COMPETI 101546 TIVE CITIES FOR JOBS ANDWHAT, WHO, AND GROWTH HOW COMPETITIVE CITIES FOR JOBS AND GROWTH WHAT, WHO, AND HOW A ’competitive city’ successfully COMPETITIVE CITIES DRIVE facilitates its firms DISPROPORTIONATE JOB GROWTH AND and industries to INCREASED INCOME AND PRODUCTIVITY grow jobs, raise Looking at data on 750 cities for 2005 to 2012: productivity and increase incomes of citizens. Improving 72 percent outperformed their countries in terms of the competitiveness economic growth. of cities is a pathway 10% But there is huge variation in performance to eradicate poverty and increase shared Top 10 percent of cities achieved 9.2% annual prosperity. While job growth, compared to 1.9% in the other 90 percent of the cities. Often these cities are under the three quarters of radar: Secondary cities rather cities grew faster than household names. These competitive cities were not a foregone conclusion: than their national many of them exhibited success amidst adversity - e.g. economies since landlocked and in a lagging region of the country. What can we learn from their growth? the early 2000’s, there is still room WHAT DO THEY DO? for improvement: Competitive Cities Leverage Key Interventions To Increase Competitiveness millions of additional Cities do not always need to overhaul their economies— jobs could be created A sometimes it is enough to do what you already do, but do it every year if more better. cities performed Market towns to Industry at the level of At GDP per capita below $2,500, cities are typically ‘market towns’ that will need to the world’s most industrialize and transform to increase their incomes; competitive cities. This report aims Increase Production Centers At GDP per capita from $2,500, cities are typically at understanding ‘production centers’ that can grow to around $20,000 GDP per capita by increasing the value what makes a city of their existing industry mix; competitive, and how more cities can be Increase Creative & Financial Services To rise above GDP per capita of $20,000, cities competitive. will typically need to move towards higher value creative and financial services. Cities Can Facilitate The Growth of Jobs, Productivity and BA Incomes Through Four Categories of Interventions: Institutions & Regulations Infrastructure & Land Skills & Innovation Enterprise Support & Finance Cities Become WHO DOES IT AND HOW? CA Competitive By: Competitive cities use three channels to get things done: Leveraging their comparative Mayor’s Wedge advantage, especially in tradable Make economic development an explicit priority. Cities need sectors that can be sold in other to focus their efforts and prioritize according to the outcomes cities and exported to other they care about most. (They also need both the power and countries. capacity to ensure successful interventions). In the fastest- Growth Coalitions growing cities Nurture public-private tradable sectors coalitions to solve G r o w t h Mayor’s grew 2.5 particular problems. It percentage points Coalitions Wedge doesn’t matter who faster than non- tradable sectors; carries out the key interventions, as long as Intergovernmental someone does. Relations Industry-Specific Pursuing general Intergovernmental Relations reforms as well as Use external leverage with neighboring jurisdictions and other specific initiatives tiers of government. These can expand the city’s reach and (targeted to particular engage with problems that one city alone cannot solve. industries and investors); Economy-Wide Competitive Cities Focus on Turning Strategies into Real Action - Through: 1. Strategic Budgeting Focusing on all three sources of growth: expansion 2. Problem-Solving During Implementation of existing firms; creation of 3. Ensuring Quality Delivery Through new firms; and Accountability attraction of investors. ttraction Creation A Expansion 4 BACKGROUND AND ACKNOWLEDGEMENTS his research was prepared jointly by the Social, Urban, The team thanks Karolina Ordon and Christopher Colford Rural, and Resilience Global Practice and the Trade and for editorial and graphic support and Imtiaz Ahmad Sheikh TCompetitiveness Global Practice of the World Bank for solving administrative problems speedily and with good Group. Its objective is to create a knowledge base on what humor. makes cities competitive, to improve the understanding of job creation at the city level, and to establish a foundation for The team gratefully acknowledges the peer reviews and a community of practice on this topic for World Bank Group inputs from these World Bank Group colleagues: Bill Doro- staff, academia, development partners, and practitioners. tinsky, Emiliano Duch, Thomas Farole, Xavier Forneris, Ejaz Ghani, Mary Hallward-Driemeier, Bill Maloney, Vincent The team would like to acknowledge gratefully the European Palmade, Martin Rama, Ivan Rossignol, Valerie Santos, Parth Commission, the African, Caribbean, and Pacific Group of Tewari, Hyoung Gun Wang, Roland White, Robert Whyte, States Secretariat, and the governments of Austria, Norway, Justin Piers William Hill and Ming Zhang. In addition, task and Switzerland for financing this study through the Com- team leaders and program leaders of the World Bank Group’s petitive Industries and Innovation Program. operations helped configure the research and provided feed- back during the team’s work, including Marcus Lee and Paul The steering committee for this research comprised Stefano Procee (East Asia and Pacific); Stephen Karam, Jean Louise Negri, Cecilia Sager, Sameh Wahba, and Somik Lall. The Racine, and Jose Guilherme Reis (Europe and Central Asia); research was led jointly by Megha Mukim and Austin Kilroy Dean Cira, Lucy Fye, Smita Kuriakose, Onur Ozlu, and David as task team leaders. This overview document was prepared Sislen (Sub-Saharan Africa); Andrea Liverani and Philippe by a team led by Austin Kilroy, Megha Mukim, and Stefano de Meneval (Middle East and North Africa); Jose Luis Acero, Negri. The joint team included Kenan Fikri, Drilon Gashi, Leonardo Iacovone, Thomas Kenyon, and Augustin Maria Z. Joe Kulenovic, Elisa Muzzini, Sharmila Railkar, Dmitry (Latin America and the Caribbean); and Bertine Kamphuis, Sivaev, Daniel Stock, Joanna Watkins, and Juni Tingting Yue Li, Barjor Mehta, and Fatima Shah (South Asia). The team Zhu. Senior management of the two global practices provided is especially grateful for feedback from colleagues outside the guidance and strong support throughout the research. The World Bank Group: Cara Camacho (U.S. Treasury), Roland managers included Ivan Rossignol, Klaus Tilmes, and Anabel Hunter (South African National Treasury), Christian Ketels Gonzalez for Trade and Competitiveness and Ede Jorge Ijjasz- (Harvard Business School), Jaana Remes (McKinsey Global Vasquez and Marisela Montoliu-Munoz for Social, Urban, Institute), Andrew Stern (Dalberg), Gilles Duranton (The Rural, and Resilience. Practice managers for the research Wharton School, University of Pennsylvania), and Shahid were Stefano Negri, Sameh Wahba, and Cecilia Sager. Inputs Yusuf (Growth Dialogue). were also provided by the World Bank Group’s Governance Global Practice, the Jobs Cross-Cutting Solution Area, and This overview document is drawn from detailed findings con- the International Finance Corporation’s Cities Initiative. tained in several companion papers, as described in the fol- lowing section titled “Methodology, Approach, and Outputs.” 5 ©2015 The World Bank Group 1818 H Street NW Washington, DC 20433 Telephone: 202-473-1000 Internet: www.worldbank.org All rights reserved. This volume is a product of the staff of the World Bank Group. The World Bank Group refers to the member institutions of the World Bank Group: The World Bank (International Bank for Reconstruction and Development); International Finance Corporation (IFC); and Multilater- al Investment Guarantee Agency (MIGA), which are separate and distinct legal entities each organized under its respective Articles of Agreement. 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All other queries on rights and licenses, including subsidiary rights, should be addressed to the Office of the Publisher, The World Bank Group, 1818 H Street NW, Washington, DC 20433, USA; fax: 202-522-2422; e-mail: [email protected]. About the Competitive Industries and Innovation Program (CIIP) The CIIP partnership was created to enhance country growth and employment prospects by supporting public policies and investments that promote competitiveness and innovation within and across industries. The partnership’s resources are focused on supporting governments’ ef- forts to develop transformational