary and interdisciplinary research and innovation, and will strengthen capability for research and innovation within both the UK and developing countries, also providing an agile response to emergencies where there is an urgent research need. GCRF forms part of the UK's Official Development Assistance (ODA) commitment and will be awarded in a manner that fits with ODA guidelines.
Find out more about the GCRF Demonstrate Impact Programme: https://ktn-uk.co.uk/programmes/gcrf-demonstrate-impact-programme
Similar to Enhancing City Competitiveness of Bogota (20)
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In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
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GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
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The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
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2. Heatmap utilization for testing
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Enhancing City Competitiveness of Bogota
1. Infrastructure and Skills: Some lessons from
Singapore’s experience
Parth S. Tewari, The World Bank Group
Bogota, July 17th, 2013
1
2. Seven decades ago when over 90% of India was rural Mahatma
Gandhi had asserted that
"The future of India lies in it’s villages“
2
3. By 2050, 70% of the world will live in cities and this will have
significant implications
Cities Matter: socially, politically and economically
Emerging points of engagement and delivery for corporations
Nodes of growth outperform rest of the country and generate ideas that shape the world
Urbanization structurally changes social fabric
Effective models of
public-private
funding
partnerships
Long term
green
strategy
Hard
infrastructure
and soft
infrastructure
3
$53 trillion of global
infrastructure
investment needed in
next 20 years
+
One in 5 people aged
15 - 24 has not
completed primary
school and lack the
basic skills for life and
work
4. Today’s Discussion
• The World Bank Group context
• What makes a city competitive?
• Some lessons from the Singapore experience
4
5. The World Bank Group’s mission is to reduce global poverty
which is delivered through five organizations
The World Bank
International
Bank for
Reconstruction
and
Development
International
Development
Association
International
Finance
Corporation
5
Multilateral
Investment
Guarantee
Agency
International
Centre
for Settlement of
Investment
Disputes
6. Competitive Industries (CI) global practice operates at the
unoccupied middle, bridging macro and micro
Long-term shifts in
broad development
Economy-wide
Government investment,
policies to provide public
goods with high economic
returns
Unlocking
investments, growth
and jobs
Spatial; value chain; industry levels
Private sector investment
Short-term development
outcomes at smaller scale
(e.g. through better
financing and strategies)
Firm-level
6
7. CI initiated US$1 billion* in new projects in 2012
Not exhaustive
Macedonia
Developing high-value
manufacturing, unlocking
the potential for
agribusiness and upgrading
trade logistic services
Afghanistan
Creating a resource
growth corridor
around large-scale
mine investments
Realizing potential of
Buddhist tourist circuit
West Bank/Gaza
Value chains in
agribusiness and ICT
Haiti
Developing tourism
destinations and
enterprises in the north of
the country, around
citadels, national park,
and cultural heritage
Brazil
Economic
competitiveness
components in subnational projects
India
Vietnam
Regional industrial
competitiveness project to
develop jobs in the refinery
value chain
Niger
Indonesia
Development of
meat and butchery
industry and
supporting mining
value chains
City competitiveness
planning and analysis
capacity building (labs)
Africa: multiple countries
Growth poles and Value Chain projects in Mozambique,
Nigeria, Burkina Faso, Madagascar, DRC, Senegal, Kenya,
Ghana, Ethiopia, Cote D‟Ivoire and Tanzania.
* Actual or estimated loan commitment
7
8. CI is witnessing a surge in demand for lending and technical
assistance
2.5
$2.2 B
2
Lending
portfolio
1.5
1
$1 B
0.5
0
Last Year
Technical
assistance
This Year
50+ advisory projects
providing high-level
knowledge and TA to
governments, including 12 in
conflict affected countries
8
Some new projects
• Vietnam regional
competitiveness
• Haiti Business Development
and Investment Project
• Mozambique Integrated
Growth Poles Project
• Macedonia Competitiveness
DPL
Timely new knowledge
• Competitive SMEs paper
• Africa Competitiveness Report
2012
• Sector Prioritization toolkit
• Growing Africa: Unlocking the
Potential of Agribusiness
• Industrial Policy Implementation
9. Various product themes form part of CI engagements
1
3
4
• Investments (e.g. in SMEs) to raise local
economy’s share of an industry‟s upward and
downward value chain, facilitate moving up the
value chain, and build clusters.
Competitive
SMEs
• Inclusive policies and initiatives that support the
development of a small but high potential section
of SMEs, called competitive SMEs, which drive
economy‟s competitiveness
Zones and
growth
poles
Competitive
cities
5
• Areas of exceptional policy regime and public
goods provision composed of competitive
industry clusters
• Targeted actions to unlock the growth potential of
several industries based around an exogenous
asset, through provision of public goods
Analytical approaches
2
Value
chains and
linkages
• Policies and investments at an urban level to create
more competitive local urban economies based on a
city‟s „economic vocation‟
Common objective: remove the binding constraints to
rapid growth of competitive industries
9
• Analytical tools
to diagnose
the problem
(i.e., what
constraints are
most
important) and
optimal
solutions (i.e.,
what actions
yield greatest
economic
return)
• Cross-cutting
for all other
products, or
offered as
stand-alone
10. CI has also empanelled a world-class advisory board to augment
our thinking and to enhance our delivery
1. Dato Sri Idris Jala, CEO,
PEMANDU
7. Prof. Dani Rodrik, Harvard
University
2. Shri Arun Maira, India Planning
Commission
8. Prof. Ricardo Hausmann,
Harvard University
3. Prof. Eduardo Bitran, Ministry of
Public Works, Chile
9. Prof. Charles Sabel,
Columbia University
4. Prof. Antoni Subira, Ministry of
Industry, Catalonia
10.Prof. Francis Fukuyama,
Stanford University
5. Mr. Clinton Dimes, CEO BHP,
China
11.Prof. Mushtaq Khan, SOAS
6. Mr. Kibati Mugo, DirectorGeneral, Kenya Vision 2030
Delivery Board
10
11. Today’s Discussion
• The World Bank Group context
• What makes a city competitive?
• Some lessons from the Singapore experience
11
12. City competitiveness is complex and requires an integrated
approach
Unlocking city competitiveness through CI
Collaboration between public and private:
• to identify opportunities and constraints
• to jointly agree on targeted support program
• Jobs
Demand
for
support
• Incomes
1
2
3
4
Regulatory
environment
Infrastructure
City specific
financing
Skills and
capabilities
Advisory
services and
technical
assistance
Coordination
across
stakeholders, joint
policy dialogues
Public and private
financing, institution
s, special purpose
vehicles
5
Technology
and
innovation
Private
investment
(e.g., IFC in
firms, PPP)
Programmatic support across WB and IFC
12
• Investments
Guarantee
services
13. CITY GOVT
NATIONAL
GOVT
Some aspects of the five pillars are beyond “City Limits”
Inter-Ministerial
coordination
Project
Implementation
Units
Agency
coordination
Performance
management
PRIVATE
SECTOR
Ease of doing
business
Lobbying for
industryspecific
policy
changes
Regulatory
Environment
Highways
Ports
Airports
National Grid
PPP Laws
Land Use
plan
Connectivity
and access
to markets
Quality and
availability of
utilities
implementing
Infrastructure
Projects
Utility costs
National Tax
Revenues
Fiscal
Management
Municipal
Tax
Revenues
Road, Water
Taxes
Immigration
Policies to
attract talent
Finance for
Capital Up
gradation
National
Skills
Development
Plan
Innovation
Policy
Knowledge
hubs
Investing in
R&D
Linking firms
with
academia
Adopting
innovative
technologies
Talent
Recruitment
Investing in
R&D
Training
Programs
Adopting
innovative
technologies
Skills
Innovation
City Bonds
Equity and
Debt
Allocation of
capital
Urban Infra
Financing
13
14. Roles and responsibilities of different agencies in infrastructure
development in Singapore
Air Transport Division
Oversees the planning
and development of
civil aviation policies
Provides inputs to and
implements civil aviation
policies in Singapore
Corporatized;
manages and reinvests in Changi
Airport
Sea Transport Division
Oversees maritime
policies
Responsible for overall
development and
growth of port of
Singapore
Land Transport Division
Oversees land policies
which strive to maintain
a world-class land
transport
Responsible for
planning, operating, and
maintaining land
transport infrastructure
and systems, including
roads and train tracks
Corporatized; Owns and
operates
operates
Jurong Port
Keppel and
Pasir Panjang
Terminals
Owns and operates
public bus and rail
systems; listed on
SGX
Source: Various Singapore Government websites; Team analysis
14
Master Planning
National land use planning authority;
coordinates closely with infrastructure
agencies on planning and
implementation [Ministry of National
Development]
Industrial Park Planning and
Development
Plan, promote and develop industrial
landscape [Ministry of Trade and
Industry]
Energy Market Regulator and
Promoter
Regulate and promote energy sector
[Ministry of Trade and Industry]
Infocomm Regulator and Promoter
Regulate and promote infocomm
sector [Ministry of Communications
and Information]
15. Roles and responsibilities of different agencies in skills
development in Singapore
To develop local workforce
and to manage foreign talent
policies
Directly manage
primary, secondar
y and preuniversity
education
providers
Directly manage
inflow of foreign
talent through
comprehensive
system of
To develop and strengthen the employment
Continuing Education and
passes, S-passes
Training System to encourage and work permits
lifelong learning and
advancement
Each of three
universities exists
as separate
statutory board
Institute of
Technical
Education exists
as separate
statutory board Council of Private
Education
Each of five
regulates and
polytechnics
develops private
exists as separate
education
statutory board
providers
Source: Various Singapore Government websites; Team analysis
15
16. Today’s Discussion
• The World Bank Group context
• What makes a city competitive?
• Some lessons from the Singapore experience
16
17. Singapore punches above its weight by dynamic policy
implementation and by leveraging its geographic advantage
Singapore’s share of World
Basis points
220
38
7.6
0.05
0
~0
Land
Energy resources1
Basic Materials2
Human and natural endowments
1 Energy resources include petroleum, natural gas and coal
2 Basic materials scan included Iron ore, Copper ore, Bauxite
Source: World Bank; USGS; EIA; Team analysis
17
Population
GDP
Trade
18. The country has covered a lot of distance in the last five decades…
1960
Today
• No natural resource endowment
• Minimal industrial base (mainly in
non-durable consumer goods)
• Withdrawal of British military base
• Low education base
• High unemployment (~9%)
• Small domestic market and loss of
a common market, i.e. Malaysia
• Over-dependent on entrepot trade
and servicing British navy base
• #1 Ease of Doing Business
• #1 Gallup Net Migration Index
• #1 skilled labor in Asia-pacific
• #2 WSJ Index of Economic Freedom
• #2 in best investment potential
(BERI)
• #2 WEF Global Competitiveness
Index
• #11 Economist Quality of Life Index
• Asia‟s most “Tech-ready” City, PwC
Global IT Report
Source: Various websites; Team analysis
18
19. …and the approach is sustainable
Clean air: seeks to phase out diesel use from
factories and industries and to test sustainable
energy generation from hydrogen fuel and solar.
Clean water: focuses on supplying water to all
homes and industries through the national „Four
Taps Strategy‟ of sourcing water from its own
reservoirs, from Malaysia, from recycling (NEWater),
and through desalination.
Clean land: emphasizes the continuing recycling
efforts at the national scale to ensure that virtually
no waste will be going into landfills in 50 years.
Source: Singapore‟s Sustainable Development Blueprint 2009
19
20. Some guiding principles from the Singapore experience
Pragmatic and
dynamic planning
Customized best
practices with
short feedback
loops
Coordinated
implementation
with accountability
across agencies
20
22. Singapore’s economy has evolved to stay competitive – 2/2
Export
Orientation and
Labor-intensive
Manufacturing
Import Substitution
1965 - 1985
1960 - 1964
Innovative
Competitiveness
Capital-intensive
Manufacturing
1997 – 20XX
1986 - 1997
Regulatory
Environment
• Import tariffs, quotas
to protect infant
manufacturing
• Twin engines approach of
manufacturing and services
• Nationalized where private
sector lacked expertise (GLCs)
• Cluster development strategy
adopted
• Business friendly investment
climate
• Focus on higher value-added
industries (e.g. biomedical
sciences)
Urban
Infrastructure
• Jurong Industrial
Estate begins
development
• EDB established in ‟61
• URA‟s 1971 concept plan
provided industrial estates just
outside central ring
• Plug-and-play industrial
environment
• Seven offshore islands
reclaimed into Jurong Island
• 2 technology corridors
marked for development
• URA instituted “impact-based”
zoning
• Industry-specific infrastructure
prioritized
Skills &
Capabilities
• Survival-driven phase
• Basic education
expands quickly
• Technical Education
Department set up at the
Ministry of Education
• Skills training centers with
Tata, Rollei and Phillips
• ITE established for high quality
technical and vocational
education.
• Local industry upgrading
program
• Programs to nurture local
science and R&D talent, and
attract foreign high skilled
labor introduced
Financing
•S$100 million start up
grant for EDB
•Loans to companies
from revenue surpluses
• FDI in manufacturing through
Economic Expansion Incentives
Act
• Services growth through
headquarter tax incentives
• S$1 billion CDF launched to
catalyze high growth clusters
• EDBi, investment arm of
EDB, sets up department for
biomedical sciences
• Singapore Sciences Park 1 built
• National Computer Board formed
• Close coordination between
industry and tech institutes
for technology sharing
• Major resource commitment
made to science and R&D in
schools and colleges
Innovation &
technology
• Generic standard
factories
Discussed further
Source: Civil Service College of Singapore (May 2012)
22
23. A well designed focus on petrochemical has made Singapore
Asia’s #1 oil hub
2011 manufacturing output: S$285 B
Jurong Island: benchmark petrochemicals
cluster
Single island formed in 1995 from 7 small
islands
3000 hectares costs $7 billion in reclamation
costs
Singapore Is:
Asia‟s Leading oil hub (3rd largest
trading hub globally)
Hosts 95 industry heavyweights, such as
BASF, Celanese, Exxonmobil, Dupont, Mitsui
Chemicals, Chevron Texaco, Shell and
Sumitomo Chemical.
Drawn investments of US$42 billion and
employs about 8,000 people as of 2012.
Top 5 export refining hub at a
single location
Top 10 global chemicals hub
Source: Economic Development Board of Singapore (Apr 2013)
23
24. Jurong Island’s plug and play infrastructure maximizes
value creation
- “Plug and play" infrastructure, saves costs through shared third-party utilities and
services, and build synergy through product integration.
- Logistics hub: storage tanks, chemical warehouses, tank filling, cleaning and
maintenance, drumming and waste treatment facilities. Also used by companies to do
trans-shipment, bulk breaking and distribution
Source: Economic Development Board of Singapore (Apr 2013); JTC (Apr 2013)
24
25. Skill development covering formal education and vocational
training led to significant productivity improvements for the sector
Formal education
Vocational training
Chemical Process Technology Centre (CPTC)
trains recruits for energy and chemical industry
Institute of Chemical and Engineering Sciences
undertakes world class research programs and
processes for chemical industry.
ITE established as a post-secondary technical
education institution in 1992
World-class facilities: ITE College East
2004, S$184.6 million), ITE College West 2010
$260 million, ITE College Central coming in
2013.
Highest proportion of locals employed and skills profile among manufacturing
industries
Remuneration/worker for chemical sector is twice that of the manufacturing average
Source: Economic Development Board of Singapore (Apr 2013); Speech by Minister of Trade and Industry (2009)
http://www.news.gov.sg/public/sgpc/en/media_releases/agencies/mti/speech/S-20090925-1.print.html?AuthKey=
25
26. Industry-specific skill building moves students to growth
sectors, reduces over-supply in lag industries
Ministry of
Manpower
Specific
Industry
Groups
Univs, Polytech
nics and
technical
institutes
Identify critical manpower
needs; project demands for
future skills.
EDB
Ministry of
Education
Use skill projections to
inform education
planning
Results:
- Across the board boost in skills in every job through partnership of enterprises, people, unions and government
- Deepening capabilities among Singapore companies to seize opportunities in new markets and industries.
- Making Singapore a distinctive global city to attract the best talent.
Source: OECD Case Study on Singapore’s education system
26
27. Institute of Technical Education ITE
• Established as a post-secondary technical
education institution in 1992 to promote
Vocational Training
• Practice-oriented curriculum, process-based
teaching
• IT-based teaching and learning environment
• High employability in the job market.
Learning:
• Policy shift towards Vocational Training to go hand in hand with development
• Changing public perception and positioning ITE As a Post-Secondary Institution
• Leveraging industry partners to develop specialized skills
• Use ITE as a tool to attract right type or FDI
Source: International Symposium on vocational training, keynote address by Dr. Law Song Seng, Director and CEO, ITE
27
28. Singapore’s economy has evolved to stay competitive
Export
Orientation and
Labor-intensive
Manufacturing
Import Substitution
1965 - 1985
1960 - 1964
Innovative
Competitiveness
Capital-intensive
Manufacturing
1986 - 1997
1997 - 2010
Regulatory
Environment
• Import tariffs, quotas
to protect infant
manufacturing
• Twin engines approach of
manufacturing and services
• Nationalized where private
sector lacked expertise (GLCs)
• Cluster development strategy
adopted
• Business friendly investment
climate
• Focus on higher value-added
industries (e.g. biomedical
sciences)
Urban
Infrastructure
• Jurong Industrial
Estate begins
development
• EDB established in ‟61
• URA‟s 1971 concept plan
provided industrial estates just
outside central ring
• Plug-and-play industrial
environment
• Seven offshore islands
reclaimed into Jurong Island
• 2 tech corridors marked for
development
• URA instituted “impact-based”
zoning
• Industry-specific infrastructure
prioritized
Skills &
Capabilities
• Survival-driven phase
• Basic education
expands quickly
• Technical Education
Department set up at the Min of
Education
• Skills training centers with
Tata, Rollei and Phillips
• ITE established for high quality
technical and vocational
education.
• Local industry upgrading
program
• Programs to nurture local
science and R&D talent, and
attract foreign high skilled
labor introduced
Financing
•S$100 million start up
grant for EDB
•Loans to companies
from revenue surpluses
• FDI in manufacturing through
Economic Expansion Incentives
Act
• Services growth through HQ tax
incentives
• S$1 billion CDF launched to
catalyze high growth clusters
• EDBi, investment arm of
EDB, sets up department for
biomedical sciences
• Singapore Sciences Park 1 built
• National Computer Board formed
• Close coordination between
industry and tech institutes
for technology sharing
• Major resource commitment
made to science and R&D in
schools and colleges
Innovation &
technology
• Generic standard
factories
Discussed further
Source: Civil Service College of Singapore (May 2012)
28
29. With changing times, Singapore is pursuing a new frontier yet
again
In the 1990s Singapore decided on a strategy to widen its industrial base from
manufacturing and service sectors to higher value added services that would
need research based cluster of activities.
Sets the agenda and sector for
focus and promotion
Relevant ministries called upon
to set in place appropriate
policies
Relevant agencies create action
plans to support direction from
ministries
Research institutes and
laboratories then become
recipients of funds for their
selected programs
Source: NRF presentation 2006
29
30. Biomedical sciences identified as one of the sunrise industries
Market sensing approach to sector
prioritization
• Growing market for research in diseases
prevalent in Asian ethnic groups
• Exploitable gap, since US clamp down on
stem cell research
• Culture of celebrating science learning in
Singapore, existing pharmaceutical
manufacturing
2.4% of GDP spent on R&D in 2006
24,500 scientists and engineers employed
$18.8 bn of biomedical manufacturing output in 2007; $10.1 bn in value added
30
31. Co-location of research, delivery, private, public at the biotech
cluster creates opportunities for integrated offerings
• Phase 1: Two buildings dedicated to private sector biomedical players. Five more
buildings house seven biomedical research institutes that are under A*Star.
• Phase 2: Two more buildings house public research units, corporate R&D labs.
• Phase 3: Multi-tenanted research facility bridges private and public sector
research work
31
32. The cluster helps local and global scientific minds collaborate
Developing home-grown scientific talent
In 1987, Institute of Molecular and Cell Biology set up at NUS
A*Star and EDB launch $1 bn scholarship program to fund undergraduate and graduate
training for scientists
PhD students to work with leading global scholars, then continue PhD research in
Singapore
Long gestation period signals commitment to developing the industry
Attracting global talent
“Signaling” to wider industry that Singapore was creating a global biomedical industry
Attracted established leaders in the field to be part of new cluster
Nobel Prize winners and well known scientists take the helm of newly formed research
institutes, IMCB and Genome Institute
Liberal policy for inward migration of high-skilled workers
Forming a global network
Singapore Global Network: Karolinska Institute of Sweden, University of Sydney Cancer
Centre, Cambridge University and US National Cancer Institute International Advisory
Panels with top researchers
Biotech firms like Glaxo, Eli-Lily, Schering-Plough, Lonza use Singapore as a research
base
Source: Singapore government case study on biomedical cluster development
32
33. Some guiding principles from the Singapore experience
Pragmatic and
dynamic planning
Customized best
practices with
short feedback
loops
Coordinated
implementation
with accountability
across agencies
33
34. Some lessons from the Singapore experience
Pragmatic and dynamic
planning
Coordinated execution
with accountability across
agencies
Customized best
practices with short
feedback loops
• Structural shift in economy four times over four decades
• Ongoing Prioritization of sunshine sectors leveraging human capital
strengths and high global demand potential
• Land Acquisition Act allowed government to reclaim and amalgamate
seven islands to form Jurong
• Economic Expansions Incentives Act, OHQ Tax Incentives, ITE
setting up, tie ups with Philips, Tata were pragmatic institutional
responses to industry demands.
• EDB, URA, JTC work in tandem to deliver Jurong cluster
• EDB‟s BioOne Capital and BMSG work with A*Star‟s BMRC to
support the biomedical cluster
• Ministry of Manpower, Education and EDB work together to identify
and mitigate skills gaps
• Well qualified civil servants have flexibility to rotate and are paid well
• Public service quality pegged to performance with variable pay
• A carefully crafted culture of a learning society
• International advisors on government committees to provide policy
inputs and help strategize
• New growth frontiers inspired by Korea/Taiwan‟s success in value
added manufacturing
• Biopolis inspired by North Carolina research
triangle, Stanford/Silicon Valley nexus
• Strong links with private sector allows constant feedback
34
35. Some questions for Bogota to further the discussions
• What are the constraints to Bogota becoming a globally
competitive city? What are urgent problems to solve in the
regulatory, infrastructure, access to finance, skills and innovation
pillars?
• What are Bogota‟s next potential industry success stories and
how can they be effectively energized?
• How to implement competitiveness reforms in Bogota – what
kind of pragmatic planning, execution support and international
lessons does the city need?
35
36. GRACIAS!
Parth S. Tewari
Head, Competitive Industries Practice
Finance and Private Sector Development Network
The World Bank Group, Singapore
ptewari@worldbank.org
36
Editor's Notes
He said this for a couple reasons:XX percent of India at that time used to live in its villagesWe believed that a cell based structure was the most robust way for widespread growth
WInfrastructure to be built and improved to sustain rapid urbanization$53 trillion in global infrastructure investment needs over next 20 years: OECDRequired 25 million km of paved roads; 335,000 km of rail tracks by 2050: IEAQuality infrastructure is a key pillar of international competitivenessInfrastructure networks help integrate national markets, is trade enhancing, and positively impacts economic growthTop 3 infrastructure concerns: Effective models of public-private funding partnerships, long term green strategy and managing interdependencies between physical infrastructure and infostructureEducation and skills need to keep step250 million children worldwide unable to read and writeOne in 5 people aged 15 - 24 has not completed primary school and lack the basic skills for life and workEducated, skilled talent pool promotes innovation, attracts right industries, crucial for cities to re-invent themselves, generate more quality human capital through imitation effects
http://app.mewr.gov.sg/data/ImgCont/1299/Chapter03-Vision&Goals.pdfBlueprint prepared by the Inter Ministerial Committee on Sustainable Development.The Inter-Ministerial Committee on Sustainable Development (IMCSD) was set up in January 2008 to formulate a national strategy for Singapore’s sustainable development in the context of emerging domestic and global challenges.The IMCSD is co-chaired by the Minister for National Development MrMah Bow Tan, and the Minister for the Environment and Water Resources DrYaacob Ibrahim. The members are: the Minister for Finance MrTharmanShanmugaratnam, the Minister for Transport Mr Raymond Lim, and the Senior Minister of State for Trade & Industry Mr S Iswaran.
Forward looking, integrated planningOverriding objective for employment growth.Flexible, adaptive, responsive to market signalsSpecific targets for agencies defined after negotiations with parent Ministry.Ambitious in the long term, practical in the short termEmpowered Agencies, criticalpublic goods- Agencies empowered to act, with sufficient budgetary support - Well qualified civil servants with benefits and flexibility to rotate.- Provide public goods that answer the most critical constraintsAddress cross cutting constraintsPublic-private partnerships to ensure skill up gradationInvesting heavily in a well coordinated transport system that improves inter and intra city connectivity- Integrated structure of urban development with long term plan of density linked to transportation nodes.Incorporating international best practices - International advisors on government committees to provide policy inputs and help strategize.- New growth frontiers inspired by East Asian success (value added mfg from Korea/Taiwan, shipping cluster inspired by Rotterdam/Antwerp, North Carolina research triangle, Silicon Valley models)Pegging performance to milestones- Public service quality pegged to performance benchmarked to milestones.Variable bonuses, high public salaries to attract best talent‘Corporate culture’ in government, with regular feedback loops.
1960 – 64RegulatoryEnv: import tariffs and quotas to protect infant domestic mfgUrban Infrastructure: Establishment of EDB in 1961, Development of Jurong Industrial Estate begins with close coordination between JTC and EDBSkills and Capabilities: “Survival driven” phase, of expanding basic education quickly, Singapore Vocational Institute established within schools systemFinancing: S$100 million starting grant for EDB develop industrial estates, provide utilities. Self-funding, loans from revenue surpluses. Only small % from foreign grants.Innovation and technology: generic standard factories, plug and play industrial environment. Key industries: Printing & publishing, food manufacturing, beverages1965 – 85RegulatoryEnv:Nationalized companies in areas where private sector lacked capital and expertise; Dev Bank of SGP launched wave of investment into local firmsUrban Infrastructure: URA’s 1971 concept plan provided industrial estatesSkills and Capabilities: Technical Education Dept (TED) under Ministry of Education to oversee development of technical secondary education, teachers training;Industrial skills training centers in collaboration with Tata, Rollei and Phillips; Industrial Training Board created to centralize, coordinate and intensify industrial trainingFinancing: Attracted foreign investors to manufacturing and financial sectors; Economic Expansion Incentives Act which granted foreign MNCs 5 years of tax concessions for new investment.Innovation and technology: Key industries: Initially garments, textiles and toys. Moved into electronics like semi-conductors, integrated circuits, personal computers, printed circuit boardsand disc drivesKey companies: Texas Instruments, Seagate Technology, STMicroelectronics, Murata Manufacturing Co and Venture, Tata of India, Philips of Holland and Rollei of Germany, Sony, SiliconGraphics, Lucent Technologies1986 - 97RegulatoryEnv:Urban Infrastructure:Skills and Capabilities: Financing: Innovation and technology: Key industries: Petroleum Refining, Transport Equipment & Oilrigs,Electronic Products & ComponentsKey companies: Chevron Philips, Exxon Mobil, Eastman Chemical, Shell and Sumitomo Chemical97 - 2010RegulatoryEnv:Urban Infrastructure:Skills and Capabilities: Financing: Innovation and technology: Key industries: Electronics,Chemicals, Precision & Transport Engineering, Biomedical ManufacturingKey companies: GlaxoSmithKline, Aventis, Pfizer, Baxter, and Wyeth
Practice-oriented curriculum, process-based teachingIT-based teaching and learning environment
http://www.oecd.org/countries/singapore/46581101.pdfManpower Ministry works with EDB (responsible for promoting specific industry groups) to identify critical manpower needs and project demands for future skills. Ministry of Education and the institutions of higher and post-secondary education then use these skill projections to inform their own education planning, especially for universities, polytechnics and technical institutes.. Manpower planning approach helps students to move faster into growing sectors, reduces oversupply in areas of declining demand, and targets public funds more efficiently for post-secondary education. Institutional level: policy and implementation consistency through close relationship between the ministry of education, the national institute of education (the country’s only educator training institution), and schools. the ministry is responsible for policy development, while nieconducts research and provides pre-service training to educators. nie’s research is fed back to the ministry and is used to inform policy development Since nie professors are regularly involved in ministry discussions and decisions, it is relatively easy for nie’s work to be aligned with ministry policies. nie is Singapore’s only institution for training prospective teachers, but professional in-service development for teachers comes from various institutions/sources besides nie.
As a matter of policy, all students in Singapore receive 10 years of general education in schools. Upon completion of secondary education,about 90% of a student cohort will progress to post-secondary education and training in Junior Colleges, Polytechnics or the institutes of ITE. JuniorColleges provide an academic high school education for the top 25% of a school cohort who prepare for a university education. The next 40% of school leavers would enter the Polytechnics for a wide range of practical-oriented three-year diploma courses in engineering and technology, applied sciences,business and health sciences. The lower 25% of a school cohort, in terms of academic abilities, are oriented towards vocational technical education and training in ITE. These students receive training in a wide range of full-timeNational ITE Certificate (Nitec) courses in engineering, info-communications,applied sciences and business or apprenticeship training. Within the national education and training system are formal pathways for those who have donewell to progress from the ITE to the Polytechnics, and Polytechnics to the Universities.
1960 – 64RegulatoryEnv: import tariffs and quotas to protect infant domestic mfgUrban Infrastructure: Establishment of EDB in 1961, Development of Jurong Industrial Estate begins with close coordination between JTC and EDBSkills and Capabilities: “Survival driven” phase, of expanding basic education quickly, Singapore Vocational Institute established within schools systemFinancing: S$100 million starting grant for EDB develop industrial estates, provide utilities. Self-funding, loans from revenue surpluses. Only small % from foreign grants.Innovation and technology: generic standard factories, plug and play industrial environment. 1965 – 85RegulatoryEnv:Nationalized companies in areas where private sector lacked capital and expertise; Dev Bank of SGP launched wave of investment into local firmsTechnical Education Dept (TED) under Ministry of Education to oversee development of technical secondary education, teachers trainingUrban Infrastructure: URA’s 1971 concept plan provided industrial estatesSkills and Capabilities: Industrial skills training centers in collaboration with Tata, Rollei and Phillips; Industrial Training Board created to centralize, coordinate and intensify industrial trainingFinancing: Attracted foreign investors to manufacturing and financial sectors; Economic Expansion Incentives Act which granted foreign MNCs 5 years of tax concessions for new investment.Innovation and technology: 1986 - 97RegulatoryEnv:Urban Infrastructure:Skills and Capabilities: Financing: Innovation and technology: 97 - 2010RegulatoryEnv:Urban Infrastructure:Skills and Capabilities: Financing: Innovation and technology:
In the 1990s Singapore decided on a strategy to widen its industrial and service sectors Manufacturing was being displaced by services as a proportion of GDPFinancial and business services took off but were maturing Next growth trajectory would come from that higher value added services that would need research based cluster of activities. The Research, Innovation and Enterprise Council set the agenda and sector for promotionNew science institutes were set-up such as the Institute of Molecular and Cell Biology and Singapore Institute for Clinical SciencesThe relevant ministries are called upon to set in place appropriate actions to effect the policy direction. The various agencies under the ministries then create action plans that support these directions from the ministries. The research institutes and laboratories then become recipients of funds for their selected programs. There is a consistent application of policy prescriptions across the ministries and vertically through to the different research agencies, thereby providing a glue for pursuing different research programs
co-location of public and corporate offers unprecedented opportunities for the integration of scientific capabilities. Not only does it fosters close linkages by stimulating interdisciplinary research, it further acts as a catalyst in forging international links with renowned scientific institutions through research and graduate training partnerships. As a result of the close collaboration between the biomedical sciences and physical sciences here, private companies can also draw on the capabilities and expertise of the research community to grow their businesses. Phase 1 of Biopolis comprises of a seven-building complex linked by skybridges and offers a built-up area of 185,000 sqm and two buildings, Chromos and Helios, are dedicated to biomedical players from the private sector.54 The other five buildings (Centros, Genome, Matrix, Nanos and Proteos) house five of the seven biomedical research institutes under the Agency of Science, Technology and Research (A*STAR), Singapore's lead agency for scientific research and development under the aegis of the Ministry of Trade and Industry and they are the BioInformatics Institute (BII), the Bioprocessing Technology Institute (BTI), the Genome Institute of Singapore (GIS), the Institute of Bioengineering & Nanotechnology (IBN) and the Institute of Molecular and Cell Biology (IMCB).55This research community is fully supported by state-of-the-art infrastructure including shared resources and services catering to the full spectrum of R&D activities andgraduate training.56 Phase 2 of Biopolis, which adds another 37,000 sqm of built-up area, was opened in October 2006 and is expected to achieve occupancy by end 2007 and two new buildings, Neuros and Immunos, will house public research units as well as corporate R&D laboratories. Biopolis is part of a master plan for a much larger 200-hectare development known as one-north and there are provisions for expansion to cater to a growing demand for biomedical R&D space.Following the completion of Biopolis Phase 1 and 2, the Singapore government is anticipating the demand for more biomedical R&D space beyond 2007 and so the one-north Master Plan identifies the land south of the Biopolis for future development of biomedical facilities.58 Targeting mainly private research institutes and incubator research activities, Biopolis 3 is a multi-tenanted research facility which will bridge private and public sector research work by encouraging close collaboration and is intended to extend basic research activities into other segments of translational and clinical research, as well as medical technology (MedTech) research.59
co-location of public and corporate offers unprecedented opportunities for the integration of scientific capabilities. Not only does it fosters close linkages by stimulating interdisciplinary research, it further acts as a catalyst in forging international links with renowned scientific institutions through research and graduate training partnerships. As a result of the close collaboration between the biomedical sciences and physical sciences here, private companies can also draw on the capabilities and expertise of the research community to grow their businesses. Phase 1 of Biopolis comprises of a seven-building complex linked by skybridges and offers a built-up area of 185,000 sqm and two buildings, Chromos and Helios, are dedicated to biomedical players from the private sector.54 The other five buildings (Centros, Genome, Matrix, Nanos and Proteos) house five of the seven biomedical research institutes under the Agency of Science, Technology and Research (A*STAR), Singapore's lead agency for scientific research and development under the aegis of the Ministry of Trade and Industry and they are the BioInformatics Institute (BII), the Bioprocessing Technology Institute (BTI), the Genome Institute of Singapore (GIS), the Institute of Bioengineering & Nanotechnology (IBN) and the Institute of Molecular and Cell Biology (IMCB).55This research community is fully supported by state-of-the-art infrastructure including shared resources and services catering to the full spectrum of R&D activities andgraduate training.56 Phase 2 of Biopolis, which adds another 37,000 sqm of built-up area, was opened in October 2006 and is expected to achieve occupancy by end 2007 and two new buildings, Neuros and Immunos, will house public research units as well as corporate R&D laboratories. Biopolis is part of a master plan for a much larger 200-hectare development known as one-north and there are provisions for expansion to cater to a growing demand for biomedical R&D space.Following the completion of Biopolis Phase 1 and 2, the Singapore government is anticipating the demand for more biomedical R&D space beyond 2007 and so the one-north Master Plan identifies the land south of the Biopolis for future development of biomedical facilities.58 Targeting mainly private research institutes and incubator research activities, Biopolis 3 is a multi-tenanted research facility which will bridge private and public sector research work by encouraging close collaboration and is intended to extend basic research activities into other segments of translational and clinical research, as well as medical technology (MedTech) research.59
Forward looking, integrated planningOverriding objective for employment growth.Flexible, adaptive, responsive to market signalsSpecific targets for agencies defined after negotiations with parent Ministry.Ambitious in the long term, practical in the short termEmpowered Agencies, criticalpublic goods- Agencies empowered to act, with sufficient budgetary support - Well qualified civil servants with benefits and flexibility to rotate.- Provide public goods that answer the most critical constraintsAddress cross cutting constraintsPublic-private partnerships to ensure skill up gradationInvesting heavily in a well coordinated transport system that improves inter and intra city connectivity- Integrated structure of urban development with long term plan of density linked to transportation nodes.Incorporating international best practices - International advisors on government committees to provide policy inputs and help strategize.- New growth frontiers inspired by East Asian success (value added mfg from Korea/Taiwan, shipping cluster inspired by Rotterdam/Antwerp, North Carolina research triangle, Silicon Valley models)Pegging performance to milestones- Public service quality pegged to performance benchmarked to milestones.Variable bonuses, high public salaries to attract best talent‘Corporate culture’ in government, with regular feedback loops.