UK Innovation Districts and Knowledge Quarters
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Innovation Districts
THE RISE OF INNOVATION DISTRICTS: A New Geography Of Innovation In America Bruce Katz and Julie Wagner S THE UNITED STATES SLOWLY EMERGES FROM THE GREAT RECES- SION, A REMARKABLE SHIFT IS OCCURRING IN THE SPATIAL GEOG- ARAPHY OF INNOVATION. FOR THE PAST 50 YEARS, THE LANDSCAPE OF INNOVATION HAS BEEN DOMINATED BY PLACES LIKE SILICON VALLEY—SUBURBAN CORRIDORS OF SPATIALLY ISOLATED CORPORATE CAMPUSES, ACCESSIBLE ONLY BY CAR, WITH LITTLE EMPHASIS ON THE QUALITY OF LIFE OR ON INTEGRATING WORK, HOUSING AND RECREATION. A new complementary urban model is now emerging, giving rise to what we and others are calling “innovation districts.” These dis- tricts, by our definition, are geographic areas where leading-edge anchor institutions and companies cluster and connect with start- ups, business incubators and accelerators.1 They are also physically compact, transit-accessible, and technically-wired and offer mixed- use housing, office, and retail. Innovation districts are the manifestation of mega-trends altering the location preferences of people and firms and, in the process, re-conceiving the very link between economy shaping, place mak- ing and social networking.2 Our most creative institutions, firms and workers crave proximity so that ideas and knowledge can be transferred more quickly and seamlessly. Our “open innovation” economy rewards collaboration, transforming how buildings and entire districts are designed and spatially arrayed. Our diverse population demands more and better choices of where to live, work and play, fueling demand for more walkable neighborhoods where housing, jobs and amenities intermix. — Cover: The geography of Bar- celona’s innovation dis- Led by an eclectic group of institutions and leaders, innovation trict, highlighted in blue, districts are emerging in dozens of cities and metropolitan areas in is located in the heart of the United States and abroad and already reflect distinctive ty- the city. -
Strategic Priorities 2017–2030: Reissued 2020
INSPIRING FUTURES STRATEGIC PRIORITIES 2017–2030: REISSUED 2020 INSPIRING FUTURES: STRATEGIC PRIORITIES 2017–2030: REISSUED 2020 INSPIRING FUTURES: STRATEGIC PRIORITIES 2017–2030: REISSUED 2020 CONTENTS Note on 2020 reissue PREFACE 4 This long-term strategy was first published in 2017 as the culmination of FOREWORD 6 a rigorous process that began in 2015. It is a living document and the need for INTRODUCTION 8 review and adaptation before 2030 was acknowledged from the start. A formal STRATEGIC PRIORITIES commitment to review the strategic priorities after no less than five years is built in (p12) and will fall in 2022. But Rising priorities at 2020 12 the progress we have already made in realising our mission to inspire futures, Grow science capital in 16 and the fast pace of change within the individuals and society Group and the external environment, have led us to this interim review and Grow our audiences and 20 refresh of the original document. exceed their expectations Inspiring Futures was always conceived as an overarching framework, not Sustain and grow our 24 a straitjacket. It continues to be a world-class collection touchstone for our planning and activities, with a focus on the seven Extend our international reach 28 strategic priorities. In refreshing the document for this edition, we have Transform our estate 33 kept changes to a minimum. Mostly, changes are updating, as follows: Harness the potential of digital 36 - Changes to titles of people, organisations and initiatives Increase income 39 - Revision of numbers and data, where more recent data was MONITORING PROGRESS 42 available, including the information boxes containing charts, tables and lists in each strategic priority section - Addition of some recent activity and plans In addition, we are addressing other significant areas that have moved up the Group’s agenda since 2017 and that we anticipate will be more comprehensively articulated in the next phase of Inspiring Futures from 2022. -
Business Plan 2018-21 Introduction
UK Shared Business Services Ltd Business Plan 2018-21 Introduction For the last three years UK SBS has been working to single year business plans, following a decision taken by owners in 2015 that would have seen the transfer of services to other providers and the closure of the company. I am therefore delighted to be writing the introduction to a business plan that takes us beyond the planned closure date and without any more reference to closure. After two years of uncertainty, in July 2017, our owners made the decision to continue to share services through UK SBS and jointly invest in a new system solution for implementation in 2020-21. The fact that UK SBS was re-considered as a credible option was only possible because of the hard work and dedication of our people that turned the company around; the last three years have seen performance move from 40% of targets met to consistently meeting over 95%, alongside a reduction in our cost base of around 40%. Despite these significant improvements we are not complacent and recognise that there is more to do, but our people have proved that what they do and the way they do it can influence decisions and their future, and this is a powerful message to take forward in an ever uncertain world. The creation of BEIS and UKRI mean that we will have two strong owners and an opportunity to better enable joint control with a healthy degree of challenge for all of us. Both owners face their own considerable change over the next few years – change we will be happy and proud to support and enable. -
From Science Parks to Innovation Districts
From Science Parks to Innovation Districts Research Facility Development in Legacy Cities on the Northeast Corridor Working Paper 2015/008 August 2015 Eugenie L. Birch Lawrence C. Nussdorf Professor of Urban Research Department of City and Regional Planning School of Design Co-Director, Penn Institute for Urban Research University of Pennsylvania Contact Information: [email protected] Understanding our cities…. Understanding our world From Science Parks to Innovation Districts 2 Introduction Research and development (R&D) drives advanced economies worldwide. It is this that provides the foundation for the new knowledge, products, and processes that, in turn, become new industries, create jobs and serve as the source of economic growth. Key areas for R&D are in what is called the knowledge and technology industries (KTI) that consist of high technology manufacturing (e.g. aircraft, spacecraft, pharmaceuticals) and knowledge-intensive services (commercial business, financial and communication services). KTI, which account f or 27% of the worldwide Gross Domestic Product (GDP), are extremely important to the United States, in particular, representing 40% of the U.S. GDP. In fact, the U.S is the world’s largest KTI producer – contributing 27% of the total HT manufacturing and 32% of the KI services.1 In order to grow and maintain these positions, the United States, like its peers in Europe and Asia who are also large contributors, has built an extensive R&D infrastructure composed of three strong players: the private sector, the public sector and universities. In terms of expenditures and numbers of employees, the private sector dominates the R&D enterprise, but the university sector, largely funded by the US government, is also an important component both directly and indirectly. -
Innovate-UK-Energy-Catalyst-Round-4-Directory-Of-Projects
Directory of projects Energy Catalyst – Round 4 1 Introduction Energy markets around the world – private and public, household and industry, developed and developing – are all looking for solutions to the same problem: how to provide a resilient energy system that delivers affordable and clean energy with access for all. Solving this trilemma requires innovation and collaboration on an international scale and UK businesses and researchers are at the forefront of addressing the energy revolution. Innovate UK is the UK’s innovation agency. We work with business, policy-makers and the research base to help support the development of new ideas, technologies, products and services, and to help companies de-risk their innovations as they journey towards commercialisation and business growth. The Energy Catalyst was established as a national open competition, run by Innovate UK and co-funded with the Engineering & Physical Sciences Research Council (EPSRC), the Department for Business, Energy & Industrial Strategy (BEIS) and the Department for International Development (DFID). Since 2013, the Energy Catalyst has invested almost £100m in grant funding across more than 750 organisations and 250 projects. The Energy Catalyst exists to accelerate development, commercialisation and deployment of the very best of UK energy technology and business innovation. Support from the Energy Catalyst has enabled many companies to validate their technology and business propositions, to forge key supply-chain partnerships, to accelerate their growth and to secure investment for the next stages of their business development. Affordable access to clean and reliable energy supplies is a key requirement for sustainable and inclusive economic growth. With funding through DFID’s “Transforming Energy Access” programme, the Energy Catalyst is helping UK energy innovators to forge new international partnerships, and directly address the energy access needs of poor households, communities and enterprises in Sub-Saharan Africa and South Asia. -
PLACE MATTERS Innovation & Growth in the UK 03
PLACE MATTERS Innovation & growth in the UK 03 FOREWORD We commissioned this report at a crucial moment for the UK. With a new This report is addressed both to local and civic leaders, and to central Government and Prime Minister, and as we exited the EU, we knew this was Government and its institutions who lead on innovation policy. It is about how we the right time to focus on innovation in our economy. Over the last decade, begin to improve the UK’s innovation performance from the ground up. To local productivity growth in the UK has lagged behind other countries, and the gap Government, businesses and institutions in places, we ask that you take a hard between our cities and the innovation hubs of the rest of the world has grown. look at where you currently are and what you want to achieve in innovation, using This report argues this is due to a failure to balance innovative activity across the the checklist of recommendations to start. country, even as our science base has remained globally leading. Many of our cities led the global economy’s first modern leap in productivity – they should Our new Government has made clear that its priority is the levelling up of all parts participate in the next. It is a timely diagnosis of where innovation is flourishing, of our economy: this will be impossible without a better distribution of innovation. where it is being held back, and presents the beginnings of a plan to unleash it. Business-as-usual is not good enough, and if we repeat what we have done in the past, the potential of our places will remain untapped. -
INNOVATION DISTRICT City of Greensboro Strong Cities, Strong Communities Challenge Economic Development Plan Submitted by the Mass Economics Team 6
GREENSBORO GLOBAL INNOVATION DISTRICT City of Greensboro Strong Cities, Strong Communities Challenge Economic Development Plan Submitted by the Mass Economics team 6 . 01 . 2015 INTRODUCTION Greensboro is a paradox. In the late 1960s, — has already taken root. In the past decade, Greensboro is a paradox. Greensboro’s per capita income — the standard Greensboro has seen significant investment in metric for economic well-being — made it the hotels, cultural amenities, and restaurants, and wealthiest of the large metropolitan areas in is awaiting the 2017 opening of a $65 million the state of North Carolina. As late as 2000, dollar performing arts center.2 However, these the region ranked in the top one-third of U.S. investments alone will not return the city to its metropolitan areas in per capita income. Since prosperous past. Returning to prosperity will 2000, however, the City of Greensboro and the require development of 21st century economic larger region have suffered from job loss, slow specializations, significant growth in new income growth, and large spikes in resident firms and jobs, and better wages than the local poverty: the number of jobs in the region has economy currently generates. actually declined (-3%), while growing in North Carolina (+6%) and the U.S. (+5%); the After a year of research and analysis, weeks of region’s per capita income has grown more site visits, and interviews with almost 50 local slowly than 93% of U.S. regions; and poverty experts and stakeholders, the Mass Economics among city residents has increased 80%. Over team believes that the root cause of Greensboro’s the last fifteen years, few regions in the United economic decline lies in its underdeveloped local States have suffered as much economically as innovation and entrepreneurial ecosystem, which Greensboro.1 is blocking the full utilization of substantial local economic assets. -
Innovation Districts
1 WELCOME TO POMPANO BEACH 2 FLORIDA’S WARMEST WELCOME 3 LOCATION 01 CENTRALITY AND ACCESSIBILITY PALM BEACH POMPANO BEACH MIAMI Centrally located between Palm Beach and Miami, Pompano Beach is often called "the Heart of the Gold Coast”. A MAJOR TRANSFORMATION 4 Trend-setting cities around the globe are creating Innovation Districts transforming underutilized swaths of land into dynamic areas full of corporate sophistication, startup edginess, walkable communities, trendy restaurants, hip housing and cultural clusters. Successful in cities from Barcelona to Boston, the trend is now emerging in smaller communities. However, this model is one that the Pompano Beach Community Redevelopment Agency (CRA) has long embraced. And now, thanks to the joint efforts of the City and the CRA, Pompano Beach is becoming a hot spot for current and new residents alike to live, work and play. For years, innovation occurred in sprawling corporate campuses that were isolated from one another. But now innovation emerges from a mash-up of ideologies where people can co-invent, co-produce and stay connected to all of the dynamic energy located in close proximity. Designed by concentrating daytime and nighttime economic uses with a dense residential component, these districts foster heightened interaction and collaboration. 5 DEMOGRAPHICS & FACTS POMPANO BEACH OFFERS 6 Proximity to Interstate-95, Tri-Rail, FEC Corridor, three international airports, and two major seaports More than 30 million sq/ft of industrial/storage/distribution space Center of the “Internet -
The Fremont Innovation Ecosystem Laboratory
THE FREMONT INNOVATION ECOSYSTEM LABORATORY Building a new future for the City of Fremont THE LUTTRELL COLLECTIVE Innovation districts constitute the ultimate mash-up of entrepreneurs and educational institutions, startups and schools, mixed-use development and medical innovations, bike-sharing and bankable investments—all connected by transit, powered by clean energy, wired for digital technology, and fueled by caffeine. - Bruce Katz and Julie Wagner The Rise of Innovation Districts Brookings Institution Click here to view EcoLab video 1 EXECUTIVE SUMMARY A city that thinks like a startup GLOBAL INNOVATION EMERGES The City of Fremont engaged The Luttrell Collective to help guide and accelerate the city’s pathway to building a culture of innovation in the Warm Springs Innovation District. Leveraging Fremont’s business community as well as their own professional network, The Luttrell Collective assembled a diverse group of Bay Area participants to engage in a grand experiment—an Ecosystem Laboratory—to design and envision the future of Fremont’s emerging Innovation District. With a greenfield of promise for new public-private partnerships inspiring economic growth in the Bay Area in advanced manufacturing, clean technologies, biomedical and education, the City of Fremont is positioned to lead as a global innovation cluster. THE GRAND EXPERIMENT The Ecosystem Laboratory (EcoLab) brought together leaders from the community with the common interest in designing the next Silicon Valley by generating new thinking and practical, actionable next steps. Attendees included leaders, thinkers and doers across several industry sectors including: healthcare, retail, government, land developers, clean technology, education, biomedical device, advanced technology, entrepreneurs, social innovators and others from the emerging Fremont ecosystem. -
Engineering Priorities for Our Future Economy and Society
1 Engineering priorities for our future economy and society Engineering priorities for our future economy and society | Skills page 2 Implement the recommendations of the Perkins Review to secure the engineering skills needed for the future. | Innovation page 3 Increase Innovate UK’s budget to boost support for business innovation and the ‘D’ of R&D to increase productivity. | Digital page 4 Deliver fast and resilient digital infrastructure, a thriving business environment, excellent digital skills and a diverse pipeline of workers to create a world-leading digital economy. | Infrastructure page 5 Deliver on the recommendations of the National Infrastructure Assessment or set out alternative plans to meet the UK’s long-term infrastructure needs. | Energy and climate change page 6 Deliver on the UK’s ambitious climate change goals by investing in demonstration and deployment of new low-carbon heat, charging of electric vehicles and carbon capture and storage technologies. The UK faces a number of defining challenges to its Most of these big challenges are long term in nature and prosperity, security and wellbeing. Navigating these require cross-government action. Engineering is central to challenges will require making trade-offs and dealing with delivering on them. uncertainties in the face of these escalating pressures with Here, we set out our priorities for upcoming policy and limited resources. spending decisions in the UK. The actions we propose will Engineers have the skills, insights and ingenuity to help enable the UK to make investment decisions that will create tackle many of these challenges in ways that optimise more jobs and prosperity, and meet the future needs of our efficiency, economy, safety and reliability. -
A Powerhouse for the West July 2019
Great Western Powerhouse March 2019 A Powerhouse for the West July 2019 3 Waterhouse Square Elliot House 138 Holborn 151 Deansgate London EC1N 2SW Manchester M3 3WD 020 3868 3085 0161 393 4364 Designed by Bristol City Council, Bristol Design July 19 BD11976 Great Western Powerhouse March 2019 A Powerhouse for the West July 2019 CONTENTS EXECUTIVE SUMMARY 2 THE UK POLICY CONTEXT 8 DEVOLUTION AND THE EMERGING REGIONAL DIMENSION TO UK ECONOMIC AND INDUSTRIAL POLICY 10 INTERNATIONAL MODELS OF CROSS-BORDER COLLABORATION 15 GREAT WESTERN POWERHOUSE GEOGRAPHY 18 ECONOMIC STRENGTHS AND OPPORTUNITIES 30 WHAT THE GREAT WESTERN POWERHOUSE SHOULD BE AIMING TO ACHIEVE 44 c 1 A Powerhouse for the West July 2019 A Powerhouse for the West July 2019 EXECUTIVE SUMMARY The economic map of Britain is being reshaped by devolution and the • The Northern Powerhouse and the Midlands The economic geography emergence of regional powerhouses that can drive inclusive growth at scale, Engine have established themselves as formidable regional groupings driving economic The inner core of the region is the cross-border through regional collaboration But, there is a missing piece of the jigsaw in rebalancing and promoting trade and economic relationship between the two metro regions the West of Britain along the M4 from Swindon across the Welsh Border to investment through the internationalisation of of the West of England Region (including Bristol and Swansea, and the intersecting M5 axis, through Bristol, north to Tewkesbury their regions These powerhouses have been -
336/2017 an Attractive Innovation Environment
An attractive innovation REVIEW 335/2017 REVIEW environment Johan Wallin, Patrik Laxell, Jan Fagerberg and Takahiro Fujimoto Tekes Report 1/2015 Helsinki 2015 2 Johan Wallin, Patrik Laxell, Jan Fagerberg and Takahiro Fujimoto An attractive innovation environment Tekes Review 335/2017 Helsinki 2017 3 Tekes – the Finnish Funding Agency for Innovation Tekes is the main public funding organisation for research, development and innovation in Finland. Tekes funds wide-ranging innovation activities in research communities, industry and service sectors and especially promotes cooperative and risk-intensive projects. Tekes’ current strategy puts strong emphasis on growth seeking SMEs. Tekes programmes – Tekes´ choices for the greatest impact of R&D funding Tekes uses programmes to allocate its financing, networking and expert services to areas that are important for business and society. Tekes programmes have been contributing to changes in the Finnish innovation environment over twenty years. Copyright Tekes 2017. All rights reserved. This publication includes materials protected under copyright law, the copyright for which is held by Tekes or a third party. The materials appearing in publications may not be used for commercial purposes. The contents of publications are the opinion of the writers and do not represent the official position of Tekes. Tekes bears no responsibility for any possible damages arising from their use. The original source must be mentioned when quoting from the materials. ISSN 1797-7339 ISBN 978-952-457-627-0 Cover photo Fotolia Page layout: DTPage Oy 4 Foreword Finnish wellbeing is based on the wealth and jobs created by the success of Finnish com- panies on the global market.