Meeting Documents_Special Meeting of Council_SMC - 2_2021 CITY OF WINDSOR AGENDA 2/08/2021 Special Meeting of Council Date: Monday, February 8, 2021 Time: 11:00 o’clock a.m. Location: Council Chambers, 1st Floor, Windsor City Hall All members will be participating electronically and will be counted towards quorum in accordance with Procedure By-law 98-2011 as amended, which allows for electronic meetings during a declared emergency. The minutes will reflect this accordingly. MEMBERS: Mayor Drew Dilkens Ward 1 – Councillor Fred Francis Ward 2 – Councillor Fabio Costante Ward 3 – Councillor Rino Bortolin Ward 4 – Councillor Chris Holt Ward 5 – Councillor Ed Sleiman Ward 6 – Councillor Jo-Anne Gignac Ward 7 – Councillor Jeewen Gill Ward 8 – Councillor Gary Kaschak Ward 9 – Councillor Kieran McKenzie Ward 10 - Councillor Jim Morrison Special Meeting of Council - February 8, 2021 Page 1 ORDER OF BUSINESS Item # Item Description 1. ORDER OF BUSINESS 1.1. In the event of the absence of the Mayor, Councillor Gill has been appointed Acting Mayor for the month of February, 2021 in accordance with By-Law 176-2018, as amended. 2. CALL TO ORDER 3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF 6. COMMITTEE OF THE WHOLE 9. REQUESTS FOR DEFERRALS, REFERRALS OR WITHDRAWALS 10. PRESENTATIONS AND DELEGATIONS PRESENTATION: 10.1. Windsor Works - An Economic Development Strategy for the City's Future Growth (SCM 44/2021) a) Rachel Wolf, Founding Partner, Public First; and Blair Gibbs, Director, Public First 13. BY-LAWS (First and Second Readings) 14. MOVE BACK INTO FORMAL SESSION 16. THIRD AND FINAL READING OF THE BY-LAWS 21. ADJOURNMENT Special Meeting of Council - February 8, 2021 Page 2 Committee Matters: SCM 44/2021 Subject: Windsor Works - An Economic Development Strategy for the City's Future Growth Item No. 10.1 Special Meeting of Council - February 8, 2021 Page 3 Windsor Works An economic development strategy for the city’s future growth This project was undertaken by Public First, a public policy, strategy, and research consultancy based in London, UK. Research was led by Rachel Wolf, the founding partner, supported by Blair Gibbs, Director of Canada, and Jonathan Dupont. Additional research input was provided by Carly Munnelly, Edward Bottomley and Frederick Ellery. A: Public First Ltd, Ashleigh Villas, 143 Tamworth Road, Long Eaton, Nottingham, NG10 1BY E: contact@publicfirst.co.uk www.publicfirst.co.uk Windsor Works An economic development strategy for the city’s future growth Contents 4 Executive Summary 19 Introduction • Project Overview • Methodology 22 Part I - Analysis • The City and its economy • How Windsor is seen – inside and out • How cities like Windsor grow and thrive • How Windsor scores • Summary 71 Part II - Strategy • Key Lessons for Windsor • Horizon-scanning • Proposed Strategy: L.I.F.T. 99 Part III - Recommendations • L.I.F.T. Policy Proposals • Key Enablers • Key Success Metrics 111 Conclusion Executive Summary 5 Executive Summary Windsor is a city of strength and opportunity, but also one that faces historic challenges. This report proposes a strategic direction for the City of Windsor to reject complacency, seize on new opportunities, and grow the regional economy for the decades ahead. Windsor is rich in community spirit and civic pride. It has succeeded in attracting large numbers of new Canadians in the recent decades. Major employers are embracing the emerging electric and autonomous vehicle industries. City governance is disciplined with public finances and pragmatic with investments. New developments, and new attractions, are starting to revive parts of its downtown and adding to the tourism industry. Windsor is in a strong position to emerge from the global pandemic. But Windsor faces headwinds. As an automotive city, it was hit hard by offshoring and the aftermath of the 2008 financial crisis. As a border community, it is impacted by unfavourable trade and ‘Buy-America’ policies south of the border. It is intertwined with the economic success and failures of its Detroit neighbour, in fact Windsor’s historic growth follows Detroit’s far more than Canada’s. At a time when automation will transform traditional industries, Windsor’s economic mix and skills base remains manufacturing-heavy. A recent joint Amazon HQ2 bid with Detroit highlighted the opportunities for the two cities to work together, but also that talent may be a barrier for future investment and growth. 6 Our task is to map out a strategy that builds on Windsor’s strengths and stands the test of time. Many of the City’s opportunities, in our view, emerge from proximity to the United States. In the wake of COVID-19, the completed Gordie Howe International Bridge will allow Windsor to take advantage of improved US-Canadian trade flows and cooperation. The new Biden Administration will position the United States and Canada as partners in a drive to a low-emissions future. Amidst these changes, Windsor can be a site of the green manufacturing revolution. Fundamentally, we believe that diversification beyond manufacturing is the key to Windsor’s future. Windsor will always maintain a substantial automotive industry, bolstered by the global shift towards electric vehicles. A new, modern hospital presents opportunities to grow in health services industries. New investments in Colleges and Universities will help to diversify the Windsor workforce, offering new assets in economic diversification. Our report envisions a series of efforts and initiatives to leverage Windsor’s opportunity, many of which are entirely within the jurisdiction of the Municipal and Regional governance. But we have also outlined areas where the support of the provincial and federal governments will be required, and at times include the support of Windsor’s southern neighbours. 7 Working Together for Windsor’s Future No one level of government can change a city’s trajectory alone. Windsor Works can only succeed if it is built from a deep partnership with the other great institutions of the city and region. • The College and University are, in our view, key anchor institutions and must be integral players and co-architects of the city’s decisions and actions. Skills and talent retention and attraction must be a key part of Windsor’s strategy and both post-secondary institutions should be more closely tethered to the economic development agenda that the city and council lead. • Our work has also built from the pre-existing analysis and strategies of other bodies within Windsor-Essex, and many of our recommendations are designed to further increase the impact of civic initiatives such as the Windsor International Film Festival. • The relationship with employers will be vital – many of our most important recommendations come from our interviews. Other levels of government will also be instrumental in Windsor’s success. In devising this strategy, we sought to strike a balance between areas where Windsor can make an impact alone – such as building greater links with Detroit – and areas where national and provincial support will be necessary for success – such as the adaptation to the electric and autonomous automotive industry. 8 Our analysis Public First conducted extensive analysis on i) how and why cities prosper; and ii) specific lessons for Windsor. In our analysis of post-industrial cities, we have identified four key factors for growth and prosperity: Bigger, integrated city-regions often diversify and enjoy the economic advantages of scale1. This not only leads to higher productivity and hedges a city’s bets against global economic trends, but also allows cities to support amenities that in turn attract more people. Ways of achieving scale including building links with other metropolitan areas or encouraging inward immigration. It is the best strategy for growth, and in Windsor’s case the proximity of Detroit makes it a near-term opportunity. Many turn-around stories from ‘rust belt’ cities have relied on investment in research and development, such as Pittsburgh in the U.S. and Coventry in the United Kingdom. Government policy to spur growth has included tax credits or investment to attract new facilities. The evidence, though, suggests it is hard to force a city to sprout an entirely new sector top-down. Instead, cities must build upon organically growing sectors. For Windsor that means both large and growing manufacturing sectors, but also new technology start-ups that are growing rapidly in Detroit and starting to move into Windsor. 1 “Economists use the term agglomeration. We have generally used scale or, occasionally, clustering, to make it easier for the reader to understand. 9 Successful cities have a close relationship between population growth and cultural diversity. A virtuous cycle, in which great jobs attract skilled workers, who in turn provide the income for cultural amenities. People want to both train and stay in the area. The question is how you kickstart this cycle. Expensive cultural and retail-driven investments are rarely successful on their own, often becoming symbols of failed strategies that never pay off. What is required is a more robust strategy for training, attracting, and retaining talent. This is an educational challenge and a developmental one: highly-skilled workers want to live in a cosmopolitan place that is attractive and where there is plenty to do. Windsor is currently not scoring highly enough in this area. Infrastructure, regulations and tax policies have a significant impact in making a city more competitive, attractive to businesses, and often lead to growth. Businesses themselves are often best positioned to counsel decision- makers on where these challenges persist. In Windsor’s case, it is already operating a number of Community Improvement Plans and has some entrepreneurship initiatives. But in our consultations with the Windsor business community, several areas were identified for improvement. 10 Our analysis, summarized in Part I of this report, has concluded that across these four areas, Windsor has the potential to significantly grow and be positioned for success. To start, Windsor has clear medium-term opportunities that it should work to emphasize: Location: Windsor’s position on the US-Canada border must be emphasized and given extra prominence. Its proximity to the wider metropolitan area of Detroit gives it access to the benefits of a city much bigger than Windsor. Infrastructure: The City has new assets coming online, including the new bridge and hospital, which can help further support links to Detroit and the development of sectors that can spur innovative employment opportunities 11 However, the city will also need to work to overcome current weaknesses: The Past: Windsor’s economy was originally built on the automotive industry. In recent decades Windsor has lost out on investment to other countries with cheaper labor. Adding complexity, the car industry will undergo significant disruption with the shift to electric and autonomous vehicles. To prepare for this future economy, Windsor will need to invest more to help transition its car industry, and work to develop new strengths in emerging technologies. Skills Diversity: Windsor will need to do more to train, retain, and attract different kinds of talent. The local College and University are key players in identifying and training for current and new skills shortages, and also in forging even deeper links with other institutions, including in the United States, and with new companies. On the attraction side, despite its many underlying cultural and environmental advantages, our opinion research showed that Windsor’s quality of living had a mixed reputation across Canada. In order to retain and attract leading talent, the city should do more to proactively appeal to skilled workers, and invest in cultural assets that can make the city one that is more appealing for young professional and working families to settle in. While many factors, such as the long-term impact of COVID-19 and the future of the border and United States trade policy will remain outside of Windsor’s control, the raw materials of the city’s geography, infrastructure and talent pool provide a strong base for Windsor to build back better after the pandemic. 12 Our methodology Public First conducted extensive analysis for this report including: • Comparative analysis of Windsor internationally and nationally on a wide range of metrics; • Economic modelling of the potential impact of different strategies on Windsor’s economic performance; • Quantitative research on understanding and perceptions of Windsor within Canada and particularly within Ontario; • In-depth qualitative research with dozens of political, business, and institutional leaders across Windsor; • An extensive analysis of the academic literature on the growth and performance of cities; • In-depth case studies of comparator cities in the US and across Europe; • Additional qualitative research with experts in the automotive industry, and on cities and growth; • A review of past initiatives by the city alone and with its counterparts, and their budgetary implications; • Political and policy analysis of the federal and provincial government’s priorities and opportunities. We have also brought to bear our own experience advising national governments and cities on innovation and growth. We are very grateful to the city administration, WEEDC, institutions including the University and College, as well as to the many leaders in Windsor, for their support and time. (Please see the full report for methodological detail.) 13 Windsor Works: L.I.F.T. Strategy Parts 2 and 3 of this report outlines the proposed “L.I.F.T.” strategy to make Windsor the best community for Canada’s working families. This is described under the banner ‘Windsor Works’ and the strategy has four core pillars: 14 Taking advantage of Windsor’s position and working more closely with Detroit and Michigan Windsor Works recommends a renewed focus on enhanced economic linkages with Greater Detroit and Michigan economic sectors by: • Making Windsor a better place for Michigan businesses to operate by offering relocation packages and support. • Establishing more structural links between Windsor and Detroit, including through the College and University, by creating a skills and R&D Arc between the two cities. Windsor Works recommends strategies to attract and retain talent from within Ontario and Canada, including: • Attracting businesses into Windsor-Detroit through economic partnerships and joint investment attraction bids. • Using Windsor’s and Detroit’s rich histories to create targeted cultural events, such as an expanded film festival, and ‘Prohibition Week’. Most people do not think of Windsor as being tied to a large city, and if they do, they are unlikely to have noticed Detroit’s revival. These cultural events can make the city a more attractive place to live, while also reminding outsiders of its unique assets. 15 Investing in downtown districts, improving mobility and pursuing development that allow Windsor to seize forthcoming opportunities Windsor will benefit from two pieces of foundational infrastructure – a new bridge and a new acute care hospital. But more needs to be done on everyday infrastructure to improve residents’ quality of life and make Windsor more liveable for young working families. Windsor Works recommends: • Building a better more diverse housing stock that appeals to young families, with a housing target for downtown that helps drive revitalisation. • Enhancing the appeal and economic potential of Windsor’s riverfront – completing the full set of river beacons as tourism drivers and encouraging economic activity through craft/ holiday markets and other cultural activities. This is intrinsically linked to our ‘Talent’ strand below: to attract and keep the best people, Windsor must have enough events and amenities to be desirable. • Improving transport links across the city and demonstrating Windsor’s readiness to be a site where new low-emission vehicles are used as well as made, for instance through a public e-scooter scheme that would be ideally suited to Windsor’s flat topography. 16 Building on Windsor’s manufacturing strength to become a hub for new innovation and the auto sector of the future Windsor Works is, in part, designed to help diversify Windsor in sectors other than manufacturing: Windsor is unusually dependant, even by post-industrial city standards, on manufacturing jobs. Alongside this, the future economy element of the L.I.F.T. strategy will both seek to protect Windsor’s current strengths in the auto sector, and diversify into adjacent sectors, such as border technology and health care. This part of the strategy will require higher levels of government to play their part in the transition to new vehicles. Windsor Works recommends: • Establishing Canada’s first ramp up factory for electric and autonomous vehicles and working with the Province to prioritize the area for battery production by 2025. • Building expertise in software and cyber security for autonomous vehicles. • Advocating for stronger government leadership around electric, hybrid, hydrogen and autonomous vehicles and working with the national labor movement to support the transition into EV manufacturing. In the longer term, Windsor Works recommends: • Building on existing health manufacturing strengths, including in wellness. The construction of the new hospital will provide new opportunities, for instance by enabling plans to upgrade the University of Windsor’s medical education and training offering. • Exploring the potential to become a world leader in cross-border technology, for instance by showcasing new border technologies and promoting 21st century border policies and procedures and hosting an international conference and expo. 17 Training, retaining, and attracting the best talent from across Canada and the world Ensuring the appropriate mix of talent, innovators and entrepreneurs for the local labor pool is the single most critical factor, which underpins all other Windsor Works recommendations. This includes attracting talented people from outside the region and retaining graduates from the University of Windsor and St. Clair College. But talent is not just about graduate skills. The existing labor market in Windsor will not benefit from sectoral shifts, growth and evolution of existing businesses if they are unable to train and retrain appropriately in technical disciplines. Our talent pillar must therefore achieve three goals: • Training people in Windsor: meeting current skills shortages, including technical roles in manufacturing and in health, and rapidly adapting courses and programmes to meet new company needs in tech and other sectors; • Retaining talent in Windsor: increasing retention from the College and the University into Windsor and the wider Michigan-Windsor- Essex region; • Attracting talent into Windsor: making it easier for companies to attract new talent, including from overseas, as part of their plans. Windsor Works recommends: • A ‘Windsor Talent’ steering committee, chaired by the Mayor, with attendance from the Presidents of the University of Windsor and St. Clair College and representation from the private sector. The steering committee would be focused on meeting the needs of businesses and planning for sectoral shifts and would have the remit to drive changes across a wide range of institutions, including the educational providers, to meet economic need; • Supporting a new incubator and space for tech, linked to the University and training opportunities; • Attracting highly skilled workers, for instance by subsidising visa fees for immigrants serving Windsor/Michigan businesses, advertising Windsor more directly in Detroit , supporting spin out businesses and graduates from a new R+D arc, while targeting overseas talent. 18 The delivery of Windsor Works will require the full backing of City Hall and civic leaders from the Windsor community. This report also outlines key enablers that will be vital to realising the strategy. They are: • A dedicated delivery unit based in City Hall, reporting to the Mayor with a clear remit of strategy implementation. • Support and engagement from external parties such as key local businesses and post-secondary institutions. • Reporting on key metrics that show progress against strategy implementation and help to identify any blockers or impediments. Elements of this strategy can be explored immediately, but by design, this strategy is long-term, and it will take a serious and concerted effort not only by the city but by the institutions, businesses, and people within Windsor over many years. It is therefore recommended in the report that a new team within the City is created to oversee delivery, along with metrics and partnerships for city administrators, for councillors, and for the organisations of Windsor – such as the University and College – which have an outsized impact on the city’s success and reputation. The L.I.F.T. strategy is broad and ambitious, but crucially it is also rooted in Windsor’s existing strengths. By taking an approach that builds on the best of Windsor, the L.I.F.T. strategy should be both deliverable and effective, securing the future of Windsor as a great place to live, work and play, for the next chapter in the city’s history. 19 Introduction 20 Project Overview In Spring 2020, the City of Windsor commissioned a new project to analyze the economic development goals of the city and make concrete recommendations that could be taken to secure Windsor’s economic future. This project was sponsored by the Mayor’s Office and participants were aware that research was being undertaken on behalf of the City of Windsor. Public First was selected to conduct this project with support from a team based in Toronto. Three of the core research questions at the outset of this project were: • What opportunities are available to Windsor in the coming decades? • What lessons can the region learn from other cities internationally and historically? • What practical steps should the city take in the next six to twelve months (and how is unanimity achieved around those steps)? This report is the product of a four-month research project which began in August due to delays resulting from the COVID-19 pandemic. The first half of the project was spent gathering data and engaging with stakeholders to help inform our assessment of the city and its current opportunities. The research sought to understand the city on its own terms, based on available data and drawing upon a large number of interviews with key stakeholders and elected officials, and also by reference to comparative analysis with other cities, data modelling to show Windsor’s relative position, and then quantitative research to gather the views held by a sample of the public in Ontario about Windsor. This analysis was used to put Windsor’s present economic position in context, and to understand how the city was seen by outsiders, and together they provided valuable new insight into Windsor’s strengths as a mid-size Canadian city, and also some of its challenges (including the perceptions some people have of it). The second half of the project involved applying the evidence base on urban development, along with opinions gathered and ideas proposed, to create a coherent economic development strategy for Windsor. Part I summarizes the analysis undertaken to inform the approach and provides relevant context for the strategy that follows in Part II. Recommendations flowing from the four pillars of the proposed strategy are contained in Part III, which also includes some key enablers and proposed metrics for measuring progress. Additional background material is included in a collection of Appendices. Detail on the engagement undertaken for the project and the source material is listed in the Appendix. 21 Methodology Research was undertaken between August-November 2020 and comprised the following: • Quantitative economic analysis, benchmarking the city’s productivity and labor market performance against other similar industrial or post-industrial cities internationally • Deep-dive case studies into a large number of cities across Europe and North America, their economic strategies, and their success • A review of relevant and current academic literature and meta-analyses • In-depth qualitative interviews (August-October) with Windsor’s political, civic, and economic leaders, and with external experts in the automotive industry and urban development and regeneration. • Scenario analysis of future growth pathways on the city, looking at the potential from boosting agglomeration effects and developing new manufacturing strengths, with quantified potential effects • Site visits (October & November 2020) including City Hall, waterfront, Ambassador Bridge, Ford engine plant, University of Windsor, College of St. Clair, Institute for Border Logistics and Security (IBLS) at WEEDC, Windsor Detroit Bridge Authority (WDBA), Windsor Airport, and the Walkerville, Sandwich, Ford City and Riverfront neighbourhoods • Quantitative opinion research in Ontario (conducted in September 2020) • Political and policy analysis of the national and provincial government • Consultation with decision-makers – council members, the Mayor and municipal officials • Briefings and presentation of themes (November 2020) The data referenced in Part I of this report come from: • The comparative data compiled on Windsor and other cities (here) • The quantitative scenarios that were produced (here) • Data provided to the project team by WEEDC; the city; WorkforceWindsorEssex; St. Clair College and the University of Windsor. In Part I: Analysis, the focus is mostly on an ‘outside in’ view in terms of the data – partly because the city of Windsor already knows the situation in its own city and may face inherent bias – however Windsor-only information is brought in where it is important. The analysis and recommendations in this report relate to the city of Windsor and not to the wider Windsor-Essex region.2 The economic profile of Windsor was illustrated for this project using official statistics (see Bibliography). For a full summary of consultees and research methods, see the Appendix. 2 The Windsor-Essex region is a larger unit comprising rural areas to the south and east of the city of Windsor in the larger county of Essex (comprising 7 municipalities). The economic development of the area is led by the Windsor-Essex Economic Development Corporation (WEEDC) which is predominantly co-funded by both the city and the county, with the Mayor of Windsor and the Warden of Essex County members of WEEDC’s governing board. https://datastudio.google.com/u/0/reporting/42fe8a0c-24bb-4562-b0a0-d999d5c6d60c/page/24meB https://infogram.com/1prly3e6vgzgrmfg73n7y1ygylum6xejmr9?live http://publicfirst.co/windsor/BIBLIOGRAPHY.pdf Part I: Analysis 23 1. The City and its Economy Windsor is a mid-size Canadian city located in Southwestern Ontario. Due to its historic importance as an industrial border town, Windsor has a rich history and a shared heritage with the United States and neighbouring Detroit, across the Detroit River and Canada-US border. Windsor has a reputation for being a proud industrial city with a strong working-class community. Demographically, Windsor is one of the most diverse cities in Canada3, and it is a relatively safe city with average rates of crime for a Canadian municipality of its size.4 The city is the original home of the Canadian car industry and it remains one of the most important centres for auto manufacturing in North America, with a concentration of highly skilled manufacturers. Even as the manufacturing sector has declined across major economies in recent decades, the car industry has remained a core pillar of Windsor’s prosperity. At the same time, new economic opportunities have also emerged. The City of Windsor, Ontario As the southernmost part of Canada, Windsor has a comparatively mild climate, and its location provides easy access to local lakes, wineries and trails, and the surrounding region grows a large proportion of fresh produce, much of it exported into the United States. The city is in an ecologically diverse region with strong natural environmental assets including lakes and rivers. Windsor also has strong tourism assets (gaming, food and drink, as well as outdoor activities and culture) and continues to attract people, with a growing population. It has a good University, and a dynamic business community, and despite its size, the city also has its own symphony orchestra, international airport, and new civic infrastructure including an aquatic centre and an art gallery. The city has long looked across the Detroit River and has enjoyed two fixed-land crossings (the Ambassador Bridge and the Windsor-Detroit Tunnel) for ninety years, and more recently, Windsor has benefited from a developed riverfront adjoining the historic downtown and will soon be the site of a new international bridge providing a further link across the Detroit River. 3 The City of Windsor (2020) Diversity. Retrieved from: https://www.citywindsor.ca/business/physician- recruitment/Live/Pages/Diversity-.aspx 4 Statistics Canada. Table 35-10-0026-01 Crime severity index and weighted clearance rates, Canada, provinces, territories and Census Metropolitan Areas. Retrieved from: https://doi.org/10.25318/3510002601- eng https://www.citywindsor.ca/business/physician-recruitment/Live/Pages/Diversity-.aspx https://www.citywindsor.ca/business/physician-recruitment/Live/Pages/Diversity-.aspx https://doi.org/10.25318/3510002601-eng https://doi.org/10.25318/3510002601-eng 24 Windsor’s economy has become less dependent on traditional manufacturing industries and successive city administrations have sought to stimulate other sectors as part of a goal to diversify Windsor’s economy, so it is less reliant on the auto industry, with some clear successes. Major employers such as Ford and Fiat Chrysler Automobiles (FCA), alongside others representing another facet of Windsor’s past, such as the Hiram Walker distillery, have been joined in recent years by new businesses like Jamieson Laboratories and Quicken Loans/Edison Financial. In many respects, Windsor is fortunate. The city was built on industry and trade and as the global economy has shifted against it, the city has nonetheless avoided some of the negative consequences of de-industrialisation that have afflicted many similar cities. Given its proximity to the enormous US market, and its other natural assets, it also has many fundamental strengths that other so-called ‘rust belt’ cities lack, and that Windsor should be able to exploit to significantly improve its economy in future decades. But Windsor also suffers from negative connotations, stereotypes that undermine or limit its appeal and have made it harder to attract and retain new families. Many of these perceptions are inaccurate, and do not reflect a fair assessment of Windsor. However, they are still influencing behaviour and it is therefore important to understand these stereotypes and devise steps to address negative perceptions or turn them into advantages. The city must accept this challenge and work to overcome it. In other words, do more to sell what Windsor already is and the comparative advantages it already enjoys – so that more people come to recognize them. Such people will be Windsor’s future visitors, investors and, ultimately, residents. “Windsor was just one of the great places to grow up, and still is” Paul Martin, former Prime Minister of Canada (‘Straight Outta Windsor’ Podcast, 14 February 2018). During this project, the research pointed to several key questions that an economic development strategy for Windsor should attempt to answer: • How best can Windsor use its existing (and innate) advantages, and then seize the opportunities that present themselves, so it becomes a more prosperous place in the decades ahead? • How can Windsor work to embrace and/or overcome the perceptions that impact the city’s reputation and desirability, so it can grow faster and attract more people to visit, invest and reside? • How can Windsor go from being a ‘big-small city’ with some strong assets, to become a ‘small-big city’ with exceptional assets that is ambitious for the future, one that is a demonstrably more dynamic place that more people want to take a stake in? This project is one attempt to answer these key questions. 25 Snapshot of Windsor’s Economy In common with many mid-sized Canadian cities, Windsor’s economy has been cyclical and often defined by the fortunes of certain sectors on which it has historically depended. The following snapshot paints a picture of a city that was economically struggling even before the COVID-19 pandemic – the long-term impact of which remains unclear. Before 2020, Windsor had been enjoying several years of modest, steady growth and rising employment. In fact, it had nearly regained its mid-2000s peak in terms of total GDP by 2018. However, much of this was caused by a growing population, and real GDP per capita remains significantly down. Real GDP per capita ($2019) After the downturn of the 2000s, when Windsor’s growing population stalled (and declined for several years after 2007), the city has seen net population growth since 2011. The city has experienced accelerated population growth since 2016. 26 Jamieson Wellness Jamieson started in 1922 and is now Canada’s leading provider of vitamins, minerals, and nutrition supplements. Jamieson holds 25% of the market share, more than the combined market share of the next top 5 brands. The company made more than $345 million in revenue in 2019 and employs over 500 workers between its three Windsor facilities: the manufacturing facility, distribution centre, and International Nutrient Technologies soft gel manufacturing plant.5 In 2014, Jamieson was acquired by a US-based private equity firm, CCMP Capital Advisors, LLP for more than $300 million. The value of the company more than doubled over the next three years before going public in 2017.6 Jamieson has become a market leader by building a reputation in safety through rigorous product testing. Through their 360 Pure promise, they have committed to exceeding industry standards and ensuring their products are the safest, purest, and most effective on the market. This includes selecting only high-quality ingredients, guaranteeing product purity, and ensuring products retain potency throughout the manufacturing process.7 5 Cross, B. (2017) Jamieson goes public, stock prices soar on debut day. Windsor Star. Retrieved from: https://windsorstar.com/news/local-news/jamieson-goes-public-stock-price-soars-on-debut-day 6 Ibid. 7 Jamieson Vitamins (2020) Our Pure Promise. Retrieved from: https://www.jamiesonvitamins.com/ pages/360-pure 27 Main aggregates (2001=100) Fundamentally, the city’s economy is far more closely aligned to that of Detroit than the rest of Canada. After the financial crisis of 2007-08, Windsor’s real GDP declined in line with that of Detroit (the mid-2000s downturn saw a 17% fall in real GDP) and recovered no earlier – with both cities only returning to their 2001 position in 2015. Real GDP (2001=100) Total employment in Windsor has grown steadily since 2009 and the number of manufacturing jobs continues to comprise a significant share. Windsor had the highest share of manufacturing employment of any of the so-called ‘rust belt’ cities analysed for this project, leaving it vulnerable to any downturn, and reinforcing the long-term argument for diversification – but also the need to adapt the manufacturing sector to emerging trends, given that it still sustains tens of thousands of jobs. 28 Fiat Chrysler Automotive Canada Manufacturing Plant Windsor The FCA assembly plant was built in Windsor in 1928. Since its inception, the plant has produced a wide array of automobiles, including Plymouth two- and four-door sedans, Dodge hardtops, DeSoto convertibles, most Chrysler station wagons. Some of the most recent cars produced at the plant include the Chrysler Pacifica and Dodge Charger.8 The Windsor plant adopted the World Class Manufacturing (WCM) operating system in 2006, which is a methodology focusing on reducing waste, increasing productivity, and improving quality and safety. In 2014, the plant achieved silver status for its successful implementation of WCM, the highest ranking of any of FCA’s North American facilities.9 For the past nearly thirty years, the plant has run a three-shift rota to accommodate high demand for their automobiles. However, the third shift was cut in July 2020 to match a lower demand, eliminating 1,500 positions along with it. In October 2020, the union representing the automobile industry, Unifor, announced a new agreement with FCA, including a $1.35-$1.5 billion investment for upgrading the Windsor plant to produce at least one electric vehicle. Unifor states that the deal will add about 2,000 jobs by 2024, helping the company bounce back from the recent staff cuts and prepare for the future of the automotive industry.10 Windsor Total Employment 8 FCA (2020) Windsor Assembly Plant. Retrieved from: https://media.fcanorthamerica.com/newsrelease. do?id=344 9 FCA (2014) Chrysler Group’s Windsor Assembly Receives Silver Designation; First Chrysler Group Plant to Achieve the World Class Manufacturing Milestone in North America. Retrieved from: https://media. fcanorthamerica.com/newsrelease.do?id=15473&mid=792 10 The Canadian Press (2020) FCA workers approve Unifor deal to retool Windsor plant for making electric vehicles. The Star. Retrieved from: https://www.thestar.com/business/2020/10/19/fca-workers-approve- unifor-deal-to-retool-windsor-plant-for-making-electric-vehicles.html https://media.fcanorthamerica.com/newsrelease.do?id=344 https://media.fcanorthamerica.com/newsrelease.do?id=344 https://media.fcanorthamerica.com/newsrelease.do?id=15473&mid=792 https://media.fcanorthamerica.com/newsrelease.do?id=15473&mid=792 https://www.thestar.com/business/2020/10/19/fca-workers-approve-unifor-deal-to-retool-windsor-plant-for-making-electric-vehicles.html https://www.thestar.com/business/2020/10/19/fca-workers-approve-unifor-deal-to-retool-windsor-plant-for-making-electric-vehicles.html 29 Fiat Chrysler Automotive Canada Manufacturing Plant Windsor The FCA assembly plant was built in Windsor in 1928. Since its inception, the plant has produced a wide array of automobiles, including Plymouth two- and four-door sedans, Dodge hardtops, DeSoto convertibles, most Chrysler station wagons. Some of the most recent cars produced at the plant include the Chrysler Pacifica and Dodge Charger.8 The Windsor plant adopted the World Class Manufacturing (WCM) operating system in 2006, which is a methodology focusing on reducing waste, increasing productivity, and improving quality and safety. In 2014, the plant achieved silver status for its successful implementation of WCM, the highest ranking of any of FCA’s North American facilities.9 For the past nearly thirty years, the plant has run a three-shift rota to accommodate high demand for their automobiles. However, the third shift was cut in July 2020 to match a lower demand, eliminating 1,500 positions along with it. In October 2020, the union representing the automobile industry, Unifor, announced a new agreement with FCA, including a $1.35-$1.5 billion investment for upgrading the Windsor plant to produce at least one electric vehicle. Unifor states that the deal will add about 2,000 jobs by 2024, helping the company bounce back from the recent staff cuts and prepare for the future of the automotive industry.10 Windsor Total Employment 8 FCA (2020) Windsor Assembly Plant. Retrieved from: https://media.fcanorthamerica.com/newsrelease. do?id=344 9 FCA (2014) Chrysler Group’s Windsor Assembly Receives Silver Designation; First Chrysler Group Plant to Achieve the World Class Manufacturing Milestone in North America. Retrieved from: https://media. fcanorthamerica.com/newsrelease.do?id=15473&mid=792 10 The Canadian Press (2020) FCA workers approve Unifor deal to retool Windsor plant for making electric vehicles. The Star. Retrieved from: https://www.thestar.com/business/2020/10/19/fca-workers-approve- unifor-deal-to-retool-windsor-plant-for-making-electric-vehicles.html Ford Motor Company of Canada The Ford Motor Company of Canada has a long history in Windsor dating back to 1904, when it was created through Gordon McGregor’s (president of Walkerville Wagon Works) partnership with Henry Ford. The company’s Walkerville plant (located in what is now known as Windsor) became the first automobile production site in Canada with the Ford Model C. 11 The Canadian company grew exponentially over the following decades, opening large production plants in Oakville in 1953 and St. Thomas in 1968, along with engine and casting plants in Windsor. Although the casting plant has since closed, Windsor has remained an important location for the company as the home to two engine plants, which currently employ a total of 1,880 people.12 Recently, both industry and government have shown their commitment to supporting the future of the Canadian automobile industry. Ford has announced plans to invest $1.98 billion towards introducing new products, including new electric car models and engines, in both the Oakville plant and the two Windsor plants. Introducing these new products will help secure the longevity of the Ontario plants and prepare them for the future automotive sector.13 The federal and provincial governments have also announced $590 million in funding to support upgrading the Oakville plant.14 11 Windsor Public Library (n.y.) Ford Motor Company of Canada: Walkerville, Ford City & Windsor, 1904-present. Retrieved from: https://projects.windsorpubliclibrary.com/digi/wow/plants/ford.htm 12 Ford (2020) Worldwide Locations. Retrieved from: https://corporate.ford.com/operations/locations/ global-plants/windsor-engine-plant.html 13 Fraser, K. (2020) Unifor’s ‘unique’ Ford deal includes 5 new electric vehicles in Oakville, engine for Windsor plants. CBC news. Retrieved from: https://www.cbc.ca/news/canada/windsor/unifor-strike-deadline- extended-contract-talks-ford-1.5733592 14 CBC News (2020) Governments unveil details of $590M investment to help Ford Oakville plant make electric cars. CBC News. Retrieved from: https://www.cbc.ca/news/business/ford-oakville- government-1.5754974 https://media.fcanorthamerica.com/newsrelease.do?id=344 https://media.fcanorthamerica.com/newsrelease.do?id=344 https://media.fcanorthamerica.com/newsrelease.do?id=15473&mid=792 https://media.fcanorthamerica.com/newsrelease.do?id=15473&mid=792 https://www.thestar.com/business/2020/10/19/fca-workers-approve-unifor-deal-to-retool-windsor-plant-for-making-electric-vehicles.html https://www.thestar.com/business/2020/10/19/fca-workers-approve-unifor-deal-to-retool-windsor-plant-for-making-electric-vehicles.html https://projects.windsorpubliclibrary.com/digi/wow/plants/ford.htm https://corporate.ford.com/operations/locations/global-plants/windsor-engine-plant.html https://corporate.ford.com/operations/locations/global-plants/windsor-engine-plant.html https://www.cbc.ca/news/canada/windsor/unifor-strike-deadline-extended-contract-talks-ford-1.5733592 https://www.cbc.ca/news/canada/windsor/unifor-strike-deadline-extended-contract-talks-ford-1.5733592 https://www.cbc.ca/news/business/ford-oakville-government-1.5754974 https://www.cbc.ca/news/business/ford-oakville-government-1.5754974 30 Windsor’s City Administration The City of Windsor is governed according to the legal structures established by the Province of Ontario. Managing an overall budget of almost $900M, Windsor has municipal obligations including roads and sewers. Public services such as schools and hospitals are a provincial responsibility and, in common with other cities in Ontario, Windsor distributes funding from the provincial and federal governments (received as grants) for local social services and welfare provision. Aside from grants and subsidies from higher levels of government, the city’s main income is from property tax and service-user charges and permits, including fees paid for parking and leisure activities and charges for water and sewage.15 15 The City of Windsor (2020) Operating Budget. Retrieved from: https://www.citywindsor.ca/cityhall/ Budget/Documents/2020%20Approved%20Operating%20Budget.pdf https://www.citywindsor.ca/cityhall/Budget/Documents/2020%20Approved%20Operating%20Budget.pdf https://www.citywindsor.ca/cityhall/Budget/Documents/2020%20Approved%20Operating%20Budget.pdf 31 One constraint on economic development is the fiscal capacity to invest in measures that catalyse growth. The City of Windsor is limited in what fiscal powers it has to stimulate direct investment, and, as a municipality, does not have the ability to significantly increase its revenue. Nevertheless, the financial position of the city is relevant to any strategy that it may seek to pursue, informing the extent to which it is able to invest in certain initiatives to support future growth. Cities that shoulder significant agency costs or debt burdens are often unable to make key investments – too often cycles of decline and disinvestment can follow. Notable changes in Windsor’s budgetary position since 2014 include:16 • The overall operation budget has increased from $756M in 2015 to $851M in 2019, with around half of this increase due to increased revenue from grants and subsidies from federal and provincial governments, and half from increases in charges levied locally; • The growth in property tax income since 2014 has come almost entirely from newly built residential properties as the city has grown. Income from user-fees has also increased; • The city contributes to the funding of the Windsor Police Department, and there have been sizeable increases in the police budget (rising from $77M in 2015 to an approved budget of $92M in 2020). Funding for fire and rescue services has also seen upward pressure, rising from $42M to $50M in 2020; • The largest proportionate increases have occurred in parks and recreation/ culture, with the city budget for parks and their facilities doubling from $14M to $28M over the last five years and recreation and culture growing 43% to $13M in 2020; • Some budget areas have seen only modest increases, including TransitWindsor ($14M to $15M 2015-20) and the Windsor Essex Community Housing Corporation ($10M to $12M) over the same period. The city realized efficiencies in the past decade by outsourcing daycare services, and parking collection/enforcement, and garbage disposal. Another key aspect of the city’s administration has been the progress on municipal debt servicing. Under the current administration, the city continues to pay down debt, which has been reduced by a third in six years (2014-19), resulting in a significant reduction in interest payments: 2014 $104,121,000 2015 $98,211,000 2016 $91,899,000 2017 $85,152,000 2018 $78,154,000 2019 $70,670,000 16 The City of Windsor (2020) Operating Budget. Retrieved from: https://www.citywindsor.ca/cityhall/ Budget/Documents/2020%20Approved%20Operating%20Budget.pdf The City of Windsor (2016) Operating Budget. Retrieved from: https://www.citywindsor.ca/cityhall/Budget/ Documents/2016%20Approved%20Operating%20Budget.pdf https://www.citywindsor.ca/cityhall/Budget/Documents/2020%20Approved%20Operating%20Budget.pdf https://www.citywindsor.ca/cityhall/Budget/Documents/2020%20Approved%20Operating%20Budget.pdf https://www.citywindsor.ca/cityhall/Budget/Documents/2016%20Approved%20Operating%20Budget.pdf https://www.citywindsor.ca/cityhall/Budget/Documents/2016%20Approved%20Operating%20Budget.pdf 32 As a result of prudent fiscal management, including decisions taken by the Council to modernize service delivery, Windsor’s high debt burden of the early 2010s has been turned around. Finances in spring 2020 were in a significantly improved state compared to 2014, while at the same time reserves have also grown. As the city considers the right investments to support economic development it should accept that – COVID-19 aside – the city’s budgetary position is much better than it was even five years ago and there is scope to make major investments. It is also advisable for the City of Windsor to consider long-term debt financing if tied to core, economic infrastructure that increases competitiveness and supports job creation. Properly structured, this financing would boost local productivity and increase economic growth, earning more for the City through growth that would easily sustain servicing costs. While the economy was growing and employment was rising, increased revenue enabled the city to tackle debt and ‘fix the roof while the sun was shining’ and now, with uncertainty ahead and the challenge of securing Windsor’s competitive position for future decades, it is both possible and necessary to make long-term investments, including using reserves and preparing an ambitious 10-year capital plan. Again, Windsor is fortunate – other mid-sized Canadian cities are not in such a fortunate position and the municipality should leverage this opportunity. 33 2. How Windsor is seen – inside and out People in Windsor expressed a variety of views about their city – and had strong opinions and good ideas about how it needs to improve. The goal of any strategy designed to serve the residents of a given area is to meet their needs but also to reflect their concerns and priorities. In the course of this project, the economic analysis was supplemented with interviews and opinion research to try and understand how Windsor is seen, and then to use this insight to devise realistic policy proposals that the city’s political leadership could adopt and promote. One significant part of our methodology was therefore quantitative and qualitative assessments of Windsor, through: • Extensive interviews with political, institutional, and business leaders within Windsor to understand priorities, concerns, and perceptions; • A quantitative survey of views on Windsor from residents of Canada as a whole, and then weighted for those within Ontario. We discuss each in turn, but it is worth noting up front that there was a gulf between internal perceptions of Windsor, and the results of our wider survey. 34 The view of leaders within Windsor Throughout this project, Public First has engaged with the elected city councillors of Windsor; the main employers of Windsor; entrepreneurs and their representatives; the leaders of the College; the University; various members of the economic development corporations, including WEEDC; and the leadership of major infrastructure assets, such as the airport and the upcoming Gordie Howe International Bridge; and authorities in sectors such as tourism. Those leaders have been generous with their time and have made an immense contribution to this report and its conclusions. Several interviewees mentioned how the city should be commended for commissioning this study, and for engaging in longer- term thinking. We have divided the results of those interviews into core themes. Further detail of our interviewees is provided in the Appendix. Theme 1 – what it is like to live in Windsor Windsor is a great community, and a great place to live – if more people understood that, they would come. A number of people interviewed had moved to Windsor almost by accident but were now evangelists for the city and its offer. There was a widespread view that Windsor was incorrectly and harshly perceived (an assertion supported by our quantitative survey results). They remarked upon the stereotype of Windsor as a ‘hard working, hard drinking, lunch-bucket, blue-collar’ town. The consensus is that Windsor has great assets: a beautiful waterfront; affordable housing and a great community that was safe and good for raising a family. The need for a “PR exercise” was mentioned by many of our interviewees. There was less consensus on the nature of that PR– should it remarket Windsor as a professional, services-based city, or lean into its history of car making, whiskey, and the casino? There is not enough to attract younger professionals – particularly in the emerging tech sectors. Across our interviews the desire for more ‘white collar’ jobs came up – and in particular a desire to attract more tech start-ups and scale-ups as part of diversification. Linked to this, there was concern from those already working in the tech sector, and from others, that Windsor did not have enough amenities for young professionals . The lack of amenities downtown, which is discussed below, was raised by many. “We don’t do enough to cultivate white collar positions in this town.” City Councillor “We need more good news stories. Windsor proper has a reputation as a blue collar and labor-focussed town, but there’s a lot of start-ups and innovation. The lifestyle on offer is really good compared to the rest of Canada, but we’re not telling that story enough, and people aren’t willing to stay here.” Academic Detroit is an enormous opportunity. Many of our interviewees mentioned the restaurants and sporting events of Detroit as a way of providing big city living, but with small city crime rates and house prices. Many of our interviewees believed more could be done to sell Windsor’s links with Detroit to the rest of Canada. “You can live in downtown Windsor and go to anything Detroit has to offer and not even own your own car. We do a poor job at selling that lifestyle.” City Councillor 35 Theme 1 – what it is like to live in Windsor Windsor is a great community, and a great place to live – if more people understood that, they would come. A number of people interviewed had moved to Windsor almost by accident but were now evangelists for the city and its offer. There was a widespread view that Windsor was incorrectly and harshly perceived (an assertion supported by our quantitative survey results). They remarked upon the stereotype of Windsor as a ‘hard working, hard drinking, lunch-bucket, blue-collar’ town. The consensus is that Windsor has great assets: a beautiful waterfront; affordable housing and a great community that was safe and good for raising a family. The need for a “PR exercise” was mentioned by many of our interviewees. There was less consensus on the nature of that PR– should it remarket Windsor as a professional, services-based city, or lean into its history of car making, whiskey, and the casino? There is not enough to attract younger professionals – particularly in the emerging tech sectors. Across our interviews the desire for more ‘white collar’ jobs came up – and in particular a desire to attract more tech start-ups and scale-ups as part of diversification. Linked to this, there was concern from those already working in the tech sector, and from others, that Windsor did not have enough amenities for young professionals . The lack of amenities downtown, which is discussed below, was raised by many. “We don’t do enough to cultivate white collar positions in this town.” City Councillor “We need more good news stories. Windsor proper has a reputation as a blue collar and labor-focussed town, but there’s a lot of start-ups and innovation. The lifestyle on offer is really good compared to the rest of Canada, but we’re not telling that story enough, and people aren’t willing to stay here.” Academic Detroit is an enormous opportunity. Many of our interviewees mentioned the restaurants and sporting events of Detroit as a way of providing big city living, but with small city crime rates and house prices. Many of our interviewees believed more could be done to sell Windsor’s links with Detroit to the rest of Canada. “You can live in downtown Windsor and go to anything Detroit has to offer and not even own your own car. We do a poor job at selling that lifestyle.” City Councillor 36 Theme 2 – diversification opportunities for Windsor Diversifying the manufacturing base, or diversifying away from manufacturing? There was a split in our interviewees between those who believed Windsor needed to seek non-manufacturing jobs, and those who believed that manufacturing was Wind- sor’s core strength, and that this needed to be the focus. “How we do over the next few decades depends on whether we diversify.” Business Leader “It’s long been my thought that Windsor has needed to diversify, but we also need to make use of the assets we have.” Academic Working with Detroit. Detroit came up in two contexts. First, that there are large numbers of successful companies in Detroit and Michigan that could be persuaded to set up a new office in Windsor, as Quicken Loans had done. Second, that together Detroit and Windsor could market themselves to companies outside the area – as was attempted in the Amazon bid in 2017-18. Economic diversification. “Detroit are a partner in all of this... I think we haven’t leveraged the US network as well as we should have.” Business Leader “We hear people say it’s the end of the auto industry, but I don’t think so. Cars will be built for a long time. Somebody will design and build them, and that somebody will be us.” Academic 37 Most agreed that diversification was a key challenge. A wide range of industries and jobs were mentioned as candidates, which fit into the following categories: New tech jobs. Many of our interviewees thought Windsor could do more to attract high-growth, high-pay new tech companies, focusing initially on start-ups. There was some interest in ‘fintech’ since companies in Detroit and Windsor were already growing in this area. “I don’t think we’re going to get an Amazon situation, but I think we can do tech start-ups and play on some of Detroit’s tech start-ups.” City Councillor Tech related to manufacturing/general advanced manufacturing. A number brought up the potential for the intersection of data, technology, and manufac- turing (either auto or other manufacturing). This has been a substantial part of WEEDC’s recent strategy and focus. “I’d like to see investment dollars focused - to transition and evolve this sector into the next generation manufacturing in Canada. We’re so well positioned to be the focal point of that.” City Councillor The future automotive industry. Several interviewees raised the green economy (and its implications) and moving into sectors such as electric and autonomous vehicles. Logistics and border-related businesses. This came up in the context of the link with Detroit, the new Gordie Howe International Bridge, and the airport. There was also reference made to new driver regulations creating an advantage for Windsor as a site for registering new trucking companies who could reach further into the US market under the rules (and new digital logs) governing maximum driving periods.17 “The border is a huge part of the Windsor fabric, it defines us… Looking at innovations that ensure that people and goods can move seamlessly across the border will be crucial.” City Official Green economy and jobs. The environmental agenda and the ability of Windsor to pivot to take advantage of the green economy were mentioned by some interview- ees. Many of these remarks were in the context of green energy projects, and the transition of the auto sector away from internal combustion engines to generate and keep jobs. “The key thing we can do as a city is get an electric vehicle production mandate from a car company.” Academic 17 Federal Motor Carrier Safety Administration (2020) Summary of Hours of Service Regulations. Retrieved from: https://www.fmcsa.dot.gov/regulations/hours-service/summary-hours-service-regulations. Department of Transportation (2015) Rules and Regulations, Federal Register, 80(241), pg 78357. Retrieved from: https://www.govinfo.gov/content/pkg/FR-2015-12-16/pdf/2015-31336.pdf https://www.fmcsa.dot.gov/regulations/hours-service/summary-hours-service-regulations https://www.govinfo.gov/content/pkg/FR-2015-12-16/pdf/2015-31336.pdf 38 Theme 3 – attracting people and businesses to Windsor Downtown and the city’s cultural infrastructure and amenities. There was near consensus on the need to revitalize downtown Windsor (also referenced from tech sector representatives). The reason for the decline – and therefore what to do about it – was more varied: a need for ‘white collar jobs’ that would spur the restaurant industry; landlords who charged excessive rent and drove out businesses; and a decline in visitors from the U.S., were some of the reasons given. Linked to this was a desire from many to increase the general cultural infrastructure and amenities of the city. “Why would an entrepreneur/small business owner want to relocate when half the store fronts are empty and where the rent is too high and there is not enough bustling activity of people commuting to and from this place.” City Councillor Skills and talent. This was cited as an issue in several different ways. First, that too many people leave the region on graduating from local post-secondary institutions (‘brain drain’), and that Windsor needed to do more to keep them (this represents a cycle tied to cultural ame- nities and, of course, job opportunities); second, that there was an imperfect match between training and job demand; and third, that the training required may need to shift as the economy diversifies. “50% of those [University of Windsor] foreign students stay in Canada, mostly going to Toronto. As a result, we lose a lot of talent from Windsor, as people think it’s a place you can’t develop a career.” Academic Business attraction. A couple of interviewees suggested that Windsor had a reputation as a municipality that was heavy in red tape and unfriendly to business. The complexity of local permitting and licensing, as well as the bureaucracy involved in navigating development and new plan- ning for projects, was cited as a barrier to growth and job creation. Some interviewees had had several experiences of city engagement which were negative, and referenced delays in permit approvals and complex grant schemes as two areas to improve upon. “They need to start listening to manufacturing associations and cutting red tape.” Business Leader 39 Theme 4 – who decides? Higher levels of government. As one councillor succinctly put it, “we are at the whim of higher levels of government”. More positively, there was a recognition from many that finding priorities that the provin- cial and national government might be inclined to fund was key, because the city could not solve every problem within its own resources. “Windsor City Council really has nothing to do with making that happen. All they can do is lay the infrastructure that gets you from point A to point B. They can take our message to the right people. This is a model that requires provincial and federal intervention.” Business Leader The need for big city thinking. Some interviewees lamented ‘small town thinking’, often with reference to what cannot be done here, compared to in a big city like Toronto, or in respect of limited ambitions and a lack of willingness to invest in long-term strategies. The elements of small city- living that delivered a strong community and good quality of life was seen to have drawbacks by some in terms of narrower horizons, and a view that Windsor was not in control of its own destiny. 40 Dominant positive narratives Dominant negative narratives Detroit is an opportunity that has yet to be fully exploited. People are more likely to move to Windsor if they realize that Windsor is already part of a bigger city-region, with great restaurants, and sporting events. It should be possible to attract more businesses from Detroit to set up in Windsor so they can expand into Canada. The flow of people between Michigan and Canada has slowed since 9/11 - and this has had a knock-on effect on tourism and retail – and once the borders reopen there should be a focus on its recovery.18 Windsor’s downtown and amentities are lacking. There was consistent concern that Windsor did not have a downtown that was sufficiently attractive, with low foot traffic, too many vacant premises and a homelessness challenge. In turn, the fear was this would stunt attempts to attract in new companies. There is civic pride in a city which is wonderful for families, affordable, and has enormous potential. Windsor’s residents clearly have pride and affection for their city. They are conscious (as our next section discusses) that there is a gulf between external perception and reality. Workforce - there is a thread of concern about whether the Windsor workforce has the skills, and also the expectations around pay and work, that set them up for future success, including: • The links between College and University courses and the future skills needs of industries; • The general level of skills and education of the population; • Whether graduates are willing to stay in the area. Windsor is fundamentally good at making things. Many interviewees were keen not to downplay the strengths and skills of Windsor’s manufacturing workforce, and its importance through COVID-19 and to Windsor’s future. Powerlessness - many of our interviewees stressed that many of the things that matter most to Windsor are not in Windsor’s full control (in particular, they rely on higher forms of government, although also on the ability of the large manufacturers to succeed). 18 Annual Michigan-Canada border crossings in 2019 was 31% lower than it was in 2000 (540M people annually in 2000 vs. 370M people annually in 2019). Source: Department of Transportation (2020) Border Crossing Entry Data: Annual Data. Retrieved from: https://explore.dot.gov/views/BorderCrossingData/ Annual?:isGuestRedirectFromVizportal=y&:embed=y https://explore.dot.gov/views/BorderCrossingData/Annual?:isGuestRedirectFromVizportal=y&:embed=y https://explore.dot.gov/views/BorderCrossingData/Annual?:isGuestRedirectFromVizportal=y&:embed=y 41 What views do other Canadians have of Windsor? To help inform the analysis, a public attitudes survey was commissioned19 to explore how Ontarians view Windsor and where the city’s perceived strengths might reside. The survey confirmed that some of Windsor’s innate strengths – such as its affordability – were understood and priced in, but that others – like Windsor’s proximity to big city amenities in Detroit, or its rich local heritage and civic history – were not. And while the survey showed that Windsor was seen in a positive light by many, there were, on balance, more negative views expressed about the city than neutral or positive ones. The survey therefore exposed some of the challenges around the city’s identity that – while it may not be news to the political leadership in Windsor – is nonetheless a reminder that perceptions matter and the goal of driving Windsor forward cannot ignore how the city is seen today, and therefore what might be done to overcome certain negative impressions among outsiders. This is especially true for a city that wants to attract more working families and graduates to relocate to Windsor as part of a diversification strategy to strengthen its economic outlook. Headline Results • Windsor was perceived as the most affordable city in the list. 28% of the sample believed Windsor would have an inexpensive cost of living. • Well-paid work increases people’s willingness to move to Windsor. For a job in Windsor which pays 20% better than one in Toronto, the sample is split on which option they would take. • Windsor was one of the least popular destinations for people to move to, with 42% of the sample ranking it lowest on a list of 5 Southern Ontario cities. • Windsor was the worst performing city on strength of the local economy, and on local culture and heritage attractions. 19 Public First ran a poll of 1,000 working age adults in Ontario between the 22nd and 25th of September 2020. Results were weighted to be representative of population proportions on the basis of interlocked age & gender, and education. 42 Windsor is perceived as affordable The area where Windsor excels is in the cost of living, with 28% viewing it as inexpensive, making it the only city in the list where more people viewed it as inexpensive than expensive. As might be expected, 92% viewed Toronto as expensive, including 81% describing it as “very expensive”. Windsor was seen as having the cheapest cost of living The takeaway from these questions is that people are willing to overlook the cost of living in order to live in areas with strong cultural appeals and a strong local economy. When people’s assessments of the cities’ economic and cultural appeals are correlated with their general appeal as a place to live, it is shown that these are relatively strong predictors (correlation coefficients average around 0.5 across the cities). However, the correlation between perceived cost of living and desirability as a place to live averaged only around 0.18, with no significant correlation in the case of Toronto. Effectively, being affordable is not enough to drive interest (Figure 1). 43 Figure 1: Strength of the six cities on different metrics Windsor is perceived less favourably than other cities in Ontario We asked for a straightforward ranking of 5 cities in Ontario as destinations people would move to for work. The cities provided were Toronto, London, Kitchener, Hamilton and Windsor. Ultimately, Toronto came out on top, with 47% of the sample selecting it as the destination to which they would be most prepared to move. Windsor came out on the bottom, with 42% of the sample placing it in last. However, beneath this top line, the figure is more complicated. For one, the sample included a large number of people who already lived in Toronto, and of them 75% selected Toronto as the city they would be most willing to move to. If those who already live in Toronto are deducted from the sample, and just responses from those who live in the other cities mentioned, or in no city at all, are considered, the story is quite different. Toronto has 27% of this group selecting it but also 35% placing it in the bottom position (5th rank). Among just those who do not live in any of the cities asked about, Toronto represented a more divisive city, featuring heavily at the top and bottom of people’s lists, and Kitchener and London were more consistently popular. Unfortunately, Windsor remains unpopular among this group, with 37% placing it lowest on the list. In demographic breakdowns, Windsor is consistently rated lowest, although the city performs slightly better among those who currently live in rural areas (30% of whom put it in their top two), and notably worse among those with a bachelor’s degree as their highest level of formal education (49% of whom put Windsor in the bottom position). In fact, a quarter (25%) of those who put Windsor in their top two are living currently in a rural area or small town (compared to 14% of those who placed it in their bottom two). This presents a challenge for Windsor insofar as the skilled graduates that are needed to join the influx of modern industries that the city wants to attract, have generally more negative perceptions of Windsor than other Ontario cities. 44 Respondents question the economic and cultural appeal of Windsor We asked about whether people perceived the cities to have strong or weak economies, and Windsor comes out at the bottom with 31% saying they felt the local economy was weak, compared to 21% who felt it was strong. Again, the formal education level of respondents appears to play a role with 38% of those with bachelor’s degrees saying the economy is weak compared to 26% of those with only secondary education (among whom about as many thought of the local economy as strong). A similar story emerges with the local and cultural heritage attractions, where 26% view Windsor as having weak local culture and heritage attractions. On both these measures Toronto comes out top: 66% saying it has a strong economy and 77% that it has strong local culture and heritage attractions. However, as a place to live, Windsor had the lowest appeal of the five cities we tested This was true across different demographics 45 The impact of better paid employment on movement to Windsor We asked respondents whether they would choose to move to Toronto or Windsor if offered jobs in each but with different pay rates. Due to the relative popularity of Toronto, they were about neck-and-neck when the Windsor job payed 20% more a year, and when the two jobs paid the same people chose the Toronto job over the Windsor job twice as often (Figure 2). Figure 2: Willingness to move to Windsor over Toronto if the Windsor job pays X% more Windsor was ranked as the least preferred city people would wish to relocate to for work 46 This is unsurprising given the results of our conjoint analysis, which indicated that the salary level was a key motivator for relocation, easily exceeding the importance of culture, housing, and social motivators. We saw only limied recognition of Windsor’s close proximity to the facilities within Detroit 47 What people say about Windsor ‘In your own words, what is your leading impression of the city of Windsor?’ “Beautiful parks and waterfront parks and walkways. Has many hiking and bike trails, small museums and an art gallery. Many playgrounds for children and youth activities. Cost of living is average and there is affordable housing.” Windsor resident, 31 “Too close to the U.S. for my comfort and too distant from Toronto. I don’t know any people there and do not find it in any way a desirable place to live or visit.” Toronto, 58 “A quiet city with a casino for vacationing.” Kitchener, 28 “Blue collar but becoming more innovative and progressive.” Ottawa, 46 We saw a reasonable balance of sentiment - although the strength of negative responses was often greater than positive ones 48 Examples of Positive Responses “It is a very student-based city, and a sweet combination between a city life and a small town feeling.” Toronto, 18 “A great city with entertainment, affordable housing, blue collar jobs and a small town vibe.” Ottawa, 34 “It’s a tech hub and a University town.” Toronto, 63 Examples of Neutral Responses “More affordable housing but not many things to do in terms of entertainment.” Toronto, 38 “I think that it is a nice city, but that it is more for retired individuals.” Hamilton, 24 “Nice city, unfortunately gets linked to Detroit.” Toronto, 60 “My only real knowledge of Windsor is it is a border town which is nice and it has a casino. Other than that not much.” Kitchener, 52 Examples of Negative Responses “Like the Canadian Detroit? Only been there once but it isn’t lively and more of a blue collar city.” Toronto, 35 “I think that Windsor is a town that is down on its luck. The manufacturing industry has moved away and there are a lot of people out of work. The largest employers are across the border. There isn’t a lot to attract me to the area.” Ottawa, 33 “Too close to the US, leading to high crime and disease crossing the border.” Toronto, 50 “It is not exactly a place I would want to be. It seems like a very unsafe area and there really isn’t anything that is drawing me to the area. My family and friends are located in the southwestern Ontario area and Windsor is a little out of the way for me.” Hamilton, 21 49 What do these survey results mean for Windsor? These findings present challenges for Windsor. There are some clear negative associations with the city, and in this regard the survey confirms some of the observations made by local interviewees about how the city was perceived by outsiders. Acknowledging these negative associations, and who they apply to, should allow for targeted strategies that combat these perceptions and move public opinion, over time, in Windsor’s favour. As expected, given its relative economic fundamentals, the survey found that Windsor scored relatively poorly compared to other cities in Ontario. Affordable housing is an asset and perceived as such. Low residential property prices will need to be maintained as Windsor’s population grows (by encouraging new housing development) – it is an advantage that Windsor could promote to people outside the city. It is hard to avoid the conclusion that Canadians living in Ontario do not have positive associations with Detroit, and to some extent these rub off on Windsor. They clearly do not think of Windsor as ‘close to amenities,’ which could mean they don’t know that Detroit has these amenities, that they are available and easy to access if you live in Windsor, or they discount them because their negative views of Detroit are such that they would not choose to go there. While the city wants to be communicating to those in Ontario that Windsor is a great place to live, and near great amenities, in the nearer term, attracting people living in Michigan – and other immigrants to Canada – may be easier. Throughout this project, similar themes kept emerging that are supported by the public attitudes research. Many of Windsor’s strongest advantages are unknown to people who do not live in Windsor or know the city from direct experience. Often the experience of visiting is a positive one and many people who grow up in Windsor and leave as young adults gravitate back in order to enjoy these advantages. The city must accept this challenge and work to overcome it. In other words, do more to sell what Windsor already is – and the comparative advantages it already enjoys – so that more people come to recognize them. Such people will be future investors, residents and consumers. Edison Financial Edison Financial is a Windsor-based digital mortgage start-up that will serve the needs of consumers across Canada in partnership with Canada’s leading broker channel lenders. The company was founded by Hash Aboulhosn in 2017 with the goal of giving Canadian homebuyers a friendly, transparent and convenient mortgage experience. Edison is currently operating in Ontario and British Columbia with plans to expand to other provinces in the near future. 50 3. How Cities Like Windsor Grow and Thrive Over recent decades, governments around the world have looked to catalyze urban development and economic diversification as globalization has hollowed out formally industrialized urban centres. The history of these efforts provide valuable insights for Windsor Works. In the Economic Regeneration Toolkit (see Appendix 1) prepared for this project, an overview is provided of different strategies that cities have taken to drive local economic growth, jobs, and regeneration – and what is known about what has or has not worked, considering: • The most up to date theory behind why some cities thrive more than others; • The academic evidence on which policy tools are more effective; and • Ten case studies of the different strategies that cities have employed. Our core finding is that there is no silver bullet. The relative success of policies is highly dependent on the context of each city and exactly how they are implemented. It is impossible for policymakers to perfectly predict or control the future of their city – but policies can help make success much more likely. http://publicfirst.co/windsor/ANNEX%2001_Economic_Regeneration.pdf 51 What is the evidence around urban development? There are four main explanations for why some cities grow richer than others: Sectors & Clusters Historically, cities would grow on the back of rare natural resources, as the centre of political power or as convenient trading crossroads. In the modern world, many cities develop an economic specialism by taking advantage of a first-mover advantage or gaining a critical mass in a new industry: Silicon Valley for IT, Hollywood for films, or Detroit for cars. When that sector declines, the city either needs to find a new specialism, or it will suffer eventual decline itself. People & Culture Under this view, cities thrive when they are attractive places for highly talented or creative people to move to – and they in turn create new businesses and jobs for the rest of the local economy. This might be because the city hosts a world-leading University, features an attractive climate, or is home to appealing cultural and sporting amenities. Scale There is overwhelming evidence that cities themselves enjoy economies of scale: the larger they are, the more connections workers and businesses can make, and the greater their productivity. Many cities are centuries old, long outliving the rise and fall of any one industry. Competitiveness Just as a national government works to improve the underlying supply side fundamentals of its economy, cities compete to provide efficient infrastructure, competitive taxes and support for basic research and innovation. There remains a significant debate in the literature over which of these factors is most important, or drives the others. Do highly productive cities tend to have great amenities because of high disposable income from thriving local industries – or can the amenities themselves attract new start-ups to locate there? Is it better to specialize in a particular industry and seek to become a world leader, or does this invite vulnerability when economic fundamentals change? 52 In the following areas, there were common approaches that cities adopted, with varying degrees of success: Sectors & Clusters • Targeting research spending or tax credits at specific industries • Offering generous tax breaks or incentives to encourage large companies to relocate • Building new facilities and working with companies in an industry to increase collaboration People & Culture • Investing in cultural amenities and new sports facilities • Brownfield regeneration and land redevelopment • Seeking to increase graduate retention • Investing in the local University Scale • Building new transport links with other larger metropolitan areas • Liberalising planning laws or building more housing stock • Encouraging inward migration (from other regions or from overseas) • Relocating public sector staff to relatively deprived areas Competitiveness • Investing in local infrastructure: roads, public transport, broadband/fibre, etc. • Offering liberalized planning rules, regulations, taxation in specific special enterprise zones or free ports • Lower cost labor or tax incentives 53 Given that cities, especially in different regional and national contexts, are complex places and with varied histories, it is hard to definitively state what ‘works’ and what does not. As a general rule, however, the evidence suggests that: • ‘Downstream’ investments (housing, public transport, new cultural amenities) based on the assumption that they will attract a higher population are less likely to succeed than policies that support developing economic strengths and broader competitiveness. In other words, build it, and often they do not come. There are very few examples of new sports stadiums or art galleries that, by themselves, have turned their part of the city around, and all too many examples of major civic infrastructure projects becoming white elephants. • That does not mean new transport infrastructure or housing are always the wrong thing to do. When a city or a particular urban region is already at full capacity, they can help unlock growth. If there is a deprived area in the middle of a more successful neighbouring area, redeveloping it is likely to be highly effective. • It is hard to force a city to become a world leader in a completely new sector from the top down. Worldwide, many, for example, have tried and failed to become leaders in renewable energy. • Cities can, however, do a lot to help nascent sectors that have emerged organically to grow faster – and remove regulatory or other barriers that are in the way. If a city has a ‘minimum viable industry’, then a lot can be done to help it scale. • While incentives for companies might encourage them to choose one city over a neighbouring rival, they are rarely enough on their own. Amazon chose Virginia for their second HQ because of skills, not taxes. The pay-off from incentives is often unclear – and when they go, the company sometimes goes too. • Increasingly, cities that are thriving have ‘innovation’ strength – they have ideas and very advanced skills. Cities in advanced economies are unlikely to compete on lower costs alone. These strengths can be in manufacturing, but the higher up the value chain a city goes, then the better protected it is, and diversity helps. • Cultural investments are unlikely to be sufficient for economic regeneration, but they might be necessary. It is hard to know what minimum level of ‘niceness’ a city needs to achieve to attract today’s skilled young professionals – but almost every case study incorporates some element of this. It is worth checking whether outsiders think the city is a good place to live and therefore what future relocation demands might look like. 54 University of Windsor The University of Windsor is the largest post-secondary institution in the city and was established in 1963. It offers 190 undergraduate programs, 65 graduate programs and six professional programs, including in law, business, engineering, science, education, nursing, human kinetics, social work, art, humanities and social sciences.20 The University has 16,321 full and part time students, 23% of which are international students. The student body collectively represents nearly 100 countries around the world.21 The University has strong links to the United States; they participate in a U.S. federal loan program22 and for the last seven years they have offered a discounted U.S. ‘Neighbour Rate’ – currently $9,765/semester for full time U.S. students and $1,953/semester for part-time U.S. students – a 50% discount on the international student rate.23 One of the University’s unique curriculum offers is a dual Canadian and American law program, from which graduates receive both a Canadian J.D. and an American J.D.24 In 2018, the University of Windsor was ranked among the most beautiful Universities in Canada by Best Choice Schools. The University was recognized for its environmental status and landscaping, significant useable student space, mix of historic and modern architecture, location near an international border, and temperate climate compared to other Universities in Canada.25 In 2019, the University was also ranked among the greenest post-secondary schools in North America by the Princeton Review for its commitment to green practices and programmes.26 The University’s strength is in teaching, where it has a student/faculty ratio of 26:1, giving students close access to their professors and high quality educational and research opportunities. Further, the Faculty of Science specifically has a student/faculty ratio of 16:1 – the best in Ontario and one of the best in Canada.27 The University also produces high quality research in areas fundamentally important to the future of the region. The University’s strategic research plan identifies four key challenges underpinning the University’s research agenda: 28 1. The health of the Great Lakes; 2. The challenges of borders and how people and goods move across them; 3. Sustainable industry, including auto manufacturing; 4. Creating viable, healthy and safe communities. Recently, the University has received $4.3 million in federal and industry funding to support research into next generation electric vehicle production. Researchers at the University are working on this project with industry partners, including Ford, D&V Electronics and Nemak.29 The University has also established the Cross- Border Institute (CBI) to examine policy challenges around borders in the modern world which serves as a centre of excellence in border management and security.30 20 The University of Windsor (2020) About the University. Retrieved from: https://www.uwindsor.ca/about- the-university 21 The University of Windsor (2020) Fast Facts. Retrieved from: https://www.uwindsor.ca/45/fast-facts 22 The University of Windsor (2020) Admissions Information for U.S. Students. Retrieved from: https://www. uwindsor.ca/studentrecruitment/415/admissions-information-us-students 23 The University of Windsor (2020) Student Accounts/Cashiers. Retrieved from: https://www.uwindsor.ca/ finance/student-accounts 24 The University of Windsor (2020) Canadian & American Dual J.D. Program. Retrieved from: https://www. uwindsor.ca/law/370/canadian-american-dual-jd-program 25 The University of Windsor (2018) UWindsor named among most beautiful universities in Canada. Retrieved from: https://www.uwindsor.ca/dailynews/2018-03-07/uwindsor-named-among-most- beautiful-universities-canada 26 The University of Windsor (2019) UWindsor once again ranked among greenest schools. Retrieved from: https://www.uwindsor.ca/dailynews/2019-11-04/uwindsor-once-again-ranked-among-greenest- schools 27 Ontario Universities’ Info (2020) University of Windsor. Retrieved from: https://www.ontariouniversitiesinfo. ca/universities/windsor 28 Government of Ontario (2018) 2017-2020 Strategic Mandate Agreement: University of Windsor. Retrieved from: https://www.ontario.ca/page/2017-20-strategic-mandate-agreement-university- windsor#section-11 29 The University of Windsor (2020) Investment by industry and NSERC to spur UWindsor research into electric vehicles. Retrieved from: https://www.uwindsor.ca/dailynews/2020-08-09/investment- industry-and-nserc-spur-uwindsor-research-electric-vehicles 30 The Cross-Border Institute (2020). Retrieved from: https://www.cbinstitute.ca/ https://www.uwindsor.ca/about-the-university https://www.uwindsor.ca/about-the-university https://www.uwindsor.ca/45/fast-facts https://www.uwindsor.ca/studentrecruitment/415/admissions-information-us-students https://www.uwindsor.ca/studentrecruitment/415/admissions-information-us-students https://www.uwindsor.ca/finance/student-accounts https://www.uwindsor.ca/finance/student-accounts https://www.uwindsor.ca/law/370/canadian-american-dual-jd-program https://www.uwindsor.ca/law/370/canadian-american-dual-jd-program https://www.uwindsor.ca/dailynews/2018-03-07/uwindsor-named-among-most-beautiful-universities-canada https://www.uwindsor.ca/dailynews/2018-03-07/uwindsor-named-among-most-beautiful-universities-canada https://www.uwindsor.ca/dailynews/2019-11-04/uwindsor-once-again-ranked-among-greenest-schools https://www.uwindsor.ca/dailynews/2019-11-04/uwindsor-once-again-ranked-among-greenest-schools https://www.ontariouniversitiesinfo.ca/universities/windsor https://www.ontariouniversitiesinfo.ca/universities/windsor file:///C:\Users\Blair\AppData\Local\Packages\microsoft.windowscommunicationsapps_8wekyb3d8bbwe\LocalState\Files\S0\77973\Attachments\The%20University%20of%20Windsor%20(2020)%20Investment%20by%20industry%20and%20NSERC%20to%20spur%20UWindsor%20research%20into%20electric%20vehicles.%20Retrieved%20from:%20https:\www.uwindsor.ca\dailynews\2020-08-09\investment-industry-and-nserc-spur-uwindsor-research-electric-vehicles file:///C:\Users\Blair\AppData\Local\Packages\microsoft.windowscommunicationsapps_8wekyb3d8bbwe\LocalState\Files\S0\77973\Attachments\The%20University%20of%20Windsor%20(2020)%20Investment%20by%20industry%20and%20NSERC%20to%20spur%20UWindsor%20research%20into%20electric%20vehicles.%20Retrieved%20from:%20https:\www.uwindsor.ca\dailynews\2020-08-09\investment-industry-and-nserc-spur-uwindsor-research-electric-vehicles file:///C:\Users\Blair\AppData\Local\Packages\microsoft.windowscommunicationsapps_8wekyb3d8bbwe\LocalState\Files\S0\77973\Attachments\The%20University%20of%20Windsor%20(2020)%20Investment%20by%20industry%20and%20NSERC%20to%20spur%20UWindsor%20research%20into%20electric%20vehicles.%20Retrieved%20from:%20https:\www.uwindsor.ca\dailynews\2020-08-09\investment-industry-and-nserc-spur-uwindsor-research-electric-vehicles https://www.cbinstitute.ca/ 55 4. How Windsor Scores The following summarizes our assessment of how the city of Windsor today scores when set against the four key factors for successful city growth (sectors, people, scale, competitiveness): Windsor’s Economic Strengths and Weaknesses Sectors & Clusters + Windsor remains one of Canada’s most important manufacturing centres for cars, and the city is working to become a centre for automotibility. Leading manufacturers in other fields (like Jamieson) have made their home in Windsor. + The City and surrounding area have strong tourism assets, with diverse attractions including gaming, food and drink, outdoors and culture. - Over the last twenty years, auto production in Ontario has been shifting to lower cost locations in Mexico and the Southern United States. - The automobile industry looks set to suffer significant disruption in the coming decades with the rise of electric and self-driving vehicles. It is not clear how well Windsor is currently set up culturally or in its research and skills base to take advantage of these trends. - Unionized labor with high costs; and other higher costs (such as electricity) can deter investment. - There is no global, non-automotive R&D strength in or near Windsor. People & Culture + Windsor’s population continues to climb, suggesting the area has appeal to local and international migrants. + The University of Windsor is academically strong - albeit with significant competition in the rest of Ontario. + The area has a history of high skilled manufacturers in the tool and die industry. - The share of graduates in the Windsor labor market (25.2%), remains below the national average (28.5%). By urban area, Windsor has the 15th highest population, but only the 41st highest share of graduates. The city continues to see a net loss of graduate talent. - The University of Windsor is stronger in teaching than research, and it has not built up sufficient strength in automotive research. - Many of our interviewees complained about a lack of amenities for young graduates, millennials (and younger generation), with Detroit seen as significantly more culturally appealing. In fact, the region has experienced an anecdotal “thirtysomething” population boom, as talented individuals return to the region, after having studied or worked in larger urban settings. 56 Windsor’s Economic Strengths and Weaknesses Scale + The city is located next to one of the most important manufacturing centres in the US: Detroit. There is already significant collaboration between companies on both sides of the border, and potential for further economies of scale between the two cities. + Affordability of housing is often mentioned as a key strength (though presumably if Windsor began to grow faster economically, and did not keep pace with housing supply, this would change). + The new bridge will allow more rapid access into Detroit and the rest of Michigan. - Windsor is too distant to form an effective economic region with other major cities in Ontario, and public transport links between them are weak. Windsor is a very car-centred city. - This means that Windsor is dependent on Detroit for scale - a reviving city, but one with major risks, and with border issues. - While rental prices in Windsor are among the lowest in Ontario, the absolute level of vacancies remains low. Competitiveness + Windsor remains a cost competitive location for businesses. In 2016, KPMG estimated a cost index of 84.3 for Windsor-Essex, compared to a benchmark average of 100 for the US. + Internationally, Windsor benefits from Canada’s fundamentals. While it has been moderately sliding in recent years, Canada remains highly competitive both for business taxes and more broadly. - While it has been catching up in recent years, GDP per capita remains at around three quarters of the national average, suggesting relatively low productivity. - Local government in Windsor doesn’t have the ability to match US economic incentives. - Some interviewees have suggested that Windsor lacks a strong entrepreneurial base and culture (but we have not yet put numbers on this). Instead of following the same playbook for every city, decision-makers must utilize a city’s unique historical and geographical advantages, while staying open to new opportunities that might emerge. Windsor enjoys several fundamental economic advantages: a location on the border, a strong manufacturing legacy, and a growing population. This puts it in a better position than many cities in the US rust belt. While its GDP per capita remains significantly below the national average, the data suggests that it has been catching up – which is certainly not true for every post-industrial city. 57 St. Clair College St. Clair College has been a quiet success story in Windsor. Its growth has implications for the local population and for the future of Windsor’s economy. The post-secondary institution, founded in 1967, has a total full-time student complement of 12,800 as of 201931 and has expanded both its student body and its courses due to growing demand from the international market over the last decade.32 Unlike many Colleges in Ontario, St. Clair took a decision in 2015 when the current President took over, to focus on growth by catering to the rising demand from international students and their desire to study in Canada. The College operates across three campuses in Ontario and in 2015 there were approximately 250 foreign students enrolled in Toronto, and 450 locally in Windsor. By 2020, enrolment had increased more than 10 times to 2,700 in Toronto and to 3,700 locally. Of these international students, approximately 70% live in the City of Windsor, which has necessitated a large expansion of the College’s accommodation provision, with them almost doubling their downtown presence. This expansion will include the $23m ‘GEM’ residence which will provide accommodation for over 500 students on the main south campus when it opens next year.33 In total, the College estimates that they will soon add another 1,000 spaces for students living downtown and will need other faculty premises too. St. Clair is able to set their own fees for international students and they remain competitive – placed in the bottom quartile for fee rates among 24 public Colleges in Ontario – making them an attractive choice for Indian, Chinese and other nationalities who are seeking affordable, high quality study options abroad. Another element of this demand is that many also seek residency in Canada after the completion of their studies in Windsor, and international students now make up 37% of the student population, up from 6% in 2015. Despite the COVID-19 pandemic, the College has been able to maintain enrollment as a licensed education institution34 and has worked to incentivize travel and other online teaching measures to ensure new arrivals can begin their courses without being inconvenienced.35 The extraordinary growth in international students has driven the expansion of St. Clair and will continue to be part of the College’s growth strategy for future years. It has also driven a financial turnaround with the College going from a $5m deficit in 2015, to a $41m surplus in 2019. Given the size of Windsor, the College has an outsized impact on the local area and a significant downtown presence, with its staff and students supporting local economic activity and also impacting the housing rental market. St. Clair College has become an outsized contributor to local prosperity. Its ability to attract students should be coupled with a new talent retention strategy to locally leverage the enhanced skills and support local economic activity. 31 The College of St. Clair (2019) News, 19 September, Retrieved from: https://www.stclaircollege.ca/ news/2019/st-clair-college-enrolment-stays-strong 32 The College of St. Clair (2020) Why St. Clair?. Retrieved from: https://www.stclaircollege.ca/international/ why-stclair 33 The College of St. Clair (2020) News, 13 November. Retrieved from: https://www.stclaircollege.ca/ news/2020/new-residence-begins-take-shape-using-z-modular-units 34 The College of St. Clair (2020) News, 18 November. Retrieved from: https://www.stclaircollege.ca/ news/2020/international-students-begin-arriving-december 35 The College of St. Clair (2020) Covid-19 FAQ. Retrieved from: https://www.stclaircollege.ca/health- centre/coronavirus/faq https://www.stclaircollege.ca/news/2019/st-clair-college-enrolment-stays-strong https://www.stclaircollege.ca/news/2019/st-clair-college-enrolment-stays-strong https://www.stclaircollege.ca/international/why-stclair https://www.stclaircollege.ca/international/why-stclair https://www.stclaircollege.ca/news/2020/new-residence-begins-take-shape-using-z-modular-units https://www.stclaircollege.ca/news/2020/new-residence-begins-take-shape-using-z-modular-units https://www.stclaircollege.ca/news/2020/international-students-begin-arriving-december https://www.stclaircollege.ca/news/2020/international-students-begin-arriving-december https://www.stclaircollege.ca/health-centre/coronavirus/faq https://www.stclaircollege.ca/health-centre/coronavirus/faq 58 How does Windsor compare with similar cities? There is limited published research on the relative position of mid-sized cities in Canada, with most comparative studies focusing on much larger global cities. Therefore, we used available information to devise a bespoke comparison that showed Windsor’s relative position. To our knowledge, this is the first time that Windsor’s economy has been scored against that of other cities that are chosen because they are similar to Windsor (rather than as part of a nationwide ranking of cities of all sizes). Key data was compiled for cities across comparable jurisdictions to judge Windsor’s current position. In order to better understand Windsor’s relative strengths and weaknesses, a database was built including cities across Canada, the US, the UK and continental Europe. Each city was analysed not just to see how well it has done in recent years, but also what were its relative strengths in the three horizontal drivers of growth: • People: Attracting people to live there • Scale: Taking advantage of size and economies of scale • Competitiveness: How attractive is it to businesses? We compared Windsor with 29 similar post-industrial cities to better understand the city’s relative strengths and weaknesses. For each pillar, some key metrics were identified, bringing together comparable data from the OECD, national statistical agencies and third-party data. In general, our findings show that Windsor’s main strengths are: • High quality of life; • Growing population and proximity to a large labor market in Detroit; • Relatively low cost of doing business. The city’s main weaknesses are: • The relatively weak University ranking; • Relatively high unemployment rate; • The city’s lack of appeal to outsiders. 59 Overall Economic Performance To get a current picture of overall economic performance a comparison was made of each of the cities on their recent economic output and growth. Windsor ranks 4th in recent GDP growth per capita (between 2009-2016), at a rate of 16.9%. This shows that Windsor had among the fastest growth of any rust belt or other post-industrial city in our sample, a very promising trend that the city must work to maintain. However, Windsor did not perform as well on other output metrics; its worst performance was in the metric “GDP per capita compared to the national average”. In Windsor, GDP per capita is only 64% of the national average, ranking it 28th in our sample and the lowest amongst its Canadian peer cities of Hamilton, Kitchener and London. The final metric in this category is Gross Domestic Product (GDP) per worker, which is used as an indicator of labor productivity. Windsor ranks below average (17th) amongst the sample with a GDP per work of $82,836. Detroit has the highest GDP per worker, at $123,203, and London has the lowest at $59,411. Amongst Windsor’s Canadian peers, however, the city ranks the highest, with Kitchener a close second ($80,430), followed by Hamilton ($71,534) and lastly, London ($59,412). After setting the scene with big picture economic metrics, analysis was undertaken of each city’s performance across three horizontal drivers of growth: • People: is the city attracting people to live there? To understand this, the size of the graduate population, quality of life, and the external appeal of the city were factors. • Scale: is the city taking advantage of size and economies of scale? To understand this, population growth, average house prices, and the size of the nearby population were factors. • Competitiveness: how attractive is the city to businesses? To understand this, business costs, University rankings, and unemployment rates were factors. Overall, Windsor’s performance across these metrics is average, ranking on average 17th across the People pillar, 13th across Scale, and 15th across Competitiveness. Within these pillars, however, there is significant variation in Windsor’s performance. 60 Area Pillar Based On Period Windsor Ranking36 1 Growth Output % in GDP per capita, 2009 to 2016 2009- 2016 4 2 Absolute Labor Productivity Output GDP per worker 2016 17 3 Relative Labor Productivity Output GDP per capita as a % of national average Latest 28 4 Graduate Population People % of workforce with a graduate education Latest 18 5 Quality of Living People Proxy index based on crime rates and air pollution Latest 13 6 Appeal People % of survey respondents who said they wanted to move here 2020- 09-01 20 7 Population Growth Scale % of growth in population 2008- 2016 12 8 House Prices Scale Average house prices in CAD Latest 22 9 Nearby Population Scale Populations of cities within an hour’s radius Latest 6 10 Business Costs Competitiveness Merged index based on office costs and KPMG data Latest 4 11 Research Competitiveness Global ranking of largest University Latest 20 12 Labor Market Competitiveness Proxied by pre-COVID-19 unemployment rate 2018 22 36 Windsor’s relative ranking compared to 29 other post-industrial cities, with the best performing city as 1. 61 Pillar I: People Windsor performs slightly below average across metrics within the People pillar. Its main strength in this pillar is the quality of life it can offer residents, and its weakness is its lack of appeal to outsiders. Windsor’s “quality of life” ranking provides a glimpse of one of the most attractive aspects the City of Windsor has to market. Windsor scores better than studied North American cities and on-par with Canadian peers. Therefore, actions that can leverage and market the City as a destination for individuals and families can further help attract high-skilled labor Windsor performs below average on the graduate population metric, which measures the percentage of the population with a University-level education. Among the 25 peer cities with available data, Windsor ranks 18th with a graduate population of 21.3%. The highest performing city in this metric is Madison, Wisconsin with 49.49%, and the lowest is Detroit with 13.3%. This metric shows that although Windsor and Detroit have a relatively large population between them, this population has a relatively low educational attainment. Windsor’s worst performance in this pillar is in the appeal to mobile workers metric, which measures how prepared outsiders would be to move to a city. Windsor ranks 20th out of 22 cities in this metric, highlighting the city’s weakness in appealing to outsiders. 62 Pillar II: Scale Relationship between productivity and population in OECD cities Econometric studies find on average that the doubling of a city’s population size increases the productivity of its workforce by 2-5%.37 The largest variation in Windsor’s performance is found within the Scale pillar, where the city had both its highest and lowest total ranking. Windsor’s highest ranking is in the “nearby population” metric, which compares the populations of cities within an hour’s radius. Windsor ranks 6th in this category among all 30 cities, and 1st amongst its Canadian peer cities. This metric highlights Windsor’s unique strength over other post-industrial cities and specifically its competitors in Canada: its proximity to Detroit, and the labor and investment opportunities that come with that location. Windsor’s worst ranking is in the “house prices” metric, which compares average residential property prices across the sample. Windsor has the 6th highest residential property prices out of the 28 cities with available data. It is worth noting, however, that Canadian cities in general seem to have the high residential property prices compared to other countries. In fact, compared to its Canadian peer cities, Windsor has the lowest residential property prices. Therefore, this finding may not be such an issue for Windsor within its regional and national context. 37 “According to the OECD, doubling a city’s population size increases the productivity of its workforce between 2%-5% on average” Source: Ahrend, R., Farchy, E., Kaplanis, I., & Lembcke, A. (2014) What Makes Cities More Productive? Evidence on the Role of Urban Governance from Five OECD Countries, OECD Regional Development Working Papers 2014/15. https://doi.org/10.1787/5jz432cf2d8p-en https://doi.org/10.1787/5jz432cf2d8p-en 63 Windsor also performed relatively well in the “recent population growth” metric, ranking 12th out of 31 cities in the sample. The city had a population growth of 4.9% between 2008 and 2016, outperforming most U.S. cities but underperforming Canadian cities, such as Kitchener (13.7%), London (9.8%) and Hamilton (7.8%). Canadian cities generally saw faster population growth compared to other countries in our sample, a trend largely driven by recent immigration. As such, Windsor is doing well in this metric on an international level, but not necessarily among its Canadian peers. Population within an hour’s drive 64 Pillar III: Competitiveness Windsor’s ranking in the Competitiveness pillar was average, with its main strength being low business costs and main weakness, its relatively high unemployment rate. Windsor has relatively low business costs amongst the cities in our sample, which was determined by comparing the average cost of leasing an office by square foot. The city ranks 4th out of 24 cities globally. Business costs in Windsor are nearly identical to those in Hamilton, Kitchener, and London38. Therefore, our findings suggest that Windsor has a relatively good offer for businesses compared to peer cities across North America. Windsor did not perform particularly well, however, on its University ranking. The city ranks 20th out of the 30 cities in our sample, and 12th out of the 16 North American cities. The top 3 cities in North America by University ranking are Chicago, Illinois; Madison, Wisconsin; and Hamilton, Ontario. The only Canadian city in our sample that Windsor outperformed is Kitchener. Finally, Windsor has experienced higher than average levels of unemployment, when compared to other North American cities in the study (Windsor ranked 22nd out of 32 cities). All Canadian cities have higher unemployment levels than U.S companions, and Windsor’s was among the highest across Canadian jurisdictions. All of this data relates to the period immediately prior to the COVID-19 pandemic, and aligns with a decade of economic dislocation in Windsor, associated with the automotive recession of 2008- 09. By the end of 2019, Windsor had recovered to pre-2008 unemployment measures, underscoring the need to embrace a wider cluster of local economic drivers. Full details of this analysis can be found in Appendix I. 38 KPMG (2016). Competitive Alternatives: KPMG’s guide to international business locations costs. Retrieved from: https://assets.kpmg/content/dam/kpmg/pdf/2016/03/ca-competitive-alternatives-2016-canada.pdf http://publicfirst.co/windsor/ANNEX%2001_Economic_Regeneration.pdf https://assets.kpmg/content/dam/kpmg/pdf/2016/03/ca-competitive-alternatives-2016-canada.pdf 65 What does this mean for Windsor? In terms of the fundamentals – basic office costs, graduate share, quality of living and so on – Windsor scored in the middle of the pack of the rust belt sample. That does not mean that Windsor cannot improve its fundamentals, but in aggregate there are neither outsized weaknesses nor strengths. Pillar Windsor’s average rank (out of 30) Output 16 People 17 Scale 13 Competitiveness 15 Windsor’s most significant weakness in driving growth is the city’s R&D potential. Cities that have experienced the most dramatic turn-around growth have had world class Universities (like Carnegie Melon in Pittsburgh or the University of Manchester in Manchester) and companies which have done fundamental R&D (like Microsoft in St. Louis). Neither are true, currently, for Windsor. While it sounds like the University of Windsor is pursuing a sensible strategy in terms of automotive research (and attempting to recover a lead it had in this area some decades ago), this is not equivalent. The University’s strength remains teaching, rather than research. Windsor’s biggest output weakness is labor productivity – GDP is growing but GDP per capita is not. But this is, in our view, not a cause but a symptom of the city’s industrial mix. Politically, Windsor has been much more successful than Detroit. It has avoided the bankruptcy, urban decay and the social unrest that has characterized that city, and Windsor has always been much safer than Detroit. In population terms, too, Windsor and Detroit have been on divergent paths. Windsor’s population is growing steadily and has been for almost a decade after a period where the population fell slightly between 2007- 11. The constant population decline over four decades in Detroit is a marked contrast. However, in economic terms, Windsor is near-identical to Detroit. As an economic region, it should think of itself as part of Michigan more than part of Ontario. It has declined very slightly less, and later on grown very slightly less, but these are small effects compared with other cities. Analysing data from the Detroit economic agency and WEEDC, suggests some divergence over the last three years in Detroit’s favour. As some of the interviewees said, Detroit’s revival has been substantially driven by philanthropy, which is not automatically available to Windsor. But the data does suggest that if Windsor is able to tie itself more tightly to Detroit, then it will be following the place with greater momentum. Windsor’s GDP has been growing. But this is substantially fuelled by population growth. There are definite advantages to population growth, but it is worth noting that on a GDP per capita level Windsor is below its pre-2005 peak. It lags very substantially behind the rest of Canada. 66 Red Piston Red Piston is a mobile app and game development agency based in Windsor, offering digital services in mobile, web development, design, augmented, virtual and mixed reality, as well as gaming. The company has worked for a wide variety of clients across a range of industries, including Mercedes-Benz, Helios+ and Bratz Action Heroes. Founded in 2010, the company has moved locations six times in the last decade, with its current location just east of Windsor’s downtown. Red Piston does not at this moment appear to see Windsor as a natural home for innovative tech marketing companies, with a co-founder stating that “Windsor is not really known throughout our industry as a place where creative risks are taken so we get inspired by marketing campaigns such as those launched by companies in California, for instance.” However, on their website, they do state that Windsor gives them a “powerful geographic advantage, allowing us to keep costs low.” The company hosts events for Windsor residences, including Code in the Dark, a programming event in which participants design and implement a website using only a screenshot they are provided with. 67 Ten Year Performance (2008-2018) Despite falling by a third over the last twenty years, Windsor had the highest share of manufacturing employment of any of the rust belt cities examined in this process. Given the shift away from manufacturing experienced internationally – short of a very radical shift to onshoring – the central projection has to be that this is unlikely to rise again and may well fall. Unsurprisingly, on a median hourly wage, Windsor’s highest paid people are either in the public sector or engineers.39 It is also noteworthy that a recent Workforce Windsor Essex survey shows a high number of employers reporting education qualifications and technical skills as a challenge in terms of filling vacancies.40 Manufacturing share of employment (%) 39 Based on median hourly wage data provided by the city 40 Workforce WindsorEssex (2018) Community Labor Market Plan Windsor-Essex. Retrieved from: https://www. workforcewindsoressex.com/wp-content/uploads/2018/04/Community-Labor-Market-Plan-EN.pdf https://www.workforcewindsoressex.com/wp-content/uploads/2018/04/Community-Labour-Market-Plan-EN.pdf https://www.workforcewindsoressex.com/wp-content/uploads/2018/04/Community-Labour-Market-Plan-EN.pdf 68 Support for new businesses in Windsor Windsor’s small businesses and new start-ups will be vital contributors of the city’s future economic growth. Rather than betting on the pursuit of large corporations in order to entice them to make one major relocation decision, the city administration is favouring an approach of ‘building on small wins’, so that future employment growth increasingly comes from attracting multiple smaller companies with less than 50 employees. Existing small businesses in Windsor can already access a vibrant network of support to expand and to help grow their product offerings, and in the technology sector, the WE-Tech Alliance provides a regional offer for businesses in Windsor-Essex and Chatham-Kent to help them collaborate, innovate and scale. WE-Tech is funded by the province, via the Ontario Network of Entrepreneurs and is one of seventeen Regional Innovation Centres. There are also existing venture capital organisations that offer investment to Windsor start-ups and the existing WE Capital Angel Network (WE- CAN) offers direct support from angel investors to companies in a range of sectors. WE-CAN, located on Howard Avenue in Windsor, has recently partnered with other angel investor groups in Ontario to form a larger network – Equation Angels – to provide even more avenues for investment.41 Windsor already has a small business accelerator, established in 2011, which has directly helped to create 120 companies in the local area (of which 80 are still operating) and has set a goal of creating 320 firms.42 The University of Windsor continues to support local entrepreneurs through its Entrepreneur, Practice and Innovation Centre (EPICentre), which serves as a hub for current and recent graduates pursuing entrepreneurial ventures, as well as those in the community who can access the competitions and grants that the EPICentre oversees.43 In 2019-20 the centre spent $107,500 to assist seventeen start-up ventures.44 41 WE-Tech Alliance (2020). News release, 24 September 2020. Retrieved from: https://www.wetech-alliance. com/2020/09/24/game-changer-for-local-entrepreneurs-as-angels-enter-the-equation/ 42 Windsor Downtown Accelerator (2020). News release, 17 October 2020. Retrieved from: https://www. downtownaccelerator.com/newsroom/windsor-business-accelerator-hails-milestone-with-donor-wall/ 43 University of Windsor (2020) EPICentre ‘About Us’. Retrieved from: https://www.epicentreuwindsor.ca/about- us/ 44 University of Windsor (2020) EPICentre Impact Report 2019-20. Retrieved from: https://www. epicentreuwindsor.ca/wp-content/uploads/2020/06/EPICentre-AnnualReport19-20.pdf https://www.wetech-alliance.com/2020/09/24/game-changer-for-local-entrepreneurs-as-angels-enter-the-equation/ https://www.wetech-alliance.com/2020/09/24/game-changer-for-local-entrepreneurs-as-angels-enter-the-equation/ https://www.downtownaccelerator.com/newsroom/windsor-business-accelerator-hails-milestone-with-donor-wall/ https://www.downtownaccelerator.com/newsroom/windsor-business-accelerator-hails-milestone-with-donor-wall/ https://www.epicentreuwindsor.ca/about-us/ https://www.epicentreuwindsor.ca/about-us/ https://www.epicentreuwindsor.ca/wp-content/uploads/2020/06/EPICentre-AnnualReport19-20.pdf https://www.epicentreuwindsor.ca/wp-content/uploads/2020/06/EPICentre-AnnualReport19-20.pdf 69 As the importance of the start-up scene grows, the support of these existing organisations will continue to provide valuable mentoring advice, strategic and financial support and liquidity to enable new Windsor companies with high-growth potential to scale. If the city were to follow the example of Buffalo, NY, it could further catalyse the start-up ecosystem locally by creating its own entrepreneurial fund focused on businesses within the municipality. This could be used to invest in the Windsor-based small business sector, using an independent organisation to award grants based on a rolling competition, with the city investing dollar-for-dollar with private or philanthropic backers into the companies with the greatest potential for growth (see Part III: Recommendations). As Windsor pursues it’s economic development agenda, the contribution of small businesses cannot be underestimated. This will require ongoing proactive engagement between the city administration and the business community, dialogue about the city’s goals for the future economy of Windsor, and existing organisations to foster the entrepreneurial ecosystem. That may also require new forums where the business community can engage directly with the Mayor to support the delivery of the strategy, as is proposed separately (see Key Enablers in Part III: Recommendations). Given that WEEDC’s business attraction role covers the entire Windsor- Essex region, it is especially important that there is additional support for new businesses that are located in the city of Windsor as they expand. The Windsor-Essex Chamber of Commerce will continue to play an important role around the advice service it offers to members, and advocacy on behalf of the local business community.45 St. Clair College also runs the ‘Genesis Entrepreneurship Centre’, located on campus, which gears its activities towards students and recent graduates with a series of mentoring resources and an events programme to help turn start-up ideas into viable businesses. 45 Windsor-Essex Regional Chamber of Commerce (2020). Retrieved from: https://www. windsoressexchamber.org/ https://www.windsoressexchamber.org/ https://www.windsoressexchamber.org/ 70 5. Summary It is testament to the work of the people of Windsor, and the culture of the city, that despite some difficult economic challenges, it has remained such a safe, pleasant, and optimistic place to live. Our research shows this is far from a universal experience. Windsor is in a much healthier state than many rust belt cities. But it is vulnerable because it is specialized, and it is specialized because it is small. This means that the city’s original desire to diversify is the right one, and one key route to achieving this is to seek some greater scale (so-called ‘agglomeration’). There are other catalysts which depend crucially upon meeting growth (with modern infrastructure and making the city more liveable, so quality of life is maintained and improved) and people (attracting the companies of the future and the talent). Fortunately, Windsor is already on this path, because unlike many post-industrial cities that have seen key industries downsize or depart, Windsor continues to grow its population and attract new investments. However, what the city of Windsor requires is a coherent strategy to deliver a larger, more diverse economy as part of a multi-decade development plan that is able to leverage infrastructure investments, exploit new economic trends, and attract more of the skilled people that will drive future growth. 71 Part II: Strategy 72 Part II: Strategy Successful strategies are driven by clear goals and objectives. From these markers emerge implicit and explicit choices that have been made. Strategies that admit to no trade-offs or choices are not really strategies at all – they are simply vision statements. In devising an economic development strategy for Windsor, the experience of comparable jurisdictions have informed our thinking, but it has also confirmed what is or is not likely to work given Windsor’s starting point. Even the largest cities cannot excel at everything. Choices – sometimes difficult ones – must be made. The following section establishes the relevant context and unanswered questions that impact our choices and our recommended strategy. The proposed core strategy is outlined, applying across the four-pillar framework. Recommendations for practical application of this core strategy follows in Part III. 73 1. Key Lessons For Windsor 1. Scales and clusters are still the best driver of diversification and long-term growth. In other words, Windsor must be a bigger city. It is possible to be a large, specialized city, or a large, diverse city. It is much harder to be a small economically diverse city – so if the goal is to be diverse, it is prudent to seek ways to get larger, and to catalyze the population growth already happening. Bigger cities can: a. Hedge their bets. In the end, while steps can be taken to make it less likely that an industry is innovated out of existence (or moves elsewhere). So, building up alternatives is sensible. b. Support attractive amenities, which help retain people. Just spending a lot on amenities does not create growth – but if it is a depressing or boring place to live or if the city’s amenities are run-down or underserving the population, more people will make the decision to leave. c. Help nascent sectors that have emerged organically to grow faster – and remove regulatory or other barriers in the way. If a city has a ‘minimum viable industry’, then steps can be taken to help that industry grow. 2. Cities also need to meet growth. There is a big difference between building things because it will make people move to a city and building things because the city is growing and it needs to remain pleasant, easy to move around, and affordable. The latter is essential if a city wants to maintain economic growth. 3. The most effective rust belt ‘turnarounds’ relied on world-class R&D and strength in innovation. That is true for Pittsburgh and Coventry, UK. It is also true for other major successful cities. If Windsor does not build a better intellectual capital base, it will remain vulnerable. This is Windsor’s biggest weakness. The cities that are thriving have ‘innovation’ strength – i.e. they have ideas and very advanced skills. These strengths can be in manufacturing, but the higher up the value chain a city goes, the better protected it is. a. The University of Windsor is planning on achieving greater strength in the automotive sector. That approach is very sensible, and the more that can be done to ask for governmental support to strengthen that, the better; b. More broadly, Windsor will need to use a strategy to forge stronger links with Universities that have greater fundamental R&D strength. Windsor has many in the greater region – both in Canada and especially in Michigan. 74 4. Amenity and retail-development driven strategies for regeneration are the most prone to failure. There are a handful of high-profile examples of where this approach has taken off successfully, but this has the weakest evidence base, and the lowest success rate. Very expensive investments that assume “if you build it, they will come” almost never work (as opposed to more iterative policies that are designed to, for example, attract nearby visitors from the US). 5. Incentives have a mixed impact. It is difficult for a city’s leadership to force a city to become a world leader in a completely new sector from the top down. Worldwide, many local areas have tried and failed to become leaders in renewable energy. At the margin, incentives for companies might encourage them to choose Windsor over a near rival, but they are rarely enough on their own. Amazon chose Virginia because of skills, not taxes. The pay-off from incentives is often unclear – and when they go, the company sometimes goes too. It is important to make sure incentives are well-targeted and will work for the long-term and the type of businesses that a city is trying to attract. 6. Human capital driven strategies, which focus on the attractiveness of a city to newcomers, do matter. If Windsor wants to improve its R&D position and the number of start-ups it attracts, then the city does need to be a place young professionals want to live. Windsor’s attractiveness to more established people (who have families and are attracted by lower housing costs) is helpful, but it’s not sufficient: fast growing companies are fuelled by graduate talent so young professionals in their twenties need to find Windsor appealing too. 7. Windsor’s pre-existing strength is undoubtedly manufacturing, and in two areas. a. The car industry. This is the essence of the WEEDC’s automobility strategy. It seeks to identify the parts of the future vehicle industry where Windsor may be most competitive. It builds on Windsor’s pre-existing car strength. b. The health industry (well behind, but still substantial). This could be developed after COVID-19. It leverages the new hospital, the healthcare workers in Windsor’s resident population, and the city’s pre-existing manufacturing strength. Our view is these bets cannot substitute for scale. Forty years from now, Windsor needs to be less dependent on only a couple of industries, because disruption is a constant. This is even more true because of the city’s relatively weak R&D base. Jurisdictional scans and case studies do not provide full insight into the local political commitment that enabled economic development strategies to take root and bear fruit. For example, each regeneration story is bound up in local political decisions and it matters where national governments want to spend money, and why - and here Windsor’s best bet is definitely manufacturing (as discussed later). 75 2. Horizon-Scanning Strategies for regional economic development must also consider external or global factors that could have future impact, even if the city is less exposed to risks, by virtue of its location and industrial history. But as a border community dependent on trade and on traditional manufacturing (with the auto sector integrated so much with Michigan), Windsor is unusually exposed to external or global factors – particularly in trade policy and economic developments. In the following section, we have established five key dimensions that will externally influence the strategy Windsor should pursue. These dimensions are set outside of sectoral specific considerations, such as how well the car industry will adapt to change or whether there continues to be growing demand for healthcare and ‘wellness’ products and services). The proposed core strategy makes certain bets about the future based on known unknowns we will consider, but they remain contested concepts and may prove to be less significant. 76 What bets about the future does this strategy adopt? The most important external or global factors that will impact any economic development strategy for Windsor in 2021 and beyond include: Global a. Impact of COVID-19; including but not limited to, business investment, working patterns and longer-term corporate restructuring and remote working routines, and the impact on the public finances and municipal budgets. b. Future of borders and trade policy; including lifting current restrictions and restoration of personal travel and regular land commerce across the border; and the United States’ commitment to CUSMA and free trade. National c. How much Canada and the United States undertake strategic reshoring; especially relating to the auto sector and healthcare manufacturing (for pandemic resilience) and the impact CUSMA has on domestic supply chains; d. Canada’s progress towards a green economy; including the incentives and legal framework for carbon reduction to stimulate the transition to new technologies like electric vehicles and hydrogen. Regional e. Detroit’s future trajectory; including how the Michigan economy recovers from COVID-19 and the regeneration of its largest city. 77 Future scenarios that will impact Windsor a. Impact of COVID-19 There are four major theories about what the pandemic will do for global economies: • It will accelerate protectionism. That means food security and medical supply security. That might be good for the agricultural industry of Windsor-Essex and be an argument in favour of more permanent pivots from the tool and die industry towards PPE supply and wider pandemic resilience. • It will keep borders closed. It will continue to be hard to move from the USA to Canada and back again and any moves to relax border controls will be at the mercy of infection rates and local quarantine rules. This would be very bad for Windsor-Detroit. • It will encourage people to move to other cities. People will increasingly move to working remotely. That means they may live in Windsor and work in the Greater Toronto Area. If that is true en masse, it makes Windsor-Detroit less relevant because big cities are no longer the goal. It makes persuading people to move from other parts of Ontario to Windsor a much better bet. • It will accelerate digital adoption and therefore change not only working patterns, but the products people use and how. What would significantly change working patterns in the long-term: • The way the world is feeling now turns out to be permanent, not temporary • Discovering there were not major permanent productivity losses from remote working What would change this for Windsor: • Remote working still means Canadian companies hire Canadians • When people do decide where they want to live, they choose Windsor How this impacts Windsor strategy: • Investment in the right kind of ‘professional’ development of urban centres (space, beauty, cultural infrastructure) • Links with Detroit are no longer a driver of productivity Our view is that most of these forces will prove temporary. Agglomeration (the large and measurable economic benefits of being in big cities, in physical proximity) exists because of i) the human evolutionary desire for proximity ii) the fact that humans interact more productively and imaginatively in person; iii) the fact that only large populations can support big amenities like large sporting venues, exclusive restaurants, museums and theatres. It seems unlikely that on a 20-30-year time horizon, that will change. There might be a more modest correction to established working patterns, where certain groups change how they work and that could open up cities like Windsor as a place to be based. For example, if some working families feel willing to commute long distances because they are only working two days a week in the office in, say, the Greater Toronto Area. Such a scenario would represent an optimal outcome for Windsor – the city still gets the benefit of being next to Detroit, but also attracts part-time Toronto 78 commuters. However until a clearer direction emerges, Windsor cannot bank on this development, and there is a good chance that the distance and state of public transport mean even this level of commuting is considered unsustainable. In other ways, the impact of COVID-19 on the public finances and therefore on the subsidies and grants available to lower tiers of government is still uncertain. Many countries will devote the next few years to economic recovery in the context of higher debt. Cities like Windsor may receive support by way of fiscal stimulus from the federal government but the size and shape of that is yet unclear. b. Borders and trade policy Global trade tensions have heightened in recent years. Canada and the US, under the Biden administration, have become less tightly integrated. This is an area of high global and national uncertainty. In the short term, it depends on the new direction set by the next administration; and what the US’s response to China looks like (which could include closer partnership with Canada). It also depends on whether the Canadian and US governments have shared environmental standards, which will affect border trade. Border security post-9/11 has been an area of demonstrable collaboration, where both Canada and the US have worked closely on new security protocols, joint investments, and co-locating border staff. The new Gordie Howe International Bridge is another example of the Canadian investment in border infrastructure on the US side, and these relationships can be further leveraged. Factors that will impact future trade relations and border policies include: Making borders more porous: • A North American continent ‘near shoring’ of goods as a counter to China • New policies that (a) rapidly get the Covid-19 infection rate under control (b) remove travel restrictions and (c) lift trade barriers affecting Canada • Moves to shared environmental policies (and green manufacturing standards) between Canada and the USA. Making borders less porous: • An ‘America first’ strategy on manufacturing • Continued standoffs between the Canadian and American governments over tariffs • Canadian post-COVID-19 restrictions on food and medical supply chains • The after effect of the pandemic (infection rates and longer-term health related restrictions at the border) • The imposition of border adjustments on emissions • New security concerns Uncertainties: • The trade and foreign policy priorities of a new President (and whether campaign proposals are delivered) • Canada’s response and a federal election in the next two years • The prevalence of COVID-19 over the next five years • Whether the legacy of the pandemic permanently depresses individuals’ appetite to travel, or to cross the border for work or leisure 79 c. North American continental reshoring Many governments found the COVID-19 experience sobering in terms of their domestic supply chain resilience for basic necessities, most notably PPE for healthcare and other frontline workers. As in the United States, it triggered a debate about Canada’s reliance on imports and the country’s ability to utilize its own manufacturing base to supply such items in the future. Firms across Canada – including some in Windsor – were able to adapt their production lines to support the pandemic response, at least temporarily.46 Manufacturing and food production have globalized for a good reason – it leads to cheaper consumer goods. To change that, governments have to be willing consistently – over years and decades – to impose or bear higher costs. That takes long-term political will that is hard to rely on. At the moment, it is most plausible in a) food; and b) medical supplies. In turn, it seems more plausible across the North American continent – given the different political priorities of administrations and underpinned by the new CUSMA treaty – than within Canada itself. There is some commentary that has suggested that Canada and Mexico may be in a good position to take advantage of the need to produce medical supplies on the continent (and therefore for the US market). A sustained move towards reshoring over the next decade would disproportionately benefit communities like Windsor that have an established manufacturing heritage and retain a substantial factory workforce which could expand to meet new domestic and regional demand. WEEDC’s 5-YEAR STRATEGY Windsor enjoys support from an established regional development agency – the Windsor-Essex Economic Development Corporation (WEEDC), albeit one that is inevitably focused on both the County of Essex and the City of Windsor. As part of this work, Windsor’s future development is considered alongside what is being pursued as part of WEEDC’s current plan - which is mostly focused on automobility and its four strands (Connected; Autonomous; Cyber; and Electric); followed by generally supporting inward investment in the region, including in agricultural and ‘life sciences’. They have had some substantial successes - with interest in developing an electric ramp-up factory; and a new relocation for a cybersecurity start-up. WEEDC’s current approach is a smart ‘sectoral’ strategy, but there are two important aspects for the City to consider: 1. The success of this strategy depends to a large extent on getting higher levels of government to support these initiatives. If that does not happen, the very sensible moves of the region are unlikely to be enough to make this a globally competitive place for inward investment. 2. WEEDC’s plan is less of a diversification strategy and more of a retention strategy, through innovation within your existing sector. In the short to medium term this is entirely sensible - nothing the City can do will negate the need to keep automotive manufacturing jobs in the region in the next 15 years. But long-term, Windsor should continue its efforts to diversify. 46 Barker, J. (2020) The pandemic pivot: a check-in with companies that shifted to help during COVID-19. CBC News. Retrieved from: https://www.cbc.ca/news/canada/windsor/business-pandemic-pivot-look- back-1.5718658 https://www.cbc.ca/news/canada/windsor/business-pandemic-pivot-look-back-1.5718658 https://www.cbc.ca/news/canada/windsor/business-pandemic-pivot-look-back-1.5718658 80 d. Canada’s progress towards a green economy Many other G7 countries – including the UK, Germany and France – have already legislated for the phasing out of internal combustion engine (ICE) vehicles.47 The UK is likely to ban hybrid vehicles and in November 2020 brought forward its ICE sales ban to 2030.48 Canada has set a less ambitious phase-out date of 204049 although Quebec has set a date of 2035 for this ban on new sales of ICE vehicles.50 Canada is behind not only in consumption of ICE vehicles but in EV production. Despite being seen as a global leader in carbon taxation, Canada’s status as an electric vehicle manufacturer is internationally lagging.51 If current or future Canadian governments commit to much more ambitious carbon reduction policies that will impact on industry and manufacturing, or they commit to a more aggressive timetable for the adoption of zero emission vehicles, Windsor should aim to be sufficiently adaptable to seize this opportunity and win federal support for local manufacturing initiatives. Ontario has in the past provided customer incentives for the purchase of low-emission vehicles and if those were to return in some form, it would support the economic strategy this report recommends, encouraging more domestic demand for electric vehicles. A national (or provincial) scrappage scheme for the most polluting cars and trucks aged 12 years or older would have an even bigger impact in supporting domestic car production in Canada. The decisions by major vehicle firms such as Ford to commit to the production of electric vehicles in Canada could presage a more general move by other North American car manufacturers to commit to build new EV models in Ontario. With federal and provincial government support, Ford’s recent Oakville announcement supports the argument that a global transition is gathering momentum and Canadian cities with major auto sectors need to be part of the new vehicle economy.52 Recent reports that FCA have concluded a labor agreement for their major Windsor facility which includes the production of new models (including electric and hybrid versions) after 2024 is another sign that the shift to a green economy can and should benefit Windsor.53 e. Detroit’s future trajectory The city of Detroit has momentum and growth. As a large, diverse and dynamic neighbour to Windsor, Detroit is becoming a more attractive place and beginning to challenge the “declinist” narrative so long associated with the city (see Appendix). It is not yet clear if Canadians (and the wider world) yet see Detroit more positively, with the city coming out of a period of entrenched decline, marked by political scandals and very high crime rates. If renewal is sustained over the next decade and beyond, then over time, proximity to Detroit becomes a key marketing advantage, especially for younger urban professional classes who are not yet resident in Windsor. For most Windsor residents, the advantages (and some disadvantages) of being so close to Detroit are already understood. However, Detroit’s economy remains disproportionately dependent on the car industry and its recovery is still fragile. If Detroit’s recovery stalls, and it ends up in a downward spiral, then linking to it is likely to become a reputational millstone. For now, though, it is a good bet. Detroit is making its own investments in PR to recover the city’s brand along with seeking to leverage major philanthropic initiatives to revive the downtown. 47 Wappelhorst, S. (2020) The end of the road? An overview of combustion-engine care phase-out announcements across Europe. The International Council on Clean Transportation. Retrieved from: https:// theicct.org/sites/default/files/publications/Combustion-engine-phase-out-briefing-may11.2020.pdf 48 UK Government (2020) Government takes historic step towards net-zero with end of sale of new petrol and diesel cars by 2030. Retrieved from: https://www.gov.uk/government/news/government-takes- historic-step-towards-net-zero-with-end-of-sale-of-new-petrol-and-diesel-cars-by-2030 49 https://www.canada.ca/en/services/environment/weather/climatechange/climate-plan/reduce- emissions.html 50 Lampert, A. (2020) Quebec to ban sale of new gasoline-powered cars from 2035. Reuters. Retrieved from: https://www.reuters.com/article/us-autos-canada-emissions/quebec-to-ban-sale-of-new-gasoline- powered-cars-from-2035-idUSKBN27W289 51 Lutsey, N., Grant, M, Wappelhorst, S., & Zhou, H. (2018) Power play: How governments are spurring the electric vehicle industry. The International Council on Clean Transportation. Retrieved from: https://theicct.org/ publications/global-electric-vehicle-industry 52 CBC News (2020) Governments unveil details of $590M investment to help Ford Oakville plant make electric cars. CBC News. Retrieved from: https://www.cbc.ca/news/business/ford-oakville- government-1.5754974 53 Waddell, D. (2020) Unifor workers overwhelmingly ratify new FCA contract. Windsor Star. Retrieved from: https://windsorstar.com/news/unifor-workers-overwhelmingly-ratify-new-fca-contract https://theicct.org/sites/default/files/publications/Combustion-engine-phase-out-briefing-may11.2020.pdf https://theicct.org/sites/default/files/publications/Combustion-engine-phase-out-briefing-may11.2020.pdf https://www.gov.uk/government/news/government-takes-historic-step-towards-net-zero-with-end-of-sale-of-new-petrol-and-diesel-cars-by-2030 https://www.gov.uk/government/news/government-takes-historic-step-towards-net-zero-with-end-of-sale-of-new-petrol-and-diesel-cars-by-2030 https://www.canada.ca/en/services/environment/weather/climatechange/climate-plan/reduce-emissions.html https://www.canada.ca/en/services/environment/weather/climatechange/climate-plan/reduce-emissions.html https://www.reuters.com/article/us-autos-canada-emissions/quebec-to-ban-sale-of-new-gasoline-powered-cars-from-2035-idUSKBN27W289 https://www.reuters.com/article/us-autos-canada-emissions/quebec-to-ban-sale-of-new-gasoline-powered-cars-from-2035-idUSKBN27W289 https://theicct.org/publications/global-electric-vehicle-industry https://theicct.org/publications/global-electric-vehicle-industry https://www.cbc.ca/news/business/ford-oakville-government-1.5754974 https://www.cbc.ca/news/business/ford-oakville-government-1.5754974 https://windsorstar.com/news/unifor-workers-overwhelmingly-ratify-new-fca-contract 81 What does the policy landscape tell us? Windsor’s strategy must consider the same broader policy landscape that any municipality must navigate, and where appropriate, seek to exploit. The COVID-19 pandemic makes the current policy landscape look unsettled and certain domestic political events, and funding commitments associated with them, have been postponed as a consequence. Therefore Windsor, like all Canadian municipalities, is operating in a challenging political environment. Neither the provincial nor the federal government have a clear and compelling policy agenda, with sufficient money, to propel Windsor in the right direction. However, the federal government’s broad priorities are clear, and Windsor should seek to exploit them because it is likely to be a post-COVID-19 political window of opportunity to do so. The Ontario provincial government has a strong predilection towards industrial and manufacturing jobs. Manufacturing costs have been a major rhetorical focus – notably through the carbon tax debate and the price of electricity – and new economic grant schemes set up for PPE manufacturers54 along with the ‘Ontario Made’ agenda.55 The current Canadian federal government will continue to commit to additional public spending, on their chosen priorities, despite a rising deficit. The recent Fall Economic Statement confirmed that the federal government is planning for the deficit to increase as further stimulus measures are adopted, including new grants schemes tied to economic recovery and helping support businesses to remain viable into summer 2021.56 As a minority government with an election potentially less than a year away, further stimulus and an openness to additional spending on key sectors and regions can be expected. Areas where the federal government has a stake include: • The green jobs agenda – in terms of Windsor, that is most relevant to a) electric vehicles; and possibly b) hydrogen transport (which is often seen as the best solution for heavy duty vehicles). There is also c) the potential for carbon capture technologies for manufacturing more generally. • Trade and the border. Trade friction has become a dominant theme in recent years, but the Liberal government is committed to free trade as a route to prosperity and will want to ease border controls as soon as possible following roll-out of a COVID-19 vaccine. Further reducing friction – within the confines of US politics - is likely to be desirable. On the border, the opportunities flow from initiatives of the Customs and Border Services Agency (CBSA), Public Safety Canada and Transport Canada who may see Windsor as a place for 21st century border innovation, to support faster trade and logistics flow - particularly as the new international bridge is constructed - combined with novel approaches to data that facilitate innovation, whilst ensuring security and privacy. 54 Government of Ontario (2020) News release: Ontario Helps Manufacturers Ramp Up Production of Personal Protective Equipment. Retrieved from: https://news.ontario.ca/en/release/57091/ontario-helps- manufacturers-ramp-up-production-of-personal-protective-equipment 55 Government of Ontario (2020) Province Proudly Promoting Ontario-Made Products to Spur Economic Recovery. Retrieved from: https://news.ontario.ca/en/release/58995/province-proudly-promoting-ontario- made-products-to-spur-economic-recovery 56 Government of Canada (2020) Fall Economic Statement. Retrieved from: https://www.canada.ca/en/ department-finance/news/2020/11/government-of-canada-releases-supporting-canadians-and- fighting-covid-19-fall-economic-statement-2020.html https://news.ontario.ca/en/release/57091/ontario-helps-manufacturers-ramp-up-production-of-personal-protective-equipment https://news.ontario.ca/en/release/57091/ontario-helps-manufacturers-ramp-up-production-of-personal-protective-equipment https://news.ontario.ca/en/release/58995/province-proudly-promoting-ontario-made-products-to-spur-economic-recovery https://news.ontario.ca/en/release/58995/province-proudly-promoting-ontario-made-products-to-spur-economic-recovery https://www.canada.ca/en/department-finance/news/2020/11/government-of-canada-releases-supporting-canadians-and-fighting-covid-19-fall-economic-statement-2020.html https://www.canada.ca/en/department-finance/news/2020/11/government-of-canada-releases-supporting-canadians-and-fighting-covid-19-fall-economic-statement-2020.html https://www.canada.ca/en/department-finance/news/2020/11/government-of-canada-releases-supporting-canadians-and-fighting-covid-19-fall-economic-statement-2020.html 82 Splice Digital Splice Digital is a strategy, design and development agency in the technology sector, offering services in AI, machine learning, e-commerce, websites, applications and SAAS products. Splice has been highly successful, working for clients including Microsoft, Philips, Atari and Volkswagen. Splice Digital has been active during the COVID-19 lockdown, setting up shopmytown.ca, an online retail platform that allows local shops to sell their products online. This project has led Splice to label themselves “a local Amazon”. Whilst seeing the potential for this venture to expand globally, Splice initially focused on setting up the sales network in Windsor. Splice also won $10,000 in Wetech Alliance’s ScaleUP competition for their software that enables greenhouse workers to keep track of pests in greenhouses. Splice is located in Windsor’s historic Walkerville neighbourhood, not far from the waterfront. 83 3. Proposed Strategy Drawing upon the analysis for this project and understanding the relative position of Windsor’s current economy, plus underlying factors like geography and demography, a strategy for future economic development was devised. This strategy was developed after further consultation with key stakeholders and key elements were explored with council members and others during the second phase of this project. The strategy identified four key pillars necessary for Windsor to grow and prosper, with two representing a fundamental strength or opportunity of the city’s context or position, and the remaining two representing a relative weakness to address, or a challenge to overcome. Strengths and opportunities are reflected in the first two pillars: Location and Infrastructure, and relative weaknesses or future challenges in the second two pillars: Future economy and Talent. L.I.F.T. Strategy for Windsor Securing our future and making Windsor Canada’s best place for working families. After COVID-19, Windsor must build back better: attracting new workers and jobs, building tomorrow’s businesses, and strengthening trade and civic links across our open border with our American neighbours. The fundamentals are strong: Windsor is beautiful, safe and affordable – a wonderful place for working families. The L.I.F.T. strategy is designed to build on that. Location: Our prime position close to the USA is our major strength – Windsor-Detroit is our future. Windsor Works will forge deeper connections, attract Michigan residents, and sell Windsor-Detroit. New civic events will improve the quality of life in our city and showcase our rich heritage. Infrastructure: We must continue to invest in infrastructure as our population grows. Windsor Works will revive districts, improve mobility, increase housing supply to meet modern demands, and pursue development that seizes the opportunities from the new bridge and hospital. Future Economy: Our manufacturing strength and skilled workforce means we can become a hub for innovation, new tech enterprises, and the auto sector of the future. Windsor Works will spearhead this transition and win new investment. Talent: We must attract and retain more national and global talent. Windsor Works will support new start-ups, and reward entrepreneurs who locate here; so the city becomes a place where smart people want to move to study, work and be trained. 84 Location Geography and proximity to Detroit has shaped the city of Windsor. This will not change. Embrace the opportunities here and pursue scales and clusters. Experiment with innovative new ways to facilitate exchange of people and joint initiatives that thin the border divide and become better at selling Windsor-Detroit to the outside world. One of the most startling facts about Windsor is how closely economically tied it is to Detroit. This strategy is recommending becoming closer still. It does not mean Windsor should become Detroit, and this strategy does not assume the city needs to copy Detroit’s policies (given the difference in context and that Windsor does not have the same municipal levers or philanthropic reserves to draw on). But Windsor does want to utilize Detroit so the City can: • Help the entire region grow. Despite the international border, Windsor is part of the economic region that is growing, and Windsor has the skills and immigration benefits as a Canadian city that Detroit does not have. Windsor’s growth will help Detroit as well, which in turn will help Windsor; • Attract people to Windsor from Canada. Detroit has amenities that Windsor does not and cannot have, because it is bigger. It should be a draw because when people move to Windsor, they are really moving to Windsor-Detroit, and can access big city amenities easily, without sacrificing the benefits of small city living. • Attract people as visitors to Windsor from Michigan. Students at, for example, Ann Arbor should be crossing the border frequently. They are the best graduate pool available to Windsor, and they should be spending time in the city and coming to know it. The more they form links, the more likely that some will choose to locate or start a business in Windsor and there will be permanent upsides. • Attract existing companies from Detroit to Windsor. When companies do well in Detroit, they should be setting up a Canadian base in Windsor. This is particularly true for smaller but fast-growing start-ups in industries outside manufacturing. • Attracting companies from outside Michigan/Ontario to Windsor-Detroit. The Amazon bid was a ‘go big or go home’ pitch. But there are plenty of other joint bid opportunities that will emerge, and Windsor should pursue these in collaboration with its US partner city – Windsor-Detroit before Windsor-Essex in such scenarios. Tighter links with Detroit are the most likely approach to put Windsor on a growth path closer to the rest of Canada in the long run. It also has the great advantage of being much more in Windsor’s control than specific manufacturing subsectors, which depend on a whole host of federal, provincial, and company actions to really succeed. Achieving this requires 1,000 actions all heading in the same direction, not one big policy. There is a good level of collaboration already happening ad hoc, and many examples were provided to show that cross-border relationships existed and joint initiatives were happening or had happened once in the past. Our proposition is that these links are not strong enough and they are not driven by a clear focus and corporate strategy by the city and government. For this to be successful, the strategy does not presume a series of single, overt actions or major policy moves. Instead the interconnectedness between Windsor and Detroit must be nurtured with a thousand separate actions, all happening in the same direction but led by a varied group of actors, from municipal politicians and officials, to private businesses, civic organisations, and non-profit groups. 85 Art Gallery of Windsor The Art Gallery of Windsor is a good example of institutions that have fostered stronger Windsor-Detroit relationships. In fact it has it in its mission statement that the gallery should be “distinct from yet complementary to our largest art museum neighbour, the Detroit Institute of the Arts (DIA),” and should serve “the southwestern Ontario region and the international border community of Windsor, Ontario, Canada and Detroit, Michigan, USA.” In addition to a 2020 exhibition entitled ‘Detroit, we love you’, the gallery has done four exhibitions focusing on Detroit since 1999. In the Detroit Institute of the Arts, General Motors sponsors the centre for African American art. Windsor must be an attractive location to site a new business. A suite of policies designed to achieve this result are proposed, and most involve steps that will allow better marketing of the advantages of doing business in Windsor, and also concrete incentives that will encourage more businesses to choose Windsor. The city would benefit from a dedicated Business Attraction Centre, serving as a one- stop-shop for all business grants, planning and development information and advice. This would streamline the process of relocation and make it easier for businesses to move to Windsor and benefit from the grants that they may be eligible for. In addition to new incentives for locating in the downtown, Windsor could also support quality of life in the downtown core by attracting new businesses through a popup shop grant program, which would allow external retail businesses to set up a subsidized temporary store in downtown Windsor as a way of testing the local market. These popup shops could help fill vacant retail spaces in the downtown area, boosting the attractiveness of the area to tourists and residents. The program would also open a path for these businesses to set up more permanent presences in the city, contributing to long-term economic growth. 86 Infrastructure The City is on track to be the beneficiary of several major infrastructure investments that can be utilized to its advantage and that will support this strategy. New infrastructure is needed to support a growing population and enhanced quality of life for Windsor residents. New residential expansion will maintain affordability and support the regeneration of the downtown districts. Improving the quality of life for residents in Windsor – in other words making the city more liveable – is an important goal that will power the broad appeal that Windsor wants to make to investors and new residents. The quality of life in some urban areas is diminished by poor or ageing infrastructure. With the exception of an ageing sewer system, Windsor is not a municipality whose economy is undermined by inadequate infrastructure. However, it will be important to continue to invest in infrastructure to support the city as it grows and to ensure that certain districts are successfully regenerated. In this regard, this pillar of the strategy encompasses both the hard infrastructure required to sustain a dynamic economy and growing population (transport, housing etc.), and also the wider civic infrastructure needed to make Windsor’s downtown more attractive, and with new amenities and attractions that make the city more liveable. In addition, some recent investments have shown the benefits of infrastructure. For a city of its size, Windsor has recently benefited from significant provincial highway upgrades57 (in preparation for the interchange with the new international border crossing) and it has a profitable airport with room to expand that has moved from being a debt burden to providing (prior to COVID-19) an annual dividend payment to the city.58 As air travel and air freight volumes recover the city should review how the airport can play a larger role in the economic development strategy proposed, including the ability to access federal grants for capital works and other upgrades to allow expansion and modernisation of the terminal. Two forthcoming major infrastructure investments should also not be underestimated in terms of their ability to catalyse future growth and diversification. Even though they have been conceived as national or regional assets, both of the two major inbound investments should allow the city to take much better advantage of the potential size of the Windsor-Detroit region: • a new international bridge across to Michigan in 2024, currently under construction, which will expand capacity and provide new connections such as a pedestrian and cycle path; • a new major acute care hospital serving the whole region with a location now agreed on by the City and County and planned to arrive later in the decade. These should be a key focus for the city administration and although both the bridge and the hospital are sponsored, funded or controlled by either the federal or provincial governments, necessary engagements should begin early with local and regional partners for how the city of Windsor can derive the maximum benefit from their construction. 57 The Canadian Press (2008) $1.6B highway to link 401 with new international bridge at Windsor. CBC News. Retrieved from: https://www.cbc.ca/news/canada/toronto/1-6b-highway-to-link-401-with-new- international-bridge-at-windsor-1.748276 58 KPMG (2019) Consolidated Financial Statements: The Corporation of the City of Windsor. Retrieved from: https://www.citywindsor.ca/cityhall/-Financial-Documents/Documents/2019%20CCW%20Consolidated%20 %20Trust%20Fund%20Financial%20Statements%20-%20To%20City%20Website.pdf https://www.cbc.ca/news/canada/toronto/1-6b-highway-to-link-401-with-new-international-bridge-at-windsor-1.748276 https://www.cbc.ca/news/canada/toronto/1-6b-highway-to-link-401-with-new-international-bridge-at-windsor-1.748276 https://www.citywindsor.ca/cityhall/-Financial-Documents/Documents/2019%20CCW%20Consolidated%20%20Trust%20Fund%20Financial%20Statements%20-%20To%20City%20Website.pdf https://www.citywindsor.ca/cityhall/-Financial-Documents/Documents/2019%20CCW%20Consolidated%20%20Trust%20Fund%20Financial%20Statements%20-%20To%20City%20Website.pdf 87 Windsor is also fortunate in terms of civic infrastructure with forthcoming plans for a main library attracting interest and ongoing work to develop the waterfront and improve the public space in the downtown core. Windsor will need to continue to encourage development downtown so the City centre can be rejuvenated and densified. This will stimulate the local service economy with a larger residential population sustaining higher foot traffic and leisure demand for restaurants, cafes and retail. Efforts underway to revitalize the downtown core are having an impact and these initiatives should be accelerated where possible. The arrival of as many as nine developers with active schemes proposed or in progress for downtown Windsor, including the major redevelopment of the Grace Hospital site and new apartment tower construction is a strong signal that rising land values and improved market conditions have triggered a long overdue flurry of development activity where it is highly needed. The social issues associated with homelessness and drug addiction were outside the remit of an economic development project, however it will be necessary to improve the response to these complex social problems in parallel with efforts to improve the downtown core. The city has a plan to address these challenges and they are ones shared by many cities across the country and the continent. Improving downtown will go hand in hand with tackling the perception that exists that the homelessness and drug addiction make this neighbourhood undesirable. 88 Future Economy Windsor should turn its history – as a trading hub and car city – to its advantage. By preparing for a future economy defined by high tech green industries and free trade across modernized borders, Windsor should pursue diversification in modern technology sectors. This will support good salaries, a high-skill supply chain, and provide wider local economic benefits. Protect and pivot to the future auto sector The car industry is undergoing a once-in-a-century transition, with the rise of electric, hydrogen-powered and autonomous vehicles. While this shift will not take place overnight, independent forecasts59 predict that it will be decades before electric cars make up a majority of global new car sales. If Windsor cannot transition to this new model, it will lose a key driver of its economy. Car production in Ontario is responsible for more than 100,000 highly productive jobs.60 With the exception of Tesla, there has been no major new non-Chinese manufacturer of cars in over fifty years. While the ongoing structural changes do create new opportunities, the safest assumption is that the rise of a new Canadian car producer is a long shot. As Windsor’s own history demonstrates, the Canadian car industry can continue to thrive by being an attractive location for foreign investment and supporting a wider supply chain that feeds into the industry. These changes are likely to significantly alter the value structure and supply chain for car production: with significantly fewer parts, greater reliance on software, and the costs of batteries a crucial factor. However, this shift also creates an opportunity for Windsor – reversing the trend that has seen car production and investment in the last few decades move to areas with lower labor costs. The region will never win from a race to the bottom in wages, but Windsor, and Canada as a whole, can be competitive in pushing forward the state-of-the-art. Canada currently has more obvious strengths and underlying advantages in autonomy, than electric vehicles. The future market for autonomous, non-electric vehicles is likely to be relatively small – and electric vehicles are likely to take a significant share of the consumer market sooner. One danger is that Canada ends up failing to take advantage of its autonomous potential, because its industry fails to make the transition through traditional internal combustion engines to electric. Simultaneously, Windsor should continue with its current drive to ‘diversify within its current specialisation’ – in other words, do what is possible to help the automotive industry adapt. This is WEEDC’s automobility strategy. It has some near-term political mileage in its green (federal) and industrial (provincial) crossover, and it is the city’s best retention strategy. Just as Windsor benefitted from the original rise of internal combustion engines and the spillover effects of the mass car production pioneers in Detroit, it should seek to do the same with the future auto sector. This also offers the chance to reverse the trend of the last few decades, where Windsor – in common with many North American industrial cities – has been losing out to countries with lower labor costs. 59 Bloomberg NEF (2020) – Electric Vehicle Outlook. Retrieved from: https://about.bnef.com/electric-vehicle- outlook/ 60 Government of Ontario (2019). Driving Prosperity: The Future of Ontario’s Automotive Sector. Retrieved from: https://www.ontario.ca/page/driving-prosperity-future-ontarios-automotive-sector https://www.ontario.ca/page/driving-prosperity-future-ontarios-automotive-sector https://about.bnef.com/electric-vehicle-outlook/ https://about.bnef.com/electric-vehicle-outlook/ https://www.ontario.ca/page/driving-prosperity-future-ontarios-automotive-sector 89 Transitioning to autonomous and electric vehicle design and production makes the industry more focussed on high-end manufacturing, but to do that the city needs to make sure it has the underlying infrastructure and skills mix it needs. One part of that is tech and software, and a world-class ramp-up factory facility that can support a wider EV ecosystem in the region. However, it also seems likely that having a battery factory in the province will be crucial – across the globe, governments are investing time and resources in trying to make this happen, including in Germany and the UK. While Windsor already has access to a battery plant in Michigan, having one in Canada would provide significant extra capacity and it is likely that if one is located in Canada it will come to either Quebec or Ontario. Windsor already has some tax incentives that can help attract car manufacturers – but more needs to be done to make the case both to federal government and directly with the private sector that Windsor is a competitive place to make this happen. Investments from the federal and provincial governments – which have occurred elsewhere in Ontario – will be required to support a pivot to advanced manufacturing and EV cluster industries. Southern Ontario has historically been the site of significant automotive manufacturing. It would be wise and appropriate for upper orders of Government to include Windsor-Detroit when crafting national automotive strategies and programs. Sustained and coordinated action across all levels of Government should be encouraged. With the right investment by federal, provincial and local government, Windsor can secure the long-term future of the Canadian car industry. As the gateway to Detroit and the heart of the American car industry, the analysis suggests Windsor can play a vital role in pulling together Canada’s own strengths with those of the USA. Vehiqilla Vehiqilla Inc. is a cybersecurity company specializing in automotive cybersecurity, enabling cyber risk mitigation for connected & autonomous vehicles (CAVs). Vehiqilla has positioned itself at the forefront of automotive cybersecurity by offering services such as Automotive Cyber Governance, V2X Security, Threat & Risk Assessment, ISO 21434, Cyber Monitoring and Fleet Incident Management. Vehiqilla was founded in early 2020 by AJ Khan who recognized the need to fill the gap in attention paid to cybersecurity in vehicles. The focus on transformation towards Automobility in Windsor beckoned and in September 2020, Vehiqilla moved its Headquarters to Windsor. Vehiqilla is working with many strong partners such as Windsor’s Institute of Border Logistics and Security (IBLS), St. Clair College and University of Windsor to develop the core knowledge base for automotive cybersecurity. Vehiqilla’s location in Windsor is a strong selling point for Vehiqilla as it is now part of a growing auto-tech cluster in Southern Ontario. Vehiqilla definitely benefits from the region’s vibrant automotive and logistics sectors, access to talent from higher education facilities and the Virtual Reality CAVE, as all these are major pull factors that can make Windsor “the Silicon Valley of Automobility”. 90 Canada and car production Windsor has a long and important history as Canada’s automotive capital. It was the site of Canada’s first large-scale automobile production and, in the 1920s, Windsor’s automotive industry was the engine behind Canada becoming the second largest producer of automobiles in the world. The automotive industry continues to be a key economic driver for the region with car production in Ontario responsible for over 100,000 highly productive jobs.61 However, the future of the automotive sector both globally and locally is changing with the rise of electric, hydrogen-powered and autonomous vehicles. Forecasts show that over the coming decades, electric vehicles will begin to overtake internal combustion engine (ICE) vehicles as the majority of global new car sales.62 Further, countries around the world have started setting dates to phase out the production and sale of ICE vehicles. The global and local trends suggest that the automotive industry is changing. Further, the federal and provincial governments’ October 2020 $590 million investment in Ford’s new EV-producing Oakville plant has shown that the government is prepared to directly support this transition.63 Given this environment, Windsor should seek to protect its automotive industry and pivot towards the new models of operation (i.e. EVs and autonomous vehicles) to prepare the industry for the future and maintain the City’s reputation as the epicentre of Canada’s automotive industry. Canada is significantly behind other countries in electric cars, responsible for just 0.4% of global production.64 Since 2009, only 6% of wider industry investment has been in Ontario, despite the region making up 13% of North American vehicle production. 65Of the $300bn in publicly announced investment in electric vehicles, none is explicitly earmarked for Canada.66 In order to turn this around, and ensure the industry remains globally competitive, more investment in underlying infrastructure and skills is needed. If designed right, this can help ensure that Windsor, and the wider Ontario region, take advantage of the economies of scale that come from being located close to Detroit, and the investments in electric and automobility being made by manufacturers there. In future decades, cars are likely to follow the trend already seen in many other industries – with an increasing share of the value of car production captured by software. In cars, this software will both help create increasingly autonomous vehicles, but also run the factories that produce them. There are over 200 companies already developing connected and autonomous vehicles in Ontario67, while Canada is home to many of the world’s leading researchers in AI and machine learning. To really take advantage of this, however, more links are needed between this expertise and the on-the-ground manufacturing that takes place in Windsor. Car production remains highly national compared to other manufacturers, with the majority globally serving the local or nearby markets: 80% of electric vehicles produced are sold in their home region.68 Ensuring a strong domestic market is an important element of securing Canada’s pre-eminence in electric vehicles more generally - but Canada is lagging behind other economies in the incentives it has put into place moving to electric vehicles. 61 The Government of Ontario (2020) Driving Prosperity: The Future of Ontario’s Automotive Sector.Retrieved from: https://www.ontario.ca/page/driving-prosperity-future-ontarios-automotive-sector 62 BloombergNEF (2020) Electric Vehicle Outlook 2020. Retrieved from: https://about.bnef.com/electric- vehicle-outlook/ 63 CBC News (2020) Governments unveil details of $590M investment to help Ford Oakville plant make electric cars. CBC News. Retrieved from: https://www.cbc.ca/news/business/ford-oakville- government-1.5754974 64 Sharpe, B., Lutsey, N., Smith, C., & Kim, C. (2020) White Paper: Power Plant: Canada’s Role in the Electric Vehicle Transition. International Council on Clean Transportation. Retrieved from: https://www.pembina. org/reports/canada-power-play-zev-04012020.pdf 65 The Government of Ontario (2020) Driving Prosperity: The Future of Ontario’s Automotive Sector.Retrieved from: https://www.ontario.ca/page/driving-prosperity-future-ontarios-automotive-sector 66 Sharpe, B., et al. (2020) White Paper. International Council on Clean Transportation. 67 KPMG (2020) Canada’s Automotive Future. Retrieved from: https://assets.kpmg/content/dam/kpmg/ca/ pdf/2020/02/canadas-automotive-future-2020.pdf 68 Sharpe, B., et al. (2020) White Paper. International Council on Clean Transportation. https://www.ontario.ca/page/driving-prosperity-future-ontarios-automotive-sector https://about.bnef.com/electric-vehicle-outlook/ https://about.bnef.com/electric-vehicle-outlook/ https://www.cbc.ca/news/business/ford-oakville-government-1.5754974 https://www.cbc.ca/news/business/ford-oakville-government-1.5754974 https://www.pembina.org/reports/canada-power-play-zev-04012020.pdf https://www.pembina.org/reports/canada-power-play-zev-04012020.pdf https://www.ontario.ca/page/driving-prosperity-future-ontarios-automotive-sector https://assets.kpmg/content/dam/kpmg/ca/pdf/2020/02/canadas-automotive-future-2020.pdf https://assets.kpmg/content/dam/kpmg/ca/pdf/2020/02/canadas-automotive-future-2020.pdf 91 Advanced manufacturing Tied to the development of the auto industry will be the ecosystem of technology and engineering disciplines that arise from progress in advanced manufacturing. In Ontario specifically, advanced manufacturing has played a special role in creating high-quality jobs and economic growth throughout the region. Representatives from across the regional government have acknowledged its importance and reaffirmed their commitment to supporting the sector. Windsor-Essex is an important region in advanced manufacturing both within Ontario and the wider North American region. It is home to more than 1,000 manufacturers that contribute $3.5bn annually to the region’s GDP across the automotive, aerospace, food processing, pharmaceutical, nutraceutical and medical devices industries.69 Local government has supported the growth of the sector through substantial investments, such as the recent $5.2m investment in a program delivered by Canadian Manufacturers & Exporters (CME) to support small to medium sized manufacturers in southern Ontario.70 Windsor is also home to Automate Canada, a national association that leads and advocates for the Canadian automation industry by offering business support to SME’s in the industry and acting as the voice of the industry to all levels of government, amongst other activities.71 The large majority of the association’s members are located in Windsor, highlighting the city’s role as a key region for the sector. Agri10x Agri10x claims to be the world’s first Artificial Intelligence and blockchain- enabled global e-marketplace connecting farming with traders. Agri10x uses AI, blockchain and the internet of things to provide real-time synchronisation of supply and demand. The company also identifies supply side issues such as soil health so that these problems can be resolved, with the aim of increasing yields and boosting profits. Using data from their platform, Agri10x provides farmers with best practice advice, for example when to sell certain crops, to help farmers boost their profits. Before setting up the Agri10x trading platform in 2019, the company carried out three years of research into the farming community and markets, digitizing their warehouses and quality assaying centres in preparation for the platform’s launch. In only a few years, Agri10x has experienced rapid growth, with over 73,000 farmers and 3,000 traders signed up, using over 10 logistics centres, 75 warehouses and 50 quality centers. It currently employs 265 people across five countries, with headquarters in India and Windsor, Canada. This year, Agri10x was one of 25 winners of the global Scale Challenge competition for disruption of supply chains and logistics, winning eight months of mentorship and support from Walmart. 69 WindsorEssex Economic Development (2020) Advanced Manufacturing. Retrieved from: http:// choosewindsoressex.com/manufacturing 70 Government of Canada (2020) Equipping southern Ontario manufacturers to increase productivity and competitiveness. Retrieved from: https://www.canada.ca/en/economic-development-southern- ontario/news/2020/03/equipping-southern-ontario-manufacturers-to-increase-productivity-and- competitiveness.html 71 Automate Canada (2020) About Automate Canada. Retrieved from: https://www.automatecanada.ca/ about/ http://choosewindsoressex.com/manufacturing http://choosewindsoressex.com/manufacturing https://www.canada.ca/en/economic-development-southern-ontario/news/2020/03/equipping-southern-ontario-manufacturers-to-increase-productivity-and-competitiveness.html https://www.canada.ca/en/economic-development-southern-ontario/news/2020/03/equipping-southern-ontario-manufacturers-to-increase-productivity-and-competitiveness.html https://www.canada.ca/en/economic-development-southern-ontario/news/2020/03/equipping-southern-ontario-manufacturers-to-increase-productivity-and-competitiveness.html https://www.automatecanada.ca/about/ https://www.automatecanada.ca/about/ 92 The business of borders One part of the future economy of Windsor will comprise logistics, freight and other similar sub-sectors that exist because of trade flowing into the huge US market. Windsor’s prime location on the US-Canada border will become even more strategically important for Canada once the new international bridge opens in 2024, significantly increasing the capacity for goods and people to move across the border. The border itself could become a focal point for advanced technologies and new innovation. With some additional city support, existing local voices (the Institute for Borders, Logistics and Security (IBLS), now part of WEEDC, and the Cross-Border Institute at the University of Windsor), should continue to inform national policy. For Windsor, which benefited from the first fixed crossing to Detroit when the Ambassador Bridge opened more than 90 years ago, having a modern bridge and 21st century border crossing is essential. Further federal and provincial government investments are necessary to make the main 401 highway investments pay off, including modern interchange and point of entry plazas, that allow for efficient and rapid screening of traffic, all of which will help drive regional economic growth. Planning should get underway soon for how the bridge can accommodate new developments such as autonomous vehicles. As autonomous fleets are developed and licensed, the city should future-proof the region and allow for driverless trucks to cross the border. As a first step, the city – which co-owns the Detroit-Windsor Tunnel – should use its ownership position to design and trial innovative technologies and cross-border autonomous transit solutions, and prepare for how such technologies could be utilized for the new bridge. The city should also be engaging with the Windsor Detroit Bridge Authority (WDBA) to plan for how it can capture the maximum benefits of the Gordie Howe bridge, before it opens in four years. There is no reason why Windsor should not seek to become the leading national test site for innovative border technologies, and showcase these at a dedicated annual ‘Future Borders Conference’ in partnership with federal government agencies. 93 Talent Windsor should pursue a three-part talent strategy: i) training for skills in current and future high demand; ii) retention of skilled graduates of the College, the University and the Michigan/Windsor-Essex regions; iii) attracting more skilled people from the rest of Canada and abroad. Doing this successfully will, in turn, make it easier to attract new businesses into Windsor that can be supported through talent incentives and with a dedicated tech incubator and accelerator. The talent strategy is inextricably linked to proposals on infrastructure: without a thriving downtown and amenities, Windsor will find it more challenging to attract and retain new talent. This strategy must be underpinned by joint leadership from the educational and political institutions of Windsor through a ‘Windsor Talent’ steering committee, with a clear remit and ‘joint accountability framework’ with educational institutions and the private sector. Windsor’s skills needs Through the Workforce Windsor Essex Development Board, Windsor has real-time, highly granular data on current occupations in demand and has conducted analysis of the longer-term trends into the labor force.72 This analysis suggests that: • Workers are attracted to come to and stay in Windsor by wider factors than employers – the top scoring answers are around cost of living and housing, and a family friendly environment, as well as by commuting proximity to Detroit • When asked about the type of companies that Windsor residents want to work for, ‘traditional’ metrics such as security and benefits were rated evenly with ‘softer’ metrics such as company culture and a work life balance • In terms of things which would make Windsor more attractive to workers, specific job opportunities were rated highly, but so were wider areas about the quality of living in Windsor • There is a particular issue of ‘brain drain’ among young, graduate educated people. Windsor was relatively strong in attracting workers with skilled trades and College credentials, but weaker in attracting and retaining University- educated workers between 2011 and 2016. For every two workers who moved to Windsor-Essex from another part of Canada with a University education, three left. On the back of this analysis, Windsor published a major strategy into talent management in early 2020 – just before Covid-19 understandably made this agenda take a back seat. This analysis showed that the occupational sectors most projected to be in demand were a mixture of graduate roles and highly skilled trade roles. 72 https://www.workforcewindsoressex.com/startyqg-survey-results/ https://www.workforcewindsoressex.com/startyqg-survey-results/ 94 Rank Occupation 1 Registered nurses and registered psychiatric nurses 2 Other instructors 3 Mechanical engineers 4 Engineering managers 5 Information systems analysts and consultants 6 Industrial engineering and manufacturing technologists and technicians 7 Retail sales supervisors 8 Socail and community service workers 9 Electricaisn (except industrial and power systems electricians) 10 Early childhood educators and assistants This is somewhat different to the overall picture for Canada. Analysis of annual employment data by sector (statistics from StatCan73) and annual growth rates for specific industries between 2015-2019, show that Canada’s big growth areas are in highly skilled occupational roles, particularly in public services, and then in relatively low-skill roles particularly in the service industries. This is a pattern seen across the OECD. Windsor, therefore, unsurprisingly given its manufacturing base, has a higher demand for skilled manufacturing jobs than much of the rest of the country. While the Windsor Works strategy is designed to support diversification into other sectors, including tech, this means that a successful talent strategy must support intermediate, non-graduate skilled jobs as well as public and private sector professionals and tech workers (please see Appendix for more details). It is also crucial that Windsor education institutions be prepared for the switch to electric vehicle manufacturing, and the new roles required for autonomous vehicles. This means that there are two clear training focuses required for Windsor: • Reversing the ‘brain drain’ of graduates so that by 2025, the inflows of graduates match the outflows of graduates, and an ambitious goal that by 2035, Windsor is a net importer of graduate labor. • Upskilling non-graduate workers into skilled trades with a particular focus on those occupations which are forecast to be high growth in the Windsor Essex region, such that by 2030, none of the high growth areas currently identified in WEEDC analysis in skilled trades are reporting labor market shortages. This should sit alongside the third priority for Windsor on talent – attracting the best internationally. Canada is an attractive second location for American businesses partly because of its immigration policies, which makes the attraction of talent in areas of global shortage, including tech, easier. Windsor should take advantage of this potential comparative advantage to strengthen the Detroit-Windsor region, and help attract businesses. 73 Statistics Canada. Table 14-10-0202-01 Employment by industry, annual. Retrieved from: https://doi. org/10.25318/1410020201-eng . Canadian wide statistics highlight growth areas in Professional, scientific and technical services; Educational services; Health care and social assistance; Accommodation and food services; and Public Administration. https://doi.org/10.25318/1410020201-eng https://doi.org/10.25318/1410020201-eng 95 Windsor Talent committee Both of Windsor’s post-secondary institutions – St. Clair College and the University of Windsor – have a key role in developing talent in the local economy and also stimulating growth through spin-off innovations their own faculty and graduates generate. Both institutions have engaged with local initiatives designed to benefit the broader Windsor community, but there is scope to go further. Windsor should therefore prioritize the creation of a specific action plan with both the University and the College, under a ‘joint accountability framework’, with a goal of making significant progress against two, equally important, targets: increasing the graduate retention into Windsor and building on the demand for skilled trade (non-graduate) roles in high growth jobs and industries. It should set clear high-level goals and take forward a number of actions to make progress towards them. This ‘joint accountability framework’ should take the form of a high level ‘Windsor Talent’ steering group, chaired by the Mayor and with permanent representation from the University President and the College President, as well as representatives from K-12 school board chairs, WEEDC and major employers in the region. It should have a small budget to be able to commission independent analysis and research and should be chaired by the Mayor in order to convene senior leaders who would be able to decide on changes to local educational course portfolios, admissions arrangements, or anything else that might be required such that they attract, train, and retain the citizens who pass through their institutions. We understand that senior leadership at both the University and College are keen to contribute more to the economic development of Windsor, recognising the considerable benefits they enjoy from being based in Windsor, and the institutional advantages they have received, including in terms of physical real estate in the downtown area. The funding and accountability for both post-secondary institutions flow from the province, rather than the municipality, and is structured around five-year strategic plans tied to mandate agreements signed with the Ontario Ministry of Education. Updated agreements for 2020-2574 have a reformed funding formula that introduced an outcome-based performance framework, of which one core element is community impact and economic-impact (institution specific). Closer alignment with the city will help both institutions demonstrate their delivery against these two strategic outcomes. With more focus from the city, the goal will be for both post-secondary institutions to be more engaged in shaping city initiatives designed to support economic growth and community prosperity. In practice this will mean both post-secondary institutions being closely tethered to the city and council and all entities committing more time, corporate focus, and financial resources to align their work on teaching, attraction, graduate retention, research and others with the economic growth and civic agenda of their home city. 74 Government of Ontario (2020) Strategic Mandate Agreement 2020-25, College of St. Clair. Retrieved from: https://www.ontario.ca/page/2020-2025-strategic-mandate-agreement-st-clair-college-applied- arts-and-technology Government of Ontario (2020) Strategic Mandate Agreement 2020-25, University of Windsor. Retrieved from: https://www.ontario.ca/page/2020-2025-strategic-mandate-agreement-university-windsor https://www.ontario.ca/page/2020-2025-strategic-mandate-agreement-st-clair-college-applied-arts-and-technology https://www.ontario.ca/page/2020-2025-strategic-mandate-agreement-st-clair-college-applied-arts-and-technology https://www.ontario.ca/page/2020-2025-strategic-mandate-agreement-university-windsor 96 Both of Windsor’s post-secondary institutions will have their own ideas for ways that they can help drive forward the local economy, whether that is in relation to schooling, skills, graduate retention, or entrepreneurship. There are a number of specific areas which Windsor, through this new talent steering group, could make progress on – including actions that should be taken by the College and University: • Strengthen the training offer in the automotive sector. The existing collaboration between the University and College should be expanded and deepened to develop the talent base required to sustain an innovative cluster in both technology as well as the future of automotive industry – which will continue to require skilled tradespeople but also increasingly graduate labor and those trained in advanced software and engineering involved in modern automotive manufacture. The University of Windsor has had a quarter century of formal industry partnership on automotive research75, via the FCA- backed Automotive Research and Development Centre (ARDC)76, and this has been augmented by the more recent ‘CHARGE’ Lab focused on electric and autonomous vehicle R&D which has had support from Ford and other industry partners and recently won federal grants to expand its programming. • A mapping of the course offerings from St. Clair College in particular and a comparison to labor market needs. It is important to strike a balance between student demand for courses in tertiary education, and the wider needs of the economy and the labor market. Analysis as to whether shortage areas and high growth areas of the economy are being met by course offerings, particularly in the College, should be a priority – and the steering committee should discuss how to change course portfolio if needed to meet employer demand. This exercise is made more important by the expected growth in student enrolment at the College projecting a further 18% increase in the number of international full-time headcount across their campuses in Windsor by 2025, with a 10% increase in domestic full-time students over the same period (albeit this is not a trend that the university is projecting). St. Clair has already begun the process of seeking out R&D and potential program development in areas that reflect local economic demand, including autonomous vehicle design, components, etc.; EV design and maintenance; cybersecurity for automobility and Supply Chain Management; green technology with a focus on reuse of vehicle batteries; smart manufacturing, and greenhouse technology. • Focus on the talent pipeline created by the ‘R&D arc’. As discussed above, an “R&D Arc” should be established between University of Windsor, Western, Michigan State, Ann Arbor, and Wayne State. This will increase the amount that students in Michigan hear about Windsor and therefore improve the chances they might move there after graduation. Branding Windsor within the “R&D Arc” could make it more likely for STEM graduates to seek job opportunities there. It will also increase the visibility of Windsor as a base for new spin off companies emerging from this group of Universities. • Incentivize skilled immigrants from key regions in the United States to move to the City. The U.S., and Michigan specifically, should be a priority for obvious reasons: physical proximity, a large number of highly skilled and highly educated workers, and a political relationship through CUSMA that makes immigration relatively easy. Subsidising visa fees for skilled workers and their families would make Windsor companies more competitive with U.S. companies in attracting local talent. This policy would be particularly useful for attracting graduates from top tier Universities in Michigan, such as the University of Michigan Ann Arbor, for whom the financial cost of immigration may be a barrier. 75 University of Windsor (2020). Retrieved from: https://www.uwindsor.ca/engineering/388/university- windsor-fiat-chrysler-canada-automotive-research-and-development-centre-ardc 76 Fiat-Chrysler Automotives (2016) ARDC 20th Anniversary Press Kit. Retrieved from: https://media. fcanorthamerica.com/newsrelease.do?id=12558&mid= https://www.uwindsor.ca/engineering/388/university-windsor-fiat-chrysler-canada-automotive-research-and-development-centre-ardc https://www.uwindsor.ca/engineering/388/university-windsor-fiat-chrysler-canada-automotive-research-and-development-centre-ardc https://media.fcanorthamerica.com/newsrelease.do?id=12558&mid= https://media.fcanorthamerica.com/newsrelease.do?id=12558&mid= 97 • Focus on attracting international migration, for example from Hong Kong. Clearly, the global environment for immigration will continue to shift. But Windsor should be on the lookout for opportunities. For example, the current situation in Hong Kong provides a significant opportunity for attracting skilled immigrants. As China tightens its grip on the region, more and more residents are seeking to emigrate – according to a recent poll 43.9% of Hong Kong residents would emigrate if given the chance.77 Canada has always been a popular choice for immigrants from Hong Kong, it has the second largest Hong Kong diaspora after the U.S.,78 and between 2015 and 2019 the number of annual immigrants from Hong Kong increased from 900 to 1,500 .79 Windsor should capitalize off this trend by selling itself as the best city in Canada for Hong Kong immigrants to settle in. The City should try to reach residents of Hong Kong before they have moved through online advertising and by working with immigration services and Universities in Hong Kong. Windsor should also work with immigration services throughout Canada to reach immigrants that have already moved but have not decided on a location to permanently settle. Attracting talent Alongside this, as we have discussed, the City should continue to focus on providing incentives to businesses to relocate and grow within Windsor and continue to improve the amenities and leisure facilities in the city, which is important to many employees in deciding where to work and settle (especially younger ones). Our interviews with tech companies in Windsor highlighted the importance of those amenities, but also the lack of specific incentives for the tech sector. Given the growth of tech in Detroit and Ontario, and the likely continued diffusion of software and AI into all sectors, this should be a priority. As well as the traditional financial incentives, such as relief from property taxes or grants for relocating employees, the city should explore talent-related incentives. This includes: • Infrastructure – there is a need for a larger scale business catalyst hub. Although Windsor already has several initiatives (‘The Accelerator’, the University’s ‘EPICentre’, and the ‘Genesis Centre’ tied to St. Clair College), these are outside the downtown core and consideration should be given to combining these so, together, the critical mass enables a larger entrepreneurial hub to be created that attracts more start-ups and serves as a vehicle to drive downtown regeneration – especially if combined with a co-working space; • Specific incentives to support the identification and costs of finding international talent. 77 The Hong Kong Institute of Asia-Pacific Studies (2020) Press release: Survey Findings on Views about Emigration from Hong Kong. Communications and Public Relations Office, The Chinese University of Hong Kong. Retrieved from: https://www.cpr.cuhk.edu.hk/en/press_detail.php?id=3379&t=survey- findings-on-views-about-emigration-from-hong-kong-released-by-the-hong-kong-institute-of- asia-pacific-studies-at-cuhk 78 Nair, R. (2020) Hong Kong residents eye immigrating to Canada as new security law comes into effect. CBC News. Retrieved from: https://www.cbc.ca/news/canada/british-columbia/hong-kong-canadian- immigration-1.5661164 79 CIC News (2020) Canada eyeing more immigrants from Hong Kond. CIC News. Retrieved from: https:// www.cicnews.com/2020/07/canada-eyeing-more-immigrants-from-hong-kong-0714942.html#gs. lvo6q https://www.cpr.cuhk.edu.hk/en/press_detail.php?id=3379&t=survey-findings-on-views-about-emigration-from-hong-kong-released-by-the-hong-kong-institute-of-asia-pacific-studies-at-cuhk https://www.cpr.cuhk.edu.hk/en/press_detail.php?id=3379&t=survey-findings-on-views-about-emigration-from-hong-kong-released-by-the-hong-kong-institute-of-asia-pacific-studies-at-cuhk https://www.cpr.cuhk.edu.hk/en/press_detail.php?id=3379&t=survey-findings-on-views-about-emigration-from-hong-kong-released-by-the-hong-kong-institute-of-asia-pacific-studies-at-cuhk https://www.cbc.ca/news/canada/british-columbia/hong-kong-canadian-immigration-1.5661164 https://www.cbc.ca/news/canada/british-columbia/hong-kong-canadian-immigration-1.5661164 98 Other areas to support wider development • Culture/amenities/leisure - Windsor’s future potential does not hinge on a major cultural investment or another retail-led regeneration effort. However in order to reward inward migration and to attract new residents, the city needs to continue to offer residents, and especially working families, good amenities and new leisure/arts and active transportation infrastructure. Recent waterfront developments are an example of projects that will improve Windsor’s quality of life and create new focal points for residents and visitors to enjoy. A new central location for a library will fulfil the same purpose and should be prioritized, along with steps to make cycling and walking more attractive. • Fleet and logistics. The regulatory changes applied to the trucking industry operating (with digital driver logs limiting journey times to 11 hour shifts)80 have increased the attractiveness of Windsor as a base for firms transporting goods by road into the US. In response, there has already been an increase in Ontario trucking operators registering their businesses in Windsor (and relocating from London and Hamilton and other cities). This shift should be encouraged, with the city exploring ways to support these logistics companies to expand in the city so they can grow their fleets and serve even more of the US market. Tech businesses may emerge that seek to service the security/data/customs needs that link to the border in the coming decade, and the city and the University should use existing organisations (the IBLS and CBI) to pursue opportunities that come their way. More national attention on Windsor’s prime trading position as the new bridge nears completion should be expected. 80 Federal Motor Carrier Safety Administration (2020) Summary of Hours of Service Regulations. Retrieved from: https://www.fmcsa.dot.gov/regulations/hours-service/summary-hours-service-regulations. 99 Part III: Recommendations 100 Part III: Recommendations This strategy is long-term and it will take a sustained and concerted effort not only by the city but by the institutions, businesses, and people within Windsor. Therefore, the report recommends a new team within the City to oversee delivery, but also metrics and partnerships for administrators, councillors and all organizations in Windsor – such as the University and College – which have an outsized impact on its success and reputation. Strategy documents should set out a clear direction and demonstrate that choices have been made and priorities have been set. Often the recommendations in such strategies are vague and lack specific examples of how certain goals might be realized (or have been exemplified elsewhere, as an inspiration). To aid the city of Windsor as it deliberates on the future course for the city, this report outlines some practical steps that can be taken to realize the vision. These are outlined in accordance with the proposed strategy across the four pillars (L.I.F.T.), in part II. The policies that would support this strategy and the actions that Windsor may choose to take are varied, but also constrained by the limits set on municipal authorities in law. The recommendations in this report acknowledge that many policies or initiatives are co-dependent on other actors, including higher levels of government. Where actions are proposed for Windsor that are dependent on external funding or in some way decided elsewhere, Windsor’s political leadership should become advocates for those changes and seek to persuade Provincial and Federal decision-makers of their merits. The policies are designed to be implementable, although given the project duration, they are high-level ideas at this stage still requiring legal, financial and administrative input. Further detail on practical ideas that Windsor could adopt to realize this strategy are listed in Appendix (5. Policy Proposals). http://publicfirst.co/windsor/ANNEX%2005_Policy_Proposals.pdf 101 Location Attract Michigan Goal: Attract more Michigan businesses, workers, students and tourists into Windsor Policy 1: Become a better place to site Michigan businesses. Promote Windsor as the perfect location for US firms to open their Canadian offices and offer direct support for them to do so. ACTIONS: o Form a city-backed venture capital fund to act as an accelerator for high-growth start-ups with its own governance (arms-length from city administration); o Improve the relocation support package through a new ‘Business Attraction Centre’ – a “one-stop-shop” for development and planning, and new business grants; o Create a new Community Incentive Plan CIP for Michigan SMEs with tax/planning incentives, giving the programme broader applicability to the tech / SME sector. Policy 2: Become a hotspot for highly skilled USA workers and their families. Exploit the ways that Canada offers a better immigration system; good healthcare for working families; and highly skilled potential employees. ACTIONS: o Fund employee incentives (a ‘Welcome grant’) to enable Windsor-based businesses to improve their offer to top US tech talent; o Subsidize US passport cards for Michigan residents to encourage more flow of students and young professionals across the border; Policy 3: Establish better underlying links between Windsor and Detroit/Michigan. Invest more time to strengthen existing relationships and to forge new networks for collaboration between political leaders and civil society in Detroit and Windsor ACTIONS: o Promote academic partnerships and seek to establish a post-secondary “R&D Arc” between University of Western Ontario, Windsor, and Michigan State; University of Michigan; and Wayne State; o Set a target for number of successful ‘trade missions’ into Michigan and set KPIs for councillors and administration (and a pairing scheme), for Windsor-Detroit to encourage more underlying connections o Strengthen relationships between Windsor and the Detroit entrepreneur cluster to foster partnerships over time and host more joint conferences with Detroit on themes of shared interest (healthcare, trade, automobility) 102 Sell Windsor-Detroit Goal: Attract businesses, students, and residents from the rest of Canada, to the Windsor-Detroit region Policy 1: Attracting businesses from outside into Windsor- Detroit Partnering with Detroit and selling the city internationally as one region will attract more attention. ACTIONS: o Work with Detroit and the Canada-US Business Association to establish a new Windsor-Detroit Board of Trade and use this as vehicle to promote the region internationally; o Target more joint bids between the cities and development authorities. Policy 2: Selling Windsor-Detroit through targeted cultural events Windsor has an under-appreciated history that could be used more effectively to build a civic brand, with new or expanded public events used as a way of telling the story of the region and its rich history. ACTIONS: o Launch ‘Prohibition Week’ to showcase the shared history of the two cities, and a “Celebrate Windsor and Detroit” theme to an expanded Windsor International Film festival – i.e. local directors, films about Motown, etc.; o Develop an expanded ‘Freedom Festival’ over the July holiday weekend annually, and new joint sporting events with Detroit; o Work with the Tourism Board to seek access to Belle Isle Park and other cross-border tourism projects. 103 Infrastructure Improve infrastructure and revive downtown Goal: Improve Windsor’s quality of life and make it more liveable for young working families as the city grows Policy 1: Build the housing stock that meets incoming demand Windsor has an ageing housing stock and current models assume 7,000 units across the whole city are needed over a 20-year timeframe, but more diversity of housing type is needed too. ACTIONS: o To retain Windsor’s comparative advantage of affordable housing, the city must continue to increase housing supply, including homes that appeal to the people that the city wants to attract – graduates, professionals, younger working families – while also providing a greater variety of housing supply (walk-ups, townhomes, larger 3-bedroom condominiums); o Windsor should create a new residential housing strategy for the downtown and set a goal of significantly increasing the residential population in the downtown core (a target of 3,000 new units within a decade would be ambitious but achievable); o Continue to work to secure these developers and promote and approve schemes that will drive downtown regeneration, as well as in other parts of the city (including the nine Business Improvement Areas81) to increase population density. 81 Business Improvement Areas in Windsor. Retrieved from: https://www.citywindsor.ca/business/business- improvement-areas/Pages/Business-Improvement-Areas.aspx https://www.citywindsor.ca/business/business-improvement-areas/Pages/Business-Improvement-Areas.aspx https://www.citywindsor.ca/business/business-improvement-areas/Pages/Business-Improvement-Areas.aspx 104 Policy 2: Complete riverfront revitalisation Windsor must do more to attract people to its best physical asset – the clean and developed waterfront. As a draw for people in Windsor, but also in Detroit, steps should be considered for how to make the riverfront a destination, and how to use it to keep people downtown. ACTIONS: o Complete the Riverfront Implementation Plan goals through the establishment and construction of all the destination beacons on the waterfront that attract regular visits by both residents and tourists; o Schedule more pop-up events on the waterfront, including an annual Christmas Market, local Community Theatre (Shakespeare in the Park), craft markets, international cultural celebration events and historical (ghost) tours. Policy 3: Improve urban mobility Windsor remains a very car-centric city but that is changing. This is being addressed through an ‘Active Transportation Master Plan’82 and the city should continue to offer new transport options for residents, including trialling innovations that make getting around the downtown core and into Detroit without a car much easier. ACTIONS: o Windsor has a large student population and a flat topography, but limited public transit. An e-scooter scheme with an established provider (Bird, Tier, Lime) would allow more people without access to private cars to get around and demonstrate that Windsor is open to new low emission transport solutions; o Ongoing investment in roads to address congestion and tackle air pollution, as well as in public transport with a modernized bus fleet, and continue plans to support ‘active transportation’ and make cycling and walking more attractive; o Explore the feasibility of an autonomous bus link through the Detroit-Windsor Tunnel, which the city co-owns. 82 City of Windsor (2019) The Active Transportation Master Plan Action 3A.1 (p79). Retrieved from: https:// www.citywindsor.ca/residents/Construction/Environmental-Assessments-Master-Plans/Documents/ Active%20Transportation%20Master%20Plan%20Final%20Report.pdf https://www.citywindsor.ca/residents/Construction/Environmental-Assessments-Master-Plans/Documents/Active%20Transportation%20Master%20Plan%20Final%20Report.pdf https://www.citywindsor.ca/residents/Construction/Environmental-Assessments-Master-Plans/Documents/Active%20Transportation%20Master%20Plan%20Final%20Report.pdf https://www.citywindsor.ca/residents/Construction/Environmental-Assessments-Master-Plans/Documents/Active%20Transportation%20Master%20Plan%20Final%20Report.pdf 105 Future Economy Become the site of Canada’s future auto sector Goal: Protect and pivot - maintain Windsor’s current strength in cars and adapt alongside the industry’s global transition to electric vehicles Policy 1: Invest in future auto manufacturing infrastructure and skills Take forward a series of actions to increase the likelihood that Windsor will secure its position as the site of the future auto sector in Canada. ACTIONS: o Establish Canada’s first ramp-up factory for EV/autonomous vehicles; o Work with Universities in Ontario and Michigan to develop a common skills plan and curriculum for future auto workers, in close partnership with Windsor’s post- secondary institutions; o Invest in new business parks, employment lands and supportive infrastructure. Policy 2: Build up expertise in software and cyber-security The Windsor auto industry must increasingly comprise both advanced manufacturing and software engineering that can leverage Canada’s comparative advantage. ACTIONS: o Launch a public-private investment fund for companies that would include a focus on electric/smart vehicles innovation; o Create a second campus for the Automotive and Surface Transportation Research Centre in Windsor; o Explore the creation of a regulatory sandbox for self-driving vehicle research and trials. Policy 3: Commit to the future auto industry and advocate for a stronger government lead around electric, hybrid, hydrogen and autonomous vehicles Windsor’s voice in the debate about the future of the auto industry will be important. ACTIONS: o Advocate for a national EV innovation and manufacturing mandate; o Make new investments in EV charging infrastructure locally; o Seek partnership with local and national union leaders to support the transition to EV manufacturing. 106 Diversify via building up adjacent sectors Goal: Lean into pre-existing strengths – education, borders, healthcare – so they comprise more of Windsor’s economy in the future Policy 1: Develop Windsor’s health sector strengths Given Windsor’s healthcare workforce, the Jamieson plant, and the impending construction of a major new acute care hospital, the city should seek to leverage these investments to grow the health and nutraceuticals sector locally and facilitate health tech and wellness company spin-offs. ACTIONS: o Explore how to upgrade the University of Windsor’s offering to ensure an enhanced pipeline of local medical training and healthcare research that can integrate with the demands of the future healthcare economy, including for when the new regional hospital opens. o Create an outline masterplan for a health R&D site to adjoin the new hospital. Policy 2: Explore border and trade strengths and put Windsor on the map as a border innovation zone Build on the city’s geographic advantage to promote the Free Trade Zone, attract more logistics firms and solidify Windsor’s reputation as a modern border city that exploits innovative cross-border technology. ACTIONS: o Develop the IBLS and the CBI and host a major showcase conference on 21st century borders to promote innovative technology, policies and procedures; o Promote the Free Trade Zone and encourage more firms to locate in Windsor to take advantage of its custom and tax benefits; o Work with WDBA to create a plan to exploit the data value from the new Gordie Howe International Bridge 107 Talent Attract and retain more national and global talent Policy 1: Establish a Windsor Talent committee focused on training and retaining highly educated people. A joint accountability framework and partnership among educational institutions, the city and the private sector can support training for current and future skills needs. ACTIONS: o Analysis of labor market shortages and new business skills requirements and courses at the College and University; o Support the creation of a new incubator, accelerator, and training hub downtown; o Develop a strategy to encourage international students studying in Windsor to stay in Windsor. Policy 2: Leverage Windsor’s post-secondary educational institutions. Both the University and the College should play a greater role in the future of Windsor’s economy and work closely with the city and other private sector partners to contribute to economic development. ACTIONS: o Work with the University and College to improve links with employers, and upskill the local workforce, ensuring their course offerings meet market demand; o Pursue the University’s proposal for a computer science and technology hub downtown that could also have an incubator role for tech start-ups and a coworking space; o Nudge better University and College collaboration through programmes that link professional students with tech-minded entrepreneurs. Policy 3: Attract highly skilled workers from across Canada and abroad. Take steps to ensure that talent chooses Windsor as a place to study or settle, and combine proactive marketing with targeted incentives to increase the appeal of Windsor. ACTIONS: o Subsidize the visa fees for skilled immigrants coming to work in Windsor; o Direct marketing of Windsor to skilled immigrants abroad (e.g. the United States, Hong Kong, India) 108 Key Enablers The strategy proposed in this report is intended to be more than a conceptual framework. Because it is evidence-led and informed by the political and policy context, it is designed as the foundation for a series of coordinated actions. Local public administration officials and stakeholders will need to be further consulted regarding some of the specific recommendations, including legal and fiscal frameworks. Nevertheless, there are certain key enablers that – were they to be absent – would likely undermine the strategy and its chances of success. The three most important enablers are: 109 Enabler 1: Senior municipal leadership, with a city hall team focused on delivery of the strategy Visible, sustained leadership from the Mayor and Council will be necessary to maintain focus and momentum beyond the next election. Chances of success will increase if this goes alongside a special delivery unit with a clear remit. This would be an in- house team reporting to the Mayor and Council who are dedicated to economic development focused only on the municipality (not the broader Essex region). They would be empowered to create project-specific working groups across various municipal departments (planning, legal, engineering, permitting) to support economic development objectives, track KPIs and manage ongoing reporting to Mayor and Council. Next step: Seek endorsement from City Council for the L.I.F.T. Strategy to be developed and overseen by a new delivery unit to be setup within City Hall. Enabler 2: Recruit key external players to the mission Alongside the clear narrative and sustained leadership of the Mayor and Council, this L.I.F.T. agenda needs support from external parties – some of whom (like the post- secondary institutions) have not been deeply engaged on economic development before. Use the city’s convening power and leadership to establish new groups that can support the strategy, including a ‘Windsor Works Taskforce’ – a new 8-10-member group of important decision-makers in Windsor’s local community. This would bring together those with the most at stake from this strategy succeeding and would have a majority of members from the private sector. In addition, consider setting up a new Economic Development Committee of City Council to involve council members earlier in key issues. Next step: establish a new ‘Windsor Works’ taskforce to advise on and shape the development of initiative within the L.I.F.T. Strategy, which would be regularly convened by the Mayor’s Office. Enabler 3: Define, update and report key metrics regularly Within or alongside this strategy report, the city should set out the key metrics that will measure progress against the goals. Some of these metrics will be new and will need collecting/calculating for the first time. Consult, and develop, these metrics internally and share them publicly regularly – at least annually – and consider committing to a transparent Online Scorecard for the benefit of Windsor’s businesses and residents. Next step: Agree a suite of metrics to measure progress and report regularly for the benefit of partners and the public. 110 Key Success Metrics Measuring progress is essential to the realisation of any strategy. The city should determine how it wants to be judged for the actions it decides to take. The L.I.F.T. strategy has sufficient focus that a set of outputs and outcome metrics could be developed that would align with each of the four pillars, and then would serve as a ten-year goal. As an illustration, a picture of what success looks like by 2030 might include: By 2030, as a result of Windsor’s L.I.F.T. Strategy, the city should have… • Increased its population by more than the Ontario average; • Graduates comprising a larger share of the Windsor-Essex workforce; • US citizens comprising a larger share of (a) visitors; (b) business owners (c) students; • Increased workforce productivity (even if automation means the local auto sector employs fewer people); • Highly skilled manufacturing comprising a larger share of Windsor’s economy than it does today; • Higher volumes of cross-border movements (people and goods) than 2020; • The productivity gap with rest of Canada closing; • Citations and patents in the area rising; • Greater interaction between the council, officials the and economic development agency and their counterparts in Detroit/Michigan, and similar metrics adopted by the University and College, including around academic partnerships. There is also specific data that Windsor currently does not routinely collect that it should be capturing and monitoring as part of this strategy. These include the following: • Data on attitudes to Windsor – for example among University leavers and why they stay or go, and incoming residents; • Windsor’s workforce demographics (especially nationality/education) by sector; • Views of Windsor from a) Ontario; and b) Michigan (with an emphasis on the latter) • Survey tourists/visitors/students in Windsor on a regular basis; • A dataset for cross-border activity that Windsor can utilize; Next step: Identify the missing metrics needed to begin baselining performance and collaborate with partner institutions to collect data to inform the city’s economic development agenda. 111 Conclusion 112 Conclusion The opportunities available to Windsor’s people will not materialize on their own. The purpose of a strategic plan for economic development is to catalyze growth and position Windsor to leverage underlying strengths. New and emerging opportunities must be seized. They cannot be missed. For that to happen in Windsor, it requires a clear strategy - and one that is possible to communicate. Local stakeholders must be brought onboard. Citizens must be inspired. Businesses must see action. But, to maintain momentum as circumstances change, a strategy of this kind must be owned and directed by the political and civic leaders of the city. This project has attempted to capture the essential elements of the city of Windsor that represent strengths and opportunities, as well as potential challenges. The proposed L.I.F.T. strategy outlined in this report is evidence-led and designed to be easy to communicate and politically achievable. If adopted, it would present a positive agenda for Windsor that could galvanize the community towards shared goals. It may also provide the focus and direction that many stakeholders have urged, and the means of bringing local businesses, civil society and the city itself closer together. Our research leads to one key conclusion: that Windsor is economically tied to Detroit and they can do more to help each other grow and prosper so that Detroit’s recovery is a wave that Windsor can ride to become a bigger and better place to live as a result – principally by attracting more people, jobs and investment from the USA and from other parts of Canada. As the world emerges from COVID-19 and with expectations that the international border will reopen in 2021, Windsor needs to do more than just return to normal. The city needs to make the most of its proximity to Detroit and grow the business, academic and cultural links with its US neighbour at every level. Windsor will always be a Canadian city, not a suburb of Detroit, but if Windsor expands and the connections deepen across the Detroit river, so that more people come to see it as one dynamic region, then Windsor will become a more diverse and resilient economy and a more successful city in its own right. Thankfully that goal does not mean reinvention. In fact, many of Windsor’s strengths – the assets that make it attractive as a place to study, invest and settle – are either not widely known or are just under-appreciated. In this regard, the city could achieve some important parts of the strategy simply by more effective and sustained efforts at civic marketing, in an alliance with existing agencies and local partners. It is in this respect that the city may not have done enough in recent years: proactively communicating what makes Windsor special – both to the rest of Canada and beyond. Not enough people outside the city recognize a fundamental truth about Windsor: that uniquely, and due to history and to the border, the city represents the best of both worlds. It is a small city of a quarter of a million residents that is close enough to a metro area of almost 4 million people to give Windsor residents the advantages of those big city amenities without the downsides. The L.I.F.T. strategy is therefore broad and ambitious, but crucially it is also rooted in Windsor’s existing strengths. By taking an approach that builds on the best of Windsor, the L.I.F.T. strategy should be both deliverable and effective, securing the city’s future as a great place to live, work and play, as it prepares for the next chapter in its history. 113 Next steps Throughout the fieldwork and analysis, the legal, political and regulatory limitations on small municipalities have been at the forefront of the thinking. Unlike cities in the United States, Windsor does not have all the levers it might want in order to control its own destiny, and any plan for the future of the city is dependent not just on other agencies and tiers of government, but on the sustained political leadership of the Mayor and the Council themselves. The purpose of this project was to advise and to offer an outline of the right strategic course for Windsor to take. The political leadership of the City must decide whether it supports the analysis and agrees with the proposed strategy. The specific recommendations are not all within the grasp of the City of Windsor, and even the ones that are, have been designed more to stimulate discussion and provide direction on appropriate next steps. Significantly, this report outlines dozens of broad policy actions, some of which are easier to implement than others. Taken together, these recommendations, and their natural successors, would easily represent 3-5 years of implementation activity. The authors hope they serve as a catalyst for ideas that might achieve the stated objectives, even if the exact recommendation is not followed to the letter. They reflect the authors’ judgment of what would turn this strategy into a practical plan of action, but they are not the only way of achieving the desired objectives. The policy actions vary in their complexity and novelty and also in their likely cost. It was not required as part of this project to undertake a detailed costing exercise for the proposals contained in this report. For such proposals to be fully considered by Council, the City administration would need to undertake full modelling and cost estimates based on data accessible to them or supplied by partner agencies. The City can take immediate steps to begin down the path identified in the L.I.F.T. Strategy and as a first step, should seek endorsement from Council for the direction of travel outlined in this report. However, it will then be for the city to commission the necessary reviews, modelling and implementation studies to ensure that elements contained in this strategy can be costed before being implemented. 114 Appendix 01. Economic Regeneration 02. Economic Incentives in Ontario cities 03. Border Cities Comparison 04. Deep Dive: Detroit 05. Policy Proposals 06. Municipal Affairs Bibliography http://publicfirst.co/windsor/ANNEX%2001_Economic_Regeneration.pdf http://publicfirst.co/windsor/ANNEX%2002_Economic_Incentives_in_Ontario_cities.pdf http://publicfirst.co/windsor/ANNEX%2003_Border_Cities_Comparison.pdf http://publicfirst.co/windsor/ANNEX%2004_Deep_Dive_Detroit.pdf http://publicfirst.co/windsor/ANNEX%2005_Policy_Proposals.pdf http://www.publicfirst.co.uk/windsor/ANNEX%2006_Municipal_Affairs.pdf http://publicfirst.co/windsor/BIBLIOGRAPHY.pdf 115 © Public First - All Rights Reserved 2021               Economic Regeneration Toolkit                                      December 2020        1    Introduction and  Summary      2        What do we know about city growth?      In this paper, we provide an overview of the different strategies cities have taken to drive local                                  economic growth, jobs, and regeneration - and what we know about what has or has not                                worked.    We look at:    ● The most up to date theory behind why some cities thrive more than others  ● The academic evidence on which policy tools are more effective  ● Ten case studies of the different strategies cities have employed for generation    There is no one single silver bullet. The relative success of policies is highly dependent on the                                  context of each city and exactly how they are implemented. It is impossible for policy makers                                to perfectly predict or control the future of their city - but policies can help make success                                  much more likely.          3      The Strengths of Cities    There are four main explanations for why some cities grow richer than others:    ● Sectors. Historically, cities would grow on the back of rare natural resources, as the                            centre of political power or as convenient trading crossroads. In the modern world,                          many cities develop an economic specialism by building off a first-mover advantage                        or gaining a critical mass in a new industry: Silicon Valley for IT, Hollywood for films, or                                  Detroit for cars. When that sector declines, the city either needs to find a new                              specialism, or it will suffer eventual decline itself.  ● People. Under this view, cities thrive when they are attractive places for highly talented                            or created people to move to or live in - and they in turn create new businesses and                                    jobs for the rest of the local economy. This might be because the city hosts a world                                  leading university, features an attractive climate - or is home to appealing cultural and                            sporting amenities.  ● Agglomeration. There is overwhelming evidence that cities themselves enjoy                  economies of scale: the larger they are, the more connections workers and businesses                          can make, and the greater their productivity. Many cities are centuries or even                          millennia old - long outliving the rise and fall of any one industry.   ● Competitiveness. Just as a national government works to improve the underlying                      supply side fundamentals of its economy, cities compete to provide efficient                      infrastructure, competitive taxes and support for basic research and innovation.    There remains a significant debate in the literature over which of these factors is most                              important, or drives the others. Do highly productive cities tend to have great amenities                            because of high disposable income from thriving local industries - or can the amenities                            themselves attract new start-ups to locate there? Is it better to specialise in a particular                              industry where you can be a world leader, or does this leave you vulnerable when economic                                fundamentals change?  1       1 For a wider discussion of this debate, see ​The Rise of the Creative Class, ​Richard Florida, 2002; ​The Triumph of the City,  Edward Glaesar, 2011; ​ The New Geography of Jobs​, Enrico Moretti, 2012   4          Sectors  ● Targeting research spending or tax credits at particular industries  ● Offering generous tax breaks or incentives to encourage large companies to relocate  ● Building new facilities and working with companies in an industry to increase                        collaboration    People  ● Investing in cultural amenities and new sports facilities  ● Brownfield regeneration and land redevelopment  ● Seeking to increase graduate retention  ● Investing in the local university    Agglomeration  ● Building new transport links with other larger metropolitan areas  ● Liberalising planning law or building more housing stock  ● Encouraging immigration  ● Relocating public sector staff to relatively deprived areas    Competitiveness  ● Investing in local infrastructure: roads, public transport, broadband etc  ● Offering liberalised planning rules, regulation or taxation in specific special enterprise                      zones or free ports  ● Lower cost labour or tax incentives      It is incredibly difficult to settle these debates because cities are complex and variable. As we                                will explore later on, every single one of these has succeeded - except where it hasn’t. (Or                                  failed except for a few shining successes, depending on your point of view).       As a general rule of thumb, however, the evidence suggests that:    1. ‘Downstream’ investments (housing, public transport, new cultural amenities) that                  assume a higher population are less likely to succeed than policies that support                          developing economic strengths and broader competitiveness. Build it, and they often                      do not come. There are very few examples of new sports stadiums or art galleries that,                                by themselves, have turned their city around.  2. That doesn’t mean new transport infrastructure or housing are always the wrong thing                          to do. When your city or a particular is already at full capacity, they can help unlock                                  growth. If you have a deprived area right in the midst of a more successful neighbour,                                redeveloping it is likely to be highly effective.  3. It is hard to force your city to become a world leader in a completely new sector from                                    the top down. Worldwide, many local areas have tried and failed to become leaders in                              renewable energy.   5    4. Cites can, however, do a lot to help nascent sectors have emerged organically to grow                              faster - and remove regulatory or other barriers in the way. If you find your city has a                                    ‘minimum viable industry’, you can do a lot to help it scale.  5. While incentives for companies might encourage them to choose you over a near rival,                            they are rarely enough on their own. Amazon chose Virginia because of skills, not taxes.                              The pay-off from incentives is often unclear - and when they go, the company                            sometimes goes too.  6. Increasingly, cities that are thriving have ‘innovation’ strength - they have ideas and                          very advanced skills. Cities in advanced economies are unlikely to compete on lower                          costs alone. These strengths can be in manufacturing, but the higher up the value                            chain you go the better protected you are. As you know, diversity helps.  7. Culture is unlikely to be sufficient for economic generation, but it might be necessary. It                              is hard to know what minimum level of ‘niceness’ your city needs to achieve to attract                                skilled professionals - but almost every case study you look at includes some element                            of this. While you should be wary of big moonshot investments, it is worth checking                              whether outsiders think your area is a good place to live in.      6  Windsor’s Economic Strengths and Weaknesses  Sectors &  Clusters  + Windsor remains one of Canada’s most important manufacturing centres for                      cars, and the city is working to become a centre for automotibility. Leading                          manufacturers in other fields (like Jamieson) have made their home in Windsor.  + The city and surroundings has strong tourism assets, with diverse attractions                        including gaming, food and drink, outdoors and culture  - Over the last twenty years, auto production in Ontario has been shifting to lower                              cost locations in Mexico and the US South.  - The automobile industry looks set to suffer significant disruption in the next                          decades with the rise of electric and self-driving vehicles. It is not clear how well                              Windsor is currently set up culturally or in its research and skills base to take                              advantage of these trends.  - Unionised labour with high costs; and other higher costs (such as electricity) can                            deter investment.  - There is no global R&D strength in or near Windsor  People & Culture  + Windsor’s population continues to climb, suggesting the area has appeal to local                          and international migrants.  + The University of Windsor is academically strong - albeit with significant                        competition in the rest of Ontario.   + The area has a history of high skilled manufacturers in the tool and die industry.  - The share of graduates in the Windsor labour market (25.2%), remains below the                            national average (28.5%). By urban area, Windsor has the 15th highest population,                                  7  but only the 41st highest share of graduates. The city continues to see a net loss of                                  graduate talent.  - The University of Windsor is stronger in teaching than research, and it has not built                                up sufficient strength in automotive research.  - Many of our interviews complained about a lack of amenities for young                          graduates, with Detroit seen as significantly more culturally appealing.   Agglomeration  + The city is located next to one of the most important manufacturing centres in                              the US in Detroit. There is already significant collaboration between companies on                        both sides of the border, and potential for further economies of scale between the                            two cities.   + Affordability of housing is often mentioned as a key strength (though presumably                          if Windsor began to grow faster economically, and did not keep pace with housing                            supply, this would change).  + The new bridge will allow more rapid access into Detroit and the rest of Michigan  - Windsor is too distant to form an effective economic agglomeration with other                          major cities in Ontario, and public transport links between them are weak. Windsor                          is a very car-centred city.  - This means that Windsor is dependent on Detroit for agglomeration - a reviving                            city, but one with major risks, and with border issues.  - While rental prices in Windsor are among the lowest in Ontario, the absolute level                              of vacancies remains low.  Competitiveness  + Windsor remains a cost competitive location for businesses. In 2016, KPMG                        estimated a cost index of 84.3 for Windsor-Essex, compared to a benchmark                        average of 100 for the US.  + Internationally, Windsor benefits from Canada’s fundamentals. While it has been                      moderately sliding in recent years, Canada remains highly competitive both for                      business taxes and more broadly.   - While it has been catching up in recent years, GDP per capita remains around at                                around three quarters of the national average, suggesting relatively low                    productivity.  - Local government in Windsor doesn’t have the ability to match US economic                          incentives.   - Some interviews have suggested that Windsor lacks a strong entrepreneurial                      base and culture (but we have not yet put numbers on this).    Regenerating Industrial Cities    Many of the most famous industrial cities - Manchester, Detroit, Lille - only first grew as major                                  cities on the back of a specific industry. On the eve of the Industrial Revolution in 1700, London                                    was already a metropolis containing 10% of England’s population - whereas Birmingham was                          still a small town of 15,000 (0.3%) and Manchester just 10,000 (0.2%). Before the arrival of the car                                    industry at the beginning of the twentieth century, Windsor itself was a small town with a                                population in 1901 of just 12,000.    Their reliance on a specific sector left many industry cities very vulnerable to any long term                                downturn in that industry, whether from technological change, changed consumer tastes or                        increased global competition. From the 1970s on, industrial cities began to fall behind their                            global peers with more diverse sector mixes.    In response, national and local governments have experimented with many policies aimed at                          improving the competitiveness of struggling areas, and helping them develop new                      specialisms.     The success of these policies has been, at best, mixed. There is no obvious policy silver bullet                                  that is guaranteed to turn an area around, regardless of context or other fundamentals. For                              almost any given regeneration policy, it is possible to find many examples of it failing to                                produce any positive economic effect. Some urban economists have gone so far as to argue                              that “traditional policies aimed at narrowing spatial disparities by turning around declining                        places have largely proved to be depressingly ineffective.”  2   This is too pessimistic. It is true that the reasons for cities specialising in one industry is often                                    near random, and impossible for policy makers to predict. A not insignificant reason why                            Silicon Valley is located in California is that William Shockley, the inventor of the transistor,                              moved there to be close to a sick mother. It is unclear whether Seattle would now be a thriving                                      software hub, home town to Microsoft and Amazon, if Bill Gates’ great-grandfather had not                            moved to the cities in the 1880s, long before the invention of the computer.    While policy makers cannot perfectly predict the future, they can lay the groundwork and                            make policy bets to put their cities in a good position to thrive in future. Instead of following the                                      same playbook for every city, this requires thinking how to utilise a city’s unique historical and                                geographical advantages, while staying open to new opportunities that might emerge.    Windsor enjoys several fundamental economic advantages: a location on the border, a strong                          manufacturing legacy, and a growing population. This puts it in a better position than many                              cities in the US rust belt. While its GDP per capita remains significantly below the national                                average, the data suggests that it had been catching up - which is not true for every post                                    industrial city.    2 ​Urban Economics and Urban Policy​, Paul C. Cheshire, Max Nathan and Henry G. Overman, 2014  8                  9    In the second half of this report, we look at multiple examples of cities that have managed to                                    use a combination of the tools we explore here to successfully regenerate their city, such as:    ● Pittsburgh built off an emerging robotics clustic with long term investments in R&D,                          cleaning up their waterfront and new business initiatives.  ● Bilbao combined a flagship cultural investment in the new Guggenheim Museum, with                        large-scale transport investment, brownfield revitalisation and new technology parks.  ● Coventry has helped future proof its car industry through public-private partnerships in                        research, and the opening of a new dedicated UK Battery Industrialisation Centre.        10        Toolkit    11      12  Strategy  Summary  Potential  Impact  Reliability  Quality of  Evidence  Sectors          Target particular  sectors or clusters  Many post-industrial cities have sought to            develop new industries. The most          successful examples often have built on            organic developments in their local          market, rather than trying to change the              structure of their economy from the top              down.  HIGH  MODERATE  MODERATE  Support Innovation   There is empirical evidence that support            for innovation can boost R&D at a local                level, and many case studies of public              research demonstrate it providing an          important complement to corporate        research in the development of new            sectors.   MODERATE  HIGH  MODERATE  Utilise Retail-Led  Regeneration  In principle, retail-led regeneration can          both encourage greater inbound        spending and improve local amenity          value - but there is little systematic              evidence on their overall impact.   MODERATE  MODERATE  LOW  People & Culture          Improve Cultural  Infrastructure  Improving cultural amenities can be a            powerful tool in revitalising the image of a                city, but there is less clear evidence that it                  is sufficient on its own to turn around a                  declining city.  HIGH  LOW  HIGH  Revitalise  Brownfields &  Urban Spaces  Brownfield regeneration is often effective          at improving local property prices. There is              less clear evidence about its long term              impact on productivity or jobs.  LOW  HIGH  HIGH  Invest in Higher  Education   Cities with a higher share of university              educated workers see higher wages for all              residents - not just graduates - while the                spillover effects from university research          can help seed external companies and            industries    MODERATE  LOW  HIGH        13  Agglomeration          Invest in transport  links  Without sustained transport investment,        modern cities would have found it            impossible to grow. That said, many            transport investments do not end up            proving good value for money.  HIGH  MODERATE  HIGH  Encourage  Businesses to  Relocate with  Enterprise and  Special Economic  Zones  While enterprise zones can be highly            powerful, they are most likely to be              effective when they can help accelerate            pre-existing geographic or other        economic advantages.  HIGH  MODERATE  HIGH  Encourage High  Skilled Immigration  Many of the most successful cities            worldwide depend on high skilled          immigrants, who are disproportionately        likely to start new companies and create              jobs.   HIGH  MODERATE  MODERATE  Competitiveness          Provide Access to  Finance  Improving access to finance and other            forms of business support can help            credit-constrained small businesses - but          there is much less evidence of wider              spillover effects.  LOW  HIGH  MODERATE  Support Training  and Employment  Many post-industrial cities have        attempted to revitalise their economies by            growing alternative sectors and        diversifying their economies. This allows          residents to have a variety of employment              opportunities.   MODERATE  MODERATE  MODERATE    Sectors & Clusters      Many post-industrial cities have sought to develop new industries. The most                      successful examples often have built on organic developments in their local                      market, rather than trying to change the structure of their economy from the                          top down.    Why? ​By diversifying their economies, sectors can transition away from declining industries                        and become less vulnerable to sector specific shocks.  Potential Impact​: ​HIGH​. Developing new industries has historically transformed cities such as                        Seattle, Pittsburgh or Manchester.  Reliability: ​MODERATE​. Many attempts to ‘pick winners’ have failed. Economists continue to                        debate whether diversification or specialisation is a more powerful strategy, with                      diversification generally achieved more by improving cross cutting competitiveness than                    targeting particular sectors.   Quality of Evidence​: ​MODERATE​. The academic evidence is unclear on the extent to which new                              sectors can be targeted by policy.  When does it work best? ​Sector specific policies are most effective when used to support and                                scale up emerging specialisms, rather than than develop entirely new industries.      14    1: Target particular  sectors or clusters    Key Sources:       Where it worked  Pittsburgh, USA  Pittsburgh was a city once dominated by the steel industry. In the 1980s, the city’s steel industry                                  collapsed as manufacturing moved overseas, resulting in the loss of over a hundred thousand                            jobs and the unemployment rate peaking at 18%.   Pittsburgh invested heavily in education and research and development (R&D) in an attempt                          to build human capital and diversify the economy after the fall of manufacturing. These                            investments in education and R&D were driven by the presence of a number of world-leading                              universities in the city, including Carnegie Mellon and University of Pittsburgh; in 2016, the                            region’s per capita spending on R&D was 2.5x the national average. A number of companies,                              such as Google, Uber, Bayer and Duolingo, have moved to Pittsburgh to capitalise on these                              investments in innovation and human capital.   As a result of investments in education and R&D, three advanced industry clusters have                            emerged in manufacturing, technology and health care. According to Bloomberg’s inaugural                      “Economic Diversity Index”, Pennsylvania has the nation's most diverse state economy, driven                        in part by Pittsburgh’s efforts to diversify.  15  Title  Author(s)  Year  Summary  Capturing the  next economy:  Pittsburgh’s rise  as a global  innovation city  Andes, S.,  Horowitz, M.,  Helwig, R.,  Katz, B  2017  This paper discusses Pittsburgh’s transition from an  economy driven by the steel industry to one diversified,  with developments in education, manufacturing,  technology, and health care. The paper makes  investment recommendations for the government of  Pittsburgh to enable the city’s future economic growth.  Agglomeration,  Clusters and  Industrial Policy  Nathan, M.,  Overman, H.  2013  This literature review considers the strengths and  weaknesses of arguments for policies to focus on  particular places and target clusters of firms vs.  arguments for policies to not discriminate or favor  different areas or sectors. The authors conclude that  clustering is a generally ineffective intervention.  Deconstructing  Clusters: Chaotic  Concept or  Policy Panacea?  Martin, R.,  Sunley, P.  2001  This paper reviews the literature on ‘cluster theory’ as a  tool for promoting national, regional and local  competitiveness, innovation and growth. The authors  conclude that policymakers should be more cautious  when promoting clusters, as they do not always achieve  the desired outcomes    Where it didn’t  Italy  In Italy, Industrial Districts (ID) - clusters of small and medium-sized enterprises - make up a                                substantial part of the economy, especially in the northern and central parts of the country.                              Approximately 22% of Italian residents live within an industrial district and manufacturing                        employment within IDs accounts for over one-third of overall Italian employment. The                        government has encouraged and supported the growth of IDs through national policy actions,                          including legge 317/1991, which provided support schemes for IDs to be supplied through                          regional governments. There have also been a number of regional and local government                          policy initiatives, such as implementing ‘centres’ which offer technical assistance, innovation                      support, and provide a space for technology transfer between firms in IDs.     To assess the overall usefulness of these policies, one study analysed the impact of IDs on                                wages, employment probabilities, and vertical and horizontal worker mobility. The results of the                          analysis show that IDs improved the probability of being employed, however they did not lead                              to higher wages for workers compared to non-IDs. Secondly, they found negative                        return-to-education differentials - suggesting that clusters actually provide a disincentive to                      higher education for workers. Therefore, while there remain some clear benefits to IDs, there                            are also potential downsides and, as such, they should be implemented with caution. This                            evidence suggests that the growth of IDs does not automatically translate to better outcomes                            for workers.          16         There is reasonable empirical evidence that support for innovation can boost                      R&D at a local level, and many case studies of public research demonstrate it                            providing an important complement to corporate research in the                  development of new sectors.       Why? Given its spillover effects, innovation and research are important public goods, and                          unlikely to be provided by the market on its own.    Potential Impact: ​MODERATE​. Policy tools targeted at innovation - such as grants and                          subsidised loans for R&D, tax credits, and encouraging collaboration and networking - can                          help generate employment, improve productivity and support economic growth, but are                      unlikely to be transformative on their own.    Reliability: ​HIGH​. ​While there is some danger of crowding-out effects, these tools have a                            relatively strong record for effectiveness.  Quality of Evidence​: ​MODERATE​. There is a strong evidence base showing innovation policy                          can support research spending at the national level, but much less evidence over the long                              term effect at a local level, or to what extent this feeds through into innovation.  When does it work best? ​There is little strong evidence on how to best design these policies to                                    benefit the local rather than national area. However, it is likely that will be more effective in                                  areas with pre-existing research strengths.      17    2: Support  Innovation    Key sources:    Where it worked  Emilia-Romagna, Italy  In 2003, the government of Emilia-Romagna introduced the “Regional Program for Industrial                        Research, Innovation and Technological Transfer.” The program aims to support industrial                      research and innovation by local firms in an attempt to help improve their competitiveness.                            The program was designed to subsidise innovation projects through grants, which covered up                          to 50% of the cost of the project. Several different types of projects were eligible for the                                  subsidy, including costs for purchasing machinery, software, patents and licenses, hiring                      researchers and consultants, using laboratories, and conducting feasibility studies. Overall, the                      government gave out €93 million in grants through the programme (or .1% of the regional                              GDP).   An assessment of the program found that although the program did not have a significant                              impact on large firms, it was effective at triggering substantial investment in innovation in                            small firms. The authors theorise that this result could be due to smaller firms facing having                                more difficulty in accessing capital than larger firms. Ultimately, they conclude that the                          18  Title  Author(s)  Year  Summary  Evidence Review  9: Innovation:  grants loans and  subsidies  What Works  Centre for  Local  Economic  Growth  2015  This paper analyses 42 impact evaluations on the  outcomes of innovation subsidies, grants and loans on  R&D expenditure, innovation and economic outcomes.  The authors found that half of the evaluations reviewed  found positive effects.  How Innovation  Agencies Work:  International  lessons to inspire  and inform  national  strategies  Glennie, A.,  Bound, K.  2016  This paper investigates what best practice looks like in  terms of designing and running an innovation agency  and what mix of policies and programmes are most  effective in a given national context. To do this, the  authors reviewed ten different innovation agencies  across Austria, Brazil, Chile, Finland, Israel, Sweden,  Switzerland, Taiwan, the UK, and the US.  Innovation  Centres Impact  Case Study   PriceWaterh ouseCooper  2008  This report was prepared for the UK’s Economic and  Social Research Council (ESRC) investigating the impacts  of the Council’s £13 million long-term investments in  three Innovation Centres. The authors found that the  Centres enhanced students’ skill base through education  and training, and students have been able to realise the  value of these skills through higher earnings in the labour  market. Further, they found that the Centres had a wider  contribution to both the public and private sectors  through their research.     program was effective in generating investment in innovation, thereby achieving the policy                        goals.  Where it didn’t  Piedmont region, Italy  Between 2000-2006 the regional government of Piedmont, Italy implemented the DOCUP                      programme (​Documento Unico di Programmazione)​. Two important features of the                    programme were: 1. providing subsidized loans for firms investing in innovative equipment,                        machinery and plants, and; 2. Providing grants to firms investing in R&D or high tech projects.                                The programme aimed to drive innovation in small and medium-sized enterprises in targeted                          areas. One goal of the program was that investments in innovation would make the                            subsidised firms more efficient and profitable, thus driving economic growth in the region.   An analysis of the programme found that participation in the programme led to higher levels                              of fixed assets within the firms, however there was no evidence of any long-term impact on                                firm profitability. This suggests that the subsidised innovation did not actually led to improved                            firm performance or wider economic outcomes.           19        In principle, retail-led regeneration can both encourage greater inbound                  spending and improve local amenity value - but there is little systematic                        evidence on their overall impact.       Why? By attracting retail investment in their city centres through planning policies, retail-led                          regeneration can be an important factor in revitalising communities by providing jobs,                        promoting economic growth and creating attractive places to increase traffic in an area.  Potential Impact​: ​MODERATE​. While these policies can contribute to regeneration and support                        economic growth, unless the number of inward visitors can be increased, they risk                          redistributing rather than increase spending.  Reliability: ​MODERATE​. There is mixed evidence on these schemes' effectiveness.  Quality of Evidence​: ​LOW​. While there is a decent number of case studies on this topic, larger                                  scale literature reviews and meta analyses are missing.  When does it work best? ​Retail-led regeneration works best for smaller urban areas in close                              proximity to larger agglomerations - giving them a large target market to attract.      20    3: Utilise Retail-Led  Regeneration    Key sources:    Where it worked  Seaham and Murton, England  Seaham and Murton was historically a coal-mining region, which in recent decades has                          suffered economic decline along with the closure of mines in the region. The region suffered                              from long-term illnesses, low levels of economic activity, and a declining population. In 1991 the                              East Durham Programme for Action was created and tasked with leading the regeneration of                            the area.   In 2000, Dalton Park was approved for construction as it was in line with the Government’s                                policies for regeneration of the area. It was the first major retail investment in the area. Dalton                                  Park attracted retailers who had not been introduced to the area yet, including Adidas, Nike                              Factory, and Levi’s. Some of the key impacts of the development have been: reducing                            unemployment through employing 600-800 people annually, 85% of which are locals;                      providing skills training to students through work experience opportunities; transforming a                      blighted industrial landscape into a cleaner and safer environment; and improving the                        21  Title  Author(s)  Year  Summary  Retail-led  regeneration:  Why it matters to  our communities  Claxton, R,  Siora, G.  2008  This study evaluates the community and social impacts of  retail-led regeneration projects to draw lessons for future  developments. The authors analyse five case studies and  find that retail-led regeneration is contributing  substantially and distinctively to improving communities  by providing jobs, promoting economic growth and  creating attractive places to draw visitors into an area.  Progress in retail  led regeneration:  Implications for  decision-makers  Instone, P.,  Roberts, G.  2006  This article analyses retail trends over time and describes  how the location and characteristics of retail provision  have created disadvantages for certain sections of  society. The authors provide a critique of retail-led  regeneration schemes and assess whether the schemes  exacerbate the problems in weak local markets.  Lessons from  good and bad  practices in  retail-led urban  regeneration  projects in the  Republic of  Korea  Kim, H., Jang,  Y.  2017  This study compares both successful and unsuccessful  case studies of retail-led regeneration projects in order to  draw out lessons for the future.    neighbourhoods sense of pride and place. It is worth noting that while Dalton Park has driven                                employment gains in the area, they have been mostly low-skill retail jobs.  Where it didn’t  Lisbon, Portugal  The government introduced the Baixa Pombalina Procom project in an attempt to                        re-centralise the Baixa neighbourhood of Lisbon as the main retail destination of the city and                              revitalise the neighbourhood. The project supported 73 establishments in the area through                        financial investments and incentives. More than €6 million was invested in total aimed at                            modernising these retail establishments. However, according to a study interviewing business                      owners in the area, the majority of modernisation interventions were already in place and this                              money ended up simply being a substitution of private investment for public without any                            visible advantage.  The study also found that only 37 establishments of the original 73 that took part in the                                  program remained in business at the end of 2013, less than two decades since the inception of                                  the program. Further, they found that the program did not increase the retail viability in the                                area, and the number of vacant stores was actually higher after the project than before.                              Ultimately, the authors could not find any evidence of the area experiencing a positive                            evolution: it did not increase the population levels in the area and it did not increase the                                  number of retail establishments in the long-run.     22    People & Culture    Improving cultural amenities can be a powerful tool in revitalising the image                        of a city, but there is less clear evidence that it is sufficient on its own to turn                                    around a declining city.    Why? ​Building new cultural assets can make cities more attractive locations for skilled mobile                            workers, encourage tourism and boost civic pride.   Potential Impact​: ​HIGH​. There are multiple case studies of cities using culture to help revitalise                              their image  Reliability: ​LOW​. Systematic reviews often find small or zero impact from now sports or cultural                              amenities.  Quality of Evidence: ​HIGH​. Following Florida (2002), there has been a significant amount of                            research on this topic.  When does it work best? ​By its very nature, the success of any flagship cultural initiative is very                                    hard to predict ahead of time. Smaller projects to improve quality of life are easier, but work                                  best as a complement to other policies.       23    4: Improve Cultural  Infrastructure    Key Sources:    Where it worked  Bilbao, Spain  Bilbao was historically a working-class industrial city specialising in steel and shipbuilding. In                          the 1980’s, the city saw economic and social decline as many important industries closed due                              to their inability to compete on a global level.   The local government began investing in ‘cultural clusters’ in the 1990’s, starting with building a                              rock concert hall and an art school. In subsequent years the government provided direct                            support for cultural entrepreneurs and subsidies to firms in the leisure, art, culture, fashion and                              technological industries. A further flagship project was building the Guggenheim Bilbao                      Museum, which helped to attract creative professionals to the city. As a result of these                              investments, the physical conditions of the city have been improved, the neighbourhood                        image has been changed and an influx of tourists have been attracted to visit the city. Further,                                  24  Title  Author(s)  Year  Summary  Culture-led  neighbourhood  transformations  beyond the  revitalisation/ge ntrification  dichotomy  Gainza, X.  2017  This study explores the changes that have occurred in  San Francisco, a working-class neighbourhood of Bilbao,  where the attraction of cultural industries has been used  to revitalise the area and change the city image.  The Rise of the  Creative Class:  And How It’s  Transforming  Work, Leisure,  Community and  Everyday Life.  Florida, R.L.  2002  This study provides an economic argument for  investments in culture, as it attracts creative people into  the city. The author suggests that increasingly economies  are built on “creativity” and around the “creative class.”  Therefore, attracting this class of residents may have  powerful economic consequences for the city.  Evidence Review  3: Sports and  Culture  What Works  Centre for  Local  Economic  Growth  2016  This paper analyses 36 impact evaluations of sport and  culture projects from across the UK and other OECD  countries. Overall, the evidence suggests that the overall  economic effects on local economies are insignificant  and often zero. The results do show that these projects  can, however, have a small positive impact on property  prices.  http://www.agenda21culture.net/sites/default/files/files/cities/content/bilbao-eng_def.pdf   there has not been any evidence of increasing housing costs, which indicates that these                            policies have not increased inequality by driving lower-income residents out of the city.  Where it didn’t  USA  College football is among the most popular spectator sports in the U.S., with total live                              attendance more than doubling that of the National Football League, the National Basketball                          Association or the National Hockey League. The popularity of these games has caused some                            state and local governments to invest large sums of money in stadiums - for example, 55% of                                  the University of Minnesota’s $288 million new football stadium was paid for by public funds.                              The rationale behind policies supporting college football is that large crowds attending the                          game will spend money in the local economy and drive economic growth in the community.    An empirical study looking at the economic impact of college football on local economies                            finds no evidence that the games contribute positively to the local economy. The study looks                              at 63 metropolitan areas that hosted big-time college football programs between 1970-2004                        and found that these programs had no discernable impact on either employment or personal                            income in the cities where teams play. It suggests that while the games may provide positive                                impacts for the university (in terms of revenue streams and boosting the image), these                            benefits do not seem to spill out into the wider community.      25          Brownfield regeneration is often effective at improving local property prices.                    There is less clear evidence about its long term impact on productivity or jobs.    Why? ​Many post-industrialised areas have vacant land previously used for commercial or                        industrial purposes, contaminated with hazardous materials, making them unattractive to                    developers.   Potential Impact​: ​LOW​. Brownfield revitalisation can have significant impacts on local property                        prices, but there is much less evidence of long term effects - and concerns that it can often                                    lead to gentrification, with the original residents driven out.  Reliability: ​HIGH​. ​Brownfield revitalisation has a relatively consistent positive impact on                      property prices.  Quality of Evidence: ​HIGH​. There is a significant body of research on the impact of brownfield                                development programs, including multiple meta-analyses.  When does it work best? ​Brownfield regeneration works best as a complement to other                            policies that are targeting underlying competitiveness or developing sector strengths.       26    5: Revitalise Brownfields &  Urban Spaces    Key Sources:      Where it worked  Oklahoma’s Brownfields Program  Around twenty years ago, the Department for Environmental Quality in Oklahoma introduced                        the Brownfields Program, which provides a path for private or government entities to                          investigate and clean up properties that may be contaminated with hazardous wastes. The                          program is funded federally with the goal of increasing local tax bases, facilitating job growth,                              preserving historic structures and improving public health.  27  Title  Author(s)  Year  Summary  Evidence Review  5: Estate Renewal  What Works  Centre for  Local  Economic  Growth  2015  This report reviews 21 impact evaluations of estate  renewal projects on local economic growth. The report  finds that while the projects tend to have a positive  impact on property prices, their wider impact on local  economies (in terms of employment, wages or  deprivation) tend to be small or even non existent.  Employment  Effects of  Brownfield  Redevelopment:  What Do We  Know From the  Literature?  Howland, M.  2007  This literature review analysed the employment effects of  brownfield redevelopment. The literature is clear: site  cleanup alone is typically not enough to stimulate  neighbourhood regeneration in the most distressed  neighbourhoods. There are tradeoffs between financial  feasibility and tackling the most contaminated sites in the  most distressed neighbourhoods, and the redevelopment  in these neighbourhoods generally required large  government subsidies. Apparent successes involve large  scale plans that integrate site cleanup with wider  community plans, the growing tendency to link jobs on  brownfield sites to local residents, increasingly  sophisticated subsidies and incentives, and the  importance of design that integrates redevelopment with  the existing neighbourhood.  Brownfield  Redevelopment:  Performance  Evaluation.  Council for  Urban  Economic  Development  [Gilliland, E]  1999  This comprehensive study of brownfield revitalisation  projects examined 107 projects completed through 1999.  The study found that median public costs per job created  were $14,003 (well below the median salary of jobs  created), and every public sector dollar invested  leveraged an additional $2.48 in private dollars. In short,  brownfields provided good investment opportunities for  governments.    As a result of the program, a number of high-value properties have been returned to                              productive use in both high-traffic metropolitan areas and rural zones. Analysis of the                          program shows that economic activity, employment, property values and taxes for the                        remediated properties and surrounding areas have increased. Further, by addressing the                      liability associated with actual or perceived contamination in the brownfield sites, the program                          reduced uncertainty for investors and attracted private investors and businesses to the area.                          The federal return on investment has been significant - for every $1 the federal government                              spent, an estimated $17.87 was returned in the form of federal income taxes.   Where it didn’t  England’s New Deal for Communities Program    Between 1998-2008 the New Deal for Communities (NDC) programme was implemented in 39                          deprived areas across England in an attempt to regenerate deprived urban localities. The                          program amounted to £2 billion for the full 10 years, which allowed each area to receive                                approximately £50 million throughout the project. The 10-year strategies were aimed at                        reducing disadvantage across education, unemployment, health, crime, housing and the                    physical environment. A significant proportion of the money was therefore spent on renewing                          and rebuilding old infrastructure.    A baseline survey was deployed across all 39 localities at the beginning of the program and                                again in 2008. This makes it possible to assess the impact of the program within each locality                                  and to compare the general trends across NDC localities with non-NDC localities. The results                            show that the investments in the NDC localities did not lead to better outcomes for residents                                compared to non-NDC localities for most variables. Specifically, the program seems to have                          had no impact on employment, sense of community, or education/skill level of the population.      28        Cities with a higher share of university educated workers see higher wages for                          all residents - not just graduates - while the spillover effects from university                          research can help seed external companies and industries.     Why? ​High skilled service, research and innovations jobs depend on a strong supply of                            graduates. Academic research can help encourage private sector investment, both through                      direct spinouts and by building a community of researchers.   Potential Impact: ​MODERATE​. There is a strong correlation between local productivity and the                          number of university educated workers. Public research is an important complement for                        industry R&D in many sectors.  Reliability: ​LOW​. ​Many cities with strong universities see the majority of students move away                            after graduation.   Quality of Evidence​: ​HIGH​. There is extensive qualitative and quantitative evidence on the                          importance of a highly skilled workforce.    When does it work best? ​Focussing on specific niches where a university has a                            pre-established specialism can help develop spillover firms - and create the jobs that attract                            graduates to stay. Expanding funding on research areas where a higher education institution                          is competent, but not world class, is less likely to have an impact.      29    6: Invest in Higher  Education    Key Sources:    Where it worked  Lancaster University, UK  In 2005, Lancaster University expanded its management school in order to increase its                          teaching and research activities, as well as increase engagements with the local business                          community. The cost of the expansion was £9.5 million, £5 million of which was paid for by                                  Lancaster University and £4.5 million paid for by the regional government. This expansion                          allowed for an additional 300 postgraduate students to be taught each year and 56                            additional staff members to be employed at the university. The rationale behind the                          government investment in the expansion was the possibility of stimulating productivity growth                        and improving the region’s competitiveness both on a national and global level.  30  Title  Author(s)  Year  Summary  Study on  Higher  Education  Institutions  and Local  Development  Bonaccorsi,  A., Biancardi,  D.,  Sanchez-Ba rrioluengo,  M., Biagi, F.  2019  This report surveys the relevant literature for analysing the  regional impact of higher education institutions. It considers a  number of factors that impact the effectiveness of higher  education institutions, including graduate retention, matching  the competences of graduates and the demand of firms,  quality of research, quality of education-work transition.  Knowledge  spillovers,  human capital  and  productivity  Chang, C.F.,  Wang, P., Liu,  J.T.  2016  This article quantifies the impact of human capital spillovers  on productivity gains in the manufacturing industry in Taiwan.  They find that a 1 percent increase in the proportion of  higher-educated employees will increase the productivity of  plants in that city by approximately 0.93–1.15 percent. Further,  the productivity increases are found to be greater for  high-tech plants and for those located in cities with science  parks. This indicates that human capital spillovers are not only  present, but stronger under greater technology intensities  The Widening  Local and  Regional  Development  Impacts of the  Modern  Universities –  A Tale of Two  Cities (and  North-South  Perspectives)  Glasson, J.  2003  This article explores the role of UK modern universities  (formerly known as the new universities, and previously  polytechnics) in local and regional development. The article  analyses direct and indirect employment and expenditure  impacts, to effects on the local knowledge economy, and  towards a wider contribution to sustainable development. This  holistic view shows that the modern universities are making  major contributions to the local and regional development  agendas, with interesting regional variations resulting from  their institutional and locational contexts.    The expansion of Lancaster University Management School has had a significant impact on                          the development of the local economy, both through backward linkages (from local                        purchases by staff and students) and forward linkages (from the university’s impact on the                            competitiveness of regional businesses). An impact evaluation suggests that the expansion                      increases the regional income by around £3.6 million per year, approximately one third of                            which is generated through increased engagement with local SMEs. The study concludes that                          the expansion is beneficial to regional economic development because it creates multiplier                        effects in the local economy through purchases from local suppliers and the increase in highly                              educated graduates and research activities increases the competitiveness of surrounding                    businesses.             31      Agglomeration      Without sustained transport investment, modern cities would have found it                    impossible to grow. That said, many transport investments do not end up                        proving good value for money.    Why? ​Improved transport links attract businesses, save time for workers, improve the quality of                            living and make it possible for a city to grow larger, boosting agglomeration effects.  Potential Impact​: ​HIGH​. Improved transport links are often essential for allowing a city to grow,                              while size and agglomeration effects have a well established positive correlation with                        productivity.  Reliability: ​MODERATE​. ​While there is a strong theoretical case for investment in transport, the                            evidence base is more mixed, with many examples of white elephants or ‘roads to nowhere.’                              There is stronger evidence for the economic impact of road projects than public transport.   Quality of evidence​: ​HIGH​. There is a vast amount of research on this topic, including case                                studies, literature reviews and meta-analyses.  When does it work best? ​Transport investment is most effective when used to ease constraints                              in areas with a visibly growing population, high congestion or rising property prices - rather                              than that done speculatively ahead of time. Small scale transport investment to unlock choke                            points can often be as or more effective than flagship, major projects.    32    7: Invest in  transport links    Key sources:      Where it worked  Oregon, USA  Over the past two decades, Eugene, Oregon has been experiencing population growth, but the                            city lacks rail transit to easily connect residents with businesses, retailers, and shops in the city.                                The local government, in an attempt to improve the economic performance of the region and                              improve mobility in the city, introduced a Bus Rapid Transit (BRT) system, which began                            33  Title  Author(s)  Year  Summary  The productivity  of transport  infrastructure  investment: a  meta-analysis of  empirical  evidence  Melo, P.,  Graham, D.,  Brage-Arda o, R.  2013  This meta-analysis of 33 studies found that the  productivity effect of transport infrastructure is higher for  roads compared to other types of transport (including  airports, railways and ports) and productivity effects tend  to be higher for the US than for European countries. They  also found that there are lower impacts on the service  industries compared to manufacturing and construction  industries. Further, the effect of transport infrastructure on  economic output appears stronger in the long term than  the short and medium term.  Evidence  Review 7:  Transport  What works  centre for  local  economic  growth  2015  This meta-review of 29 transport impact evaluations from  across the OECD shows mixed evidence on the  effectiveness of using investment in transport to stimulate  new economic activity. They concluded that transport can  have a positive impact on the local economy, but its role  in stimulating growth is not as clear-cut as assumed by  many decision makers  Impacts of  Transport  Infrastructure on  Productivity and  Economic  Growth: Recent  Advances and  Research  Challenges  Deng, T.  2013  This study attributed the controversial results across  different empirical studies looking at the effects of  transport infrastructure on productivity and economic  growth to ten causes (categorised in 3 groups): 1. Related  to different contexts: research period, geographical  scales, and a country’s capability in enabling economic  development, 2. Related to different phenomena being  measured: different economic sectors, different modes of  transport, different levels of quality infrastructure; and 3.  Related to distinct ways of measuring a similar  phenomenon: measures used to describe the dependent  and explanatory variables, functional specification, and  estimation method of the econometric model    operating in 2007. The aim of the bus system was to contain urban sprawl, encourage new                                business growth in the city centre, and reduce traffic congestion in the city.   Between 2004 and 2010, jobs located within a quarter mile of a station increased by                              approximately 10%, while jobs between a quarter and half mile away from a state stayed                              stagnant, and jobs further than a half mile away from a station fell by 5%. This suggests that                                    the BRT system led to employment clusters around easy to access station locations. The                            employment effects also seem to differ by sector, with jobs in information, real estate,                            management, administration, education, and lodging/food increasing most significantly in the                    immediate radius of stations. Whereas arts, entertainment and recreation jobs decreased in                        these areas. This may be an indication that some sectors were able to outbid others for space                                  close to BRT stations.  Where it didn’t  Minnesota​ ​, USA  In the 1990s and early 2000s the state government in Minnesota invested $120 million in major                                highway expansions, including Minnesota Trunk Highway 371, US Highway 71 and Trunk Highway                          23. The purpose of the project was to improve access between towns and cities, reduce                              congestion and improve economic growth in the area.   An analysis of these road investments found that they did not lead to improvements in local                                employment and had no impact on private sector earnings in the area. Although a                            relationship was found between population growth and road network growth, causality ran in                          both directions, therefore indicating that investments in road infrastructure does not                      necessarily lead to an influx of new residents. The authors suggest that their findings weaken                              the argument that transport investment leads to economic development.    34        While enterprise zones can be highly powerful, they are most likely to be                          effective when they can help accelerate pre-existing geographic or other                    economic advantages.    Why? ​By providing special zones with regulatory and tax relief, governments can encourage                          start-ups and new businesses to locate in an area, catalysing future growth.   Potential Impact​: ​HIGH​. In some noted cases - Shenzhen, Dubai, Canary Wharf - economic                            zones have proved transformative.   Reliability: ​MODERATE​. ​The impact of special economic zones appears to be context                        dependent, with many appearing only to displace businesses from elsewhere..  Quality of Evidence​: ​HIGH​. There are several large scale literature reviews and empirical                          reviews.  When does it work best? ​Enterprise zones are most effective when used in areas with a                                promising economic geography - within or close to other agglomerations, or at a convenient                            trading crossroads.     35    8: Encourage Businesses to  Relocate with Enterprise and  Special Economic Zones    Key sources:    Where it worked  Federal Empowerment Zone, US  The federal Empowerment Zone (EZ) program was implemented in 1993 as a series of tax                              incentives and block grants to encourage economic and social investment in the neediest                          urban and rural areas in the US. For example, for up to 10 years firms were eligible for a tax                                        credit of up to 20% of the first $15,000 in wages earned in that year by each employee who                                      lived and worked in the community. Further, each EZ was eligible for $100 million in grant funds                                  that could be used on business assistance, infrastructure investment, training programs, youth                        services, and more. Local governments were invited to apply for an EZ, and they were                              ultimately awarded to six cities: Atlanta, Baltimore, Chicago, Detroit, New York City, and                          Philadelphia.  36  Title  Author(s)  Year  Summary  Do Enterprise  Zones have a  Role to Play in  Delivering a  Place Based  Industrial  Strategy?  Hooton, C.,  Tyler, P.  2019  This literature review looks at the US and UK experiences  with enterprise zones, and the extent to which these zones  have generated additional economic activity. They find  that zones can accelerate growth or mitigate decline, but  not fundamentally alter an area’s economic trajectory on  their own. They also find the zone’s performance is closely  linked to the characteristics and trends of the area.  Evidence Review  10. Area Based  Initiatives:  Enterprise Zones  What Works  Centre for  Local  Economic  Growth  2016  This report presents findings from a systematic review of  58 impact evaluations of EU growth and cohesion policies,  Enterprise Zones and other economic area based  initiatives.They found that a little over half of the reviews  found positive impacts on employment, half of the studies  that consider the impact on poverty report positive  effects, and half of the evaluations that consider wages  report positive effects.  State Enterprise  Zone Programs:  Have They  Worked?  Peters, A. H.,  Fisher, P. S.   2002  In this book, the authors evaluate 75 EZs located in 13  states to gain an understanding of the overall  effectiveness of state enterprise zones. Their overall  assessment of enterprise zones is negative: The incentives  tend to favor capital rather than labor and appear to  constitute a chaotic and unplanned industrial policy;  incentives usually cause losses to the public purse; Zone  incentives have only a minimal impact on new  investment; enterprise zones do not improve the  accessibility of employment to the disadvantaged.     The EZs were found to generate employment (an increase of 4%) and reduce poverty (a                              decrease of 4.9%) in targeted communities. The evidence also suggests that much of these                            impacts were felt by lower residents in socioeconomic classes, and as a result the EZ areas                                avoided large-scale gentrification. These findings suggest that the EZ combination of tax                        credits and grants can effectively stimulate labour demand in areas with low participation                          rates.  Where it didn’t  Enterprise Zones, UK  In 2012, the UK implemented a second round of Enterprise Zones, consisting of 24 zones                              introduced in areas of economic weakness and decaying infrastructure. The aim of the                          program was to encourage economic growth and revitalise these declining regions. There                        were two important aspects to the program designed to incentivise businesses: 1. Direct tax                            incentives and easier planning permissions, and 2. Local Enterprise Partnerships (LEPs), which                        allowed the zones to borrow against future business rate growth to afford upfront investments                            in infrastructure.  An impact assessment of the Enterprise Zones found that the number of jobs created in the                                first five years underperformed expectations: by 2017, they had only produced one-quarter of                          the jobs originally estimated by the Treasury. Further, at least one-third of the jobs created                              came from businesses relocating rather than new businesses. In addition, the nature of the                            jobs created were overwhelmingly low-skilled, which indicates that the zones have not been                          able to attract the high-skilled economic activity that could help to change the economic                            landscape of the areas in which they were placed.      37        Many of the most successful cities worldwide depend on high skilled                      immigrants, who are disproportionately likely to start new companies and                    create jobs.     Why? High skilled immigrants can help boost the human capital in an area, boosting the                              wages and productivity of native workers - and are disproportionately likely to start their own                              businesses.  Potential Impact​: ​HIGH​. The research shows that in terms of stabilising population growth and                            encouraging local business growth, immigration reform is a key regeneration policy. In cities                          across the Rust Belt, immigrants make up a disproportionate number of entrepreneurs – in                            Detroit, they represent 8% of the population but 17% of all business owners.   Reliability: ​MODERATE​. ​Many cities only have a moderate ability to control their own                          immigration policy.  Quality of Evidence​: ​MODERATE​. There is a good amount of research on this topic, however it                                almost entirely focuses on the US, which may not be relevant for other places.  When does it work best? High-skilled ​immigration appears to be economically effective in                          most contexts. Ensuring adequate housing supply can help reduce political backlash.    38    9: Encourage High Skilled  Immigration    Key sources:      Where it worked  Rust Belt, USA  The Rust Belt in the Great Lakes region of the US was once home to a booming economy                                    underpinned by a successful automobile industry. Since 2000, these areas have faced serious                          economic hardship as a significant number of jobs were lost due to automation and                            globalisation. Over the past two decades, these cities have fought to combat the population                            decline, job loss and economic decline caused by the loss of these industries in part by                                introducing immigration reform.  Research shows that in many of the Great Lakes regions following the economic decline of the                                early 2000s, immigrants have helped offset population decline, grow the local economy by                          opening new businesses, and increase the tax base and consumer spending. Immigrants                        accounted for half of the regional population growth between 2000 and 2015 and offset                            population decline in a number of cities – for example, Detroit would have otherwise shrunk by                                39  Title  Author(s)  Year  Summary  New Americans  and a New  Direction: the  Role of  Immigrants in  Reviving the  Great Lakes  Region  New  American  Economy  2017  The authors analyse the impact of immigrants on the Rust  Belt region. They use data from seven states in the Great  Lakes region to show that immigration has been, and will  continue to be, key to regional recovery as immigrants  bring talent, labour, entrepreneurial spirit and spending  power to the region.  A Tale of Two  Cities (and a  Town):  Immigrants in  the Rust Belt.  Wainer, A.   2013  This article looks at the role of immigrants in revitalising  Rust Belt communities. The authors show that immigration  has slowed, and in some cases reversed, decades of  population loss. Further, immigration reform has been a  powerful tool for generating jobs and economic growth in  these areas.  Cities  Welcoming  Immigrants:  Local Strategies  to Attract and  Retain  Immigrants in  U.S. Metropolitan  Areas  International  Organization  for Migration  2015  This paper outlines major immigration flows to U.S. cities  since 1990 and addresses the various layers of  governance that may impact the role of immigrants on  urban growth and development. It also highlights lessons  learned from U.S. gateway cities in attracting and  retaining immigrants.    200,000 people in that period. Immigrants also outperform the regional average in                        educational attainment – 29.2% of U.S.-born Great Lakes residents over 25 have at least a                              bachelor’s degree, vs. 35.3% of immigrants. Further, in 2015, immigrants made up 10% of                            entrepreneurs and 20% of the region’s Main Street business owners, employing 239,000 people                          between 2000-2015, even though they made up just 7.3% of the region’s population.        40    Competitiveness      Improving access to finance and other forms of business support can help                        credit-constrained small businesses - but there is much less evidence of                      wider spillover effects.    Why? ​Public loans, credit guarantees, and government subsidised loans can help credit                        constrained SMEs and start-ups grow.   Potential Impact​: ​LOW​. A review of 27 impact evaluations found that improving access to                            finance did not necessarily lead to improved firm performance or any wider economic                          outcomes.  Reliability: ​HIGH​. ​Access to finance schemes tend to be effective at improving access to                            credit.  Quality of Evidence​: ​MODERATE​. While there is a significant amount of research on the                            financial theory that access to finance is a constraint to growth, there are few impact                              evaluations assessing individual case studies.  When does it work best? ​Business support, advice and signposting to other government                          services often shows as large an impact as access to finance - and is likely to be more cost                                      effective.      41    10: Provide Access  to Finance    Key sources:      Where it worked  Korea  The Asian financial crisis from 1997-1998 had a drastic impact on SMEs in Korea. In 1998, 22,800                                  SMEs declared bankruptcy - more than double the yearly amount before the crisis. In the                              years following, SMEs struggled to regain their position in the economy due to decreased                            productivity and profitability, a slow down in demand, and difficulty obtaining credit. The                          proportion of SMEs making a loss continued to rise, reaching 21.3% in 2003.   As a result, the Korean government introduced credit guarantees as a policy instrument to                            support SMEs. The policy gave assurance to private banks and other financial institutions that                            any loans to SMEs would be paid back, thereby eliminating the risk and opening up credit                                options for SMEs.  An impact analysis compared the performance of SMEs who did not take advantage of the                              credit guarantee policy with those that did and found that the policy positively affected the                              growth of sales, employment, wage levels and the survival rate of firms.  42  Title  Author(s)  Year  Summary  Small and  medium-size  enterprises:  Access to  finance as a  growth  constraint  Beck, T.,  Demirgüç-Kunt,  A.     2006  These authors find that small firms are  disproportionately impacted by financing obstacles.  Their results show that small firms’ financing  obstacles have almost twice the impact on annual  growth than large firm’s financing obstacles. They  also find that financial and institutional development  benefits small firms most and helps to overcome  various constraints they face.  SMEs’ growth  under financing  constraints and  banking markets  integration in the  euro area  Moscalu, M.,  Girardone, C. &  Calabrese, R.  2019  This article finds that financing constraints hamper  SME growth, and further the effect is stronger for  perceived, rather than actual, financing constraints.  They also found that increased banking markets  integration in the euro area fosters SMEs’ growth.   Evidence Review  4: Access to  Finance  What works  centre for local  economic  growth  2016  This study considers 27 impact evaluations of  policies improving access to finance. The authors  find that 17 evaluations found positive impacts on at  least one firm outcome (e.g. credit, employment,  sales). Seven evaluations found mixed results (at  best providing only weak evidence of positive effects,  at worst a mix of positive and negative effects). Two  evaluations found that the programme didn’t work  (had no effect) and one found that the programme  might be harmful.      Where it didn’t  Italy    In 2008, a large Italian region introduced a partial credit guarantee created to improve SME’s                              access to credit. The program was endowed with €20 million per year from a regional fund                                and guaranteed up to 80% of a bank’s losses if a firm defaulted on its loan.     A study looking at the impact of this policy found that there were some positive effects for                                  SMEs included in the program, for example, it was successful in getting SMEs access to                              long-term debt compared to those who did not participate. However, the study also found                            that participating SMEs had a higher probability of default one or two years after accessing                              the credit relative to other firms. Further, they did not find any evidence of “real outcomes”, i.e.                                  investments were only higher in the first year after the policy was introduced (no long-term                              impact) and there was no impact on trade debts, which was used as a proxy for the amount                                    of business a firm is doing.    Therefore, it seems that while the policy did have some positive impacts, such as leading to a                                  more balanced debt structure, it did not lead to significant improvements in firm performance                            and increased the likelihood of default.    43        Many post-industrial cities have attempted to revitalise their economies by                    growing alternative sectors and diversifying their economies. This allows                  residents to have a variety of employment opportunities.     Why? ​Following the decline of major industries, post-industrial regions often face a number of                            labour market issues leading to high levels of unemployment.   Potential Impact​: ​MODERATE. ​Training and employment programs often create a modest,                      positive impact on earning and employment. Successful programs often use a                      partnership-based approach with collaboration across the private sector, public sector, and                      universities.  Reliability: ​MODERATE. ​While these programs can help individual workers, they seem unlikely to                          transform the structure of a local labour market.  Quality of Evidence​: ​MODERATE. There are a number of individual case studies in the literature,                              however it is lacking quality meta analyses and literature reviews.  When does it work best? ​These programs work best when targeting pockets of deprivation in                              wider areas where jobs and successful industries are within commuting range. They are less                            effective if the area is completely cut off from new tradable industries,           44    11: Support Training  and Employment    Key Sources:      Where it worked  Birmingham  In April 2005, 6,300 jobs were lost when MG Rover (MGR) closed down in Birmingham, UK. When                                  the plant closed down there was an immediate government policy response worth £176                          million - £50 million for retraining, £40 million for redundancy payments, a £24 million loan                              fund to help local businesses and a £41.6 million to prevent ex-MGE suppliers from going out of                                  business. The goal of the policy was to help workers find new jobs, facilitate diversification in                                the supply chain and provide assistance to the wider community. Further, the Birmingham City                            Council set up a hotline and a website for ex-MGR workers to access advice and information,                                provided travel subsidies and free training for partners of ex-MGR workers.  The retraining program did not entirely eliminate the labour market struggle -8 months after                            the closure 29% of ex-MGR employees were still unemployed; but by 2008, nearly 90% were in                                45  Title  Author(s)  Year  Summary  Interventions to  tackle the  economic needs  of deprived  areas: Analysis of  six policy case  studies.  North, D.,  Syrett, S.  Etherington,  D. & Vickers,  I.  2007  This study looks at 6 schemes to promote employment  across the UK. They find that the success of regional  policies to tackle unemployment levels in deprived areas  is largely dependent on two factors: 1. Their ability to  integrate economic and social objectives, and 2. Their  ability to get key agencies to work effectively together to  deliver common objectives and outputs.  Vocational  education and  the revitalisation  of  manufacturing  in the United  States​.  Snell, D.  2017  This article considers the popular view that a strong  manufacturing industry relies on an equally strong  vocational, education and training system to provide  necessary skills and training. The author analyses data  from 3 U.S. cities and finds that “micro-skill ecosystems” –  local networks involving secondary schools, community  colleagues and key employers – are better suited to train  people and meet the needs of local manufacturers than  a national system.  Vocational  Education,  Manufacturing,  and Income  Distribution:  International  Evidence and  Case Studies.  Aizenman, J.  Jinjarak, Y.,  Ngo, N., Noy,  I.  2017  These authors use cross-country evidence to show that  well-resourced and well-targeted vocational training are  good long-term investments for up-skilling the workforce  and helping employ workers whose jobs are disappearing  and who have few future prospects.    some form of employment. This suggests that in the medium to long term, it was effective in                                  getting people back to work.  Where it didn’t  Janesville, USA  In 2008, General Motors’ Janesville Assembly Plant shut down, causing its nearly 3,000                          employees to lose their jobs. The plant was a major contributor to the local economy - it                                  spawned several local supplier companies and the wages paid to its thousands of workers                            were spent, at least in part, supporting local businesses. Therefore, the plant closure had far                              reaching effects for the local economy beyond simply the loss of income for its ex-employees.    Many ex-Janesville workers attended job retraining classes at the local Blackhawk Technical                        College. However, an analysis of these classes suggests they seemed to have no impact on                              increasing graduates’ chance of employment. For ex-Janesville workers, the retraining classes                      actually made many people worse off in their job search compared to those who had not                                participated in retraining programs. There were two main reasons that this was the case: 1. It                                delayed the job search in an environment where jobs were scarce, and 2. It provided people                                with a very narrow set of skills for jobs that were often unavailable by the time they graduated                                    the program.    46        City Case  Studies    47      Pittsburgh, US    Pittsburgh is one of the most high-profile examples of rust belt regeneration.                        While some of its experience is hard to replicate, there are still important                          lessons to draw from its long-term approach and combination of different                      approaches.    Context  Throughout the 19th and 20th centuries, Pittsburgh had a thriving economy built on the iron                              and steel industry. Industrialists such as Andrew Carnegie and Charles Schwab ran some of                            the largest manufacturing plants and kept the city on the cutting edge of technology. By 1970,                                Pittsburgh produced approximately one-third of all US steel.  3   The rise of globalisation in the 1980s led to a shift in global steel manufacturing from places                                  like the US to less developed countries like China and India. By 1982 US steel production had                                  dropped by more than half, severely impacting the steel mills on which Pittsburgh’s economy                            was predicated. As workers lost their jobs, people fled the city by the thousands. Between 1970                               4 3 Haller W (2005) Industrial restructuring and urban change in the pittsburgh region: developmental, ecological, and  socioeconomic tradeoffs. Ecol Soc 10(1):13–42  4 Ghosh, S., Byahut, S. & Masilela, C. (2019) Metropolitan Regional Scale: Smart City Approaches in a Shrinking City in the  America Rust Belt. Case of Pittsburgh Pennsylvania. ​In: Smart Metropolitan Regional Development​, T.M. Vinod Kumar  (ed.).  48    and 2000, the city lost 40% of its population and by 1983, unemployment reached 17.1%. The                               5 population loss and declining industry also led to a number of brownfield sites and derelict                              properties.   6   Policy Initiatives    Investing in R&D/higher education  ● One of the most impactful strategies that the government utilised when revitalising                        Pittsburgh was prioritising higher education and R&D. The city is home to over a dozen                              colleges and universities, including University of Pittsburgh and Carnegie Mellon which                      are world-class universities with strong medical, engineering and computer science                    programs. The universities have significant widespread economic impacts, and                  Carnegie Mellon alone produces a $2.7 billion annual impact for the state. The                         7 presence of high-quality universities has attracted private sector businesses to the                      area, improving employment opportunities and overall economic growth.    ● Prioritising R&D has continued into recent years; in 2016, Pittsburgh’s per capita                        university R&D spending was nearly two and half times the national average. Thanks to                            years of prioritisation and investment, Pittsburgh’s competitive advantage is now it’s                      high-skilled workers, world-class research institutions and technology-intense              advanced manufacturing.   8   Providing a good environment for businesses (especially in tech)  ● Pittsburgh has attracted hundreds of new businesses to the city through targeted                        policies and initiatives. An example of such an initiative is Innovation Works, a                          technology centre offering a 20-week business development program for                  entrepreneurs. Innovation Works has successfully supported the development of a                    number of businesses, and in 2014 was ranked the sixth best accelerator in the country.                             9   ● Another factor in the city’s success was the collaboration between government,                      universities and the private sector. One example of this is the PGH Lab program, which                              connects local start-ups with municipal authorities and private sector organisations.                    Further, several universities have partnerships with private sector businesses and local                      incubators in the area. For example, Carnegie Mellon has more than 350 corporate                          partners, including Amazon, Apple, Disney, Facebook’s Oculus, General Electric and                    5 Rainwater, B. (2018) Here They Come: A Look At The Future Of Cities In The Internet Age. ​Internet Association. ​Available  at: ​https://internetassociation.org/publications/look-future-cities-internet-age/  6 Perkins N (2007) A tale of two brownfield sites in Western Pennsylvania: making the best of times from the worst of  times in Western Pennsylvania’s steel valley. Urban Aff 34(3):503–532  7 Econsult Solutions (2017) Impact from Innovation: Carnegie Mellon University’s Role as a Local and Global Economic  Engine. Available at: ​https://www.cmu.edu/news/stories/archives/2017/august/images/cmu-eis-report-2017.pdf   8 Andres, S., Horowitz, M., Helwig, R., Katz, B. (2017) Capturing the next economy: Pittsburgh's rise as a global innovation  city. Available at: ​https://www.brookings.edu/wp-content/uploads/2017/09/pittsburgh_full.pdf   9 Dellot, B. (2018) Pittsburgh is a glimmer of hope for cities managing industrial decline. ​CityMetric​. Available at:  https://citymonitor.ai/economy/pittsburgh-glimmer-hope-cities-managing-industrial-decline-4290   49  https://internetassociation.org/publications/look-future-cities-internet-age/ https://www.cmu.edu/news/stories/archives/2017/august/images/cmu-eis-report-2017.pdf https://www.brookings.edu/wp-content/uploads/2017/09/pittsburgh_full.pdf https://citymonitor.ai/economy/pittsburgh-glimmer-hope-cities-managing-industrial-decline-4290   Google. According to representatives at Duolingo, the firm chooses to keep its                        headquarters in Pittsburgh rather than Silicon Valley, because of the “strong university                        pipelines, affordable living costs, great quality of life, and collaborative tech                      ecosystems.”   10   Investing in culture  ● The Pittsburgh Cultural Trust (PCT) was created in 1984 as a non-profit organisation                          with the goal of promoting economic and cultural development throughout the city.                        Since its creation, the PCT has restored and renovated a number of theatres and art                              galleries, as well as commissioned public art projects to be displayed throughout the                          city. Unlike other cities who have created single cultural centres (like the Lincoln Center                            in NYC or Kennedy Center in D.C.), Pittsburgh created an entire cultural district                          downtown.  11   ● These investments have paid off both in terms of making the city a more beautiful                              place to live and visit, but also in adding monetary value to the properties in the area.                                  Further, the investments in the cultural district have caused the downtown population                        to triple over the past decade.  12   Revitalisation of Brownfields  ● During the process of deindustrialisation, once productive and successful steel mills                      had become large vacant, decaying, and sometimes hazardous buildings littered                    throughout the city. Over the course of the 1990s and 2000s, the city aimed to                              transform these buildings into new office spaces, research centers, housing                    developments and more.    ● The state government offered a number of financing programs to incentivise                      developers to target Brownfields including low interest loans, grants, and tax credits for                          jobs created. According to the Urban Redevelopment Authority, the Brownfield                   13 investments have created thousands of employment opportunities, raised the property                    values of buildings in the vicinity, and increased the amount of private investment in                            the area.  14   Partnerships with community-based organisations  ● At the beginning stages of Pittsburgh’s regeneration, the government took a                      “top-down” approach to planning and development, with the state and municipal                      government dictating the process to developers and local actors. However, around the                        10 Doyle, P. (2015) An Innovation Case Study: Pittsburgh. ​MIT Technology Review​. Available at:  https://www.technologyreview.com/2015/11/23/164978/an-innovation-case-study-pittsburgh/   11 Tierney, J. (2014) How the Arts Drove Pittsburgh’s Revitalization: the role of the Pittsburgh Cultural Trust, founded by a  wealthy band of visionaries 30 years ago, is central - but hard to replicate. ​The Atlantic​. Available at:  https://www.theatlantic.com/business/archive/2014/12/how-the-cultural-arts-drove-pittsburghs-revitalization/383627 /  12 ​Ibid.  13 Bartsch, C. (2016) Analysis of Pennsylvania's Brownfields Program. ​The Brookings Institution Center on Urban and  Metropolitan Policy. ​Available at: ​https://www.brookings.edu/wp-content/uploads/2016/07/Bartsch.pdf  14 Urban Redevelopment Authority of Pittsburgh. Brownfield Projects. Available at:  https://www.ura.org/pages/brownfield-projects  50  https://www.technologyreview.com/2015/11/23/164978/an-innovation-case-study-pittsburgh/ https://www.theatlantic.com/business/archive/2014/12/how-the-cultural-arts-drove-pittsburghs-revitalization/383627/ https://www.theatlantic.com/business/archive/2014/12/how-the-cultural-arts-drove-pittsburghs-revitalization/383627/ https://www.brookings.edu/wp-content/uploads/2016/07/Bartsch.pdf https://www.ura.org/pages/brownfield-projects   turn of the 21st century they altered their strategy to a “bottom-up” approach, relying                            on collaboration with community-based organisations and non-profits. This               15 collaborative approach to planning recognised that including local actors in the                      process may lead to increased levels of community ownership and pride over the                          changes.   16   Cleaning up & developing the waterfront   ● In 1991, the Mayor of Pittsburgh mandated that all riverfront development be set back                            from the river to allow for a hike and bike trail to be constructed. In later years, the                                    mayor delegated waterfront planning and development to a public-private                  partnership called the Riverlife Task Force. In the past two decades, Riverlife has                          redeveloped more than 80% of the 13-mile Three Rivers Park loop, bringing recreation,                          ecological restoration and economic opportunity back to the area.  17   ● An economic impact analysis found that since 2000, every dollar spent by Riverlife on                            the development (totaling $12.5 million) of the waterfront leveraged $11 additional                      dollars in private investment in riverfront projects (totalling $130 million). This private                        sector investment has been a crucial piece of Pittsburgh’s growth, adding to the tax                            base, creating new jobs, boosting consumer spending, and increasing property values.                     18   Remaining Challenges  Although the city has made significant progress and has largely avoided the fate of other                              post-industrial areas like Detroit, there are still a number of challenges the city must overcome                              going forward.    Firstly, there is a stark difference between the economic performance of different                        neighbourhoods and lasting inequality between different demographics. The wealthy main                    tech and innovation neighbourhood, Oakland, is surrounded by neighbourhoods with some of                        the highest rates of poverty and long-term unemployment in the city. Further, between                          2010-2015, black workers in Pittsburgh saw their median wages drop by 19.6% while white                            workers median wages grew by 8.1%. This has led to concerns that the city’s research and                               19 technical strengths only fuel a small portion of the region's economy and leave many workers                              behind.    Secondly, although there has been progress in translating research and innovation into                        employment, significant gaps still remain. For example, Pittsburgh performs 225% above the                        national average in computer science research, but has 36% fewer jobs in software and 59%                              15 Detrick, S. (1999) The post industrial revitalization of Pittsburgh: myths and evidence. Community Development  Journal, 34(1), 4-12.  16 Beauregard, R., Lawless, P., Deitrick, S. (1992) Collaborative Strategies for Reindustrialization: Sheffield and Pittsburgh.  Economic Development Quarterly.  17 ​ICIC (n.d) What Works: Revitalizing Pittsburgh Through the Riverfronts that Once Made the City Great. Available at:                                    https://icic.org/waterfronts/works-revitalizing-pittsburgh-riverfronts-made-city-great/  18 Ibid.  19 Brookings (2017) Metro Monitor 2017 Dashboard. Available at:  https://www.brookings.edu/interactives/metro-monitor-2017-dashboard/  51  https://icic.org/waterfronts/works-revitalizing-pittsburgh-riverfronts-made-city-great/ https://www.brookings.edu/interactives/metro-monitor-2017-dashboard/   fewer jobs in data processing. Therefore, more needs to be done to ensure that innovation                              inputs lead to actual economic outputs, such as employment and GDP.  20   Lessons  There are some parts of the Pittsburgh experience that are unique to the city and cannot be                                  easily replicated, for example the legacy foundations from the Heinz, Mellon and Benedum                          philanthropies, which have funded much of the regeneration process.     Further, some factors that led to the growth of the technology sector were unplanned. For                              example, the Three Mile Island power plant accident sparked researchers to create a robot                            that could enter and explore a radioactive area unsafe for humans. The context required the                              robot to be built on wheels so it could travel and explore the location alone, this was an                                    innovative technique in robotics which at the time were typically built to operate from a fixed                                position. As a result, more robotics companies flocked to Pittsburgh to build on the technology                              and innovation occurring there.  21   However, it is possible to draw some lessons from Pittsburgh’s journey, such as:    1. Large scale redevelopment projects take a long time & require long-term                      commitments and strong leadership. Pittsburgh’s regeneration began in the 1980s and                      is still an ongoing journey to this day.  2. Investing in culture and art are key to reviving the city image, improving its livability,                              and attracting tourists.  3. Regeneration requires collaboration and partnerships between multiple actors,                including government, private sector, and universities. These collaborations allow                  different sectors to learn from one another and share resources, talent and ideas.  4. Investing in educating and training the workforce can attract clusters of businesses to                          the city and drive economic growth.      20 Andes, S., et al. (2017) Capturing the next economy: Pittsburgh’s rise as a global innovation city.  21 Lovering, D. (2009) Radioactive Robot: The Machines that Cleaned up Three Mile Island. ​Scientific American​. Available  at: ​https://www.scientificamerican.com/article/three-mile-island-robots/   52  https://www.scientificamerican.com/article/three-mile-island-robots/     Dayton, US  Dayton is a classic midwestern Rustbelt city which, while it has shown recent                          signs of growth, has so far failed to transform itself into a high-innovation                          economy.  Context    Dayton is a classic Midwestern Rustbelt city. It lost almost half its population from the 1960s to                                  2010 and around a third of its residents live in poverty. In the 1920s, Dayton was a highly                                   22 diverse economy with over 50 commodity types produced; however, it later consolidated                        substantially (including under General Motors) which made its economy more vulnerable. It                        suffered from general manufacturing decline and racial tensions that led to a declining                          population from the 1960s. Another factor in the city’s decline was a lack of human capital –                                  the city had very low educational attainment, with 49% percent of adults lacking a high school                                degree.  23   Many other Ohio cities experienced population decline at the same time: as an in-depth                            report finds, “[Cleveland, Cincinnati, Toledo and Akron] all had large manufacturing sectors,                        experienced extensive southern in-migration, and were bisected by interstate highways.”                   24 Although the population was declining, Dayton’s per capita expenditure was rising, in part due                            to the government’s early acceptance of public-sector collective bargaining. A declining                      22 U.S.Census Bureau (2019) ​QuickFacts: Dayton city, Ohio​. Retrieved from:  https://www.census.gov/quickfacts/daytoncityohio   23 ​Millsap, A. (2018) A case study of Dayton Ohio, ​George Mason University. ​Retrieved from:                              https://www.mercatus.org/system/files/millsap-dayton-ohio-case-study-mr-mercatus-v4.pdf  24 Ibid.   53  https://www.census.gov/quickfacts/daytoncityohio https://www.mercatus.org/system/files/millsap-dayton-ohio-case-study-mr-mercatus-v4.pdf   population and increasing costs left the government in a precarious fiscal situation. In recent                           25 years, Dayton continues to struggle with employment - in 2008, a nearby GM plant closed,                              eliminating 5,000 jobs with it.  26   Dayton now - in contrast to its performance in the early 20th century - is a low innovation                                    economy. However, there are some early but encouraging signs that Dayton is changing its                            strategy.  Policy Initiatives    Traditional initiatives  ● Dayton pursued a classic ‘sports driven’ strategy in the late 1990s. These are generally                            unsuccessful, and it seems that is also true in Dayton. It has driven some development                              near the stadium, but not led to any major increase in broader company investment or                              reversed the decline in population growth.  27   ● The city did find new manufacturing - the GM plant that closed in 2008 was replaced                                by a Chinese-owned auto glass company. It provides more than 1,500 jobs, but at                            relatively low wages.  28   New approach  ● Dayton has become famous for its urban spaces and parks and has been dubbed the                              ‘midwest outdoor adventure capital’. The city's public park system has an outdoor                       29 entertainment venue called RiverScape MetroPark which attracts more than 400,000                    visitors each year. In 2018, the total economic impact of tourism in Dayton and                            Montgomery County reached $1.94bn.  30   ● More recently, Dayton has shown an impressive focus of development initiatives                      building off their existing aerospace strength. Their ‘tech town’ development initially                     31 32 attracted aerospace and defence companies but has pivoted into healthcare, ​which is                        25 ​Ibid.  26 ​CNN (2008) ​GM plant’s closing like death knell in Dayton​. Retrieved:  https://edition.cnn.com/2008/US/11/19/ohio.plant.closing/index.html  27 A range of studies, as we discuss elsewhere, have found no effect - or even a negative effect - from sports  investments. An exception to this rule is Indianapolis. (e.g. Baade and Dye “ The Impact of Stadium and Professional  Sports on Metropolitan Area Development,”; Siegfried and Zimbalist, “The Economics of Sports Facilities and Their  Communities,” Journal of Economic Perspectives 14, no. 3 (2000): Dennis Coates, “Growth Effects of Sports Franchises,  Stadiums, and Arenas: 15 Years Later” Mercatus Center at George Mason University, Arlington, VA, September 2015).  28 ​Scheiber, N., Bradsher, K. (2017) Culture Clash at a Chinese-Owned Plant in Ohio. ​The New York Times​. Retrieved from:                                        https://www.nytimes.com/2017/06/10/business/economy/ohio-factory-jobs-china.htm​l   29 ​Starr, S. (n.y.) Visit America’s newest adventure capital. ​National Geographic​. Retrieved from:  https://www.nationalgeographic.com/travel/destinations/north-america/united-states/ohio/dayton-rust-belt-revitali zation-new-mecca-urban-parks/   30 ​Visit Montgomery ​(2020) ​Fiscal year 2019: Community report on tourism. Retrieved from:                          https://visitmontgomery.com/wp-content/uploads/2020/02/Community-Report-On-Tourism-FY2019-Web.pdf    31 ​Dayton Ohio (2020) ​Aerospace R&D​. Retrieved from: ​https://www.daytonohio.gov/737/Aerospace-RD  32 ​Tech Town (2020) ​This is Tech ​Town. Retrieved from:​ ​https://daytontechtown.com/about-tech-town/  54  https://edition.cnn.com/2008/US/11/19/ohio.plant.closing/index.html https://www.nytimes.com/2017/06/10/business/economy/ohio-factory-jobs-china.html https://www.nytimes.com/2017/06/10/business/economy/ohio-factory-jobs-china.html https://www.nationalgeographic.com/travel/destinations/north-america/united-states/ohio/dayton-rust-belt-revitalization-new-mecca-urban-parks/ https://www.nationalgeographic.com/travel/destinations/north-america/united-states/ohio/dayton-rust-belt-revitalization-new-mecca-urban-parks/ https://visitmontgomery.com/wp-content/uploads/2020/02/Community-Report-On-Tourism-FY2019-Web.pdf   a regional strength; their university engineering program is now ranked within the top                          50 in the nation. ​It has also worked to make itself attractive to migrants.  33 34   ● Dayton has pursued downtown regeneration very heavily and is using state tax credits                          and other incentives to encourage new businesses (both of which, we should flag, are                            quite a risky strategy)    ● Downtown Dayton's largest building, Stratacache Tower, is set to have multiple                      redevelopments in 2020 and is being driven by a successful local tech entrepreneur.                         35 Another downtown area, the Fire Blocks District, is being redeveloped for $100m. The                         36 Arcade - a well-known block of shops - is being taken over by the university.  37   ● Importantly, the city seems to be diversifying. Two local major health care networks –                            Premier Health Partners and Kettering Medical Network – employ 15,300 people. It has                         38 also seen very substantial growth in technology jobs, with 29 percent growth in tech                            sector employment over the past five years.  39   ● All of this is anchored by a “Greater Downtown Dayton Plan.” The plan was generated                             40 very significantly by the community, and central to the plan is creating aerospace                          strength off the existing air base. This is also central to Dayton’s big push to become                                the hub for the new U.S space force.  Lessons    ● Dayton is still an underperforming city. It has major issues with poverty and addiction.                            As a city, collectively, it is telling an impressive story to the outside world, and is working                                  hard to regenerate - but it is very early to say whether it will succeed.  ● Dayton’s park strategy is interesting - in that it has created something noteworthy and                            a regional, if not national, draw. That seems to have generated substantial tourism                          revenue.  ● Their strategy has focused on their strengths, and where they can diversify. This has                            possibly been made easier by the total destruction of their unionised jobs.      33 ​U.S. News (2020) University of Dayton. Retrieved from:                  https://www.usnews.com/best-graduate-schools/top-engineering-schools/university-of-dayton-02143   34 ​Welcome Dayton (2020) About. Retrieved from: ​http://www.welcomedayton.org/about/   35 ​Bush, J. (2020) Downtown Dayton’s largest office tower sees upgrades, interest from high-profile organization.                              Dayton Business ​Journal. Retrieved from:          https://www.bizjournals.com/dayton/news/2020/06/22/downtown-dayton-revitalization-stratacache-tower.html   36 ​Fire Blocks District (2017) ​Exclusive: The team with the $100M plan for fire blocks district. ​Retrieved from:                                    https://fireblocksdistrict.com/blog/2017/4/10/exclusive-the-team-with-the-100m-plan-for-fire-blocks-district   37 ​McCarty, M. (2019) Rebirth of the Arcarde. ​University of Dayton Magazine. Retrieved from:                            https://udayton.edu/magazine/2019/05/rebirth-of-the-arcade.php   38 ​Staley, S. (2008) Dayton, Ohio: The Rise and Fall of a Former Industrial Juggernaut. ​Reason Foundation​. Retrieved                                    from​: ​https://reason.org/commentary/dayton-ohio-the-rise-and-fall/   39 ​CBRE (2020) 2020 Scoring Tech Talent. Retrieved from:                  https://www.cbre.us/research-and-reports/Scoring-Tech-Talent-in-North-America-2020   40 ​Dayton Ohio (n.y.) ​The Greater Downtown Dayton Plan: Priority Recommendations​. Retrieved from:  https://www.daytonohio.gov/DocumentCenter/View/301/Greater-Downtown-Plan-Priority-Recommendations-Citi-Pla n-Downtown-Component-PDF?bidId=   55  https://www.usnews.com/best-graduate-schools/top-engineering-schools/university-of-dayton-02143 http://www.welcomedayton.org/about/ https://www.bizjournals.com/dayton/news/2020/06/22/downtown-dayton-revitalization-stratacache-tower.html https://fireblocksdistrict.com/blog/2017/4/10/exclusive-the-team-with-the-100m-plan-for-fire-blocks-district https://udayton.edu/magazine/2019/05/rebirth-of-the-arcade.php https://reason.org/commentary/dayton-ohio-the-rise-and-fall/ https://www.cbre.us/research-and-reports/Scoring-Tech-Talent-in-North-America-2020 https://www.daytonohio.gov/DocumentCenter/View/301/Greater-Downtown-Plan-Priority-Recommendations-Citi-Plan-Downtown-Component-PDF?bidId= https://www.daytonohio.gov/DocumentCenter/View/301/Greater-Downtown-Plan-Priority-Recommendations-Citi-Plan-Downtown-Component-PDF?bidId=     Birmingham and Coventry, UK    After becoming an industrial monoculture in the twentieth century,                  Birmingham and Coventry declined in parallel with the British car industry. The                        region is currently investing significantly in transitioning to an electric and                      smart future, and building up its services sector - with a mixed record so far.    Context    Birmingham has been a centre of industry for centuries. Historically, its lack of a royal charter,                                a document defining the privileges and purpose of corporations including towns and cities,                          prevented guilds from monopolising local trades, allowing it to attract skilled artisans from                          across the country. This diverse skillset and its location at the heart of a local canal network,                                 41 allowed it to prosper on the back of the Industrial Revolution. By the end of the nineteenth                                  century, it was known as the ‘the city of a thousand trades.’  42   The nearby city of Coventry reinvented itself multiple times: first a centre of weaving and dying                                wool in medieval times, by the seventeenth century it had become known for its silk. After                                41 ​Dupont, J. (2018) Powering the Midlands Engine: How to build a local Industrial Strategy. ​Policy Exchange. ​Retrieved                                    from:  https://policyexchange.org.uk/wp-content/uploads/2018/12/Powering-the-Midlands-Engine-Jonathan-Dupont-Policy- Exchange-December-2018.pdf   42 ​Clayton, N. (2012) What happened to the ‘City of a Thousand Trades?’ Birmingham from 1901 to today. ​Centre for                                        Cities​. Retrieved from:      https://www.centreforcities.org/blog/what-happened-to-the-city-of-a-thousand-trades-birmingham-from-1901-to-t oday/  56  https://policyexchange.org.uk/wp-content/uploads/2018/12/Powering-the-Midlands-Engine-Jonathan-Dupont-Policy-Exchange-December-2018.pdf https://policyexchange.org.uk/wp-content/uploads/2018/12/Powering-the-Midlands-Engine-Jonathan-Dupont-Policy-Exchange-December-2018.pdf   losing out to cheaper foreign competition in the nineteenth century it transitioned to new                            specialisms in clock making and bicycles. This, in turn, lay the groundwork for Coventry to                              become Britain’s first centre of car manufacturing, and by the mid twentieth century it was                              known as the ‘British Detroit.’  43   In the twentieth century, both cities became increasingly dependent on the car industry alone.                            In the short term, this did not matter very much - with the industry largely successful and                                  household incomes exceeding those even in London for a time. With Birmingham booming,                          postwar policy deliberately sought to limit the growth of the city, and forbade other industries                              from opening or expanding.    44   The combination of poor management, trade union disputes and global competition saw the                          British car industry struggle from the 1970s on, leading to a resulting downturn in both cities.                                Unemployment rose in Birmingham from 5.5 percent in 1979 to 13.7 percent in 1981.  45   While much of the traditional manufacturing industry shut down, the area remains a hub for                              British based car companies such as Aston Martin, Jaguar Land Rover and Tata Motors. In                              recent years, Government policy has devolved significant power to local government, and                        significant investment is being made into helping the local industry transition to an electric                            and smart future.  46   Policy Initiatives    Redevelopment and Retail  ● Over the last few decades, significant investment has been made in redeveloping                        Birmingham city centre for retail and business conference events, with initiatives                      including the construction of the National Exhibition Centre, the redevelopment of the                        Bull Ring and Brindley Place.  47 ● The city has sought to attract corporates looking for cheaper office space than                          London. It has achieved some success in encouraging financial and professional                      services to open an office - although almost all companies retain their head office in                              the capital.  Public and Private Industry Investment  ● The area has sought to build on its research base and proximity to Oxford / Cambridge                                / Milton Keynes to support the transition of its car industry to electric and smart                              vehicles, with the creation of joint public-private institutions including the Warwick                      43 ​Dupont, J. (2018) Powering the Midlands Engine: How to build a local Industrial Strategy. ​Policy Exchange.  44 ​The Economist (2013) ​Birmingham: How to Kill a City​. Retrieved from:                        https://www.economist.com/blighty/2013/05/31/how-to-kill-a-city   45 ​Clayton, N., Mandai, R. (2014) Cities Outlook 1901. ​Centre for Cities​. Retrieved from:                            https://www.centreforcities.org/wp-content/uploads/2014/08/12-07-11-Cities-Outlook-1901.pdf   46 ​Birmingham (2020) ​Electric Vehicles.​ Retrieved from:  https://www.birmingham.gov.uk/info/20013/roads_travel_and_parking/566/electric_vehicles​;  Coventry City Council (2020) ​Coventry & Warwickshire ready for electric vehicle revolution.​ Retrieved from:  https://www.coventry.gov.uk/news/article/3588/coventry_and_warwickshire_ready_for_electric_vehicle_revolution   47 ​Dee, J. (2020) Britain After Coronavirus: Birmingham and how we recovered and rebalanced ‘last time’. ​Catapult​.   57  https://www.economist.com/blighty/2013/05/31/how-to-kill-a-city https://www.centreforcities.org/wp-content/uploads/2014/08/12-07-11-Cities-Outlook-1901.pdf https://www.birmingham.gov.uk/info/20013/roads_travel_and_parking/566/electric_vehicles https://www.coventry.gov.uk/news/article/3588/coventry_and_warwickshire_ready_for_electric_vehicle_revolution   Manufacturing Group, the National Automotive Innovation Centre and the UK Battery                     48 49 Industrialisation Centre.  50 ● In recent years, central Government has devolved significant power to a new mayor for                            the West Midlands Combined Authority, covering the urban area around both cities.                        The area is also part of a wider political grouping aimed at economic development -                              the Midlands Engine - although it is less clear whether this group makes up a coherent                                economic area.  Transport Infrastructure  ● Birmingham’s main railway station has recently been extensively redeveloped, and                   51 Coventry’s own railway station overhaul is set to be completed by 2021. In the medium                             52 term, Birmingham is set to be better connected to London through Britain’s largest                          infrastructure project, with a new railway line High Speed 2.  53   Remaining Challenges  At a high level, Birmingham and Coventry have sought a strategy of building on their                              advanced manufacturing base, while diversifying their sectoral mix with the development of                        new strengths in services.  This strategy has had mixed success. While both areas have seen some catch up growth in                                recent years, unemployment remains higher than the national average, and productivity                      lower. Restrictive planning laws have kept office and house prices relatively high. While there                           54 has been significant investment in links with other cities, many commentators complain that                          its internal public transit remains weak.  55   While the area has developed some services strengths - and Birmingham itself has almost                            entirely transitioned - it is not clear to how resilient this shift really is. In the post-Covid world,                                    retail in Birmingham has been struggling, and looks highly vulnerable. Despite hosting two of                            Britain’s leading universities in Birmingham and Warwick, student retention is relatively low, with                          many students heading to London post-graduation. The area has yet to incubate many                         56 notable new start-ups or nationally significant companies.  48 ​University of Warwick (2020) ​About WMG. ​Retrieved from: ​https://warwick.ac.uk/fac/sci/wmg/about/   49 ​Tata Motors European Technical Centre (2020) National Automotive Innovation Centre. Retrieved from:                          https://www.tmetc.com/about-us/naic.aspx   50 ​UK Battery Industrialisation Centre (2020) ​About: Who we are​. Retrieved from:                        https://www.ukbic.co.uk/about/background/   51 ​Moore, K. (2019) The history of Birmingham New Street station. ​Birmingham Updates.​Retrieved                          from: ​https://www.birminghamupdates.com/the-history-of-birmingham-new-street-station/   52 ​Coventry City Council (2020) Another milestone for Coventry station work. Retrieved from:                          https://www.coventry.gov.uk/news/article/3577/another_milestone_for_coventry_station_work   53 ​HS2 (2020) ​What is HS​2​?​ Retrieved from:​ ​https://www.hs2.org.uk/what-is-hs2/   54 ​Dupont, J. (2018) Powering the Midlands Engine: How to build a local Industrial Strategy. ​Policy Exchange.  55 ​Forth, T, (2019) “Birmingham isn’t a big city at peak times”: How poor public transport explains the UK’s productivity                                        puzzle. ​CityMonitor​. Retrieved from:        https://citymonitor.ai/transport/birmingham-isn-t-big-city-peak-times-how-poor-public-transport-explains-uk-s-pr oductivity   56 ​Dupont, J. (2018) Powering the Midlands Engine: How to build a local Industrial Strategy. ​Policy Exchange  58  https://warwick.ac.uk/fac/sci/wmg/about/ https://www.tmetc.com/about-us/naic.aspx https://www.ukbic.co.uk/about/background/ https://www.birminghamupdates.com/the-history-of-birmingham-new-street-station/ https://www.coventry.gov.uk/news/article/3577/another_milestone_for_coventry_station_work https://www.hs2.org.uk/what-is-hs2/ https://citymonitor.ai/transport/birmingham-isn-t-big-city-peak-times-how-poor-public-transport-explains-uk-s-productivity https://citymonitor.ai/transport/birmingham-isn-t-big-city-peak-times-how-poor-public-transport-explains-uk-s-productivity     Equally, despite extensive investment, it is not really clear how secure the future of the local car                                  sector is without its own battery production facility or a tradition of tech companies to draw                                on.    Lessons    While not a perfect mirror, there are obvious parallels between Detroit & Windsor and                            Birmingham & Coventry. While it is too early to completely judge the success of its                              regeneration effects, some key lessons are already clear:    1. In the long run, industrial monocultures are highly vulnerable to structural shifts - and it                              is in a city’s interest to encourage a diverse sectoral mix.  2. Significant investment from both public and private sectors in order to support any                          transition to a different model for car production.  3. Even with some of the world’s best universities relatively close - Oxford to Coventry is a                                one hour drive - joining together research and industry is far from straightforward.  4. It can be very hard to increase graduate retention when competing against large                          global metropolises.  5. Even after decades of investment and hundreds of million spent, it is not clear how                              much retail regeneration has changed the fundamentals of the city.      59      Manchester, UK    Investing in flagship infrastructure projects and expanding external and                  internal transport links helped attract a number of businesses, residents and                      visitors to revitalise Manchester.     Context  Manchester had a thriving economy based on textile manufacturing during the 18th century                          Industrial Revolution. The city was known for technological innovation and cutting-edge                      manufacturing techniques, making it an important economic hub for the country.​  57   However, the city’s industry began to decline during the Great Depression and continued as                            increased globalisation shifted manufacturing overseas. The de-industrialisation of the city                    had a number of negative impacts, including high rates of unemployment, high rates of crime,                              population decline and decrepit physical infrastructure. Between 1951 and 1981, overall jobs                       58 57 Forjan, S. & Shakespeare, T. (2009) Can Localism Deliver? Lessons from Manchester. ​Localis. ​ Available at:  http://www.localis.org.uk/wp-content/uploads/2009/10/can-localism-deliver_localis-policy-exchange.compressed.pd f  58 ​Manchester City Council (2020) ​Regeneration Statement​. Retrieved from:  https://secure.manchester.gov.uk/info/200079/regeneration/3383/regeneration_statement   60  http://www.localis.org.uk/wp-content/uploads/2009/10/can-localism-deliver_localis-policy-exchange.compressed.pdf http://www.localis.org.uk/wp-content/uploads/2009/10/can-localism-deliver_localis-policy-exchange.compressed.pdf https://secure.manchester.gov.uk/info/200079/regeneration/3383/regeneration_statement   declined by 22%, including nearly a 50% decline in engineering and electrical goods and an                              86% decline in textiles.   59   The government began implementing regeneration strategies in the 1980s with the goal of                          creating employment opportunities, modernising the skills base of the population, and                      reversing the trend of economic decline.   60   Policy Initiatives  In 1988, the city created the Central Manchester Development Corporation, with the goal of                            redeveloping the city centre, revitalising neglected buildings for productive use, and improving                        public spaces. Some of the specific strategies implemented to drive regeneration were:  ● Investments in physical infrastructure/ flagship projects  ● City centre regeneration  ● Investments in transport links  ● Partnerships with the private sector    Investments in physical infrastructure/ flagship projects  ● Manchester has invested heavily in revitalising decaying areas through large scale                      infrastructure projects for commercial or residential use. Since 1997, the city has added                          5.38 million square feet of office space, equating to approximately 50,000 new                        workspaces.   61   ● One of the city’s most significant infrastructure projects was Spinningfields, a £1.5 billion                          project designed to become Manchester’s “central business district.” The project                    consisted of constructing 20 buildings and 20,000 square meters; it has been                        successful at attracting high profile firms, including PWC, Deloitte, HSBC and Barclays.   62   A focus on city centre regeneration   ● A cornerstone of Manchester’s regeneration strategy has been revitalising the city                      centre’s image as an attractive place to work, live, shop and explore. According to the                              council, the city centre is seen as the primary engine of economic growth and                            opportunity in the region. As such, the majority projects in the city’s strategic plan focus                              on investments in the city centre - including residential housing projects, commercial                        buildings, and art and culture investments.   63   ● As a result of these investments, the city centre’s population doubled from 8,000 in                            2003 to 19,000 in 2009. Further, through investments in art and culture - such as the                                59 ​Swinney, P, Thomas, E. (2015) A century of cities. ​Centre for Cities. Retrieved from:                              https://www.centreforcities.org/reader/a-century-of-cities/3-are-cities-bound-by-these-pathways/1-a-century-of-c hange-in-manchester/   60 Ibid.  61 LSE (2017) ​Manchester’s transformation over the past 25 years: why we need a reset of city region policy.​ Available  at: ​https://blogs.lse.ac.uk/politicsandpolicy/manchester-transformed/   62 ​DBF Law (2020) ​5 of Manchester’s biggest regeneration schemes​. Retrieved from:                        https://www.dbf-law.co.uk/5-of-manchesters-biggest-regeneration-schemes/#:~:text=1.,Manchester's%20%E2%80%9C central%20business%20district%E2%80%9D​.   63 Manchester City Council. A strategic plan for Manchester city centre 2009-2012. Available at:  http://www.manchester.gov.uk/download/downloads/id/27366/city_centre_strategic_plan_2009-12.pdf   61  https://www.centreforcities.org/reader/a-century-of-cities/3-are-cities-bound-by-these-pathways/1-a-century-of-change-in-manchester/ https://www.centreforcities.org/reader/a-century-of-cities/3-are-cities-bound-by-these-pathways/1-a-century-of-change-in-manchester/ https://blogs.lse.ac.uk/politicsandpolicy/manchester-transformed/ https://www.dbf-law.co.uk/5-of-manchesters-biggest-regeneration-schemes/#:~:text=1.,Manchester's%20%E2%80%9Ccentral%20business%20district%E2%80%9D https://www.dbf-law.co.uk/5-of-manchesters-biggest-regeneration-schemes/#:~:text=1.,Manchester's%20%E2%80%9Ccentral%20business%20district%E2%80%9D http://www.manchester.gov.uk/download/downloads/id/27366/city_centre_strategic_plan_2009-12.pdf   Manchester Arena and the Manchester International Festival - Manchester has                    become the third most popular visitor destination in Britain. By 2009, tourism (mainly in                            the city centre) contributed over £5 billion to the region’s economy.  64   Investments in transport links  ● Investing in transport links was a key strategy for connecting the labour market living in                              boroughs outside the city with jobs condensed in the city centre. The government                          invested in expanding tram, rail, and bus routes throughout the 1990s. One of the most                              significant projects was a light rail project - the Manchester Metrolink - which had both                              economic and environmental benefits. By 1999, the Metrolink had more than 14 million                          journeys per year and replaced approximately 20% of car journeys annually, reducing                        air pollution and congestion while improving access to the city centre.  65   ● The government also sought to improve external transport links, most notably through                        expansions of Manchester Airport. The purpose of the expansions was to generate                        employment and income, attract high-tech industries to the city, and strengthen the                        city’s image as a leading European city. Throughout the 1990s, extensions to the                         66 airport included adding a second terminal, adding a railway station that provided                        direct links to many surrounding areas, and adding a second full-length runway. As a                           67 result of these investments, the airport went from having 10.4 million passengers                        annually in 1990 to 22.4 million in 2005, highlighting the growth in visitors for tourism                              and business purposes.  68   Partnerships with private firms  ● Since the beginning, the city’s approach to regeneration has been one of partnerships                          between the council, private developers and other key stakeholders. One early initiative                        was the Phoenix Initiative, a UK-wide initiative established in 1986 to encourage private                          sector and government collaboration. The goal of the initiative was to promote public                          and private enterprise in urban renewal and is based on the premise that all sectors of                                the community must work together to achieve economic regeneration. The first                      Phoenix project in Manchester was launched in 1987 to revitalise the Whitworth Street                          area of the city and was run jointly by the council and local business community.  69   ● Another large-scale collaboration with the private sector took place during the 2008                        financial crisis when the developer of Spinningfields was on the verge of quitting the                            project due to an inability to access credit. As a result, the council bought £15.9 million                                64 ​Ibid.  65 While, A., Joans, A., Gibbs, D. (2004) The Environment and the Entrepreneurial City: Searching for the Urban  'Sustainability Fix' in Manchester and Leeds. International Journal of Urban and Regional Research, 28(3), 549-569.  66 ​Ibid.  67 Manchester Airport. Our history: the history of Manchester Airport and aviation in Manchester. Available at:  https://www.manchesterairport.co.uk/about-us/manchester-airport-and-mag/history/  68 ​UK Civil Aviation Authority (2020) Airport data 1990 onwards. Retrieved from:                        https://www.caa.co.uk/Data-and-analysis/UK-aviation-market/Airports/Datasets/UK-Airport-data/Airport-data-1990- onwards/   69 Chapter 4: Urban Renewal Partnerships in America and Britain. Available at:  http://www.psi.org.uk/publications/archivepdfs/Housing/JV4.pdf   62  https://www.manchesterairport.co.uk/about-us/manchester-airport-and-mag/history/ https://www.caa.co.uk/Data-and-analysis/UK-aviation-market/Airports/Datasets/UK-Airport-data/Airport-data-1990-onwards/ https://www.caa.co.uk/Data-and-analysis/UK-aviation-market/Airports/Datasets/UK-Airport-data/Airport-data-1990-onwards/ http://www.psi.org.uk/publications/archivepdfs/Housing/JV4.pdf   freeholds and leased the property back to the developer to allow the project to                            continue as scheduled.  70   ● More recently, in 2014 the Council entered into a joint venture called Manchester Life                            with the Abu Dhabi Investment Group to redevelop six sites in East Manchester. The                            joint venture plans to provide more than 900 new homes in the area to revitalise the                                residential housing market and contribute to economic growth. The venture expects                      investment of up to £10 billion over the next ten years and is overseen by a board                                  consisting of representatives of both the Abu Dhabi Investment Group and Manchester                        council.  71   Remaining Challenges  Manchester has made an impressive turn-around from a declining post-industrial city to one                          of the fastest growing cities in the UK. However, the city council has identified a number of                                  challenges that must be addressed to ensure the city continues its upward trajectory:​  72   Firstly, the city must develop its high-skilled workforce to take advantage of the growing                            number of digital businesses based in the city. In recent years, a major digital skills gap has                                  inhibited the growth of the creative and digital sector. In 2019, the region’s average Attainment                              8 scores and number of students achieving a GCSE in Mathematics and English were lower                              than the national average, indicating that many graduates are not entering the labour force                            with the skills required to succeed in these growing sectors of the economy. Further, the                              number of apprenticeships have fallen in recent years, making it more difficult to upskill the                              workforce. Together these factors have created a barrier to matching workers with new                          high-skilled employment opportunities.    Secondly, significant income disparities remain across different areas of the city and there are                            still areas of intense deprivation. A manifestation of this growing inequality is the increase in                              homelessness and a recent increase in the number of children living in poverty. Targeted and                              inclusive policies to combat poverty and inequality must be implemented to ensure that all                            residents benefit from Manchester’s growth.    Lessons  There is no ‘silver bullet’ to be found from Manchester’s experience, and many of its successful                                interventions may be difficult to replicate outside of the wider context of Manchester’s                          regeneration process. Nonetheless, it is helpful to consider what policies worked in this context                            to draw out lessons for other post-industrial cities, including:  1. Investments in physical infrastructure can help transform a city and attract private                        investment, new residents, and tourism.  70 ​Folkman, P., Froud, J., Johal, S., Tomaey, J., Williams, K. (2016) Manchester Transformed: why we need a reset of city                                          region policy​. CRESC Public Interest Report. Retrieved from:                http://hummedia.manchester.ac.uk/institutes/cresc/research/ManchesterTransformed.pdf   71 Manchester City Council (2015) ​Manchester Life project update, Ancoats and Islington. Retrieved from:  https://www.manchester.gov.uk/news/article/7125/manchester_life_project_update_ancoats_and_islington  72 Manchester City Council. State of the city Report 2019. Available at:  https://www.manchester.gov.uk/downloads/download/7121/state_of_the_city_report_2019_whole_document  63  http://hummedia.manchester.ac.uk/institutes/cresc/research/ManchesterTransformed.pdf https://www.manchester.gov.uk/news/article/7125/manchester_life_project_update_ancoats_and_islington https://www.manchester.gov.uk/downloads/download/7121/state_of_the_city_report_2019_whole_document   2. A focus on the city centre can be a powerful catalyst to growth, however this must be                                  coupled with improving accessibility to ensure other parts of the city also benefit  3. A collaborative approach to planning and development between the public and                      private sector can help secure investment and drive growth.    64      Dundee, UK    By investing in creative industries that were naturally on the rise, Dundee has                          created a growing niche economy in computer games and technology.                    However more needs to be done to ensure revitalisation is inclusive and                        reaches all parts of the city.    Context  Throughout the 19th century, Dundee was an important east coast trading port in Scotland.                            The city was built on fishing - with the country’s largest whaling fleet - and textile                                manufacturing. In the early 20th century, the textile manufacturing industry, which employed                       73 50,000 people at its height, failed to compete with foreign manufacturers. As a result,                            unemployment rose drastically and the local economy suffered.  74   By the end of the 1980s, the city was facing a serious post-industrial decline. As a result, the                                    government partnered with the private sector and academia in an attempt to revitalise the                            city into a service economy. Throughout the 1990s and 2000s, the city grew its technology and                                biotechnology R&D sectors and became a prominent centre for education and research.  75 73 ​The Heritage Fund (2019) 25 years: the cultural renaissance of Dundee, City of Discovery. Retrieved from:                                  https://www.heritagefund.org.uk/stories/25-years-cultural-renaissance-dundee-city-discovery   74 ​BBC (2014) Victorian Dundee: Jute, Jam & Journalism. Retrieved from:  http://www.bbc.co.uk/history/scottishhistory/victorian/trails_victorian_dundee.shtml   75 ​Bio-dundee (2020) ​Science in the City​. Retrieved from: ​https://www.biodundee.co.uk/science-city   65  https://www.heritagefund.org.uk/stories/25-years-cultural-renaissance-dundee-city-discovery http://www.bbc.co.uk/history/scottishhistory/victorian/trails_victorian_dundee.shtml https://www.biodundee.co.uk/science-city   Policy Initiatives    Investing in culture and creative industries  ● In partnership with the private sector and academia, the government helped channel                        investments into the media industry, computer gaming and other creative and cultural                        industries. One of the biggest investments was the visual arts centre, the Dundee                          Contemporary Arts, opened in 1999. The creative industries now provide 3,000 jobs in                          the city and produce an annual turnover of £190 million.  76   ● In the 1980s and 90s, computer game production emerged as a new industry. Popular                            games were quickly developed in the city, including Grand Theft Auto.  77    ● Other industries, such as digital media and journalism also grew as the city’s                          reputation as vibrant and creative was solidified. Since the 90s, the implementation of                          the V&A museum, coupled with its elite UNESCO City of Design status, has led Dundee                              to being recognised as a leader in the design industry.  78   ● Dundee’s investment in creative industries and culture led it to be named the 'Coolest                            Little City in Britain' in GQ magazine in 2015. The city also came fifth in The Wall Street                                   79 Journal’s 'Worldwide Hot Destinations' list for 2018.  80   Encouraging the growth of targeted sectors  ● The city’s games industry grew naturally following the investments in culture and                        creative industries. To build on this opportunity, the University of Abertay launched the                          world’s first computer games degree programme, which now attracts students                    worldwide.  81   ● The government has launched a number of industry business support programmes                      through its Business Development Team, which have helped to attract and retain                        talent, as well as lead to further public and private sector investment.  82   ● The growth of the biological sciences sector - which has led to the city’s nickname                              ‘BioDundee’ - grew out of the University of Dundee’s world-renowned drug discovery                        and medical advancements. The city now hosts a number of world-class science                        businesses.  83   76 ​Harris, P. (2018) Post-industrial Dundee is reinventing itself as a hub of creativity. CityMonitor. Retrieved from:                                  https://citymonitor.ai/economy/business/post-industrial-dundee-reinventing-itself-hub-creativity-3481   77 ​Ibid.  78 ​Ibid.  79 ​Johnston, R. (2015) Why Dundee is becoming Britain’s coolest little city. ​GQ Magazine​. Retrieved from:                                https://www.gq-magazine.co.uk/article/why-dundee-is-the-coolest-little-city-in-britain   80 ​Write, C.L. (2017) Where to Travel in 2018, From Shanghai to Scotland’s Coolest City. ​The Wall Street Journal​. Retrieved                                        from:  https://www.wsj.com/articles/where-to-travel-in-2018-from-madagascar-to-scotlands-coolest-city-1508859864   81 ​Abertay University (2020) ​Computer Games Courses.​ Retrieved from:  https://www.abertay.ac.uk/schools/school-of-design-and-informatics/computer-games-courses/  82 ​Invest in Dundee (2020) ​Business Support​. Retrieved from:​ ​https://www.investindundee.co.uk/business   83 ​Bio-Dundee (2020) ​BioDundee​. Retrieved from: ​https://www.biodundee.co.uk/   66  https://citymonitor.ai/economy/business/post-industrial-dundee-reinventing-itself-hub-creativity-3481 https://www.gq-magazine.co.uk/article/why-dundee-is-the-coolest-little-city-in-britain https://www.wsj.com/articles/where-to-travel-in-2018-from-madagascar-to-scotlands-coolest-city-1508859864 https://www.investindundee.co.uk/business https://www.biodundee.co.uk/   Revitalising the waterfront  ● In 2001, the city began a 30-year £1 billion revitalisation plan reconnecting the                          waterfront to the city centre. Part of the plan included welcoming the new Victoria and                              Albert building, which is the first V&A outside of London. The museum has helped to                             84 kick start tourism and new investment in the area.  85 Remaining Challenges  A number of criticisms over Dundee’s £1 billion waterfront development project have emerged,                          including concerns that the planned large residential and commercial developments are eye                        sores for residents. These concerns have been echoed by a number of celebrities, including                            the lead singer of the Pretenders, Chrissie Hynde, TV star Lorraine Kelly, and Hollywood actor                              Brian Cox.  86   Further, there are limits to effects of cultural regeneration. Dundee is one of the most creative                                cities in the country and has one of the highest levels of PhDs per capita, however, it also has                                      high inequality. For example, the city has a 65% employment rate – the second lowest in the                                  UK; the second lowest rate of business start-ups, and the lowest weekly earnings of any of                                Scotland’s four biggest cities. The majority of the regeneration programs have been                       87 concentrated in one side of the city, leaving stark differences between residents living in                            different areas.   Lessons  There are a several lessons to be learned from Dundee’s experience of regeneration:  1. Public sector policies incentivising business growth are most successful when they are                        targeted at naturally occuring rising industries, rather than attempting to artificially                      create an entirely new industry.  2. Regeneration programmes and policies must be spread throughout the city to avoid                        adding to levels of inequality between different neighbourhoods.  3. Investing in cultural and creative industries can be an important driver of new growth,                            however these strategies are not sufficient on their own to create long-term inclusive                          economic growth.    84 ​Discover Dundee Waterfront (2020) ​About the Waterfront​. Retrieved from:                    https://www.dundeewaterfront.com/about   85 ​V&A Dundee (2019) ​830,000 visitors welcomed in first year​. Retrieved from:                        https://www.vam.ac.uk/dundee/info/830000-visitors-welcomed-in-first-year/   86 ​Alexander, M. (2018) Rebirth of a city: What next for Dundee’s £1 billion waterfront development? – part I. ​The Courier​.                                          Retrieved from:    https://www.thecourier.co.uk/fp/news/local/dundee/734291/rebirth-of-a-city-what-next-for-dundees-1-billion-waterfr ont-development-part-i/   87 ​Centre for Cities (2019) ​Cities Outlook 2019​. Retrieved from:                    https://www.centreforcities.org/reader/cities-outlook-2019/city-monitor-the-latest-data/​;     Centre for Cities (2019) ​Average Weekly Workplace Earnings 2019​. Retrieved from:  https://www.centreforcities.org/data-tool/#graph=map&city=show-all&indicator=average-weekly-workplace-earnin gs\\single\\2019   67  https://www.dundeewaterfront.com/about https://www.vam.ac.uk/dundee/info/830000-visitors-welcomed-in-first-year/ https://www.thecourier.co.uk/fp/news/local/dundee/734291/rebirth-of-a-city-what-next-for-dundees-1-billion-waterfront-development-part-i/ https://www.thecourier.co.uk/fp/news/local/dundee/734291/rebirth-of-a-city-what-next-for-dundees-1-billion-waterfront-development-part-i/ https://www.centreforcities.org/reader/cities-outlook-2019/city-monitor-the-latest-data/ https://www.centreforcities.org/data-tool/#graph=map&city=show-all&indicator=average-weekly-workplace-earnings%5C%5Csingle%5C%5C2019 https://www.centreforcities.org/data-tool/#graph=map&city=show-all&indicator=average-weekly-workplace-earnings%5C%5Csingle%5C%5C2019     Bilbao, Spain  The building of the iconic Guggenheim Museum in 1997 helped kickstart a                        wider revitalisation in the city - but other policy initiatives, including brownfield                        regeneration, transport investment and the creation of technology parks were                    important too.    Context  Bilbao was an industrial city in Basque Country, Spain. It’s economy was based on mining,                              metallurgy and shipbuilding. In the early 1900s, Bilbao had one of the strongest economies in                              Spain, fast population growth and the largest railway system in the country.    Bilbao’s economy suffered from the consequences of industrial decline. Between 1975 and                        1996, the city lost 47% of its manufacturing jobs, mostly in steel, shipbuilding, machinery and                              electrical engineering. The share of industrial employment in the city had been cut in half,                              from 46% in 1975 to 23% in 1996.  88   The decline of manufacturing hit some parts of the city more than others. The municipalities                              on the left bank of the river, where the mines, ports, and manufacturing plants were once                                located, suffered the highest rates of unemployment and poverty. The municipalities on the                          right bank, however, fared slightly better, benefiting from the rise of the services industry as a                                replacement to manufacturing. This caused a widening per capita income gap between the                          different municipalities in the city.  89   88 Gomez, M. (1998) Reflective Images: The Case of Urban Regeneration in Glasgow and Bilbao. ​Blackwell Publishers,  Oxford.  89 ​Ibid.  68    In the early 1990s, after two decades of continuing economic decline, the government                          identified 158 derelict industrial sites across the city, largely situated on the left river bank. In                                the wake of this reality, the urban regeneration came to the forefront of the government’s                              strategy, starting with Bilbao’s Master Plan with the objective of reversing urban decline and                            reestablishing the city as a dynamic financial and service centre for the country.    Policy Initiatives    Investments in Cultural Infrastructure  ● The city prioritised investing in cultural infrastructure as a way of transforming its                          image as a declining industrial centre and making the city more attractive to residents                            and tourists alike. The biggest and most impactful investment in cultural infrastructure                        in Bilbao was the Guggenheim Museum, built in the early 1990s. The Guggenheim was                            strategically built on the site of a failed shipbuilding facility as a way of revitalising                              brownfield locations while simultaneously investing in culture.     ● City leaders hoped the Guggenheim would attract 400,000 tourists per year, in reality it                            attracted millions of visitors in its first year and every year since. Therefore, the cost of                                building the museum was repaid in 5 years and became a major contributor of GDP to                                the city - adding $33.5 million per year to public funds. The city also invested in other                                 90 cultural infrastructure, including concert halls and theatres.     ● Further, the city provided financial support for cultural and creative industries through                        programs like BCreative!, which provided public support to the creative economy in                        hopes it would create jobs and wealth in the future. The city also earmarked 10% of the                                  annual municipal budget to support cultural industries and provided direct support for                        cultural entrepreneurs and subsidies to firms in the leisure, art, culture, fashion and                          technological industries.  91   ● As a result of these cultural investments Bilbao witnessed an influx of tourists, and                            tourism now represents 5.5% of the city’s GDP.  92   Revitalising Brownfield Sites  ● At the heart of Bilbao’s Master Plan was the revival of derelict brownfield sites left                              behind by plant closures and obsolete infrastructure, such as old railway and port                          facilities. The plan identified four main opportunity areas of old industrial facilities and                          mining sites to be transformed for residential and business use.  93   90 Franklin, A. (2016) Journeys to the Guggenheim Museum Bilbao: Towards a revised Bilbao Effect. Annals of Tourism  Research, 59, 79-92.  91 Culture 21 (n.d.) Culture as the Engine of Bilbao’s Economic and Social Transformation. Available at:  http://www.agenda21culture.net/sites/default/files/files/cities/content/bilbao-eng_def.pdf  92 ​Ibid.  93 ​Ploger, J. (n.y.) Bilbao City Report. Centre for Analysis of Social Exclusion. Retrieved from:  http://eprints.lse.ac.uk/3624/1/Bilbao_city_report_(final).pdf   69  http://www.agenda21culture.net/sites/default/files/files/cities/content/bilbao-eng_def.pdf http://eprints.lse.ac.uk/3624/1/Bilbao_city_report_(final).pdf   Large-scale Transport Investments  ● Investments were made in key transport infrastructure, including building the Metro                      and reorganising the railway system; expanding the port and its connected railway                        operations; and renovating the airport. In total, the city spent more than €660 million                            on these projects, which improved mobility internally throughout the city as well as                          strengthened links and improved accessibility with external cities.  94   Development of alternative sectors  ● The transformation of Bilbao from a declining industrial city to a thriving economy in                            the 21st century largely relied on their ability to establish new industries to drive                            employment and economic growth. One initiative by the government was technology                      parks. In 1985, the government established four technology parks intended to diversify                        industry and encourage research, innovation and business development. More than                    220 companies from various sectors (aerospace, automotive, electronics, energy,                  medical, IT, engineering, etc.) currently operate out of the technology parks.   95   ● These technology parks, and the businesses developed within them, contributed to                      lowering of the unemployment rate, which fell from 25% in the 1980s to 11% by 2004, and                                  slowing population loss.  96   Remaining Challenges  Significant strides have been made in improving Bilbao’s economy, however there are still a                            number of challenges remaining, including a recent trend of a declining population, an ageing                            population, and concerns of future economic programs leading to gentrification and harming                        the most vulnerable populations.  97       94 Rodriguez, A., Martinez, E. (2005) Chapter 10. Restructuring Cities: Miracles and Mirages in Urban Revitalization in  Bilbao. In: The Globalized City: Economic Restructuring and Social Polarization in European Cities, Oxford University Press  Inc., New York.  95 Bizkaia talent website, available at:  https://www.bizkaiatalent.eus/en/pais-vasco-te-espera/apuesta-de-futuro/cientifico-tecnologico-territorio/  96 Power, A. (2016) Bilbao City Story. ​LSE Housing and Communities​. Available at:  http://eprints.lse.ac.uk/67843/1/casereport101.pdf   97 Vicario, L., Monje, P. M. M. (2003) Another 'Guggenheim Effect'? The Generation of a Potentially Gentrifiable  Neighbourhood in Bilbao. Urban Studies, 40(12), 2383-2400.  70  https://www.bizkaiatalent.eus/en/pais-vasco-te-espera/apuesta-de-futuro/cientifico-tecnologico-territorio/ http://eprints.lse.ac.uk/67843/1/casereport101.pdf   Lessons  There are several lessons to be learned from Bilbao’s experience, however it is important to                              caveat these recommendations with the fact that each strategy was not implemented in a                            vacuum. It would be impossible to isolate one part of Bilbao’s economic regeneration journey                            and suggest it could have the same impact elsewhere outside of the broader economic and                              political context in which it was implemented in Bilbao:    1. The “Guggenheim effect” shows that investment in culture and the arts can have a                            positive and significant impact on a city’s image and economy.  2. Improving accessibility/mobility through transport infrastructure is a vital component                  of any regeneration strategy.  3. Creating an environment for business growth - in Bilbao’s case through technology                        parks - can help an economy diversify and develop desirable sectors and industries                          going forward.        71    Roubaix, France    Decades of attempts at regeneration have failed to significantly turn around                      the performance of former textiles town Roubaix.     Context  Roubaix’s population first grew significantly in the Industrial Revolution, where it and its nearby                            larger neighbour, Lille, became important centres for textiles - second at one point only to                              Manchester. The city survived the World Wars and Great Depression, but was ultimately unable                            to compete with foreign competition from the 1970s on. Over the course of the twentieth                              century, the city has lost over a quarter of its population.​  98   While Lille has managed to transition to a services economy - albeit with still lower levels of                                  productivity than the national average - Roubaix is now one of the most deprived towns in                                France, with high levels of unemployment and household poverty. In the 1990s, it had been                             99 called ‘the worst town in France.’ Residential, commercial and industrial property markets all                          declined sharply, while far right political parties gained significant vote share.​  100   In response, politicians have attempted multiple radical policy experiments in an attempt to                          turn the fate of the city around. So far, it is not clear that these have had a significant long                                        term effect.      98 ​Colomb, C (2007) Making Connections – case study of Roubaix, Lille. York: Joseph Rowntree Foundation. Retrieved                                  from: ​http://urbed.coop/sites/default/files/Case%20Study%20of%20Roubaix%20Lille.pdf  99 ​EUROCITIES – NLAO (2011) ​Social Economy in Cities: Lille-Roubaix​. Retrieved from:                        http://nws.eurocities.eu/MediaShell/media/LAO%20Lille-Roubaix_Social_Economy.pdf   100 ​Cadell, C., Falk, N., King, F. (2008) Regeneration in European Cities: Making Connection. Joseph Rowntree Foundation.                                  Retrieved from: ​https://www.jrf.org.uk/sites/default/files/jrf/migrated/files/2177-regeneration-urban-environment.pdf   72  http://urbed.coop/sites/default/files/Case%20Study%20of%20Roubaix%20Lille.pdf http://nws.eurocities.eu/MediaShell/media/LAO%20Lille-Roubaix_Social_Economy.pdf https://www.jrf.org.uk/sites/default/files/jrf/migrated/files/2177-regeneration-urban-environment.pdf   Policy Initiatives    ● In 1997, the whole of the town centre was declared a tax-free zone, with significant                              discounts on Business Tax, Corporation Tax and Property Tax for companies who                        employ at least a third of their workers from the local area.  101   ● There has been significant investment in redevelopment, with key projects including                      restoration of the high street, increased policing, upgraded social housing stock and                        new flagship cultural projects, including the La Piscine art museum and La Condition                          Publique exhibition space.  102   ● There has been significant investment in transport. The Lille Métropole Communauté                      Urbaine (LMCU), invested in an integrated public transport system linking the main                        centres of Lille and Roubaix together, while Lille itself is well connected to other major                              European cities (including London, Paris and Brussels) through high speed rail link.  103       Lessons    The regeneration initiative has seen some successes. Founded by a Polish immigrant, IT                          infrastructure company OVH has been growing fast - one of France’s only unicorns - taking                              advantage of cheap warehouse space to build its data centres in. Other of the city’s                              businesses, such as La Redoute, are now investing in cutting edge automation and logistics to                              fulfill orders for e-commerce.     Nevertheless, on the whole, poverty in the city remains very high. In 2018, 40% of the city’s                                  population lived below the poverty line, and the unemployment rate was 30%. Unlike cities                           104 such as Windsor, Detroit or Coventry, Roubaix didn’t just see its leading industry relatively                            decline, but nearly disappear entirely - and this has proved very difficult to recover from.    Some of the pessimistic conclusions we can draw from that are:    1. As we have discussed throughout the doc, regeneration policies are not a silver bullet.                            Even when combined, and alongside substantial public investment, they cannot                    always turn around the fundamentals of an area.  2. Forming a conurbation with another relatively struggling city like Lille does not seem to                            be powerful enough to significantly increase productivity.  3. Deprivation causes a vicious cycle - encouraging wider cultural decay and political                        extremism.  4. It is important to develop new industries while your old industries are still competitive -                              if you wait until they disappear entirely, it can be disastrous for the city.  101 ​Colomb, C (2007) Making Connections – case study of Roubaix, Lille. York: Joseph Rowntree Foundation.  102 ​Ibid.  103 ​LSE (2015) ​Lille City Story.​ Retrieved from: ​http://eprints.lse.ac.uk/67846/1/casereport104.pdf   104 ​https://www.ft.com/content/c1d59836-fda7-11e8-aebf-99e208d3e521  73  http://eprints.lse.ac.uk/67846/1/casereport104.pdf https://www.ft.com/content/c1d59836-fda7-11e8-aebf-99e208d3e521     Nantes, France    Nantes has revitalised its post-industrial economy and rebuilt a strong city                      image through investing in local art and culture, as well as encouraging the                          growth of key target sectors.    Context  Throughout the 18th and 19th centuries, Nantes was an important contributor to France’s                          economy. The city was home to one of France’s largest harbours and became a major                              industrial city specialising in shipbuilding and sugar processing.   105   The first major hardship for the city’s modern economy occurred during World War II; Allied                              bombs dropped on industrial targets caused significant levels of civilian casualties and                        widespread physical destruction throughout the city. The city relied heavily on its two major                           106 industries to rebuild its economy after the war.     However, shortly after regaining its economic position, the 1970s global recession and era of                            deindustrialisation crippled the main pillars of its economy. Throughout the 1970s and 80s, a                            105 ​Calder, D. (2019) Chapter 4: Resurfacing: Continuous theatre for a creative city. Retrieved from  https://www.researchgate.net/publication/334399662_Resurfacing   106 ​University of Exeter(n.y.) The Bombing of France 1940-1945 Exhibition. Retrieved from:  https://humanities.exeter.ac.uk/media/universityofexeter/collegeofhumanities/history/researchcentres/centreforthest udyofwarstateandsociety/bombing/THE_BOMBING_OF_FRANCE.pdf   74  https://www.researchgate.net/publication/334399662_Resurfacing https://humanities.exeter.ac.uk/media/universityofexeter/collegeofhumanities/history/researchcentres/centreforthestudyofwarstateandsociety/bombing/THE_BOMBING_OF_FRANCE.pdf https://humanities.exeter.ac.uk/media/universityofexeter/collegeofhumanities/history/researchcentres/centreforthestudyofwarstateandsociety/bombing/THE_BOMBING_OF_FRANCE.pdf   number of major manufacturing plants and shipyards closed down, which were                     107 concentrated in the area of the city known as Île de Nantes. This left Île de Nantes’s 337                                    hectares riddled with abandoned buildings and empty lots.  108   In the mid-1980s the government implemented a number of policies in an attempt to revitalise                              the city, including building a new image of the city centred around creativity and culture,                              moving to a service-oriented economy, and boosting the tech and tourism sectors.   Policy Initiatives      Diversifying the economy  ● The government launched a new business district in 2000 called Euronantes. The                        district includes 400,000 square meters of office space and 4,000 jobs. Many                       109 companies took up residence in the district, including management consulting                    Capgemini, rail network SNCF and Bouygues Telecom, as well as several smaller                        companies.    ● SAMOA, the French agency responsible for urban development, is investing in                      transforming a 337-hectare industrial area into the Quartier de la Création (the                        Creative District). The District aims to bring together a mix of cultural activities                         110 (museums and art installations), research and training institutions (universities and                    schools), and economic development programs (business support for the creative                    industries). One of the key initiatives in the Creative District is the Creative Factory, a                             111 business support centre for entrepreneurs and start-ups in the creative industry.   112   ● In recent years, the government has continued investing in new sectors of the                          economy, including healthcare. They have announced funding for the new University                      Hospital, which obtained planning permission in 2019, and the development of the new                          Health District. The Health District is set to combine businesses, education institutions                        and research centres for medical schools in order to support the city’s transition into                            healthcare and biotechnology.  113   ● The Globalization and World Cities Research Network ranked Nantes as a ‘Gamma                        world city’ - a city that links smaller economic regions with the global economy .                           114 107 ​JRF (n.y.) International cities: Case studies – Nantes. Retrieved from:                      https://www.jrf.org.uk/sites/default/files/jrf/files-research/international_cities_nantes.pdf   108 ​Manifesto (2020) Île de Nantes: Nantes 2020-2021. Retrieved from:​ ​http://manifesto.paris/en/projet/ile-de-nantes/  109 Invest Nantes (2020) Commercial and Industrial Site Map. Retrieved from:                      https://invest.nantes-saintnazaire.fr/en/commercial-real-estate/commercial-and-industrial-sites   110 ​Darchen, S., Simon, G. (2018) France’s unique approach to regenerating inner cities. ​The Independent​. Retrieved from:                                  https://www.independent.co.uk/news/france-city-innovation-urban-paris-gentrification-urban-planning-a8255981.ht ml   111 ​Nantes Tourism (2020) Creation District: Structure and Coordinate the network of creative companies. Retrieved                              from:​ ​https://www.nantes-tourisme.com/fr/patrimoine/quartier-de-la-creation   112 ​Global Cultural Districts Network (2020) Quartier de la Creation (SAMOA). Retrieved from:                          https://gcdn.net/member/quartier-de-la-creation-nantes/   113 ​Nantes Metropole (2019) ​Annual Report, ​pg. 65. Retrieved from:                    https://metropole.nantes.fr/files/pdf/vie-institutions/finances/rapport-annuel-NM/2019/rap_actions_territoriales-an_ NM2019.pdf   114 ​GaWC (2020) The World According to GaWC 2020. Retrieved from: ​https://www.lboro.ac.uk/gawc/world2020t.html   75  https://www.jrf.org.uk/sites/default/files/jrf/files-research/international_cities_nantes.pdf https://invest.nantes-saintnazaire.fr/en/commercial-real-estate/commercial-and-industrial-sites https://www.independent.co.uk/news/france-city-innovation-urban-paris-gentrification-urban-planning-a8255981.html https://www.independent.co.uk/news/france-city-innovation-urban-paris-gentrification-urban-planning-a8255981.html https://www.nantes-tourisme.com/fr/patrimoine/quartier-de-la-creation https://gcdn.net/member/quartier-de-la-creation-nantes/ https://metropole.nantes.fr/files/pdf/vie-institutions/finances/rapport-annuel-NM/2019/rap_actions_territoriales-an_NM2019.pdf https://metropole.nantes.fr/files/pdf/vie-institutions/finances/rapport-annuel-NM/2019/rap_actions_territoriales-an_NM2019.pdf https://www.lboro.ac.uk/gawc/world2020t.html   Nantes is also now the third largest financial centre in France, behind only Paris and                              Lyon.  115   Investing in culture   ● Nantes is home to a multi-faceted artistic, cultural and tourist project, entitled “Les                          Machines de l’Île”. The art blends the mechanical universe of Leonardo da Vinci, with                            the “Invented Worlds” of Jules Verne, and the industrial history of Nantes. Some of the                             116 mechanical interactive art pieces include a 25m high carousel, the Great Elephant                        which can “walk” with 49 passengers aboard, and the Machine Gallery which houses a                            laboratory and an array of other machines.  117   ● The mayor encouraged the spread of culture throughout the municipality by                      organising free events in public spaces, including free public art exhibitions and                        hosting an international festival for artists called Les Allumées.  118   ● In 2000, a former industrial facility was renovated into a cultural centre, Le Lieu Unique,                              situated on the river. This was followed by the launch of a contemporary biennial                            modern art journey in 2007, and later by Le Voyage a Nantes, a two-month long                              summer street festival. Voyage à Nantes spends an average €3m on the annual                          festival, but the economic returns are more than €48.8 million. In 2015, it attracted                            615,000 visitors, of which 15% came from abroad.  119   ● Since the early 2000s, Nantes has developed an image as a trendy, tech and creative                              city. It has quite successfully built a new economy on an inviting corporate                          environment and growing tourism, with unemployment levels consistently below the                    national average. Between 6,000 and 9,000 people move to the city every year, making                            Nantes one of the fastest growing cities in France.    120 Remaining Challenges  Nantes has struggled to identify and convey what makes it unique from other cultural cities,                              such as Bilbao. This is particularly difficult given the city does not have any flagship projects to                                  point to (such as the Guggenheim in Bilbao).     Further, the speed at which the city has developed over the past 40 years has meant that                                  residents live with constant construction noise and disturbances. The city will have to work to                              find the balance between development/construction and making the city a comfortable                      place to live.  115 ​Fraisse, L., & Zafinikamia, M.L.B. (n.y.) City Report: Nantes. ​WILCO Publication no. 25​. Retrieved from:                                http://wilcoproject.eu/wordpress/wp-content/uploads/WILCO_WP3_Reports_Nantes_25_ML.pdf   116 ​Les Machines de Lile Nantes (2020) The Artistic Project. Retrieved from:                        https://www.lesmachines-nantes.fr/en/the-project/the-artistic-project/  117 ​France Tourism Development Agency (2020). The Machines de L’ile in Nantes. Retrieved from:                            http://ee.france.fr/en/discover/machines-ile-nantes   118 ​Nantes Patrimonia (2020) Les Allumees. Retrieved from​:                https://patrimonia.nantes.fr/home/decouvrir/themes-et-quartiers/allumees.html   119 ​Dunmall, G. (2016) The resurrection of Nantes: how free public art brought the city back to life. The Guardian.                                        Retrieved from:    https://www.theguardian.com/cities/2016/jul/12/resurrection-nantes-france-how-free-public-art-brought-city-back-t o-life   120 ​Ibid.   76  http://wilcoproject.eu/wordpress/wp-content/uploads/WILCO_WP3_Reports_Nantes_25_ML.pdf http://ee.france.fr/en/discover/machines-ile-nantes https://patrimonia.nantes.fr/home/decouvrir/themes-et-quartiers/allumees.html https://www.theguardian.com/cities/2016/jul/12/resurrection-nantes-france-how-free-public-art-brought-city-back-to-life https://www.theguardian.com/cities/2016/jul/12/resurrection-nantes-france-how-free-public-art-brought-city-back-to-life   Lessons  Nantes took a number of lessons from Bilbao in revitalising its economy, including using                            culture to build a new image of the city, drive social cohesion and attract tourists. However, its                                  process has not been identical to Bilbao’s and there are a number of lessons to be learned                                  specifically from Nantes:    1. Investments in small scale, local art & culture may not drive the same levels of                              international tourism as larger iconic monuments, such as the Guggenheim, but they                        can help to foster social cohesion and create a city’s identity.  2. Creating a welcoming landscape for private sector businesses (including strong                    networks and good infrastructure) can help diversify the economy and drive long-term                        growth.        77        Bibliography        78    Strategy 1 - Target Particular Sectors or  Clusters  Andes, S., Horowitz, M., Helwig, R., Katz, B. (2017) Capturing the next economy: Pittsburgh’s rise as  a global innovation city. ​Brookings, ​Available at:  https://www.brookings.edu/wp-content/uploads/2017/09/pittsburgh_full.pdf  He, S., Lee, J., Zhou, T., Wu, D. (n.d.) Shrinking cities and resource-based economy: The economic  restructuring in China’s mining cities.  Howie, P. (2018) Policy Transfer and Diversification in Resource-Dependent Economies: Lessons  for Kazakhstan from Alberta. ​Politics & Policy​, 46(1), 110-140.  de Blasio, G. and S. Di Addario (2005) Do Workers Benefit from Industrial Agglomeration?                            Journal of Regional Science,​ 45, 797–827.    Duranton, G. (2011) California Dreamin’: The Feeble Case for Cluster Policies. ​Review of                          Economic Analysis, ​3, 3-45.     Istat (2015) Industrial Districts. Retrieved from: ​https://www.istat.it/en/archivio/150367   Martin, R., Sunley, P. (2003) Deconstructing Clusters: Chaotic Concept or Policy Panacea?  Journal of Economic Geography​, 3(1), 5-35.  Nathan, M., Overman, H. (2013) Agglomeration, clusters, and industrial policy. ​Oxford Review of  Economic Policy​, 29(2), 383-404.  McDonald, F., Belussi, F. (2002) Industrial Districts: A State of the Art Review. Available at:  https://livrepository.liverpool.ac.uk/3000770/1/Deliverable.pdf  Miller, L., and Lu, W. (2019) Recipe for Most Diverse Economy Starts With Steel and Chocolate.  Bloomberg​. Retrieved from:  https://www.bloomberg.com/news/articles/2019-08-05/recipe-for-most-diverse-economy-st arts-with-steel-and-chocolate     Strategy 2 - Support Innovation  What Works Centre for Local Economic Growth (2015) Evidence Review 9: Innovation: grants,  loans and subsidies. Available at:  https://whatworksgrowth.org/public/files/Policy_Reviews/15-10-20-Innovation-Grants-Loans-S ubsidies-Report.pdf  What Works Centre for Local Economic Growth (2015) Evidence Review 9: Innovation: R&D tax  credits. Available at:  79  https://www.brookings.edu/wp-content/uploads/2017/09/pittsburgh_full.pdf https://www.brookings.edu/wp-content/uploads/2017/09/pittsburgh_full.pdf https://www.istat.it/en/archivio/150367 https://livrepository.liverpool.ac.uk/3000770/1/Deliverable.pdf https://www.bloomberg.com/news/articles/2019-08-05/recipe-for-most-diverse-economy-starts-with-steel-and-chocolate https://www.bloomberg.com/news/articles/2019-08-05/recipe-for-most-diverse-economy-starts-with-steel-and-chocolate https://whatworksgrowth.org/public/files/Policy_Reviews/15-10-20-Innovation-Grants-Loans-Subsidies-Report.pdf https://whatworksgrowth.org/public/files/Policy_Reviews/15-10-20-Innovation-Grants-Loans-Subsidies-Report.pdf   https://whatworksgrowth.org/public/files/Policy_Reviews/15-10-20-Innovation-Tax-Credits-Rep ort.pdf  Metcalfe, S., & Ramlogan, R. (2008). Innovation systems and the competitive process in  developing economies. ​The Quarterly Review of Economics and Finance​, 48(2), 433-446.  Watkins, A., Papaioannou, T., Kale, D & Mugwagwa, J. (2014). National innovation systems,  developing countries, and the role of intermediaries: a critical review of the literature. ​15th  International Conference of the International Joseph A. Schumpeter Society​ (ISS), 27-30.  PriceWaterhouseCooper (2008). Innovation Centres Impact Case Study - Final Report.  Prepared for the Economic and Social Research Council​. Available at:  https://esrc.ukri.org/files/research/research-and-impact-evaluation/innovation-centres-imp act-case-study/  Herrera, L., Nieto, M. (2008). The national innovation policy effect according to firm location,  Technovation​, 28(8), 540-550.  Glennie, A, Bound, K. (2016). How Innovation Agencies Work: International lessons to inspire and  inform national strategies, ​www.nesta.org.uk​, available at:  https://media.nesta.org.uk/documents/how_innovation_agencies_work.pdf  Cannone, G. and Ughetto, E. (2012). Funding Innovation at Regional Level: An Analysis of a Public                                Policy Intervention in the Piedmont Region. Regional Studies 48(2), 270-283.  Bronzini, R. and Iachini, E. (2014) Are Incentives for R&D Effective? Evidence from a Regression                              Discontinuity Approach, American Economic Journal: Economic Policy, 6(4), 100-134    Strategy 3 - Utilise Retail-led  Regeneration  Claxton, R., Siora, G. (2008) Retail-led regeneration: Why it matters to our communities¸ ​DTZ  Consulting​. Available at:​ https://www.propertyweek.com/download?ac=1634119  Instone, P., Roberts, G. (2006) Progress in retail led regeneration: Implications for  decision-makers, ​Jurnal of Retail and Leisure Property​, 5, 148-161  Kim, H., Jang, Y. (2017) Lessons from good and bad practices in retail-led urban regeneration  projects in the Republic of Korea. ​Cities​. Available at:  https://isiarticles.com/bundles/Article/pre/pdf/149964.pdf  Guimarães, P. (2016) An evaluation of urban regeneration: the effectiveness of a retail-led  project in Lisbon, ​Urban Research & Practice​, 10(3), 350-366.  80  https://whatworksgrowth.org/public/files/Policy_Reviews/15-10-20-Innovation-Tax-Credits-Report.pdf https://whatworksgrowth.org/public/files/Policy_Reviews/15-10-20-Innovation-Tax-Credits-Report.pdf https://esrc.ukri.org/files/research/research-and-impact-evaluation/innovation-centres-impact-case-study/ https://esrc.ukri.org/files/research/research-and-impact-evaluation/innovation-centres-impact-case-study/ http://www.nesta.org.uk/ https://media.nesta.org.uk/documents/how_innovation_agencies_work.pdf https://www.propertyweek.com/download?ac=1634119 https://isiarticles.com/bundles/Article/pre/pdf/149964.pdf https://isiarticles.com/bundles/Article/pre/pdf/149964.pdf     Strategy 4 - Improve Cultural  Infrastructure  Gainza, X. (2017) Culture-led neighbourhood transformations beyond the  revitalisation/gentrification dichotomy. ​Urban Studies, ​54(4). Available at:  https://journals.sagepub.com/doi/abs/10.1177/0042098016630507  Jayanth, W. M., Yung, E. H. K. (2018) Effect of Revitalisation of Historic Buildings on Retail Shops  Values in Urban Renewal: An Empirical Analysis.  Florida, R.L. (2002) The Rise of the Creative Class: And How It’s Transforming Work, Leisure,  Community and Everyday Life. New York: Basic Books.  Bailey, C., Miles, S., Stark, P. (2004) Culture-led Urban Regeneration and the Revitalisation of  Identities in Newcastle, Gateshead and the North East of England. ​International Journal of  Cultural Policy​, 10(1).  Evans, G. (2005) Measure for measure: Evaluating the evidence of culture’s contribution to  regeneration. ​Urban Studies​, 42(5–6), 959–983.  Evans, G (2009) Creative cities, creative spaces and urban policy. Urban Studies 46(5–6):  1003–1040.  Stern, M.J., Seifert, S.C. (2010) Cultural clusters: The implications of cultural assets  agglomeration for neighborhood revitalization. ​Journal of Planning Education and Research,  29(3), 262–279.  Zukin, S., Braslow, L. (2011) The life cycle of New York’s creative districts: Reflections on the  unanticipated consequences of unplanned cultural zones. ​City, Culture and Society​, 2(3):  131–140.  Otaolea, I. B. (2014) Culture as the Engine of Bilbao’s Economic and Social Transformation.  Available at:  http://www.agenda21culture.net/sites/default/files/files/cities/content/bilbao-eng_def.pdf  Baade et al (2008). Assessing the Economic Impact of College Football Games on Local                            Economies. Journal of Sports Economics, Volume 9 Number 6, December 2008 628-643.  What Works Centre for Local Economic Growth (2016) Evidence Review 3: Sports and Culture.  Available at:  https://whatworksgrowth.org/public/files/Policy_Reviews/16-06-15_Culture_and_Sport_Updat ed.pdf  81  https://journals.sagepub.com/doi/abs/10.1177/0042098016630507 https://journals.sagepub.com/doi/abs/10.1177/0042098016630507 http://www.agenda21culture.net/sites/default/files/files/cities/content/bilbao-eng_def.pdf http://www.agenda21culture.net/sites/default/files/files/cities/content/bilbao-eng_def.pdf https://whatworksgrowth.org/public/files/Policy_Reviews/16-06-15_Culture_and_Sport_Updated.pdf https://whatworksgrowth.org/public/files/Policy_Reviews/16-06-15_Culture_and_Sport_Updated.pdf     Strategy 5 - Revitalise Brownfields &  urban spaces  Haninger, K., Ma, L., Timmins, C. (2017) The Value of Brownfield Remediation. ​Journal of the  Association of Environmental and Resource Economists, 4(1), 197-241.  Mesthrige, J.W., Wong, J.K.W, Yuk, L.N. (2018) Conversion or redevelopment? Effects of  revitalization of old industrial buildings on property values. ​Habitat International​, 73, 53-64.  Howland, M. (2007) Employment Effects of Brownfield Redevelopment: What Do We Know From  the Literature? ​Report prepared for the U.S. Environmental Protection Agency​.  Council for Urban Economic Development [Gilliland, E]. (1999). Brownfield Redevelopment:  Performance Evaluation. Washington, DC: Council for Urban Economic Development  Nijkamp, P., Rodenburg, C., Wagtendonk, A. (2002) Success factors for sustainable urban  brownfield development: A comparative case study approach to polluted sites. ​Ecological  Economics​, 40(2), 235-252.  Ratledge, E., Racca, D., Toth, T., Borla, O. (2016) Economic Impact on Delaware’s Economy: The  Brownfield Program 2015. ​Center for Applied Demography & Survey Research, University of  Delaware.  De Sousa, C. A., Wu, C., Westphal, L. M. (2009) Assessing the Effect of Publicly Assisted Brownfield  Redevelopment on Surrounding Property Values, ​Economic Development Quarterly​.  Bjelland, M. (​2004). Reclaiming brownfields sites: From toxic legacies to sustainable  communities. In D. G. Jannelle , B. Warf , & K. Hansen (Eds.), WorldMinds: Geographical  perspectives on 100 problems, 197-202.  Eisen, J.B. (1999). Brownfields policies for sustainable cities. Duke Environmental Law and Policy  Forum, 9, 187-229.  Chiappe, J., Busch, C., Craig, M., Mauldin, S., Samokhvalova, A., Crofford, L., Pinto, D., Sappleton, A.  (n.d.) The Economic Impact of Oklahoma’s Brownfields Program. ​Oklahoma Department of  Commerce.​ Available at:  https://www.deq.ok.gov/wp-content/uploads/land-division/DOC-Brownfield-Economic-Imapa ct-Analysis-Report.pdf  Wilson, I. (2013) Outcomes for “stayers” in urban regeneration areas: the New Deal for                            Communities Programme in England. Urban Research & Practice 6, 2, 174 – 192.    What Works Centre for Local Economic Growth (2015) Evidence Review 5: Estate Renewal.                          Available at:    https://whatworksgrowth.org/public/files/Policy_Reviews/15-01-26-Estate-Renewal-Full-Review .pdf   82  https://www.deq.ok.gov/wp-content/uploads/land-division/DOC-Brownfield-Economic-Imapact-Analysis-Report.pdf https://www.deq.ok.gov/wp-content/uploads/land-division/DOC-Brownfield-Economic-Imapact-Analysis-Report.pdf https://www.deq.ok.gov/wp-content/uploads/land-division/DOC-Brownfield-Economic-Imapact-Analysis-Report.pdf https://whatworksgrowth.org/public/files/Policy_Reviews/15-01-26-Estate-Renewal-Full-Review.pdf https://whatworksgrowth.org/public/files/Policy_Reviews/15-01-26-Estate-Renewal-Full-Review.pdf     Strategy 6 - Invest in Higher Education  Moretti, E. (2004) Estimating the social return to higher education: evidence from longitudinal  and repeated cross-sectional data. ​Journal of Econometrics​, 121, 175-212.  Chang, C.F., Wang, P., Liu, J.T. (2016) Knowledge spillovers, human capital and productivity.  Journal of Macroeconomics​, 47B, 214-232.  Glasson, J. (2003) The Widening Local and Regional Development Impacts of the Modern  Universities – A Tale of Two Cities (and North-South Perspectives). ​Local Economy, ​18(1).  Florida, R., Mellander, C., Stolarick, K. (2008) Inside the black box of regional development –  human capital, the creative class and tolerance. ​Journal of Economic Georgraphy​, 8(5),  615-649.  Ransom, J. (n.d.) Future of Cities: Universities and Cities. ​UK government’s Foresight Future of  Cities project​. Available at:  https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_d ata/file/477295/future-cities-universities.pdf  Kelly, U., McNicoll, I., White, J. (2014) The Impact of Universities on the UK Economy. ​Produced for  Universities UK.​ Available at:  https://www.universitiesuk.ac.uk/policy-and-analysis/reports/Documents/2014/the-impact-of- universities-on-the-uk-economy.pdf  Carnevale, A. P., Rose, S. J. (2015) The Economy Goes to College: The Hidden Promise of Higher  Education in the Post-Industrial Service Economy. ​Georgetown University: Center on Education  and the Workforce. ​Available at:​ https://eric.ed.gov/?id=ED558183  Glaeser, E. L. (2003) Reinventing Boston: 1640-2003 Working Paper 10166, ​National Bureau of  Economic Research Working Paper Series.​ Available at:  https://www.nber.org/papers/w10166.pdf  Bonaccorsi, A., Biancardi, D., Sanchez-Barrioluengo, M., Biagi, F. (2019) Study on Higher Education  Institutions and Local Development. ​JRC Technical Reports. Available at:  https://publications.jrc.ec.europa.eu/repository/bitstream/JRC117272/jrc117272_higher_educati on_institutions_and_local_development_1.pdf  Cox, S., Taylor, J. (2006) The Impact of a Business School on Regional Economic Development: a                                Case Study. Local Economy, 21(2), 117-135.  83  https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/477295/future-cities-universities.pdf https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/477295/future-cities-universities.pdf https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/477295/future-cities-universities.pdf https://www.universitiesuk.ac.uk/policy-and-analysis/reports/Documents/2014/the-impact-of-universities-on-the-uk-economy.pdf https://www.universitiesuk.ac.uk/policy-and-analysis/reports/Documents/2014/the-impact-of-universities-on-the-uk-economy.pdf https://www.universitiesuk.ac.uk/policy-and-analysis/reports/Documents/2014/the-impact-of-universities-on-the-uk-economy.pdf https://eric.ed.gov/?id=ED558183 https://www.nber.org/papers/w10166.pdf https://www.nber.org/papers/w10166.pdf https://publications.jrc.ec.europa.eu/repository/bitstream/JRC117272/jrc117272_higher_education_institutions_and_local_development_1.pdf https://publications.jrc.ec.europa.eu/repository/bitstream/JRC117272/jrc117272_higher_education_institutions_and_local_development_1.pdf     Strategy 7 - Invest in Transport links  Melo, P., Graham, D., Brage-Ardao, R. (2013) The productivity of transport infrastructure  investment: A meta- analysis of empirical evidence. ​Regional Science and Urban Economics​,  43(5), 695-706. Available:  https://www.sciencedirect.com/science/article/pii/S0166046213000537  What works centre for local economic growth (2015) Evidence Review 7: Transport,  whatworksgrowth.org​. Available:  https://whatworksgrowth.org/public/files/Policy_Reviews/15-06-25_Transport_Review.pdf  Deng, T (2013) Impacts of Transport Infrastructure on Productivity and Economic Growth:  Recent Advances and Research Challenges, ​Transport Reviews​, 33(6). Available:  https://www.tandfonline.com/doi/abs/10.1080/01441647.2013.851745?src=recsys&journalCode=tt rv20&  Du, J., Douch, M. (2018) Infrastructure and Productivity: A Review, ​Produced for West Midland  Combined Authority, Productivity and Skills Commission. ​Available at:  https://www.wmca.org.uk/media/2230/infrastructure.pdf  Nelson, A.C., Appleyard, B., Kannan, S., Ewing, R., Miller, M., Eskic, D. (2013) Bus Rapid Transit and  Economic Development: Case Study of the Eugene-Springfield BRT System. ​Journal of Public  Transportation, 16(3), 41-57. Available at:  https://planitmetro.com/wp-content/uploads/2013/09/BRT-ED-Eugene-Case-Study.pdf  Iacono, M., & Levinson, D. (2013). Causality in the Link Between Road Network Growth and  Regional Development​. ​Minnesota Department of Transportation Research Services​. Available  at​:​ http://www.dot.state.mn.us/research/TS/2013/201303.pdf  Urban Transport Group (2017) The Transformational Benefits of Investing in Regional Rail: Four  Case Studies. Available at:  https://www.urbantransportgroup.org/system/files/general-docs/The%20Transformational%20 Benefits%20of%20Investing%20in%20Regional%20Rail.pdf  84  https://www.sciencedirect.com/science/article/pii/S0166046213000537 https://www.sciencedirect.com/science/article/pii/S0166046213000537 https://whatworksgrowth.org/public/files/Policy_Reviews/15-06-25_Transport_Review.pdf https://whatworksgrowth.org/public/files/Policy_Reviews/15-06-25_Transport_Review.pdf https://www.tandfonline.com/doi/abs/10.1080/01441647.2013.851745?src=recsys&journalCode=ttrv20& https://www.tandfonline.com/doi/abs/10.1080/01441647.2013.851745?src=recsys&journalCode=ttrv20& https://www.tandfonline.com/doi/abs/10.1080/01441647.2013.851745?src=recsys&journalCode=ttrv20& https://www.wmca.org.uk/media/2230/infrastructure.pdf https://www.wmca.org.uk/media/2230/infrastructure.pdf https://planitmetro.com/wp-content/uploads/2013/09/BRT-ED-Eugene-Case-Study.pdf https://planitmetro.com/wp-content/uploads/2013/09/BRT-ED-Eugene-Case-Study.pdf http://www.dot.state.mn.us/research/TS/2013/201303.pdf https://www.urbantransportgroup.org/system/files/general-docs/The%20Transformational%20Benefits%20of%20Investing%20in%20Regional%20Rail.pdf https://www.urbantransportgroup.org/system/files/general-docs/The%20Transformational%20Benefits%20of%20Investing%20in%20Regional%20Rail.pdf https://www.urbantransportgroup.org/system/files/general-docs/The%20Transformational%20Benefits%20of%20Investing%20in%20Regional%20Rail.pdf     Strategy 8 - Encourage Businesses to  Relocate with Enterprise and Special  Economic Zones  Peters, Alan H., and Peter S. Fisher. 2002. State Enterprise Zone Programs: Have They Worked?  Kalamazoo, MI: W. E. Upjohn Institute for Employment Research.  Busso, M., Gregory, J. & Kline, P. (2013) Assessing the Incidence and Efficiency of a Prominent  Place Based Policy. ​American Economic Review​, 103(2), 897-947. Available at:  https://pubs.aeaweb.org/doi/pdfplus/10.1257/aer.103.2.897  Busso, M and Kline, P (2008). Do local Development Programs Work? Evidence from the Federal  Empowerment Zone Program. Cowles Foundation Discussion Paper No. 1638 Yale Economics  Department Working Paper 36.  Beck, F.D. (2001) Do State-Designated Enterprise Zones Promote Economic Growth?  Sociological Inquir​y, 71(4), 508-532.  Granger, R. (n.d.) Enterprise zone policy: developing sustainable economies through  area-based fiscal incentives. ​Urban Research & Practice​, 5(3), 335-341.  Bondonio, D., Greenbaum, R. T. (2007) Do Local Tax Incentives Affect Economic Growth? What  Mean Impacts Miss in the Analysis of Enterprise Zone Policies. ​Regional Science and Urban  Economics,​ 37(1), 121–36.  Chaudhary, N., Potter, J. (2018) Evaluation of the local employment impacts of enterprise zones:  A critique, ​Urban Studies​, 56(10).  Centre for Cities (2019) In the zone? Have enterprise zones delivered the jobs they promised?  Available at:  https://www.centreforcities.org/wp-content/uploads/2019/07/19-07-10-In-the-zone-have-Ente rprise-Zones-delivered-jobs.pdf  Hooton, C., Tyler, P. (2019) Do Enterprise Zones have a Role to Play in Delivering a Place Based  Industrial Strategy? ​Cambridge Journal of Regions, Economy and Society​, 12(3), 423-443.  What Works Centre for Local Economic Growth (2016) Evidence Review 10. Area Based  Initiatives: Enterprise Zones. Available at:  https://whatworksgrowth.org/public/files/Policy_Reviews/16-01-04-Area-based-initiatives-EZ.p df  85  https://pubs.aeaweb.org/doi/pdfplus/10.1257/aer.103.2.897 https://www.centreforcities.org/wp-content/uploads/2019/07/19-07-10-In-the-zone-have-Enterprise-Zones-delivered-jobs.pdf https://www.centreforcities.org/wp-content/uploads/2019/07/19-07-10-In-the-zone-have-Enterprise-Zones-delivered-jobs.pdf https://www.centreforcities.org/wp-content/uploads/2019/07/19-07-10-In-the-zone-have-Enterprise-Zones-delivered-jobs.pdf https://whatworksgrowth.org/public/files/Policy_Reviews/16-01-04-Area-based-initiatives-EZ.pdf https://whatworksgrowth.org/public/files/Policy_Reviews/16-01-04-Area-based-initiatives-EZ.pdf https://whatworksgrowth.org/public/files/Policy_Reviews/16-01-04-Area-based-initiatives-EZ.pdf     Strategy 9 - Encourage High Skilled  Immigration  New American Economy (2017) New Americans and a New Direction: the Role of Immigrants in  Reviving the Great Lakes Region. Available at:  https://research.newamericaneconomy.org/report/new-americans-and-a-new-direction-the -role-of-immigrants-in-reviving-the-great-lakes-region/   Wainer, A. (2013) A Tale of Two Cities (and a Town): Immigrants in the Rust Belt. ​Bread for the  World Institute briefing paper.​ Available at:  https://www.bread.org/sites/default/files/downloads/briefing-paper-23.pdf  Wainer, A. (2013) Immigrants Injecting Life Into the Rust Belt: in places like Baltimore, Detroit, and  rural southeastern Iowa, immigration has slowed – and in some cases reversed – decades of  population loss. ​The Atlantic​. Available at:  https://www.theatlantic.com/politics/archive/2013/10/immigrants-injecting-life-into-the-rust- belt/430314/  International Organization for Migration (2015) Cities Welcoming Immigrants: Local Strategies  to Attract and Retain Immigrants in U.S. Metropolitan Areas. ​World Migration Report 2015.  Hall, M., Singer, A., De Jong, G. F., & Graefe, D. R. (2016) The Geography of Immigrant Skills:  Educational Profiles of Metropolitan Areas. ​Metropolitan Policy Program at Brookings​. Available  at: ​https://www.brookings.edu/wp-content/uploads/2016/06/06_immigrants_singer.pdf    Strategy 10 - Provide Access to Finance  Beck, T., Demirguc-Kunt, A. & Maksimovic, V. (2005) Financial and Legal Constraints to Growth:  Does Firm Size Matter. ​Journal of Finance, ​LX(1).  Beck, T., Demirguc-Kunt, A. (2006) Small and medium-size enterprises: Access to finance as a  growth constraint. ​Journal of Banking & Finance, ​30(11), 2931-2943.  Oh, I., Lee, J.D., Heshmati, A., and Choi, G.G. (2009). Evaluation of credit guarantee policy using  propensity score matching. Small Bus Econ 33, 335–351  D’Ignazio, A., and Menon, C. (2012). The Causal Effect of Credit Guarantees for SMEs: Evidence  from Italy. Spatial Economics Research Centre, LSE.   Moscalu, M., Girardone, C., Calabrese, R. (2019) SME’s growth under financing constraints and  banking markets integration in the euro area. ​Journal of Small Business Management,​ 58(4).  86  https://research.newamericaneconomy.org/report/new-americans-and-a-new-direction-the-role-of-immigrants-in-reviving-the-great-lakes-region/ https://research.newamericaneconomy.org/report/new-americans-and-a-new-direction-the-role-of-immigrants-in-reviving-the-great-lakes-region/ https://www.bread.org/sites/default/files/downloads/briefing-paper-23.pdf https://www.bread.org/sites/default/files/downloads/briefing-paper-23.pdf https://www.theatlantic.com/politics/archive/2013/10/immigrants-injecting-life-into-the-rust-belt/430314/ https://www.theatlantic.com/politics/archive/2013/10/immigrants-injecting-life-into-the-rust-belt/430314/ https://www.theatlantic.com/politics/archive/2013/10/immigrants-injecting-life-into-the-rust-belt/430314/ https://www.brookings.edu/wp-content/uploads/2016/06/06_immigrants_singer.pdf   What Works Centre for Local Economic Growth (2016) Evidence Review 4: Access to Finance.  Available at:  https://whatworksgrowth.org/public/files/Policy_Reviews/16-06-15_Access_to_Finance_Updat e.pdf  Chandler, V. (2012). The economic impact of the Canada small business financing program.  Small Bus. Econ. Group 39, 253–264.  Bruhn, M. and Love, I. (2009). The Economic Impact of Expanding Access to Finance in Mexico.  World Bank Policy Research Working Paper 4981.   Guiso, L., Sapienza, P. and Zingales, L. (2002). Does Local Financial Development Matter? The  Quarterly Journal of Economics, MIT Press, 119, 929-969.  Uesugi, I., Sakai, K., and Yamashiro, G.M. (2010). The Effectiveness of Public Credit Guarantees in  the Japanese Loan Market. Journal of the Japanese and International Economies 24, 457–480.   Zecchini, S. and Ventura, M. (2006). The Role of State-Funded Credit Guarantee Schemes for  SMEs: Italy’s Experience. Mimeo.    Strategy 11 - Support Training and  Employment  North, D., Syrett, S. Etherington, D. & Vickers, I. (2007) Interventions to tackle the economic needs  of deprived areas: Analysis of six policy case studies. ​Joseph Rowntree Foundation​.  Snell, D. (2017) Vocational education and the revitalisation of manufacturing in the United  States​. Journal of Vocational Education & Training​, 71(2).  Aizenman, J. Jinjarak, Y., Ngo, N., Noy, I. (2017) Vocational Education, Manufacturing, and Income  Distribution: International Evidence and Case Studies. ​NBER Working Paper 23950.​ Available at:  https://www.nber.org/papers/w23950.pdf  Bailey, D., Chapain, C., de Ruyter, A. (2011) Employment Outcomes and Plant Closure in a  Post-industrial City: An Analysis of the Labour Market Status of MG Rover Workers Three Years  On. ​Urban Studies​, 49(7), 1595-1612.  Armstrong, K. , Bailey, D. , de Ruyter, A. , Mahdon, M. and Thomas, H. (2008) Auto plant closures,  policy responses and labour market outcomes: a comparison of MG Rover in the UK and  Mitsubishi in Australia. ​Policy Studies​, 29(3), 343-355.  Guenther, J., Bat, M., Stephens, A., Skewes, J., Boughton, B., Williamson, F., Wooltorton, S., Marshall,  M. & Dwyer, A. (2017) Enhancing training advantage for remote Aboriginal and Torres Strait  Islander learners, ​NCVER​. Available at:  87  https://whatworksgrowth.org/public/files/Policy_Reviews/16-06-15_Access_to_Finance_Update.pdf https://whatworksgrowth.org/public/files/Policy_Reviews/16-06-15_Access_to_Finance_Update.pdf https://whatworksgrowth.org/public/files/Policy_Reviews/16-06-15_Access_to_Finance_Update.pdf https://www.nber.org/papers/w23950.pdf https://www.nber.org/papers/w23950.pdf https://www.ncver.edu.au/__data/assets/pdf_file/0037/497368/Enhancing-training-advantage-for-remote-ATSI-learners.pdf   https://www.ncver.edu.au/__data/assets/pdf_file/0037/497368/Enhancing-training-advanta ge-for-remote-ATSI-learners.pdf  Goldstein, A. (2017) Janesville: An American Story. ​Simon & Schuster​.  What Works Centre for Local Economic Growth (2016) Evidence Review 1: Employment Training.  Available at:  https://whatworksgrowth.org/public/files/Policy_Reviews/16-06-15_Employment_Training_Upd ate.pd​f  88  https://www.ncver.edu.au/__data/assets/pdf_file/0037/497368/Enhancing-training-advantage-for-remote-ATSI-learners.pdf https://www.ncver.edu.au/__data/assets/pdf_file/0037/497368/Enhancing-training-advantage-for-remote-ATSI-learners.pdf https://whatworksgrowth.org/public/files/Policy_Reviews/16-06-15_Employment_Training_Update.pdf https://whatworksgrowth.org/public/files/Policy_Reviews/16-06-15_Employment_Training_Update.pdf                 Annex 02  Economic Incentives in Ontario cities                                December 2020              1    London, Ontario  Background  London, Ontario has a population of 494,069 according to the 2016 census. The                         1 unemployment rate has been slowly declining since a peak of 9.8% in 2009 to 5.3% in 2019                                  (despite a slight rise in 2016), and the median household income has been rising in line with                                 2 the general trend across Canada, reaching nearly $84k in 2017.  3   The city is located halfway between Toronto and Detroit, making it a strategic location for                              businesses seeking to exploit both markets. The city’s main strategic sectors are health and life                              sciences, education, agri-food, digital creative, manufacturing, and research and innovation.  4 Initiatives  Support entrepreneurs through accelerators and a business              support centre  Support for entrepreneurship in the City of London is available through the London Economic                            Development Corporation’s (LEDC) scale-up support, which offers support and resources for                      entrepreneurs, as well as develops and funds several initiatives including:  5   ● London Founders Network: an informal networking opportunity for business founders in                      London.  ● 100In5: an initiative to support 100 local growth companies with scale-up advice.  ● RH Accelerator: a private tech and agriculture-focused accelerator supported by LEDC.  ● The Grove: an agri-business incubator supported by LEDC.  ● Recipe to Reality: A training program specially designed for local food and beverage                          entrepreneurs.    The Small Business Centre is a not-for-profit organisation created in partnership between the                          City of London and the Ontario government’s Ministry of Economic Development, Job Creation                          and Trade (MEDJCT). Its mission is to “stimulate, promote and support the entrepreneurial                          spirit, start-up and early growth of small business to actively contribute to the economic                            1 Statistics Canada (2020) ​Census Profile: 2016 Census​. Retrieved from:  https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=CMACA&Code1= 555&Geo2=PR&Code2=35&Data=Count&SearchText=london&SearchType=Begins&SearchPR=01&B1=All&TABID=1  2 Statistics Canada (2020) ​Labour force characteristics by province, territory and economic region, annual​. Retrieved  from:  https://www150.statcan.gc.ca/t1/tbl1/en/tv.action?pid=1410009001&pickMembers%5B0%5D=2.8&cubeTimeFrame.startYe ar=2008&cubeTimeFrame.endYear=2019&referencePeriods=20080101%2C20190101  3 London Economic Development Corporation (2020) ​Economic Indicators​. Retrieved from:  https://www.ledc.com/economic-indicators  4 Start London Canada (2020) ​Why London, Canada​. Retrieved from:  http://www.startlondoncanada.com/#london-canada-1  5 London Economic Development Corporation (2020) ​Scale-Up Support​. Retrieved from:  https://www.ledc.com/scale-support  2  https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=CMACA&Code1=555&Geo2=PR&Code2=35&Data=Count&SearchText=london&SearchType=Begins&SearchPR=01&B1=All&TABID=1 https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=CMACA&Code1=555&Geo2=PR&Code2=35&Data=Count&SearchText=london&SearchType=Begins&SearchPR=01&B1=All&TABID=1 https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=CMACA&Code1=555&Geo2=PR&Code2=35&Data=Count&SearchText=london&SearchType=Begins&SearchPR=01&B1=All&TABID=1 https://www150.statcan.gc.ca/t1/tbl1/en/tv.action?pid=1410009001&pickMembers%5B0%5D=2.8&cubeTimeFrame.startYear=2008&cubeTimeFrame.endYear=2019&referencePeriods=20080101%2C20190101 https://www150.statcan.gc.ca/t1/tbl1/en/tv.action?pid=1410009001&pickMembers%5B0%5D=2.8&cubeTimeFrame.startYear=2008&cubeTimeFrame.endYear=2019&referencePeriods=20080101%2C20190101 https://www150.statcan.gc.ca/t1/tbl1/en/tv.action?pid=1410009001&pickMembers%5B0%5D=2.8&cubeTimeFrame.startYear=2008&cubeTimeFrame.endYear=2019&referencePeriods=20080101%2C20190101 https://www.ledc.com/economic-indicators https://www.ledc.com/economic-indicators http://www.startlondoncanada.com/#london-canada-1 http://www.startlondoncanada.com/#london-canada-1 https://www.ledc.com/scale-support https://www.ledc.com/scale-support   development of London.” The Centre offers several programmes and services to small                        businesses at every stage of development, including:  6   ● Providing access to resources and information;  ● Facilitating consultations with advisors;  ● Assisting with business plan preparation and market research;  ● Hosting seminars, workshops, and networking events.    There are 17 Regional Innovation Centres across Ontario, which are connected through the                         7 Ontario Network of Entrepreneurs (ONE), and are designed to help encourage                      entrepreneurship and build innovative businesses across the region. TechAlliance is the                     8 Regional Innovation Centre for London, which aims to launch new tech start-ups and                          accelerate growth for established tech companies by facilitating advice, events and                      workshops, and access to capital. TechAlliance established the GROW Accelerator, which                     9 helps scale-up tech start-ups in the city.    Make the most of federal initiatives and funding  The City of London has also taken advantage of national initiatives, including the Women                            Entrepreneurship Strategy (WES), which is a $2 billion investment aimed at doubling the                          number of women-owned businesses by 2025. The city has capitalised on this national                          strategy in two ways: firstly, two women-led companies in London are receiving up to $100,000                              in national funding through the Women Entrepreneurship Fund to help grow their business.   10 Secondly, through this strategy, the London-based Pillar Nonprofit Network will receive over                        $3.5 million in funding from the national government to deliver the Women of Ontario Social                              Enterprise Network, a project aimed at supporting women-led start-ups. The funding will                        support 150 new women-led social enterprises and expand 75 existing ones, offer                        women-centred innovation training sessions, and provide access to $3.5 million in new capital.                         11       6 Small Business Centre (2020) ​The London Small Business Centre: Developing Entrepreneurial Success​. Retrieved from:  https://www.sbcentre.ca/page.php?About-the-London-Small-Business-Centre-3  7 Ontario Centre of Excellence (2020) ​List of Regional Innovation Centres (RICs). ​Retrieved from:  https://www.oce-ontario.org/docs/default-source/default-document-library/list-of-rics.pdf?sfvrsn=8   8 ​https://techalliance.ca/  9 Techalliance (2020) ​Grow​. Retrieved from:​ https://techalliance.ca/grow/  10 Government of Canada (2019) News release: Government of Canada investing over $4.2 million to support women  entrepreneurs in southwestern Ontario. Retrieved from:  https://www.canada.ca/en/innovation-science-economic-development/news/2019/08/minister-ng-announces-wo men-entrepreneurship-strategy-investments0.html  11 Ibid.  3  https://www.sbcentre.ca/page.php?About-the-London-Small-Business-Centre-3 https://www.sbcentre.ca/page.php?About-the-London-Small-Business-Centre-3 https://www.oce-ontario.org/docs/default-source/default-document-library/list-of-rics.pdf?sfvrsn=8 https://www.oce-ontario.org/docs/default-source/default-document-library/list-of-rics.pdf?sfvrsn=8 https://techalliance.ca/ https://techalliance.ca/grow/ https://www.canada.ca/en/innovation-science-economic-development/news/2019/08/minister-ng-announces-women-entrepreneurship-strategy-investments0.html https://www.canada.ca/en/innovation-science-economic-development/news/2019/08/minister-ng-announces-women-entrepreneurship-strategy-investments0.html https://www.canada.ca/en/innovation-science-economic-development/news/2019/08/minister-ng-announces-women-entrepreneurship-strategy-investments0.html   Build a strong online presence  Service London Business is a division of the City of London, and is an online tool for individuals                                    seeking to launch or grow a business in London. The website helps business owners navigate                             12 the stages of planning, launching and growing their enterprises by creating a personalised                          checklist of necessary steps for each stage and helpful resources for how to complete them                              (i.e. writing a business plan, registering the business name, relevant grants, loans and funding                            options, etc.).  The City of London has attempted to brand itself as an ideal location for entrepreneurs                              through its Start London Canada website. The website provides information and resources for                         13 both local and foreign entrepreneurs, including information about workforce demographics,                    the city’s strategic geographic location, local entrepreneurial support organisations, and                    information on the Start-Up Visa for foreign entrepreneurs.  Host networking events and campaigns to connect entrepreneurs  The city also hosts a number of networking events to help promote business activity in the                                area and encourage collaboration. The London Chamber of Commerce hosts a monthly                        “Business After 4” event for Chamber members across London to meet and network.  14 The #LondonCAN campaign is a collaborative campaign launched by several of London’s                        entrepreneur support organisations (including Leap Junction, LEDC, Propel, Pillar nonprofit,                    Small Business Centre, TechAlliance, and more) that promotes the city of London as a great                              place to start and grow a business, and connects entrepreneurs with local resources and                            services.  Collaborate with post-secondary institutions  Post-secondary institutions in the area also support entrepreneurship by running accelerators                      and incubators, offering seed funding, and linking student and alumni entrepreneurs with key                          resources and stakeholders across the city. Western University’s Propel Entrepreneurship                    Centre is one prominent example. Propel offers free coworking space for entrepreneurs,                       15 mentoring services, seed funding opportunities, and access to events & workshops. Western                        University also has an Accelerator for students, staff or alumni further along in their business                              development, which offers a four-month long programme of mentorship, education and                      $12,000 in funding.  16 Fanshawe College’s LEAP Junction is a similar entrepreneurship centre for students and faculty                          with start-up ideas. Fanshawe also offers the LeapIN summer incubator, which provides seed                          funding, mentorship, workspace and other support for a selected cohort of entrepreneurs.  17 12 Service London Business (2020) ​Welcome to Service London Business​. Retrieved from:  https://www.servicelondonbusiness.ca/  13 Start London Canada (2020) ​Why London, Canada​. Retrieved from:  http://www.startlondoncanada.com/#london-canada-1  14 London Chamber of Commerce (2020) ​Business After Four​. Retrieved from:  https://www.londonchamber.com/business-after-five  15 Western University (2020) ​Propel. ​Retrieved from:​ https://propel.uwo.ca/  16 Western University (2020) ​Western Accelerator​. Retrieved from:​ https://www.uwo.ca/accelerator/  17 Fanshawe (2020) ​LEAP Junction (Entrepreneurial Services). ​Retrieved from:  https://www.fanshawec.ca/student-life/campus-services/employment/london-campus/career-services/be-your-ow n-boss  4  https://www.servicelondonbusiness.ca/ https://www.servicelondonbusiness.ca/ http://www.startlondoncanada.com/#london-canada-1 http://www.startlondoncanada.com/#london-canada-1 https://www.londonchamber.com/business-after-five https://www.londonchamber.com/business-after-five https://propel.uwo.ca/ https://www.uwo.ca/accelerator/ https://www.fanshawec.ca/student-life/campus-services/employment/london-campus/career-services/be-your-own-boss https://www.fanshawec.ca/student-life/campus-services/employment/london-campus/career-services/be-your-own-boss https://www.fanshawec.ca/student-life/campus-services/employment/london-campus/career-services/be-your-own-boss   Results  London’s economy has been historically reliant on large-scale employers employing                    thousands of people in insurance, manufacturing and other traditional industries. In recent                        years, however, the city’s economic framework has shifted and it now relies on smaller, more                              entrepreneur-driven businesses across several industries, most notably tech and digital                    media. According to analysis by CBRE, the technology sector in London has seen more than a                               18 40% spike in jobs from 2013 to 2018. The city’s digital creative sector is also growing rapidly                                 19 and now has over 350 companies employing over 9,000 people.    20 18 Perspective (2018) London Entrepreneurs Start-Up with TechAlliance. ​Perspective.​ Retrieved from:  https://perspective.ca/london-entrepreneurs-start-up-with-techalliance/  19 De Bono, N. (2019) Analysis: London tech sector surging with big job growth, rising wages. ​The London Free Press​.  Retrieved from:  https://lfpress.com/business/local-business/analysis-london-tech-sector-surging-with-big-job-growth-rising-wages  20 London Economic Development Corporation (2020) ​Digital Media & Tech​. Retrieved from:  https://www.ledc.com/digital-media-tech    5  https://perspective.ca/london-entrepreneurs-start-up-with-techalliance/ https://perspective.ca/london-entrepreneurs-start-up-with-techalliance/ https://lfpress.com/business/local-business/analysis-london-tech-sector-surging-with-big-job-growth-rising-wages https://lfpress.com/business/local-business/analysis-london-tech-sector-surging-with-big-job-growth-rising-wages https://www.ledc.com/digital-media-tech https://www.ledc.com/digital-media-tech   Waterloo Region  Background  The Waterloo Region is made up of the cities of Waterloo, Kitchener and Cambridge, and                              several smaller townships. It is home to 583,500 residents and is one of the fastest growing                                Regions in Ontario. The Region’s population is younger than the Canadian average, due to a                              large number of students and young families attracted to the low cost of living and relatively                                high quality of life. The Region consistently reports over 2% annual GDP growth and high                             21 22 household income levels compared to other regions in the country 23 The Region’s proximity to Toronto is one of its strongest assets, as it provides access to a large                                    pool of high-skilled workers, top universities, and growing businesses. The 2017 Global Startup                          Ecosystem report ranked the Toronto-Waterloo Region corridor as the 16​th best start-up                        ecosystem in the world.  24     Initiatives  City-led support for entrepreneurs  The Waterloo Region Small Business Centre is the main resource for entrepreneurs, it has three                              locations and offers business registration assistance; one-to-one business consultation and                    advice; seminars, events and networking opportunities; entrepreneurship programs and                  incentives.  25 The Small Business Centre also provides funding opportunities for small businesses through                        the Rise Individual Lending Program. This program provides low interest business loans for                          small businesses in the Region looking to launch or scale.  26     21 Region of Waterloo (2020) ​Demographics​. Retrieved  from:​https://www.Regionofwaterloo.ca/en/doing-business/demographics.aspx  22 Region of Waterloo (2020) ​Key Economic Indicators​. Retrieved from:  https://www.Regionofwaterloo.ca/en/doing-business/key-economic-indicators.aspx  23 Region of Waterloo (2016) ​Census: Income​. Retrieved from:  https://www.regionofwaterloo.ca/en/resources/Census/120817_Census_Bulletin_5_Income.indd_FINALaccess.pdf  24 Startup Genome (2017) ​Global Startup Ecosystem Report 2017​. Retrieved from:  https://startupgenome.com/reports/global-startup-ecosystem-report-2017  25 Waterloo Region Small Business Centre (2020) ​About​. Retrieved from :  https://www.waterlooregionsmallbusiness.com/About.htm  26 Waterloo Region Small Business Centre (2020) ​Low-Interest Business and Event Loans​. Retrieved from:  https://www.waterlooRegionsmallbusiness.com/Rise-Asset-Development.htm?bPreview=1&ww_pageContentID=D808 A196-B9FE-69FD-F709-5DDC8D015F38&ww_pageID=D808A195-9E78-3678-1365-332233032E12  6  https://www.regionofwaterloo.ca/en/doing-business/demographics.aspx https://www.regionofwaterloo.ca/en/doing-business/key-economic-indicators.aspx https://www.regionofwaterloo.ca/en/doing-business/key-economic-indicators.aspx https://www.regionofwaterloo.ca/en/resources/Census/120817_Census_Bulletin_5_Income.indd_FINALaccess.pdf https://www.regionofwaterloo.ca/en/resources/Census/120817_Census_Bulletin_5_Income.indd_FINALaccess.pdf https://startupgenome.com/reports/global-startup-ecosystem-report-2017 https://startupgenome.com/reports/global-startup-ecosystem-report-2017 https://www.waterlooregionsmallbusiness.com/About.htm https://www.waterlooregionsmallbusiness.com/About.htm https://www.waterlooregionsmallbusiness.com/Rise-Asset-Development.htm?bPreview=1&ww_pageContentID=D808A196-B9FE-69FD-F709-5DDC8D015F38&ww_pageID=D808A195-9E78-3678-1365-332233032E12 https://www.waterlooregionsmallbusiness.com/Rise-Asset-Development.htm?bPreview=1&ww_pageContentID=D808A196-B9FE-69FD-F709-5DDC8D015F38&ww_pageID=D808A195-9E78-3678-1365-332233032E12 https://www.waterlooregionsmallbusiness.com/Rise-Asset-Development.htm?bPreview=1&ww_pageContentID=D808A196-B9FE-69FD-F709-5DDC8D015F38&ww_pageID=D808A195-9E78-3678-1365-332233032E12   Private sector-led support for entrepreneurs  Communitech is one of the Region’s leading organisations supporting innovation and                      entrepreneurship in the tech sector. Communitech offers coaching and advisory services;                      training and skills development programs; and help accessing talent, investors, customers                      and partners through its networks around the world. Communitech also acts as an advocacy                            body for the tech sector, lobbying for policies that would help create a strong business                              environment for tech companies.  27 Communitech also has two collaborative spaces in the Waterloo Region: the Communitech                        Hub in downtown Kitchener - the Region’s innovation centre - which offers space for                            collaborative working and events for tech companies; and the Communitech Data Hub in                          Waterloo – a collaborative workspace for data-driven tech companies. Between these two                       28 spaces, Communitech supports more than 1,400 companies in the Region.  There are also accelerators for entrepreneurs outside the tech sector, most notably the                          Accelerator Centre. The Accelerator Centre was launched in 2017 and is open to all companies                              aligned with the achievement of the 17 UN Sustainable Development Goals. It was ranked the                              #1 private business accelerator in Canada and in the top 5 globally by UBI Global. The                                Accelerator Program is the organisation’s flagship program - a four-phased 24-month                      program that guides entrepreneurs through from the idea phase all the way to launching and                              scaling up their business. The Centre also runs the AC Jumpstart program, which offers                            $30,000 in seed funding from FedDev Ontario, professional one-to-one mentorship and                      access to market insight reports, researchers, and local investor networks.  29 Another resource for entrepreneurs in the Region is the Canadian Innovation Centre (CIC), a                            not-for-profit organisation that helps innovators and entrepreneurs move from the idea                      phase to market implementation and success. It was founded 35 years ago within the                            University of Waterloo and has since provided expertise to over 20,000 innovators. The CIC                            mainly provides training, guidance and market insight to innovative entrepreneurs.  30     27 Communitech (2020) ​Communitech Outputs​. Retrieved from:  https://www.communitech.ca/how-we-help/outposts.html  28 Communitech (2020) ​Properties & facilities​. Retrieved from:  https://www.communitech.ca/about-us/our-operation/our-spaces.html  29 The Accelerator Centre (2020) ​Innovation Doesn’t Stop Neither Do We​. Retrieved from:  https://www.acceleratorcentre.com/  30 The Accelerator Centre (2020) ​About Us. ​Retrieved from:​ https://innovationcentre.ca/about-us/  7  https://www.communitech.ca/how-we-help/outposts.html https://www.communitech.ca/how-we-help/outposts.html https://www.communitech.ca/about-us/our-operation/our-spaces.html https://www.communitech.ca/about-us/our-operation/our-spaces.html https://www.acceleratorcentre.com/ https://www.acceleratorcentre.com/ https://innovationcentre.ca/about-us/   Collaborate with post-secondary institutions  The Accelerator Centre works with several local universities in the Waterloo Region, including                          the University of Waterloo, Wilfrid Laurier University, University of Guelph, and Conestoga                        College. Students and alumni participating in any entrepreneurship programs within these                      universities and colleges can apply to the AC Jumpstart program at the Accelerator Centre                            with a recommendation. Entrepreneurs from the University of Waterloo are eligible to have                         31 their seed funding matched by the university.  32 The University of Waterloo is known for its successful entrepreneurship ecosystem. In fact, 19%                            of tech founders in Canada have graduated from the University of Waterloo. Some of the                              University’s most notable programs are:  33   ● Velocity Incubator. This incubator supports early-stage technology companies               34 looking to scale up their businesses and product development. Velocity also has a                          pre-incubator program for students at the University of Waterloo in the early                        idea-stage of developing their business.  ● Conrad School of Entrepreneurship and Business. The Conrad School offers                   35 entrepreneurial programs for undergraduate and graduate students at the University                    of Waterloo within the Faculty of Engineering. These programs add an entrepreneurial                        component to students’ degrees, helping them to commercialise their technical                    innovations.  ● St Paul’s University College GreenHouse incubator. GreenHouse provides a                 36 community for student innovators seeking to create social or environmental change.  ● EPP Peace Incubator. The Peace Incubator supports new ventures using tech to                       37 create a more peaceful and just world.    The University of Waterloo also recently announced plans to launch a $35 million “Innovation                            Arena” that will focus on health innovation and medical technology start-ups. The Innovation                          Arena will be 90,000 square feet, equipped with a wet lab for chemical science, four biosafety                                labs, and product development space. It will be constructed in the Innovation District, and the                              city of Kitchener will provide $8.5 million in funds to support the development.  38 Wilfrid Laurier University provides support to entrepreneurial students through its LaunchPad                      incubator. LaunchPad is open to students and alumni with a clear business concept, and                           39 offers workspace, mentorship, networking opportunities, and access to special funding                    opportunities. One of the funding opportunities is the RBC Venture Accelerator Program, which                          31 Accelerator Centre (2020) ​AC JumpStart​. Retrieved from:  https://www.acceleratorcentre.com/programs/ac-jumpstart  32 University of Waterloo (2020) ​AC JumpStart – University of Waterloo​. Retrieved from:  https://uwaterloo.ca/research/ac-jumpstart-university-waterloo  33 The University of Waterloo (2020) ​Entrepreneurship​. Retrieved from:​ https://uwaterloo.ca/entrepreneurship/  34 ​https://velocityincubator.com/  35 Conrad School of Entrepreneurship and Business (2020) The Academic Engine for Entrepreneurs. ​University of  Waterloo.​ Retrieved from:​ https://uwaterloo.ca/conrad-school-entrepreneurship-business/  36 St. Paul’s University College (2020) About GreenHouse. ​University of Waterloo​. Retrieved from:  https://uwaterloo.ca/stpauls/greenhouse/about-greenhouse  37 Kindred Credit Union Centre for Peace Advancement (2020) EPP Peace Incubator. ​University of Waterloo​. Retrieved  from:​ https://uwaterloo.ca/centre-peace-advancement/epp-peace-incubator  38 Waterloo EDC (2020) UWaterloo to launch new $35 million medtech innovation centre. ​Waterloo EDC Blog​. Retrieved  from:​ https://blog.waterlooedc.ca/uwaterloo-launch-medtech-innovation-centre  39 Wilfrid Laurier University (2020) ​LaunchPad Incubator​. Retrieved  from:​https://students.wlu.ca/work-leadership-and-volunteering/entrepreneurship/launchpad/index.html    8  https://www.acceleratorcentre.com/programs/ac-jumpstart https://www.acceleratorcentre.com/programs/ac-jumpstart https://uwaterloo.ca/research/ac-jumpstart-university-waterloo https://uwaterloo.ca/research/ac-jumpstart-university-waterloo https://uwaterloo.ca/entrepreneurship/ https://velocityincubator.com/ https://uwaterloo.ca/conrad-school-entrepreneurship-business/ https://uwaterloo.ca/stpauls/greenhouse/about-greenhouse https://uwaterloo.ca/stpauls/greenhouse/about-greenhouse https://uwaterloo.ca/centre-peace-advancement/epp-peace-incubator https://blog.waterlooedc.ca/uwaterloo-launch-medtech-innovation-centre https://students.wlu.ca/work-leadership-and-volunteering/entrepreneurship/launchpad/index.html   provides a $30,000 grant for students to work on their own venture or work for at an                                  established start-up.  40 Conestoga College offers several programs for student and alumni entrepreneurs to develop                        their businesses. Conestoga’s Venture Lab is a business incubator designed to support                        early-stage start-ups through a four-month program including access to mentoring,                    workshops, networking and the breadth of the college’s new venture development resources.                       41 Conestoga is also home to the Gig Lab, a business incubator for freelancers. The Gig Lab offers                                  15 weeks of one-on-one coaching, weekly workshops, and networking opportunities.  42   Results  The Waterloo Region has a strong entrepreneurial ecosystem that combines academia (i.e                        the University of Waterloo), local government (i.e. the Small Business Centre) and the private                            sector (i.e. the Accelerator Centre and Communitech). As a result of this ecostystem, the                            Waterloo Region now has one of the world’s fastest growing tech sectors and the world’s                              second highest start-up density, second only to Silicon Valley. The resources in the Region                           43 have helped support thousands of start-ups grow and scale; the Accelerator Centre alone                          has support 650 start-ups, raised over $1bn in funds and created over 4,000 jobs.  44 The Region’s focus on innovation and entrepreneurship has attracted a number of tech                          leaders, including Google, OpenText, BlackBerry and Shopify. Google recently announced                   45 plans to expand their offices in the Innovation District to accommodate up to 5,000 employees                              (more than triple its current amount) and open Canada’s first Google for Start-ups                          Accelerator.   46 The Region has also attracted international attention through the success of local start-ups,                          the most prominent example is the Waterloo-based retail innovator, Faire, which has doubled                          its valuation to $2.5 billion in 2020 and opened a second office in Silicon Valley.  47       40 Wilfrid Laurier University (2020) ​Funding Opportunities​. Retrieved  from:​https://students.wlu.ca/work-leadership-and-volunteering/entrepreneurship/funding-opportunities.html  41 Conestoga (2020) ​Venture Lab​. Retrieved from:  https://www.conestogac.on.ca/research/applied-research/centres/entrepreneurship-collective/labs/venture-lab  42 Conestoga (2020) ​Gig Lab​. Retrieved from:  https://www.conestogac.on.ca/research/applied-research/centres/entrepreneurship-collective/labs/gig-lab  43 Region of Waterloo (2020​) Innovation Culture​. Retrieved from:  https://www.Regionofwaterloo.ca/en/doing-business/innovation-culture.aspx  44 The Accelerator Centre (2020) ​Our ​Programs. Retrieved from:​ https://www.acceleratorcentre.com/  45 Waterloo EDC (2020) Google announces big expansion of its Canadian operations. ​Waterloo EDC Blog​. Retrieved  from:​ https://blog.waterlooedc.ca/google-announces-expansion-canadian-operations  46 Link2Build (2020) Kitchener Innovation District welcomes first Canadian Google for Startups. ​Link2Build Ontario​.  Retrieved  from:​https://www.link2build.ca/news/articles/2020/february/kitchener-innovation-district-welcomes-first-canadian-g oogle-for-startups/  47 Waterloo EDC (2020) Waterloo-based unicorn Faire doubles valuation to $2.5 billion. ​Waterloo EDC Blog. ​ Retrieved  from:​ https://blog.waterlooedc.ca/waterloo-faire-valuation-2020    9  https://students.wlu.ca/work-leadership-and-volunteering/entrepreneurship/funding-opportunities.html https://www.conestogac.on.ca/research/applied-research/centres/entrepreneurship-collective/labs/venture-lab https://www.conestogac.on.ca/research/applied-research/centres/entrepreneurship-collective/labs/venture-lab https://www.conestogac.on.ca/research/applied-research/centres/entrepreneurship-collective/labs/gig-lab https://www.conestogac.on.ca/research/applied-research/centres/entrepreneurship-collective/labs/gig-lab https://www.regionofwaterloo.ca/en/doing-business/innovation-culture.aspx https://www.regionofwaterloo.ca/en/doing-business/innovation-culture.aspx https://www.acceleratorcentre.com/ https://blog.waterlooedc.ca/google-announces-expansion-canadian-operations https://www.link2build.ca/news/articles/2020/february/kitchener-innovation-district-welcomes-first-canadian-google-for-startups/ https://www.link2build.ca/news/articles/2020/february/kitchener-innovation-district-welcomes-first-canadian-google-for-startups/ https://blog.waterlooedc.ca/waterloo-faire-valuation-2020     Niagara  Background  Niagara is a regional municipality, with a population roughly double that of Windsor, standing                            at 447,888 in 2016. ​Niagara is made up of 12 municipalities, including Niagara Falls and St.                               48 Catharine’s, its largest urban centre, with a population of 133,113. Like Windsor, Niagara is                           49 strategically located on the US border, with only a small river separating the region and the                                U.S. city of Buffalo.  50 Niagara has an accessible labour market of 229,000 people, with over a million workers within                              a 50km commuting distance. ​59% of residents between 25-64 have post-secondary                     51 education, with Niagara hosting Brock University and Niagara college as higher education                        institutions. Niagara’s key economic strengths are tourism, manufacturing, agri-business and                   52 emerging sectors, such as computer systems design.    Initiatives  Make the most of federal initiatives and funding  Niagara has implemented a wide range of incentives to encourage companies to invest and                            locate in their region. Niagara was designated as Ontario’s first Foreign Trade Zone Point,                            giving companies working in the region significant incentives, such as:  53   ● Incentive programs including duty relief and customs bonded warehouse  ● Mentoring services from experienced exporters  ● Global networking opportunities  ● Streamlined access and advice on locating in all Niagara municipalities  ● Streamlined access to other government agencies  48 Statistics Canada (2020). ​Census Profile, 2016 Census​. Retrieved from:  https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=CD&Code1=352 6&Geo2=PR&Code2=01&Data=Count&SearchText=3526&SearchType=Begins&SearchPR=01&B1=All&Custom=&TABID=3  49 Statistics Canada (2020) ​Census Profile 2016, Census​. Retrieved from:  https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=CSD&Code1=35 26053&Geo2=PR&Code2=01&Data=Count&SearchText=3526053&SearchType=Begins&SearchPR=01&B1=All&Custom=& TABID=3  50 Niagara Canada (2020). ​Strategic Location. ​Retrieved from:  https://niagaracanada.com/niagara-advantage/strategic-location/  51 Niagara Canada (2020). ​Workforce. ​Retrieved from:​ https://niagaracanada.com/niagara-advantage/workforce/  52 ​Ibid.  53 ​Niagara Canada (2020). ​Niagara Foreign Trade Zone. ​Retrieved from:  https://niagaracanada.com/incentives-and-programs/niagara-foreign-trade-zone/    10  https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=CD&Code1=3526&Geo2=PR&Code2=01&Data=Count&SearchText=3526&SearchType=Begins&SearchPR=01&B1=All&Custom=&TABID=3 https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=CD&Code1=3526&Geo2=PR&Code2=01&Data=Count&SearchText=3526&SearchType=Begins&SearchPR=01&B1=All&Custom=&TABID=3 https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=CD&Code1=3526&Geo2=PR&Code2=01&Data=Count&SearchText=3526&SearchType=Begins&SearchPR=01&B1=All&Custom=&TABID=3 https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=CSD&Code1=3526053&Geo2=PR&Code2=01&Data=Count&SearchText=3526053&SearchType=Begins&SearchPR=01&B1=All&Custom=&TABID=3 https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=CSD&Code1=3526053&Geo2=PR&Code2=01&Data=Count&SearchText=3526053&SearchType=Begins&SearchPR=01&B1=All&Custom=&TABID=3 https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=CSD&Code1=3526053&Geo2=PR&Code2=01&Data=Count&SearchText=3526053&SearchType=Begins&SearchPR=01&B1=All&Custom=&TABID=3 https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=CSD&Code1=3526053&Geo2=PR&Code2=01&Data=Count&SearchText=3526053&SearchType=Begins&SearchPR=01&B1=All&Custom=&TABID=3 https://niagaracanada.com/niagara-advantage/strategic-location/ https://niagaracanada.com/niagara-advantage/strategic-location/ https://niagaracanada.com/niagara-advantage/workforce/ https://niagaracanada.com/incentives-and-programs/niagara-foreign-trade-zone/ https://niagaracanada.com/incentives-and-programs/niagara-foreign-trade-zone/   Incentivise new development through municipal incentives  Niagara offers municipal incentive programs outside of the FTZ, which are:  ● Development charges reduction program: reduces development charges up to 50%                   54 for most projects, and a refund on municipal property taxes for up to 10 years.  ● Gateway CIP (set up in 2012): provides property tax reductions of 40-100% for 5-10                           55 years of the property tax increment, depending on their score against criteria  ● Brownfield Incentives: Reimburses up to 100% of the property tax increment for up to 10                             56 years  ● Downtown development: A variety of grants and loans for the development and                       57 improvement of properties in the downtown  ● Signposting for federal and provincial funding opportunities  Improve ease of business and entry for prospective and existing                    businesses  A visible part of Niagara’s offering to prospective businesses is ease of access, with the                              region’s economic development team offering a number of services:  58   ● Site selection: The team helps businesses with site selection, including tax modelling,                        and inventory of available commercial and industrial buildings  ● Research: The team also offers streamlined access to regional information such as                        demographics and labour force statistics  ● Investor support: The team offers introductions to local stakeholders, and expedited                      services including assistance with financial incentive applications  ● Business support: This team make sure that businesses are aware of the support                          programs offered by the regional and federal government.  ● Niagara offers a summary of useful resources and organizations in key sectors, such as                            agri-business and manufacturing.  ● Niagara Ambassador program: engages local business leaders, community leaders                  and general cheerleaders for Niagara to promote Niagara as a great place to do                            business.  54 ​Niagara Canada (2020). ​Development Charge Incentives. ​Retrieved from:  https://niagaracanada.com/incentives-and-programs/development-charge-incentives/  55 ​Niagara Canada (2020). ​Gateway CIP​. Retrieved from:  https://niagaracanada.com/incentives-and-programs/gateway-cip/  56 ​Niagara Canada (2020). ​Brownfield Incentives. ​Retrieved from:  https://niagaracanada.com/incentives-and-programs/brownfield-incentives/  57 ​Niagara Canada (2020). ​Other Incentives. ​Retrieved from:  https://niagaracanada.com/incentives-and-programs/other-incentives/  58 ​ Niagara Canada (2020). ​Services. ​Retrieved from:​ https://niagaracanada.com/services/  11  https://niagaracanada.com/incentives-and-programs/development-charge-incentives/ https://niagaracanada.com/incentives-and-programs/development-charge-incentives/ https://niagaracanada.com/incentives-and-programs/gateway-cip/ https://niagaracanada.com/incentives-and-programs/gateway-cip/ https://niagaracanada.com/incentives-and-programs/brownfield-incentives/ https://niagaracanada.com/incentives-and-programs/brownfield-incentives/ https://niagaracanada.com/incentives-and-programs/other-incentives/ https://niagaracanada.com/incentives-and-programs/other-incentives/ https://niagaracanada.com/services/   Support entrepreneurs through business incubators and innovation              centres  Finally, Niagara also offers significant support to start-ups and entrepreneurs, through their                        Regional Innovation Centre, Innovate Niagara. Innovate offers a wide range of support to                         59 entrepreneurs, including advice and mentorship, workshops, market intelligence, networking                  and access to service providers. Innovate also offers three separate business incubators:  60   ● The Generator at One: Opened in 2010, this supports interactive digital media and tech                            companies. Since its creation, it has achieved modest growth, it has 13 companies on                            its portfolio, 5 graduate companies and 104 generator-driven jobs.  ● The Goodman School of Business BioLinc: Opened in 2013, it is located in a $114.4 million                                building, which hosts multiple companies, projects, researchers and students. Since its                      creation, it has 6 resident companies, with 60 active youth entrepreneurs.  ● ihub: Opened in 2014, the Education Research and Innovation hub (ihub) provides                        support for entrepreneurs in the education sector. It fosters collaboration amongst                      educators, parents, researchers and industry leaders. Since opening, it has gained 26                        portfolio companies.  Results  Niagara’s efforts resulted in them being rated Ontario’s second most competitive centre in                          KMPG’s 2016 cost. Its strategic location has allowed it to become a trade hub, with one in six                                   61 trucks crossing between the US and Canada going through Niagara’s borders, carrying nearly                          $100 billion in trade through the region.  62 In the last five years, over $4 billion was invested in Niagara. Niagara is experiencing a period                                 63 of sustained growth, with a 10% increase in the number of jobs in Niagara from 2013-2018, a                                  362% increase in industrial building construction and a 19% increase in commercial building                          construction from 2015-2017. Niagara’s support for entrepreneurs has also seen results, with                       64 over 1,000 clients helped, $8.3 million of market intelligence delivered and help provided to                            secure over $50 million worth of funding.Innovate Niagara (2020). ​Innovate Niagara. ​Retrieved                        from:​ https://innovateniagara.com/  Niagara has also seen growth in all of the key sectors identified in their five-year plan. Niagara                                  advertise that their lower utility costs and other advantages allow a typical manufacturing                          facility to achieve cost savings of 19-28% over Ontario competitors. Growth in the tech sector                             65 has been particularly impressive, since 2011, jobs have grown by 47.5% in the computer                            systems design and related services and 81% in information and technology.  66   59 ​Innovate Niagara (2020). ​Innovate Niagara. ​Retrieved from:​ https://innovateniagara.com/  60 ​Innovate Niagara (2020). ​The Incubators. ​Retrieved from:​ https://innovateniagara.com/incubators/  61 ​KPMG (2020). ​Competitive Alternatives: KPMG’s guide to international business locations costs​. Retrieved from:  https://assets.kpmg/content/dam/kpmg/pdf/2016/03/ca-competitive-alternatives-2016-canada.pdf  62 ​Niagara Canada (2020). ​Economic Trade Corridor. ​Retrieved from:  https://niagaracanada.com/niagara-advantage/economic-trade-corridor/  63 ​Niagara Canada (2020). ​Cost of Doing Business. ​Retrieved from:  https://niagaracanada.com/niagara-advantage/cost-of-doing-business/  64 ​Niagara Canada (2020). ​Niagara Economic Development, 5 Year Strategy: 2019-2024​. Retrieved from:  https://niagaracanadaadmin.com/investment/wp-content/uploads/sites/7/2019/11/NED-5-Year-Strategy-Summary.p df  65 ​Niagara Canada (2020). ​Manufacturing. ​Retrieved from:​ https://niagaracanada.com/key-sectors/manufacturing/  66 Niagara Canada (2020) ​Emerging Sectors​. Retrieved from:  https://niagaracanada.com/key-sectors/emerging-sectors/  12  https://innovateniagara.com/ https://innovateniagara.com/ https://innovateniagara.com/incubators/ https://assets.kpmg/content/dam/kpmg/pdf/2016/03/ca-competitive-alternatives-2016-canada.pdf https://assets.kpmg/content/dam/kpmg/pdf/2016/03/ca-competitive-alternatives-2016-canada.pdf https://niagaracanada.com/niagara-advantage/economic-trade-corridor/ https://niagaracanada.com/niagara-advantage/economic-trade-corridor/ https://niagaracanada.com/niagara-advantage/cost-of-doing-business/ https://niagaracanada.com/niagara-advantage/cost-of-doing-business/ https://niagaracanadaadmin.com/investment/wp-content/uploads/sites/7/2019/11/NED-5-Year-Strategy-Summary.pdf https://niagaracanadaadmin.com/investment/wp-content/uploads/sites/7/2019/11/NED-5-Year-Strategy-Summary.pdf https://niagaracanadaadmin.com/investment/wp-content/uploads/sites/7/2019/11/NED-5-Year-Strategy-Summary.pdf https://niagaracanada.com/key-sectors/manufacturing/ https://niagaracanada.com/key-sectors/emerging-sectors/ https://niagaracanada.com/key-sectors/emerging-sectors/                 Annex 03  Border Cities Comparison                                December 2020            1    Border Cities Comparison  Executive Summary  In this brief, the experience of 5 different border cities is examined:    All of these border cities have different approaches to collaboration with their international                          neighbours. Some, such as Copenhagen & Malmö, have formal partnerships, joint committees                        and a shared future development plan for the region. Others, such as Stanstead & Derby Line,                                have a more informal, bottom-up approach to integration, led by members of each                          community creating and maintaining relationships across the border.     We summarise the broad approaches below:     1. Formal Political Collaboration. In this approach, the municipal governments agree to                      create formal political ties with their international neighbour. One example of this is the                            creation of joint committees, in which representatives from both sides of the border are                            required to regularly meet to discuss development plans and policies for the region.  a. Examples:  i. Copenhagen & Malmö: the Øresund Committee, every government                department has contacts in the neighbouring government department,                annual financial committee meetings, and joint regional plan to 2025.  ii. San Diego & Tijuana - the Smart Border Coalition, the Committee on                        Regional Binational Opportunities, and joint future cluster development                plans.    2. Formal Economic Collaboration. In this approach, the municipal governments work                    together to create formal economic ties with one another. This is often introduced as                            special economic zones or free trade zones that reduce costs for businesses operating                          across the two cities. This can also take the form of joint economic development                            organisations, such as joint business accelerators and incubators.  a. Examples:  2  Border region  Cities  U.S. - Canada  Sault Ste. Marie, Michigan & Sault Ste. Marie, Ontario  U.S. - Canada  Stanstead, Quebec & Derby Line, Vermont  U.S. - Mexico:  San Diego & Tijuana  Malaysia - Singapore  Johor Bahru & Singapore  Denmark - Sweden  Copenhagen & Malmö    i. Sault Ste. Marie & Sault Ste. Marie: Foreign Trade Zone, Joint International                        Relations and Economic Growth Committee, Sault Ste. Marie Economic                  Development Corporation, and Innovation Centre.  ii. San Diego & Tijuana: Foreign Trade Zone.  iii. Johor Bahru & Singapore: Iskander Malaysia special economic zone.    3. Informal Economic Collaboration. This approach refers to economic collaboration                  between the border cities that is not due to any formal policies or initiatives introduced                              by the municipal governments, but rather because the two cities’ different economic                        conditions create differences in employment and investment opportunities that                  incentivise residents to work or invest in the neighbouring city.  a. Examples:  i. Johor Bahru & Singapore: Malaysian workers seeking high-paid                employment opportunities in Singapore, and Singaporean residents              consuming goods in Malaysia to take advantage of their stronger                    currency.  ii. San Diego & Tijuana: Businesses in San Diego setting up factories in                        Tijuana to capitalise on cheaper labour, and American citizens living and                      consuming goods in Tijuana while working in San Diego to take                      advantage of the cheaper living costs.    4. Informal Community-led Collaboration. In this approach, the collaboration between                  the two cities is led by the residents rather than the government. It is a bottom-up                                approach to integration rather than a top-down one. This type of collaboration is                          found when residents attend churches, sporting events, or schools across the border                        without any formal government initiative incentivising them to do so. This integration is                          also driven by personal and familial connections between residents on both sides of                          the border.  a. Example:  i. Stanstead & Derby Line: Joint church congregation, shared sporting                  events, common to attend schools on the other side of the border, and                          family and friends span both sides of the border.        3    Canada - U.S.    Sault Ste. Marie, Ontario - Sault Ste. Marie, Michigan        Why they were chosen & why they are relevant for Windsor: ​Sault Ste. Marie, Ontario and                                Sault Ste. Marie, Michigan have several similarities to Windsor and Detroit: the cities are located                              on the U.S.-Canada border, one is much smaller than the other, and they are connected by a                                  bridge, which makes travel between them very easy. The two cities have very similar offers to                                each other in terms of lifestyle, work opportunities, education, and tourism. Rather than trying                            to develop complementary economies and carve out their own separate niches, these two                          cities have aimed to essentially operate as a single city that spans two countries.  This may be a useful strategy for Windsor to follow if the city wants to define itself as an                                      extension of Detroit.      Level of cooperation:​ High    Background: The twin cities of Sault Ste. Marie (“the Twin Saults”) are located on the                              northeastern tip of Michigan and Ontario, Canada, separated by the St. Mary’s River. They were                              originally founded and settled as a single city hundreds of years ago, but have since been                                separated by the US-Canadian border in modern times. Despite being separated by                        international borders, they remain closely tied to one another today.    1 1 Invest Sault Ste. Marie (2020) ​Advantages. ​Retrieved from:​ https://investsaultstemarie.com/why-sault-ste.-marie/advantages/ 4  https://investsaultstemarie.com/why-sault-ste.-marie/advantages/   The cities differ in terms of size, the Ontario side has a population of 78,159, whereas the                                 2 Michigan side is only home to 13,420 people. The two cities are connected by the                             3 International Bridge, which serves as a transportation link for industries such as steel, paper,                           4 and tourism, as well as the general public for work and leisure.   5   The two cities formally became sister cities in 2012, the first of any such agreement across                                border towns in North America. This agreement formalised their collaboration under the                       6 slogan “Two Nations, One City”, and formally committed both cities to increase joint economic                            development initiatives, educational and cultural exchanges, and other collaborative ventures.    Binational collaborative policies: The Twin Saults have recognised that they have more to                          offer when they work together, which is why they submitted a joint bid to host Amazon’s HQ2.                                  They exploited their strategic location as an entryway into both the U.S. and Canadian                            markets, skilled graduates from universities in both cities, low business operating costs and                          affordable real estate. The Twin Saults were ultimately unsuccessful in attracting Amazon’s                       7 HQ2, however the initiative shows that they recognise their strengths are greater when working                            together.    In 2014, the Twin Saults signed an economic development agreement, which formally                        established a framework for collaborative economic development projects. The cities also                      established the Joint International Relations and Economic Growth Committee, responsible for                      heading collaborative initiatives to grow the strategic sectors of trade, manufacturing, IT,                        education, health, and transportation.   8   The sister cities also have a number of joint initiatives working together to encourage business                              development in the region. The Sault Ste. Marie Economic Development Corporation (SSMEDC)                        offers support and resources for entrepreneurs starting a business and for owners growing                          their existing business in either of the Twin Saults. For example, the SSMEDC founded the                             9 Millworks Centre for Entrepreneurship, located in the Ontario Sault, which provides access to                          tools, education, mentorship and networking opportunities for business owners. The Sault Ste.                       10 Marie Innovation Centre is another joint initiative that aims to drive business growth, and                            facilitate research and innovation specifically in the science and technology sectors.   11   The sister cities also collaborate in the education sector. Three universities across the region -                              Lake Superior State University (LSSU) in Michigan, Algoma University in Ontario, and the Sault                            2 Statistics Canada (2020) ​Census Profile, 2016 Census​. Retrieve from: https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=CMACA&Code1=590&Geo2=PR&Code2= 35&SearchText=Sault%20Ste.%20Marie&SearchType=Begins&SearchPR=01&B1=All&TABID=1&type=0 3 United States Census Bureau (2020) ​Population estimates, July 1 2019.​ Retrieved from: https://www.census.gov/quickfacts/saultstemariecitymichigan 4 Michigan Department of Transport (2020) ​about the bridge​. Retrieved from: https://www.michigan.gov/mdot/0,4616,7-151-87728_48384-22039--,00.html 5 Invest Sault Ste Marie (2020) ​Key Sectors​. Retrieved from:​ https://investsaultstemarie.com/key-sectors/ 6 ​https://www.secondwavemedia.com/upper-peninsula/innovationnews/saultsisters082212.aspx 7 Invest Sault Ste Marie (n.y.) ​Why Sault Ste Marie​. Retrieved from:​ https://amazonnorth.ca/img/invest_sault_ste_marie_why_ssm.pdf 8 Northern Ontario Business Staff (2014) Twin Saults sign economic development agreement. ​Northern Ontario Business​. Retrieved from: https://www.northernontariobusiness.com/regional-news/sault-ste-marie/twin-saults-sign-economic-development-agreement-370578 9 Sault Ste Marie Economic Development Corporation (2020) ​What is an EDC​. Retrieved from:​ https://www.saultedc.com/what-is-an-edc 10 The Mill Works (2020) ​Who We Are. ​Retrieved from:​ https://themillworks.ca/en/who-we-are/ 11 Sault Ste Marie Innovation Centre (2020) ​Who We Are.​ Retrieved from:​ https://www.ssmic.com/who-we-are 5  https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=CMACA&Code1=590&Geo2=PR&Code2=35&SearchText=Sault%20Ste.%20Marie&SearchType=Begins&SearchPR=01&B1=All&TABID=1&type=0 https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=CMACA&Code1=590&Geo2=PR&Code2=35&SearchText=Sault%20Ste.%20Marie&SearchType=Begins&SearchPR=01&B1=All&TABID=1&type=0 https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=CMACA&Code1=590&Geo2=PR&Code2=35&SearchText=Sault%20Ste.%20Marie&SearchType=Begins&SearchPR=01&B1=All&TABID=1&type=0 https://www.census.gov/quickfacts/saultstemariecitymichigan https://www.census.gov/quickfacts/saultstemariecitymichigan https://www.michigan.gov/mdot/0,4616,7-151-87728_48384-22039--,00.html https://www.michigan.gov/mdot/0,4616,7-151-87728_48384-22039--,00.html https://investsaultstemarie.com/key-sectors/ https://www.secondwavemedia.com/upper-peninsula/innovationnews/saultsisters082212.aspx https://amazonnorth.ca/img/invest_sault_ste_marie_why_ssm.pdf https://www.northernontariobusiness.com/regional-news/sault-ste-marie/twin-saults-sign-economic-development-agreement-370578 https://www.northernontariobusiness.com/regional-news/sault-ste-marie/twin-saults-sign-economic-development-agreement-370578 https://www.saultedc.com/what-is-an-edc https://themillworks.ca/en/who-we-are/ https://www.ssmic.com/who-we-are   College of Applied Arts and Technology in Ontario - have reciprocal tuition agreements that                            allow students from across the border to pay resident fees.  12   The Twin Saults are situated in a strategic location within the Great Lakes Economy, a highly                                integrated trading zone made up of 10 U.S. states and two Canadian provinces, which                            accounts for more than half of all U.S./Canadian trade. In an effort to define Sault Ste. Marie as                                    a trade hub between the two nations within the Great Lakes Economy, the municipal                            government implemented a Foreign Trade Zone (FTZ) in 2019. This has reduced trade costs                            further between the two areas and supports even further integration of the two cities and their                                respective nations.   13            12 Michigan State University (2012) ​A Global Review of Innovative Practices in Regional SME Exporting Strategies & Foreign Direct Investment Attraction​. Retrieved from:​ https://reicenter.org/upload/documents/colearning/snyder2012_report.pdf 13 Federal Register (2019) ​Reorganization of Foreign-Trade Zone 16 Under Alternative Site Framework Sault Ste Marie, Michigan.​ Retrieved from: https://www.federalregister.gov/documents/2019/06/21/2019-13124/reorganization-of-foreign-trade-zone-16-under-alternative-site-framewo rk-sault-ste-marie-michigan 6  https://reicenter.org/upload/documents/colearning/snyder2012_report.pdf https://www.federalregister.gov/documents/2019/06/21/2019-13124/reorganization-of-foreign-trade-zone-16-under-alternative-site-framework-sault-ste-marie-michigan https://www.federalregister.gov/documents/2019/06/21/2019-13124/reorganization-of-foreign-trade-zone-16-under-alternative-site-framework-sault-ste-marie-michigan https://www.federalregister.gov/documents/2019/06/21/2019-13124/reorganization-of-foreign-trade-zone-16-under-alternative-site-framework-sault-ste-marie-michigan   Canada - U.S Stanstead, Quebec and Derby Line, Vermont          Why they were chosen & why they are relevant for Windsor: Stanstead and Derby Line are                                highly integrated, both economically and socially. Residents of both towns regularly travel to                          the other for work, school, and leisure. This travel is particularly easy because they have a land                                  border, which - up until 9/11 - was only minimally monitored and could be driven or walked                                  through without even realising you were entering another country. Much of the integration                         14 across these towns is community-based, i.e. residents crossing the border for schools,                        attending church or sporting events, or for work, rather than led by the municipal governments                              through formal partnerships.  Windsor could seek to follow a similar strategy to Stanstead and Derby Line by encouraging                              community-led integration rather than implementing more formal collaborative partnerships                  with the municipal government of Detroit.    Level of cooperation: ​Medium    Background: Stanstead, Quebec is a town of approximately 1,475 people, which is located                         15 across from Derby Line, Vermont on the Canadian-U.S. border. Derby Line is an even smaller                              14 Bidgood, J. (2018) Where the U.S.-Canadian Border is Marked by Petunias, Not a Wall, ​The New York Times ​. Retrieved from: https://www.nytimes.com/2018/06/12/us/canada-usa-border.html 15 ​Statistics Canada (2020) ​Census Profile, 2016 Census. ​Retrieved from: https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=POPC&Code1=1493&Geo2=PR&Code2=2 4&SearchText=Stanstead&SearchType=Begins&SearchPR=01&B1=All&GeoLevel=PR&GeoCode=1493&TABID=1&type=0 7  https://www.nytimes.com/2018/06/12/us/canada-usa-border.html https://www.nytimes.com/2018/06/12/us/canada-usa-border.html https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=POPC&Code1=1493&Geo2=PR&Code2=24&SearchText=Stanstead&SearchType=Begins&SearchPR=01&B1=All&GeoLevel=PR&GeoCode=1493&TABID=1&type=0 https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=POPC&Code1=1493&Geo2=PR&Code2=24&SearchText=Stanstead&SearchType=Begins&SearchPR=01&B1=All&GeoLevel=PR&GeoCode=1493&TABID=1&type=0 https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/details/page.cfm?Lang=E&Geo1=POPC&Code1=1493&Geo2=PR&Code2=24&SearchText=Stanstead&SearchType=Begins&SearchPR=01&B1=All&GeoLevel=PR&GeoCode=1493&TABID=1&type=0   town, with a population of just 758 people. Historically, these two towns existed essentially as                             16 one regardless of the international border running between them, with residents frequently                        attending hockey games in Canada and then filling their cars up with gas in the U.S.    After the September 11th attacks, U.S. border control became much stricter and new                          regulations made it more difficult for the two towns to coexist in the same way as they had                                    historically. For example, in the following years a new regulation mandated that residents                         17 show their passport every time they crossed the border and new checkpoints and gates were                              built up around the area. These regulations were made even stricter after 2017, when criminals                              were caught taking advantage of the towns’ lax border control to smuggle firearms from the                              U.S. into Canada. These events led to a higher presence of both U.S. and Canadian border                               18 control officials and closed circuit cameras in the area. The U.S. border patrol also                           19 implemented a policy of automatic detention for any unauthorised entry into the U.S., which                            caused many residents to be arrested for activities they had done all their lives, such as                                grocery shopping in the neighbouring town.    The new regulations had both social and economic impacts on the area; attending sports                            games, church services or other events across the border, which were commonplace before,                          became cumbersome or impossible for those without government-issued ID. Further, the                      Stanstead-Derby Line Port of Entry saw a significant decline of trucks crossing the border,                            negatively impacting the area’s position as an avenue for trade.  20       16 ​Data USA (2020) ​Derby Line, VT​. Retrieved from:​ https://datausa.io/profile/geo/derby-line-vt 17 ​Friedman, K. (2010) The border after 9/11 – security trumps all. ​Policy Options​. Retrieved from: https://policyoptions.irpp.org/magazines/after-copenhagen/the-border-after-911-security-trumps-all/ 18 The Associated Press (2017) Montreal man smuggled guns through library straddling Canada-U.S. border: prosecutors. ​CBC News​. Retrieved from:​ https://www.cbc.ca/news/canada/montreal/montreal-man-gun-smuggling-vermont-1.4170435 19 NPR (2019) US-Canada Border Community Culture Changes As Security Tightens. Retrieved from: https://www.npr.org/2019/11/21/781138076/u-s-canada-border-communitys-culture-changes-as-security-tightens?t=1606410644596 20 ​Hataley, T., Mason, S. J. (2018) Collective Efficacy Across Borders: The Case of Stanstead, Quebec and Derby Line, Vermont. ​Journal of Borderlands Studies​, 33(3), 433-444. 8  https://datausa.io/profile/geo/derby-line-vt https://policyoptions.irpp.org/magazines/after-copenhagen/the-border-after-911-security-trumps-all/ https://policyoptions.irpp.org/magazines/after-copenhagen/the-border-after-911-security-trumps-all/ https://www.cbc.ca/news/canada/montreal/montreal-man-gun-smuggling-vermont-1.4170435 https://www.npr.org/2019/11/21/781138076/u-s-canada-border-communitys-culture-changes-as-security-tightens?t=1606410644596 https://www.npr.org/2019/11/21/781138076/u-s-canada-border-communitys-culture-changes-as-security-tightens?t=1606410644596   Binational collaborative policies: Although the two towns have seperate municipal                    governments, they share a number of collaborative policies and programs, including the                        management of joint utilities, shared public services and infrastructure, and joint community                        development programs. The towns even share an area code, allowing residents to make                          phone calls to people or offices on the other side of the border without paying international                                long-distance fees.  21   Stanstead and Derby Line also share a water storage and treatment facility, the “International                            Water Company”, which was established in 1906. Water is pumped from wells in Canada,                           22 stored in American reservoirs, distributed to homes on both sides of the border, and the                              system is maintained by a Canadian firm. This shared water source and distribution                         23 highlights the extent of the two towns’ collaboration.    The towns also share emergency public services, including ambulance services and fire                        departments. After stricter regulations were brought in regarding international movement,                    local officials from the two cities agreed to have special lanes at the border for emergency                                services that would allow them to pass through quickly and maintain fast service for both                              areas.    The Haskell Free Library and Opera House, built deliberately on the U.S.-Canadian border in                            1904, is a symbol of the interconnectedness of the two towns. The library is run by a fixed                                    number of Canadians and Americans to ensure it remains a genuine shared space for both                              communities. Inside the library, there is a strip of black tape that runs along the floor to mark                                    the border between the U.S. and Canada. Whilst in the library, people travel to Canada to pick                                  a book and then cross over to the U.S. to sit down at a table and read it. The upstairs Opera                                          House was built with the same vision, patrons sit in seats in the U.S. and watch performers on                                    stage in Canada. Visitors to the library and opera house are not required to show their                               24 passports upon entering, however they must return to the country from which they entered                            upon leaving.  In recent years, the library has become a haven for immigrant families divided by the U.S.                                border. For example, Syrian families living in Toronto come to the library to meet with American                                relatives without the fear of deportation or arrest. 25       21 ​Ibid. 22 Forest, P. (2017) Inter-local Water Agreements: Law Geography and NAFTA. Retrieved from:​ https://core.ac.uk/reader/59356520 23 ​Austen, I. (2017) Quebec and Vermont Towns Bond Over a Sleepy Border. ​The New York Times​. Retrieved from: https://www.nytimes.com/2007/07/18/world/americas/18border.html 24 ​Llana, S.M. (2020) Books before borders: Letter from a library on the US-Canada boundary. ​The Christian Science Monitor. ​Retrieved from: https://www.csmonitor.com/USA/Society/2020/0127/Books-before-borders-Letter-from-a-library-on-the-US-Canada-boundary 25 ​Kassam, A. (2018) Gun-smuggling case puts spotlight on library straddling US-Canada border. ​The Guardian​. Retrieved from: https://www.theguardian.com/world/2018/jan/31/canada-border-library-gun-smuggling-case 9  https://core.ac.uk/reader/59356520 https://www.nytimes.com/2007/07/18/world/americas/18border.html https://www.nytimes.com/2007/07/18/world/americas/18border.html https://www.csmonitor.com/USA/Society/2020/0127/Books-before-borders-Letter-from-a-library-on-the-US-Canada-boundary https://www.csmonitor.com/USA/Society/2020/0127/Books-before-borders-Letter-from-a-library-on-the-US-Canada-boundary https://www.theguardian.com/world/2018/jan/31/canada-border-library-gun-smuggling-case https://www.theguardian.com/world/2018/jan/31/canada-border-library-gun-smuggling-case   U.S. - Mexico  San Diego - Tijuana          Why they were chosen & why they are relevant for Windsor: ​San Diego/Tijuana are similar to                                Windsor/Detroit in that they are North American cities - one of which is in the U.S. - and they                                      are a trade conduit for their respective countries. San Diego and Tijuana have built a                              complementary relationship, each specialising in different types of labour/skills, which benefits                      both regions.    The strategy of specialising in complementary skills/sectors/labour is one that Windsor could                        consider in its future relationship with Detroit.  Level of cooperation:​ High  Background: San Diego and Tijuana are the two largest cities in the California-Baja California                            binational region, which is home to more than 6.5 million people. The two cities have a                                complementary economy, San Diego specialises in engineering, design, and software                    functions, whereas Tijuana specialises in lower-skill low-cost labour. To take advantage of                       26 their respective strengths, American businesses design products and utilise factories in Mexico                        to produce them. There are over 600 maquiladoras in Tijuana - factories in Mexico run by                                foreign companies that export their products back to their country (mostly the U.S.). There are                              26 ​Mendoza, J.E., Dupeyron, B. (2017) Economic Integration, Emerging Fields and Cross-border Governance: The Case of San Diego-Tijuana. Journal of Borderlands Studies​, 25(5), 59-88. Retrieved from:​ https://halshs.archives-ouvertes.fr/halshs-01588578/document 10  https://halshs.archives-ouvertes.fr/halshs-01588578/document   maquiladoras across a number of sectors, including manufacturing, healthcare and software.                     27 Tijuana is more densely populated than San Diego, with a population of 2.15 million people  28 compared to San Diego’s population of 1.42 million people. An average of 135,000 people 29 travel between Dan Diego and Tijuana daily. However, since the COVID-19 pandemic hit the 30 border has been closed to all non-essential travel, which will last until at least October 21. This 31 closure has caused a bottleneck at the border and led to wait times of more than 5 hours for  the travellers crossing the border daily for work.  32 Binational collaborative policies:​ The municipal governments of San Diego and Tijuana  coordinate across a number of binational projects and organisations. The Smart Border  Coalition is a binational organisation that brings together public and private sector leaders  from both cities to develop databases and policy positions, deliver joint events and programs,  and encourage the growth of the region’s joint economy.  33 The Committee on Binational Regional Opportunities (COBRO) is another binational                    organisation that works to facilitate better understanding of the needs of the California-Baja                          California region and makes recommendations regarding planning and development for the                      region. Another collaborative initiative is the Binational Economic Development Forum, in                     34 which officials and members of the business community from both cities meet biannually to                            discuss proposals for joint economic development.    The two cities also share a common vision for future strategic sector development. They                            developed the Cluster Development Plan to promote the development of binational                      enterprises in strategic clusters of telecommunications, environmental sciences, electronics                  manufacturing and tourism.  35   The municipal government of San Diego also implemented a Foreign Trade Zone (FTZ) site in                              the city, which reduces trading costs. While within the FTZ, firms are not required to pay federal                                  excise tax or the Customs and Border Protection Duty on their merchandise. In 2016, 87                             36 companies took advantage of the FTZ in San Diego, importing between $100 million and $250                              million worth of products.    37 27 ​Nettleton, C. (2018) Business Booming in the San Diego Tijuana Border Region. ​3BL Association ​. Retrieved from: https://www.3blassociation.com/insights/business-booming-in-the-san-diego-tijuana-border-region 28 ​Population Stat (2020) ​Tijuana, Mexico Population ​. Retrieved from:​ https://populationstat.com/mexico/tijuana 29 ​San Diego (2020) ​Economic Development: Population​. Retrieved from: https://www.sandiego.gov/economic-development/sandiego/population#:~:text=According%20to%20the%20U.S.%20Census,is%20age%2065 %20and%20older​. 30 ​San Diego Regional EDC (2015) ​Tijuana Regional Profile. ​ Retrieved from: https://usmex.ucsd.edu/_files/events/frontera-fridays/tijuana-regional-profile-2017.pdf 31 ​U.S. Embassy & Consulates in Mexico (2020) ​Travel Restrictions: Fact Sheet​. Retrieved from: https://mx.usembassy.gov/travel-restrictions-fact-sheet/ 32 ​Spagat, E. (2020) US crackdown on nonessential border travel causes long waits. ​ABC News​. Retrieved from: https://abcnews.go.com/Business/wireStory/us-crackdown-nonessential-border-travel-long-waits-72606236 33 ​Mendoza Cota, J.E. (2017) Economic integration and cross-border economic organizations: the case of San Diego-Tijuana. Retrieved from: https://www.redalyc.org/jatsRepo/530/53051786002/html/index.html#B3 34 ​San Diego Forward (2020) ​Partners​. Retrieved from:​ https://www.sdforward.com/about-san-diego-forward/partners/ 35 ​San Diego (2020) ​Economic Development:​ ​Binational Projects ​. Retrieved from: https://www.sandiego.gov/economic-development/sandiego/trade/mexico/binational 36 ​U.S. Customs and Border Protection (2020) ​About oreign-Trade Zones and Contact Info​. Retrieved from: https://www.cbp.gov/border-security/ports-entry/cargo-security/cargo-control/foreign-trade-zones/about 37 ​San Diego (2020) ​San Diego Foreign Trade Zone​. Retrieved from: https://sandiego.maps.arcgis.com/apps/Cascade/index.html?appid=ebbd39240a5745a69fe339564e841280 11  https://www.3blassociation.com/insights/business-booming-in-the-san-diego-tijuana-border-region https://www.3blassociation.com/insights/business-booming-in-the-san-diego-tijuana-border-region https://populationstat.com/mexico/tijuana https://www.sandiego.gov/economic-development/sandiego/population#:~:text=According%20to%20the%20U.S.%20Census,is%20age%2065%20and%20older https://www.sandiego.gov/economic-development/sandiego/population#:~:text=According%20to%20the%20U.S.%20Census,is%20age%2065%20and%20older https://www.sandiego.gov/economic-development/sandiego/population#:~:text=According%20to%20the%20U.S.%20Census,is%20age%2065%20and%20older https://usmex.ucsd.edu/_files/events/frontera-fridays/tijuana-regional-profile-2017.pdf https://usmex.ucsd.edu/_files/events/frontera-fridays/tijuana-regional-profile-2017.pdf https://mx.usembassy.gov/travel-restrictions-fact-sheet/ https://mx.usembassy.gov/travel-restrictions-fact-sheet/ https://abcnews.go.com/Business/wireStory/us-crackdown-nonessential-border-travel-long-waits-72606236 https://abcnews.go.com/Business/wireStory/us-crackdown-nonessential-border-travel-long-waits-72606236 https://www.redalyc.org/jatsRepo/530/53051786002/html/index.html#B3 https://www.redalyc.org/jatsRepo/530/53051786002/html/index.html#B3 https://www.sdforward.com/about-san-diego-forward/partners/ https://www.sandiego.gov/economic-development/sandiego/trade/mexico/binational https://www.sandiego.gov/economic-development/sandiego/trade/mexico/binational https://www.cbp.gov/border-security/ports-entry/cargo-security/cargo-control/foreign-trade-zones/about https://www.cbp.gov/border-security/ports-entry/cargo-security/cargo-control/foreign-trade-zones/about https://sandiego.maps.arcgis.com/apps/Cascade/index.html?appid=ebbd39240a5745a69fe339564e841280 https://sandiego.maps.arcgis.com/apps/Cascade/index.html?appid=ebbd39240a5745a69fe339564e841280   Malaysia - Singapore  Johor Bahru - Singapore        Why they were chosen & why they are relevant for Windsor: Johor Bahru and Singapore                              share many commonalities with Windsor and Detroit. One is much smaller and more                          affordable than the other, and it is common to live in one city and travel to the other for work                                        or leisure. Both economies are also very interlinked; they are reliant on one another for labour                               38 and investment, and generally experience economic growth and contraction simultaneously.  39   Windsor might consider a strategy similar to Johor Bahru and Singapore, in which it                            collaborates with Detroit to attract investors by selling the unique attributes of both cities.    Level of cooperation: ​Medium    Background: Johor Bahru is the capital city of the state of Johor, Malaysia; the metropolitan                              area has a population of just over 1 million residents. It is separated by the Johor Strait from                                   40 the much larger island-republic of Singapore, with a population of 5.69 million. The two cities                             41 are connected by a bridge, which is one of two physical links between Singapore and                              Malaysia.  38 Channel News Asia (2020) ​Allowing Malaysians to commute to Singapore will boost both countries’ economies: Johor chief minister​. Retrieved from:​ https://www.channelnewsasia.com/news/asia/malaysian-singapore-commute-johor-economy-12819754 39 ​The Star (2019) ​A recession in Singapore likely to impact Johor as well. ​ Retrieved from: https://www.thestar.com.my/news/nation/2019/08/20/a-recession-in-singapore-likely-to-impact-johor-as-well 40 ​World Population Review (2020) ​Johor Bahru Population 2020​. Retrieved from: https://worldpopulationreview.com/world-cities/johor-bahru-population 41 ​Department of Statistics Singapore (2020) ​Singapore Population​. Retrieved from: https://www.singstat.gov.sg/modules/infographics/population 12  https://www.channelnewsasia.com/news/asia/malaysian-singapore-commute-johor-economy-12819754 https://www.thestar.com.my/news/nation/2019/08/20/a-recession-in-singapore-likely-to-impact-johor-as-well https://www.thestar.com.my/news/nation/2019/08/20/a-recession-in-singapore-likely-to-impact-johor-as-well https://worldpopulationreview.com/world-cities/johor-bahru-population https://worldpopulationreview.com/world-cities/johor-bahru-population https://www.singstat.gov.sg/modules/infographics/population https://www.singstat.gov.sg/modules/infographics/population     The two regions have collaborated since the mid 1980’s; the Malaysian Industrial Development                          Authority and Singapore’s Economic Development Board first cooperated to foster tourism                      and cross-border production. They also collaborated on the provision of water, ferry services,                          and the sale of land to foreign investors. Over the coming years, Malaysia and Singapore                              quickly became important economic partners; they have been each other’s second or third                          most important trading partners for decades (the first is China).  42   It is commonplace for workers to live in Johor Bahru, where living costs are relatively low, and                                  commute to Singapore, where salaries are more than 3 times as high. In 2015, Malaysia’s                             43 Human Resource Ministry estimated there were approximately 350,000 Malaysians working in                      Singapore. According to a Transport Economist at the Singapore, University of Social Science,                         44 many Singaporean manufacturers would not have a viable business model without the influx                          of Malaysian workers.   45   The flow of people, however, is not just one-directional. Singaporeans also cross the border                            into Johor Bahru to take advantage of the stronger Singaporean dollar for cheaper shopping                            and eating out. Singaporeans constitute Malaysia's largest source of visitors. Further, the                       46 number of Singaporean’s purchasing properties in Johor have been steadily growing as they                          have increasingly taken advantage of the affordable housing and ability to commute to work                            in Singapore.  47   Binational collaborative policies: ​Iskander Malaysia is a special economic zone in the Johor                          region launched in 2006 and expected to be fully implemented by 2025. The economic zone                              was proposed by the head of the Monetary Authority of Singapore, with the intent of                              combining Johor’s land and low-cost commercial space and labour, with Singapore’s                      high-quality production services as a way to attract foreign investors. According to the                          Malaysian Prime Minister, Iskander Malaysia would be “the New Jersey to Singapore’s                        Manhattan”. Incentives for investors include exemption for Foreign Investment Committee                   48 Rules, ability to employ foreign employees freely, and exemption from corporate tax for a                            period of 10 years.  49 In recent years, a number of Singaporean companies have established operations in the zone,                            including across the sectors of education, healthcare, manufacturing and property                    42 ​Hutchinson, F.E., Bhattacharya, P. (2019) Singapore-Malaysia Economic Relations: Deep Interdependence. ​Yusof Ishak Institute. ​ Retrieved from:​ https://www.iseas.edu.sg/images/pdf/ISEAS_Perspective_2019_2.pdf 43 ​HR Asia (2016) ​Hike in Wages in Singapore Attracts More Malaysian Professionals.​ Retrieved from: https://www.hrinasia.com/general/hike-in-wages-in-singapore-attracts-more-malaysian-professionals/ 44 ​Today World (2018) ​Malaysians in Singapore won’t bother voting in GE14 says deputy home minister​. Retrieved from: https://www.todayonline.com/world/malaysians-singapore-wont-bother-voting-ge14-says-deputy-home-minister 45 ​See, S. (2020) JB-Singapore RTS will bring economic benefit, but may not ease weekend congestion. ​Transport ​. Retrieved from: https://www.businesstimes.com.sg/transport/jb-singapore-rts-will-bring-economic-benefit-but-may-not-ease-weekend-congestion 46 ​Hutchinson, F.E., Bhattacharya, P. (2019) Singapore-Malaysia Economic Relations: Deep Interdependence. ​Yusof Ishak Institute. 47 ​The Economist (2012) ​Relations between Singapore and Malaysia continue to thrive​. Retrieved from: http://country.eiu.com/article.aspx?articleid=319398016&Country=Malaysia&topic=Politics&oid=1752510159&aid=1 48 ​The Straits Times (2017) ​Malaysia’s Iskander economic zone to be three times the size of Singapore: report​. Retrieved from: https://www.straitstimes.com/asia/se-asia/malaysias-iskandar-economic-zone-to-be-three-times-the-size-of-singapore-report 49 ​Mohd Salleh, R. (2016) Iskandar Development Region – Malaysia’s Guangdong? ​AZMI & Associates​. Retrieved from: https://www.inhousecommunity.com/wp-content/uploads/2016/07/v8i5_jurMalaysia.pdf 13  https://www.iseas.edu.sg/images/pdf/ISEAS_Perspective_2019_2.pdf https://www.hrinasia.com/general/hike-in-wages-in-singapore-attracts-more-malaysian-professionals/ https://www.hrinasia.com/general/hike-in-wages-in-singapore-attracts-more-malaysian-professionals/ https://www.todayonline.com/world/malaysians-singapore-wont-bother-voting-ge14-says-deputy-home-minister https://www.todayonline.com/world/malaysians-singapore-wont-bother-voting-ge14-says-deputy-home-minister https://www.businesstimes.com.sg/transport/jb-singapore-rts-will-bring-economic-benefit-but-may-not-ease-weekend-congestion https://www.businesstimes.com.sg/transport/jb-singapore-rts-will-bring-economic-benefit-but-may-not-ease-weekend-congestion http://country.eiu.com/article.aspx?articleid=319398016&Country=Malaysia&topic=Politics&oid=1752510159&aid=1 http://country.eiu.com/article.aspx?articleid=319398016&Country=Malaysia&topic=Politics&oid=1752510159&aid=1 https://www.straitstimes.com/asia/se-asia/malaysias-iskandar-economic-zone-to-be-three-times-the-size-of-singapore-report https://www.straitstimes.com/asia/se-asia/malaysias-iskandar-economic-zone-to-be-three-times-the-size-of-singapore-report https://www.inhousecommunity.com/wp-content/uploads/2016/07/v8i5_jurMalaysia.pdf https://www.inhousecommunity.com/wp-content/uploads/2016/07/v8i5_jurMalaysia.pdf   development. Singapore has been one of the biggest investors in Johor since the 1980s,                           50 investing $2.9 billion into the area between 1980-2012.  51 In 2018, both governments signed a bilateral agreement to build the cross-border Johor Bahru                            - Singapore Rapid Transit System (RTS) with the goal of improving connectivity between the                            two cities. Both governments have agreed to fund, construct and maintain the RTS                          infrastructure within their territories, and have since appointed a joint venture of Malaysian                          and Singaporean companies to own, design, build, and maintain the RTS for a period of 30                                years. Construction on the RTS began in 2019, but has since paused due to COVID-19                             52 restrictions. Construction is set to resume in 2021 and the line is expected to open by the end of                                      2026 and will have the capacity to transport 10,000 passengers per hour between the two                              regions.  53       50 ​The Economist (2012) ​Relations between Singapore and Malaysia continue to thrive​. 51 ​Oxford Business Group (2016) ​Wide range of investment opportunities await in Johor, Malaysia.​ Retrieved from: https://oxfordbusinessgroup.com/overview/state-readiness-wide-range-investment-opportunities-await 52 ​Barrow, K. (2018) Singapore and Malaysia sign accord on cross-border metro line. ​IRJ​. Retrieved from: https://www.railjournal.com/regions/asia/singapore-and-malaysia-sign-accord-on-cross-border-metro-line/ 53 ​Burroughs, D. (2020) Agreement for KL-Singapore high-speed line expected by year end. ​IRJ. ​Retrieved from: https://www.railjournal.com/passenger/high-speed/agreement-for-kl-singapore-high-speed-line-expected-by-year-end/ 14  https://oxfordbusinessgroup.com/overview/state-readiness-wide-range-investment-opportunities-await https://oxfordbusinessgroup.com/overview/state-readiness-wide-range-investment-opportunities-await https://www.railjournal.com/regions/asia/singapore-and-malaysia-sign-accord-on-cross-border-metro-line/ https://www.railjournal.com/regions/asia/singapore-and-malaysia-sign-accord-on-cross-border-metro-line/ https://www.railjournal.com/passenger/high-speed/agreement-for-kl-singapore-high-speed-line-expected-by-year-end/ https://www.railjournal.com/passenger/high-speed/agreement-for-kl-singapore-high-speed-line-expected-by-year-end/   Denmark - Sweden  Copenhagen, Denmark and Malmö, Sweden          Why they were chosen & why they are relevant for Windsor: Copenhagen and Malmö, like                              Windsor and Detroit, are divided by a body of water, known as the Sound, one of the busiest                                    sea lanes in the world. The cities are connected by a bridge-tunnel that provides both a road                                  and a railway access. Like Windsor and Detroit, the two cities have dissimilar populations, with                              Malmö’s population standing at 344,000 compared to Copenhagen’s 632,000 (or 1.9 million,                        depending on where the city limits are measured).  54   The two cities have been regularly praised for their strong cooperation, and the close                            coordination of each city’s officials could prove a useful example for Windsor and Detroit,                            especially given their close similarities in geography and comparative size.  Level of cooperation: ​High  Background: The region has historically been contested between Denmark and Sweden, with                        Malmö and its hinterland owned by Denmark during the Middle Ages. In the age of European                                cooperation, these past hostilities have been left far behind, with the EU proving a particularly                              important vehicle for advancing cross border collaboration. In fact, the EU has specifically                          funded projects that benefit cross border work and reduce border friction. Cooperation                       55 between Malmö and Copenhagen is extensive and well established, with the first formal ideas                            54 ​Malmo (2020) Population. Retrieved from:​ https://malmo.se/Fakta-och-statistik/Facts-and-statistics-in-english/Population.html City population (2020) ​Denmark: Copenhagen. ​Retrieved from:​ https://www.citypopulation.de/en/denmark/copenhagen/ 55 ​European Commission (n.y.) ​Copenhagen-Malmo: a bridge for employment ​. Retrieved from: https://ec.europa.eu/regional_policy/sl/projects/denmark/copenhagen-malmo-a-bridge-for-employment 15  https://malmo.se/Fakta-och-statistik/Facts-and-statistics-in-english/Population.html https://www.citypopulation.de/en/denmark/copenhagen/ https://ec.europa.eu/regional_policy/sl/projects/denmark/copenhagen-malmo-a-bridge-for-employment https://ec.europa.eu/regional_policy/sl/projects/denmark/copenhagen-malmo-a-bridge-for-employment   to link the areas dating back to 1872, and the cooperative Øresund Council formed in 1964.                               56 The decision was made to link the two cities with a bridge in 1991, with the bridge completed in                                      2005.  Binational collaborative policies: Copenhagen and Malmö have worked hard to foster a high                          level of cooperation, setting their own joint governmental cooperation structure, the Øresund                        Committee. The Committee is unusual in that it functions at a regional scale, serving Greater                             57 Copenhagen and the Swedish Skåne region, rather than just each municipality. The platform                         58 serves five main purposes:    ● Supporting the joint marketing of Greater Copenhagen  ● Supporting cooperation of investors, tourists, businesses and talents  ● Work to create a strong international infrastructure  ● Work for an integrated and sustainable growth region, influence legislation and border                        barriers to reduce barriers to growth  ● Establish joint strategic business initiatives     Officials from each city work in close cooperation, with obligatory meetings between officials.                          Malmö and Copenhagen finance committee officials meet once a year for a forward looking                            meeting to discuss common priorities and problems for the future, whilst municipal leaders                          have regular meetings with their opposite numbers to coordinate policy on budgets and                          financial management. Each of Malmö’s government departments have established contacts                    with corresponding officials in Copenhagen to ease communication between the cities, which                        particularly help their delivery of joint cooperation projects.  59   The EU has helped fund cooperation in this region, funding a number of cooperation projects,                              focused around the four priority areas work: green growth, regional metro system, city                          planning and growth without borders. Cooperation projects carried out so far include:  60   ● School exchanges on sustainable development  ● Collection of joint border regional statistics  ● Methods for sustainable urban development  ● Joint cycling infrastructure for the region     Cooperation between the cities runs throughout the economy, with the cities running a                          binational port since 2001. Rather than dividing the port into Swedish and Danish halves, the                             61 port is instead a single corporate entity that rents land from both cities. It is organized into                                  segments based on the industries they serve; for example, one segment serves the cruise ship                              sector, whilst another serves the automotive sector. This system avoids questions of how                          56 ​De Langen, P., Nijdam, N. (2009) A best practice in cross-border cooperation: Copenhagen Malmo Port​. https://www.researchgate.net/publication/241872583_A_best_practice_in_cross-border_cooperation_Copenhagen_Malmo_Port/link/5bad27 fba6fdccd3cb77a52c/download 57 ​Malmo (2017) ​Greater Copenhagen and the Skane Committee. ​Retrieved from: https://malmo.se/Nice-to-know-about-Malmo/EU-and-International-Cooperation-/Regional-work/Greater-Copenhagen-and-the-Skane-Commit tee.html 58 ​The Mot (2020) ​Copenhagen-Malmo​: ​Overview​. Retrieved from: http://www.espaces-transfrontaliers.org/en/resources/territories/territory-factsheets/territories/territory/show/copenhague-malmoe/ 59 ​Malmo (2020) ​MalmoCopenhagen​. Retrieved from: https://malmo.se/Nice-to-know-about-Malmo/EU-and-International-Cooperation-/Regional-work/MalmoCopenhagen.html 60 Ibid. 61 ​De Langen, P., Nijdam, N. (2009) A best practice in cross-border cooperation: Copenhagen Malmo Port​. 16  https://www.researchgate.net/publication/241872583_A_best_practice_in_cross-border_cooperation_Copenhagen_Malmo_Port/link/5bad27fba6fdccd3cb77a52c/download https://www.researchgate.net/publication/241872583_A_best_practice_in_cross-border_cooperation_Copenhagen_Malmo_Port/link/5bad27fba6fdccd3cb77a52c/download https://www.researchgate.net/publication/241872583_A_best_practice_in_cross-border_cooperation_Copenhagen_Malmo_Port/link/5bad27fba6fdccd3cb77a52c/download https://malmo.se/Nice-to-know-about-Malmo/EU-and-International-Cooperation-/Regional-work/Greater-Copenhagen-and-the-Skane-Committee.html https://malmo.se/Nice-to-know-about-Malmo/EU-and-International-Cooperation-/Regional-work/Greater-Copenhagen-and-the-Skane-Committee.html https://malmo.se/Nice-to-know-about-Malmo/EU-and-International-Cooperation-/Regional-work/Greater-Copenhagen-and-the-Skane-Committee.html http://www.espaces-transfrontaliers.org/en/resources/territories/territory-factsheets/territories/territory/show/copenhague-malmoe/ https://malmo.se/Nice-to-know-about-Malmo/EU-and-International-Cooperation-/Regional-work/MalmoCopenhagen.html https://malmo.se/Nice-to-know-about-Malmo/EU-and-International-Cooperation-/Regional-work/MalmoCopenhagen.html   profits should be allocated between the cities, with investments being allocated between                        segments as the company sees fit.    The cities have also worked to develop strong academic links, aiming to form the Øresund                              Science Region. Unusually, local higher education institutions provided the leadership for                     62 closer cooperation, with 14 higher education institutions forming a consortium known as                        Øresund University. Øresund University seeks to make the region a centre of knowledge                          transfer and science education and application, and has provided a platform for the                          universities to collaborate with each other and their local communities. Each participating                        organisation in the University has agreed to open up all courses, libraries and other facilities to                                all students, teachers and researchers.    There are some imbalances in the economies of the two cities, most notably that the job                                market is better in Copenhagen, whilst house prices are cheaper in Malmö. This has resulted in                                a large number of people living in Malmö and commuting over to Copenhagen.  63 The cities have a cooperative and ambitious joint plan for the future, releasing a strategic                              overview of their aims to 2025. These aims include: 64   ● Formation of a joint regional database for available jobs  ● A new wind farm in the Sound  ● Common guidelines for sustainable buildings  ● Testbed region for climate adaption  ● A new transport link across the Sound  ● High-speed train network combining the region with other major cities  ● Cross-border digital travel planner  ● Initiatives to provide information and support to international immigrants, local citizens                      and businesses     The next step of their economic cooperation will be based around a ‘Jobs Pact’, which will                                establish:    ● Common employment service  ● Common trainee programs  ● Joint CSR in the procurement of major infrastructure projects  ● Cooperation on vocational training for young people    62 ​Garlick, S., Kresl, P., Vaessen, P. (2006) The Oresund Science Region: A cross-border partnership between Denmark and Sweden. ​OECD​. Retrieved from:​ https://www.oecd.org/sweden/37006070.pdf 63 ​May, J. (2016) Twin cities: Here are four pairs of cities working together across borders/water/cultural differences. ​City Monitor​. Retrieved from:​ https://www.citymetric.com/horizons/twin-cities-here-are-four-pairs-cities-working-together-across-borderswatercultural 64 ​Malmo (n.y.) ​Oresundsregionen ​. Retrieved from: https://amenagement-territoire.public.lu/dam-assets/fr/eu-presidency/Events/Workshop-3/II_6-Lars-Silverberg---Cooperation-in-the-Oeresun dsregionen-and-_Copenhagen-Malmoe-2025_.pdf 17  https://www.oecd.org/sweden/37006070.pdf https://www.citymetric.com/horizons/twin-cities-here-are-four-pairs-cities-working-together-across-borderswatercultural https://amenagement-territoire.public.lu/dam-assets/fr/eu-presidency/Events/Workshop-3/II_6-Lars-Silverberg---Cooperation-in-the-Oeresundsregionen-and-_Copenhagen-Malmoe-2025_.pdf https://amenagement-territoire.public.lu/dam-assets/fr/eu-presidency/Events/Workshop-3/II_6-Lars-Silverberg---Cooperation-in-the-Oeresundsregionen-and-_Copenhagen-Malmoe-2025_.pdf https://amenagement-territoire.public.lu/dam-assets/fr/eu-presidency/Events/Workshop-3/II_6-Lars-Silverberg---Cooperation-in-the-Oeresundsregionen-and-_Copenhagen-Malmoe-2025_.pdf                 Annex 04  Deep Dive: Detroit                                December 2020            1    Deep Dive: Detroit  Executive Summary The Rise and Fall of Detroit  ● Detroit, located in the heart of the American Rust Belt, was the centre of the global                                automotive industry for much of the 20th century. Automotive giants, such as General                          Motors, Ford and Chrysler all set up manufacturing plants in the city, bringing hundreds                            of thousands of well-paid jobs with them.     ● However, throughout the late 20th century, increasing rates of outsourcing, automation                      and globalisation led automotive production facilities to be moved from the Rust Belt                          to lower-cost regions, often overseas.    ● Between 1950 and 2016, Detroit lost more than half of its population By 2010, Detroit’s                             1 unemployment rate had risen to 24.8%, whilst from 2003-2009 Michigan alone                     2 accounted for 40% of net job losses in the U.S. automotive manufacturing industry.  3    ● The continuously shrinking population caused a diminishing tax base that pushed the                        municipal government to a fiscal crisis in 2013 - culminating in failing public services                            and ultimately declaring bankruptcy.  4 1 U.S. Department of Commerce. (1952). 1950 United States Census of Population. Retrieved from: https://www2.census.gov/prod2/decennial/documents/41557421v3p2ch02.pdf;​ United States Census Bureau (2020). Detroit City Population, Decennial Census 2010. Retrieved from: https://data.census.gov/cedsci/table?q=Detroit%20city,%20population&g=1600000US2622000&tid=DECENNIALSF12010.P1&hidePreview=fals e 2 ​Michigan Department of Technology, Management & Budget. (2020). Employment and Unemployment Statistics. Retrieved from: https://milmi.org/DataSearch/LAUS 3 ​Platzer, M. D. & Harrison, G. J. (2009). ​The U.S. automotive industry: National and state trends in manufacturing employment.​ Congressional Research Service. Retrieved from:​ https://digitalcommons.ilr.cornell.edu/key_workplace/666/ 4 ​Forward Cities. (2018). DETROIT, MI CASE STUDY. Retrieved from: https://forwardcities.org/wp-content/uploads/2020/08/Case-Study-Detroit_-MI.pdf 2  https://www2.census.gov/prod2/decennial/documents/41557421v3p2ch02.pdf https://www2.census.gov/prod2/decennial/documents/41557421v3p2ch02.pdf https://data.census.gov/cedsci/table?q=Detroit%20city,%20population&g=1600000US2622000&tid=DECENNIALSF12010.P1&hidePreview=false https://data.census.gov/cedsci/table?q=Detroit%20city,%20population&g=1600000US2622000&tid=DECENNIALSF12010.P1&hidePreview=false https://data.census.gov/cedsci/table?q=Detroit%20city,%20population&g=1600000US2622000&tid=DECENNIALSF12010.P1&hidePreview=false https://milmi.org/DataSearch/LAUS https://milmi.org/DataSearch/LAUS https://digitalcommons.ilr.cornell.edu/key_workplace/666/ https://forwardcities.org/wp-content/uploads/2020/08/Case-Study-Detroit_-MI.pdf https://forwardcities.org/wp-content/uploads/2020/08/Case-Study-Detroit_-MI.pdf       Why can’t Detroit bounce back?     ● The city continues to have a shrinking population, high-levels of poverty, high crime                          rates and thousands of blighted and vacant properties.     ● There are several underlying factors that have hindered successful regeneration in                      Detroit:    ○ A history of discriminatory housing policies and segregation have caused racial                      tensions and social unrest.     ○ Rampant government corruption and the misuse of public funds have left                      underfunded public services and deterred private investment.    ○ High property taxes, burdensome regulations, poor public services and blighted                    infrastructure have hindered the city’s ability to attract capital.     ○ A series of poor urban planning decisions ignoring streetscapes and public                      spaces have failed to make Detroit an attractive place to live and work.         3    Regeneration Initiatives   ● Much of Detroit’s regeneration can be attributed to forces outside of the municipal                          government’s control, including billions of dollars of private investment from people like                        Henry Ford II, Dan Gilbert, and Marian Ilitch. In recent years, the city has also benefited                                from the wider U.S. automobile industry revival post 2009.    ● At the same time, the municipal government attempted a number of regeneration                        tactics, including:     ○ ​Targeting Particular Sectors or Clusters. The municipal government has attempted                      to encourage the growth of technology-based firms and entrepreneurship through                    providing business incubation support and encouraging clustering of businesses,                  universities and support organisations. As a result of these initiatives, the technology                        sector in the Detroit area has grown in recent years and helped to diversify the                              economy away from the automotive industry.     ○ ​Revitalising Brownfields and Urban Spaces. In recent years, the municipal                      government has unveiled a number of initiatives aimed at addressing abandoned                      properties across the city by either demolishing vacant houses or taking ownership of                          them and selling them to people who will then care for the property.     ○ ​Encouraging High Skilled Immigration. Detroit has introduced a number of policies                        contributing to making the city a welcoming place for immigrants, including having                        guidance/policies in multiple languages and setting up an office to assist with                        integrating immigrants into the community.     ○ Investing in Transport Links. The city of Detroit has historically been a car-centric                            city, with very little public transit infrastructure. This lack of public transport has                          disproportionately impacted lower-income households who cannot afford a car and                    therefore struggle to move around the city either for work or for leisure.     ○ Improving Cultural Infrastructure. The government has engaged in a number of                        initiatives to grow the culture and creative sectors of the economy, such as providing                            business support for creative start-ups and hosting cultural events. As a result, the                          creative sectors have grown significantly and Detroit is now listed as a UNESCO                          Creative City.         4    Where is Detroit now?   ● In recent years, politicians and investors have become more optimistic about Detroit’s                        future. The Detroit Metropolitan Area (which includes the city of Detroit and its                          surrounding counties) has performed particularly well, experiencing growth in per                    capita income and GDP. The inner city of Detroit, however, still continues to struggle                            with high rates of crime, poverty and unemployment.  ● There has been some debate recently as to whether or not Detroit is really rebounding.                              Certainly, indicators such as falling unemployment rates, slower population decline, an                      influx of private investment, and the announcement of new employment opportunities                      - such as the new Jeep plant - all point to a positive future for Detroit. However, some                                    argue that the underlying factors of poverty and low educational attainment remain in                          the central city, and may prevent it from continuing the recent rebound. Skeptics also                            argue that some of the city’s indicators may be reflective of one-off investments rather                            than larger structural changes. For example, total employment grew by 18,000 jobs                        from 2010 to 2018, but 17,000 of these jobs were created through the opening of the                                Quicken Loans office in 2010.  5    Lessons to be Learned   ● You can’t separate cultural factors from economic factors. While Detroit’s economic                      struggles originated with the loss of competitiveness in its car industry, they have been                            significantly exacerbated by continuing racial strife and political corruption.  ● Big investments are not a silver bullet. While Detroit’s recent investments appear to                          have helped support the area’s wider rebound, the city also has a long track record of                                other investments from Joe Louis Arena to the People Mover that did little to change its                                economic fundamentals.  ● A shrinking population can trap the city in a negative economic cycle. Detroit’s                          economic downturn led to a mass exodus from the city, leaving the municipal                          government with an ever-shrinking tax base and diminishing municipal budgets to                      implement revitalisation strategies.  ● Struggling cities cannot afford uncompetitive tax rates or inadequate basic                    infrastructure. By encouraging businesses and wealthy residents to leave, Detroit’s                    high tax further worsened the area’s economy - and often proved counterproductive,                        with total revenue little higher after the impact of flight from the city.  ● Even with all its troubles, being a large city remains an advantage. ​The economies of                              scale makes large cities very hard to kill altogether - and gives them a long runway to                                  discover new industries.    5 ​Gallagher, J. (2019) Detroit can’t cherry-pick statistics, ignore inconvenient facts. ​Detroit Free Press​. Retrieved from: https://eu.freep.com/story/money/business/john-gallagher/2019/08/21/detroit-recovery-data/2009516001/ 5  https://eu.freep.com/story/money/business/john-gallagher/2019/08/21/detroit-recovery-data/2009516001/ https://eu.freep.com/story/money/business/john-gallagher/2019/08/21/detroit-recovery-data/2009516001/   The Rise and Fall of Detroit’s  Automotive Industry  Historically, Detroit had many advantages that made it an attractive location for the                          automotive industry: it was geographically close to the nation’s biggest coal, iron and copper                            mines which were manufacturing inputs; it was easily accessible by both land and water; and                              it was near well-established iron and steel production centres in Pennsylvania. In the early                           6 1900s, dozens of automotive companies set up production facilities in Detroit, the most                          influential were the “Big Three” - Ford, General Motors, and Chrysler. At their height, the Big                                Three held a combined 90% of the U.S. market share for automobile producers, employed                           7 hundreds of thousands of people between them (Ford’s River Rouge plant alone employed                          more than 90,000 people at its peak), and were the epicentre of innovation in the auto                                industry.     During the 1930s, the industrial union movement began to take root in the Detroit auto industry,                                demanding decent living wages and benefits. The United Automobile Workers (UAW) led the                          struggle for workers rights against auto producers, organising strikes and engaging in - often                            bloody - confrontations with security firms and law enforcement acting on behalf of the                            employers. By 1941, the UAW had negotiated contracts with every major auto firm in Detroit.  8    However, this prosperity was not eternal. Through the 1950s and 60s, the auto industry began                              to change. Firms began to decentralise production, moving factories outside of the city and                            into smaller towns in search of lower-wage workers and cheaper land. Simultaneously, the                          industry was transformed by automation, in which thousands of workers were replaced with                          machines.         6 ​Sugrue, T. J. (2014). Motor City: The Story of Detroit. The Gilder Lehrman Institute of American History. Retrieved from: http://gdelaurier.pbworks.com/w/file/fetch/85732135/Motor%20City_%20The%20Story%20of...pdf 7 Ahern, D.P. (1968) The Auto Industry and the Big Three. Financial Analysts Journal, 24(3), 96-102. Retrieved from: https://www.jstor.org/stable/4470350 8 ​Sugrue, T. J. (2014). Motor City: The Story of Detroit. The Gilder Lehrman Institute of American History. Retrieved from: http://gdelaurier.pbworks.com/w/file/fetch/85732135/Motor%20City_%20The%20Story%20of...pdf 6  http://gdelaurier.pbworks.com/w/file/fetch/85732135/Motor%20City_%20The%20Story%20of...pdf http://gdelaurier.pbworks.com/w/file/fetch/85732135/Motor%20City_%20The%20Story%20of...pdf https://www.jstor.org/stable/4470350 https://www.jstor.org/stable/4470350 http://gdelaurier.pbworks.com/w/file/fetch/85732135/Motor%20City_%20The%20Story%20of...pdf http://gdelaurier.pbworks.com/w/file/fetch/85732135/Motor%20City_%20The%20Story%20of...pdf   Throughout the 1970s, the situation in Detroit went from bad to worse. The global oil crisis and                                  increasing overseas competition (especially from Japan) weakened the American auto                    industry further. The Big Three struggled to compete on the global market, as Japanese                            competitors, such as Toyota, Nissan and Mazda, outperformed them on productivity. At the                          time, a small passenger car could be produced for $2,000 less on average in Japan than in                                  the U.S. This difference was attributed in part to lower labour costs, and in part to superior                                  productivity by Japanese firms. Throughout the 1970s, labour productivity rose faster in the                         9 Japanese auto industry than the U.S. Much of the high labour costs in America that ultimately                               10 drove the automotive industry overseas can be attributed to unions, who in an effort to fight                                for workers rights rendered the industry incapable of competing with cheaper overseas                        labour.  11        Data Source: Bureau of Transportation Statistics (2019) World Motor Vehicle Production, Selected Countries.   12    In 1979, Chrysler filed for bankruptcy and Ford and General Motors ran significant deficits. A                              concerted effort by the Big Three and the UAW began to lobby the government to enact                                protectionist policies for the U.S. auto industry by applying tariffs to Japanese automobile                          imports. Reagan’s administration convinced the Japanese government to introduce a three                      year voluntary export restraint (VER) on automobiles to the U.S. market, which continued for an                              additional 10 years afterwards.   13    9 ​ Lieberman, M. B., Lau, L. J., Williams, M. D. (1990). Firm-Level Productivity and Management Influence: A Comparison of U.S. and Japanese Automobile Producers, ​Management Science​, 36(10), 1193-1215. 10 ​Aizcorbe, Winston, and Friedlaender. (1987). Cost Competitiveness of the U.S. Automobile Industry. In Clifford Winstron and Associates, ​Bline Intersection? Policy and the Automobile Industry. ​The Brookings Institute. Fuss, M., Waverman, L. (1985) Productivity Growth in the Automobile Industry, 1970-1980: a Comparison of Canada, Japan and the United States. ​National Bureau of Economic Research​ ​Working Paper No. 1735. ​Retrieved from: https://www.nber.org/system/files/working_papers/w1735/w1735.pdf 11 ​The New York Times. (2020). U.A.W. and the Auto Industry. Retrieved from: https://www.nytimes.com/interactive/2015/10/08/business/uaw-auto-union-timeline.html#/#time386_11139 12 ​Bureau of Transportation Statistics. (2020). World Motor Vehicle Production, Selected Countries. Retrieved from: https://www.bts.gov/content/world-motor-vehicle-production-selected-countries 13 ​Pollack, A. (1994). Japan to End Restraints on Auto Exports to U.S. The New York Times. Retrieved from: https://www.nytimes.com/1994/03/29/business/japan-to-end-restraints-on-auto-exports-to-us.html 7  https://www.nber.org/system/files/working_papers/w1735/w1735.pdf https://www.nber.org/system/files/working_papers/w1735/w1735.pdf https://www.bts.gov/content/world-motor-vehicle-production-selected-countries https://www.bts.gov/content/world-motor-vehicle-production-selected-countries https://www.nytimes.com/1994/03/29/business/japan-to-end-restraints-on-auto-exports-to-us.html https://www.nytimes.com/1994/03/29/business/japan-to-end-restraints-on-auto-exports-to-us.html   Over the next decade, almost all Japanese auto manufacturers had built transplant factories                          in the U.S. employing U.S. workers to avoid the VER. However, the policy did little to help Detroit                                    because Japanese manufacturers chose to locate in other areas, such as Ohio, Tennessee,                          and Kentucky.  14    As the automotive industry collapsed in Detroit, so did its supporting industries. Residents                          began to move away from the city by the thousands in search of new opportunities, starting                                the shrinking population trend that has continued to this day. As a result of this shrinking                                population and fewer businesses, the municipal government was faced with a diminishing                        commercial and residential tax base. In an attempt to kick start regeneration, the                         15 government attempted multiple investments into the city over the coming years, leaving the                          city in a precarious fiscal position of rising debt.     The situation in Detroit worsened during the 2008 global financial crisis, where a lack of                              liquidity made it impossible for the government to respond to the influx of foreclosures and                              resultant shrinking tax base. In June 2009, unemployment peaked at 17.2% in the metro area                             16 and 28.4% in the inner city of Detroit - the highest rate of all large cities in the U.S. The                                       17 long-term impacts of the declining automotive industry and shrinking population, coupled                      with the effects of the financial crisis pushed Detroit past its breaking point. In 2013, the city                                  declared bankruptcy with $18 billion in debt.  18     14 ​Risen, J. (1988). First Imports, Now Auto Plants in the U.S. : Japanese Stepping Up Pressure on Big 3. ​Los Angeles Times. ​Retrieved from: https://www.latimes.com/archives/la-xpm-1988-10-15-fi-3525-story.html 15 ​Forward Cities. (2018). DETROIT, MI CASE STUDY. Retrieved from: https://forwardcities.org/wp-content/uploads/2020/08/Case-Study-Detroit_-MI.pdf 16 ​Schindler, S. (2013). Other cities in crisis can learn from Detroit’s bankruptcy-fostered Degrowth Machine Politics. ​LSE Blogs. ​ Retrieved from: http://eprints.lse.ac.uk/61188/1/blogs.lse.ac.uk-Other%20cities%20in%20crisis%20can%20learn%20from%20Detroits%20bankruptcy-fostered %20Degrowth%20Machine%20Politics.pdf 17 ​Michigan Department of Technology, Management & Budget. Employment and Unemployment Statistics. Retrieved from: https://milmi.org/DataSearch/LAUS 18 ​Davey, M. & Williams Walsh, M. (2013). Billions in Debt, Detroit Tumbles Into Insolvency. ​The New York Times. ​Retrieved from: https://www.nytimes.com/2013/07/19/us/detroit-files-for-bankruptcy.html 8  https://www.latimes.com/archives/la-xpm-1988-10-15-fi-3525-story.html https://www.latimes.com/archives/la-xpm-1988-10-15-fi-3525-story.html https://forwardcities.org/wp-content/uploads/2020/08/Case-Study-Detroit_-MI.pdf https://forwardcities.org/wp-content/uploads/2020/08/Case-Study-Detroit_-MI.pdf http://eprints.lse.ac.uk/61188/1/blogs.lse.ac.uk-Other%20cities%20in%20crisis%20can%20learn%20from%20Detroits%20bankruptcy-fostered%20Degrowth%20Machine%20Politics.pdf http://eprints.lse.ac.uk/61188/1/blogs.lse.ac.uk-Other%20cities%20in%20crisis%20can%20learn%20from%20Detroits%20bankruptcy-fostered%20Degrowth%20Machine%20Politics.pdf http://eprints.lse.ac.uk/61188/1/blogs.lse.ac.uk-Other%20cities%20in%20crisis%20can%20learn%20from%20Detroits%20bankruptcy-fostered%20Degrowth%20Machine%20Politics.pdf https://milmi.org/DataSearch/LAUS https://milmi.org/DataSearch/LAUS https://www.nytimes.com/2013/07/19/us/detroit-files-for-bankruptcy.html https://www.nytimes.com/2013/07/19/us/detroit-files-for-bankruptcy.html   Why Can’t Detroit Bounce Back?  Why has Detroit been unable to regenerate its economy in the way other post-industrial cities                              have? We have identified the following factors which contribute to stifling the city’s                          regeneration:        1. Social unrest/racial tensions     Following the decline of the automotive industry, Detroit became an increasingly segregated                        city. “White flight” from the city to the suburbs left behind vacant shops and abandoned                              homes; by 2010, white people made up only 12% of Detroit’s population and neighbourhoods                            were heavily segregated by race. Discriminatory State and Federal government policies                     19 reinforced segregation and led to overcrowding and under-funding of black neighbourhoods.                     20    Discriminatory housing policies, underinvestment, and obstructing access to capital meant                    that poverty rates rose in black neighbourhoods and as a result, they became subject to                              higher rates of police intervention. In the 1960s, the Detroit Police Department was 95% white                              even though the city’s population was 40% black, and accusations of racial profiling and                            police brutaility were an everyday occurrence.  21    To this day, Detroit is still trying to overcome it’s legacy of racial and social tension, which has                                    hindered the city’s ability to attract both people and businesses. Repairing the damage done                            by decades of discriminatory policies will be needed to ensure that Detroit’s regeneration                          benefits all of its residents regardless of race or class.     2. Corruption     Rampant corruption in Detroit’s municipal government has also hindered the city’s ability to                          regenerate. The Detroit News put together a database of corruption cases in Detroit                          throughout the past decade, identifying 108 labor leaders, politicians, police officers and                        bureaucrats charged with federal corruption-related crimes. The level of corruption in Detroit                       22 is so severe that the FBI launched the Detroit Area Public Corruption Taskforce in 2012                              dedicated to tackling the issue.  23    19 ​United States Census Bureau. (2020). ACS Demographic and Housing Estimates. Retrieved from: https://data.census.gov/cedsci/table?q=detroit%20population&tid=ACSDP1Y2010.DP05&hidePreview=false 20 ​Sugrue, T. J. (2005). The Origins of the Urban Crisis: Race and Inequality in Postwar Detroit. Princeton: Princeton University Press; Binelli, M. (2012). Detroit City is the place to be: the afterlife of an American metropolis. New York: Metropolitan Books; Galster, G. (2012). Driving Detroit. The Quest for Respect in the Motor City. Philadelphia: University of Pennsylvania Press. 21 ​Jordan, J. (2017). How the roots of Detroit’s police department helped spawn 1967 rebellion. ​Michigan Radio. ​Retrieved from: https://www.michiganradio.org/post/how-roots-detroits-police-department-helped-spawn-1967-rebellion 22 ​The Detroit News. (2020). Driven by greed: A database of corruption in Detroit. Retrieved from: https://content-static.detroitnews.com/projects/driven-by-greed-corruption-database/index.htm 23 ​Washburn, J. (2012). New Multi-Agency Public Corruption Task Force Formed.​The Federal Bureau of Investigation. ​ Retrieved from: https://archives.fbi.gov/archives/detroit/press-releases/2012/new-multi-agency-public-corruption-task-force-formed 9  https://www.michiganradio.org/post/how-roots-detroits-police-department-helped-spawn-1967-rebellion https://www.michiganradio.org/post/how-roots-detroits-police-department-helped-spawn-1967-rebellion https://content-static.detroitnews.com/projects/driven-by-greed-corruption-database/index.htm https://content-static.detroitnews.com/projects/driven-by-greed-corruption-database/index.htm https://archives.fbi.gov/archives/detroit/press-releases/2012/new-multi-agency-public-corruption-task-force-formed https://archives.fbi.gov/archives/detroit/press-releases/2012/new-multi-agency-public-corruption-task-force-formed   One of the most high profile and egregious cases of corruption was that of the mayor Kwame                                  Kilpatrick, who was arrested and charged along with some of his closest advisors for turning                              city hall into a criminal enterprise, making themselves rich with taxpayer money. Kilpatrick was                            charged with perjury, obstruction of justice, extortion, bribery, fraud, money laundering, and                        more. In 2013, he was convicted on 24 of 30 counts and was sentenced to 28 years in prison.  24    3. Lack of Economic Competitiveness     Firstly, Detroit has a history of high tax rates. In an effort to raise funds without raising the                                    already high property tax, Detroit was the first city in Michigan to implement a local income                                tax. The income tax was levied at 1% on both income from wages and investment. No other                                  major city at the time imposed a tax on investment income to the same degree as Detroit.                                 25 More recently, a 2014 study found that Detroit had the highest commercial property tax rates                              of any major U.S. city. Detroit also charges the highest income tax in the state. High tax rates                                   26 27 discourage investors and businesses from moving to Detroit because they have the                        opportunity to operate with lower costs elsewhere.     Secondly, Detroit is notorious for its poor public services. The city’s declining population (from                            1.85 million in 1950 to just 714,000 in 2010) has resulted in a shrinking tax base for the municipal                                      government and less money to spend on public services. As a result, the city is notorious for                                 28 slow police response times, waste not regularly taken off the street, and schools with                            crumbling infrastructure.  29    Third, the shrinking municipal budget has caused the city to become home to one of the worst                                  public transit systems in the country. The city does not have an extensive rail or subway                                system, instead the transit system is rooted in an inadequate bus system. Therefore, most                           30 people rely on cars to get around; lower income groups without cars lack an affordable and                                relatable mode of transit.  31    Fourth, the municipal government places overly burdensome regulations on industry                    compared to other major cities. A 2013 study compared ‘economic freedom’ measures for U.S.                            24 ​Dan Austin. Meet the Five Worst Mayors in Detroit History. ​Detroit Free Press. ​Retrieved from: https://eu.freep.com/story/news/local/2014/08/29/5-worst-mayors-in-detroit-history/14799541/ 25 ​Bronder, L. (1962). Michigan’s First Local Income Tax. ​National Tax Journal, 15(​4), 423-431. Retrieved from: https://www.jstor.org/stable/41790917?seq=1 26 ​Minnesota Center for Fiscal Excellence (2014). 50-State Property Tax Comparison Study. Retrieved from: https://www.lincolninst.edu/sites/default/files/pubfiles/50-state-property-tax-study-2015-full_0.pdf 27 ​Citizen’s Research Council of Michigan. (2018). Diversify Detroit’s Tax Structure to Lower the City’s High Property Tax Rate. Retrieved from: https://crcmich.org/diversify-detroits-tax-structure-to-lower-the-citys-high-property-tax-rate 28 ​Beyer, S. (2018). Why Has Detroit Continued to Decline. Forbes. Retrieved from: https://www.forbes.com/sites/scottbeyer/2018/07/31/why-has-detroit-continued-to-decline/#6fe162d73fbe​; U.S. Department of Commerce (1952). 1950 United States Census of Population. Retrieved from: https://www2.census.gov/prod2/decennial/documents/41557421v3p2ch02.pdf; United States Census Bureau (2020). Detroit City Population, Decennial Census 2010. Retrieved from: https://data.census.gov/cedsci/table?q=Detroit%20city,%20population&g=1600000US2622000&tid=DECENNIALSF12010.P1&hidePreview=fals e 29 ​Beyer, S. (2018). Why Has Detroit Continued to Decline. ​Forbes. ​Retrieved from: https://www.forbes.com/sites/scottbeyer/2018/07/31/why-has-detroit-continued-to-decline/#6fe162d73fbe 30 ​Johnson, R. (2012). Broken Promises: DDOT Still Failing to Provide Adequate Bus Service. ​Transportation Riders United ​. Retrieved from: https://www.detroittransit.org/wp-content/uploads/2019/11/TRU-DDOT-Bus-Timeliness-Report-May-2012.pdf 31 ​Sullings, G. (2019). Detroit's Mobility Innovation Initiative. ​Centre for Public Impact. ​Retrieved from: https://www.centreforpublicimpact.org/case-study/detroits-mobility-innovation-initiative/ 10  https://eu.freep.com/story/news/local/2014/08/29/5-worst-mayors-in-detroit-history/14799541/ https://eu.freep.com/story/news/local/2014/08/29/5-worst-mayors-in-detroit-history/14799541/ https://www.jstor.org/stable/41790917?seq=1 https://www.jstor.org/stable/41790917?seq=1 https://www.lincolninst.edu/sites/default/files/pubfiles/50-state-property-tax-study-2015-full_0.pdf https://www.lincolninst.edu/sites/default/files/pubfiles/50-state-property-tax-study-2015-full_0.pdf https://crcmich.org/diversify-detroits-tax-structure-to-lower-the-citys-high-property-tax-rate https://crcmich.org/diversify-detroits-tax-structure-to-lower-the-citys-high-property-tax-rate https://www.forbes.com/sites/scottbeyer/2018/07/31/why-has-detroit-continued-to-decline/#6fe162d73fbe https://www.forbes.com/sites/scottbeyer/2018/07/31/why-has-detroit-continued-to-decline/#6fe162d73fbe https://www2.census.gov/prod2/decennial/documents/41557421v3p2ch02.pdf https://www2.census.gov/prod2/decennial/documents/41557421v3p2ch02.pdf https://data.census.gov/cedsci/table?q=Detroit%20city,%20population&g=1600000US2622000&tid=DECENNIALSF12010.P1&hidePreview=false https://data.census.gov/cedsci/table?q=Detroit%20city,%20population&g=1600000US2622000&tid=DECENNIALSF12010.P1&hidePreview=false https://data.census.gov/cedsci/table?q=Detroit%20city,%20population&g=1600000US2622000&tid=DECENNIALSF12010.P1&hidePreview=false https://www.forbes.com/sites/scottbeyer/2018/07/31/why-has-detroit-continued-to-decline/#6fe162d73fbe https://www.forbes.com/sites/scottbeyer/2018/07/31/why-has-detroit-continued-to-decline/#6fe162d73fbe https://www.detroittransit.org/wp-content/uploads/2019/11/TRU-DDOT-Bus-Timeliness-Report-May-2012.pdf https://www.detroittransit.org/wp-content/uploads/2019/11/TRU-DDOT-Bus-Timeliness-Report-May-2012.pdf https://www.centreforpublicimpact.org/case-study/detroits-mobility-innovation-initiative/ https://www.centreforpublicimpact.org/case-study/detroits-mobility-innovation-initiative/   cities, ranking the degree of burden that municipal and state governments place on                          businesses through taxes, regulations, labour market restrictions, etc. This study found that                        Detroit ranked 345th out of 384 metro areas on its economic freedom ranking.  32    4. Poor urban planning     One reason why Detroit has continued on a declining path is because there has been                              insufficient investment in making Detroit a “nice” place to live. Green spaces, waterfront                          property, a well-functioning transit system, and good infrastructure make cities attractive                      places to live and work - Detroit’s regeneration process has failed to sufficiently invest in                              creating these spaces for its residents.  33    Another issue is the housing stock. The major population decline following the loss of the                              automotive industry (from 1.85 million in 2950 to 715 thousand in 2010) resulted in thousands of                                abandoned houses, buildings and lots. In 2013, the city had approximately 31,000 empty                          houses and 90,000 vacant lots. These abandoned buildings and properties are a blight on                           34 the neighbourhood, reduce the nearby property values, and often invite criminal activity. In                          recent years, the municipal government has introduced some initiatives to deal with these                          abandoned houses and properties, but they remain a significant issue.  32 ​Stansel, D. (2013). An Economic Freedom Index for U.S. Metropolitan Areas. ​The Journal of Regional Analysis & Policy. ​Retrieved from: http://www.jrap-journal.org/pastvolumes/2010/v43/v43_n1_a2_stansel.pdf 33 Eisinger, P. (2013) Is Detroit Dead? Journal of Urban Affairs, 00(0). Retrieved from: https://milanoschool.org/wp-content/uploads/2013/11/eisenger.pdf 34 ​Brook, P. (2013). Captivating Photos of Detroit Delve Deep to Reveal a Beautiful, Struggling City. ​WIRED.​ Retrieved from: https://www.wired.com/2013/01/detroit-dave-jordano/ 11  http://www.jrap-journal.org/pastvolumes/2010/v43/v43_n1_a2_stansel.pdf http://www.jrap-journal.org/pastvolumes/2010/v43/v43_n1_a2_stansel.pdf https://milanoschool.org/wp-content/uploads/2013/11/eisenger.pdf https://milanoschool.org/wp-content/uploads/2013/11/eisenger.pdf https://www.wired.com/2013/01/detroit-dave-jordano/ https://www.wired.com/2013/01/detroit-dave-jordano/   Source: The Detroit News 35 Regeneration Initiatives     Since the start of Detroit’s decline in the 1950’s, successive municipal governments have                          attempted a number of regeneration strategies and policies. These regeneration strategies                      have ranged from developing specific sectors and clusters, for example growing                      technology-based firms in SmartZones; improving the cultural environment for residents, for                      example through investments in the Joe Louis Arena (and later Little Caesars Arena) and the                              Detroit Creative Corridor; and investing in transport links, for example through the People                          Mover and the QLine.     Some of the city’s regeneration can be attributed to forces outside of the municipal                            government’s control. One such example is the Renaissance Center, a collection of seven                          interconnected skyscrapers in downtown Detroit built in the 1970s, which aimed to attract                          businesses, hotels, restaurants and visitors to the downtown area. The idea for the                          Renaissance Center was conceived by Henry Ford II and was financed primarily through the                            Ford Motor Company and the non-profit organisation Detroit Renaissance which consisted of                        Ford and other industrial giants with an interest in revitalising Detroit. Ford invested $300                           36 million in the project, which according to the New York Times, may represent the largest civic                                investment ever made by a private company.  37    Another external force in Detroit’s regeneration has been the influx of billions of dollars of                              philanthropic investment. Dan Gilbert, a Detroit native and founder of Quicken Loans, has                          invested over $5 billion back into Detroit. He started the Gilbert Family Foundation, which                           38 funds initiatives to transform and rebuild Detroit, and owns Rock Holdings Inc., through which                            he has spent billions acquiring and developing more than 100 properties throughout the city                            of Detroit. Recently, Gilbert donated $1.2 million to organisations in the city to combat the                             39 effects of Covid-19, including grants to help businesses maintain their operations, and                        donations to nonprofits that provide essential services to families impacted by the pandemic.                         40    35 ​Ferretti, C. (2020). Last Detroit house demolished in $265 million blight -removal effort. Retrieved from: https://eu.detroitnews.com/story/news/local/detroit-city/2020/08/14/last-detroit-house-demolished-blight-removal/3349213001/​; Alo, K. (2020). Detroit Land Bank oversight at issue as neighbors complain of poor upkeep. Retrieved from: https://eu.detroitnews.com/story/news/local/detroit-city/2020/02/13/detroit-land-bank-oversight-issue-amid-complaints-poor-upkeep/45921 83002/ 36 ​Detroit Historical Society. (2020). Encyclopedia of Detroit​. ​Retrieved from: https://detroithistorical.org/learn/encyclopedia-of-detroit/renaissance-center 37 ​Bruce Knecht, G. (1983). Renaissance Center: Ford’s Costly and Failing Bid to Revive Detroit. ​The New York Times. ​Retrieved from: https://www.nytimes.com/1983/07/03/business/renaissance-center-fords-costly-and-failing-bid-to-revive-detroit.html 38 ​Forbes. (2020). Profile: Dan Gilbert. Retrieved from:​ https://www.forbes.com/profile/daniel-gilbert/ 39 ​Gilbert Family Foundation. Retrieved from:​ https://www.gilbertfamilyfoundation.org/ 40 ​Quicken Loans Press Room. (2020). Quicken Loans Community Fund and Gilbert Family Foundation Announce $1.2 Million Donation to Address Detroit Coronavirus Impact. Retrieved from: https://www.quickenloans.com/press-room/2020/03/16/quicken-loans-community-fund-and-gilbert-family-foundation-announce-1-2-million-d onation-to-address-detroit-coronavirus-impact/ 12  https://eu.detroitnews.com/story/news/local/detroit-city/2020/08/14/last-detroit-house-demolished-blight-removal/3349213001/ https://eu.detroitnews.com/story/news/local/detroit-city/2020/08/14/last-detroit-house-demolished-blight-removal/3349213001/ https://eu.detroitnews.com/story/news/local/detroit-city/2020/02/13/detroit-land-bank-oversight-issue-amid-complaints-poor-upkeep/4592183002/ https://eu.detroitnews.com/story/news/local/detroit-city/2020/02/13/detroit-land-bank-oversight-issue-amid-complaints-poor-upkeep/4592183002/ https://eu.detroitnews.com/story/news/local/detroit-city/2020/02/13/detroit-land-bank-oversight-issue-amid-complaints-poor-upkeep/4592183002/ https://detroithistorical.org/learn/encyclopedia-of-detroit/renaissance-center https://detroithistorical.org/learn/encyclopedia-of-detroit/renaissance-center https://www.nytimes.com/1983/07/03/business/renaissance-center-fords-costly-and-failing-bid-to-revive-detroit.html https://www.nytimes.com/1983/07/03/business/renaissance-center-fords-costly-and-failing-bid-to-revive-detroit.html https://www.forbes.com/profile/daniel-gilbert/ https://www.gilbertfamilyfoundation.org/ https://www.quickenloans.com/press-room/2020/03/16/quicken-loans-community-fund-and-gilbert-family-foundation-announce-1-2-million-donation-to-address-detroit-coronavirus-impact/ https://www.quickenloans.com/press-room/2020/03/16/quicken-loans-community-fund-and-gilbert-family-foundation-announce-1-2-million-donation-to-address-detroit-coronavirus-impact/ https://www.quickenloans.com/press-room/2020/03/16/quicken-loans-community-fund-and-gilbert-family-foundation-announce-1-2-million-donation-to-address-detroit-coronavirus-impact/   Another external factor contributing to regeneration was the rebound of the wider U.S.                          automobile industry from near extinction in 2009. Annual light-vehicle sales in the U.S. fell from                              over 16 million in 2007 to just over 10 million in 2009, and have since recovered to nearly 17                                      million in 2019 (though the effects of Covid-19 in 2020 will likely have long-lasting negative                              impacts on the industry going forward). Throughout this recovery, the Big Three in Detroit                           41 have been able to maintain a large market share in the U.S., with a combined 44% in 2019. A                                     42 big part of the Big Three’s success and financial viability came from the UAW agreeing to                                lower entry wages and allowing independent entities to take on the responsibility for retiree                            health care rather than the employer themselves. This agreement, which took place in 2007,                            allowed the gap in wages and benefits between the Big Three and transplant factories outside                              of the UAW to fall dramatically.  43    At the same time, the municipal government has attempted a number of regeneration                          initiatives, including:         41 ​Statistica (2020). Light vehicle retail sales in the United States from 1978 to 2019. Retrieved from: https://www.statista.com/statistics/199983/us-vehicle-sales-since-1951/ 42 ​Statistica (2020). Estimated U.S. market share held by selected automotive manufacturers in 2019. Retrieved from: https://www.statista.com/statistics/249375/us-market-share-of-selected-automobile-manufacturers/ 43 ​Cutcher-Gershenfeld, J., Brooks, D., Mulloy, M. (2015). The Decline and Resurgence of the U.S. Auto Industry. ​Economic Policy Institute. Retrieved from:​ https://www.epi.org/publication/the-decline-and-resurgence-of-the-u-s-auto-industry/ 13  https://www.statista.com/statistics/199983/us-vehicle-sales-since-1951/ https://www.statista.com/statistics/199983/us-vehicle-sales-since-1951/ https://www.statista.com/statistics/249375/us-market-share-of-selected-automobile-manufacturers/ https://www.statista.com/statistics/249375/us-market-share-of-selected-automobile-manufacturers/ https://www.epi.org/publication/the-decline-and-resurgence-of-the-u-s-auto-industry/   Target Particular Sectors or Clusters  In 2005, the Michigan Economic Development Corporation launched a state-wide initiative to                        improve collaboration between technology-based firms, entrepreneurs, researchers and                academics. ​The initiative is implemented through SmartZones, which are strategic                   44 geographic locations where business accelerators and incubators are set up near universities                        and research centres to encourage the growth of tech clusters. The initiative offers business                           45 development mentoring, networking events, help with grant writing, market analysis and                      product development, as well as funds for businesses in early stages. There are 15 SmartZones                              across the state, including 5 in the Detroit Metro region.  46    Another initiative is the New Economy Initiative (NEI), which is an economic development                          initiative aimed at building a support network for entrepreneurs and small businesses across                          southeast Michigan. Since 2007, NEI has awarded 567 grants, assisted 14,083 companies,                        helped launch 3,009 companies and reached 360,593 people through events, workshops and                        programs.  47 Results  From 2014-2019, the number of people employed in Detroit’s technology sector has grown by                            12.3%. The region’s universities are contributing to the growth of the sector by providing high                             48 quality courses and high-skilled graduates; the University of Michigan boasts the 7th best                          undergraduate computer engineering programing degree in the country. The sector has                     49 also benefited from investment from tech giants, such as Google, who have recently                          announced a $13 million investment in manufacturing self-driving cars, creating 400 jobs in                          the city. It is worth noting that while Detroit’s technology sector is growing, it is still lagging                                 50 behind the achievement and rate of growth of other cities, ranking 31st out of 50 in the CBRE’s                                    tech talent scorecard for the US and Canada.  51 44 ​City of Holland. (2014). SmartZone Overview. Retrieved from: https://www.cityofholland.com/DocumentCenter/View/1287/SmartZone---Overview 45 ​Forward Cities (2020). Detroit, MI Case Study: How can cities build inclusive local innovation ecosystems. Retrieved from: https://forwardcities.org/wp-content/uploads/2020/08/Case-Study-Detroit_-MI.pdf 46 ​Pure Michigan: Michigan Economic Development Corporation. (2014). Michigan Smartzones. Retrieved from: https://www.gvsu.edu/cms4/asset/BABA760A-C7B5-EBE7-9DF54FB415B41571/mi_smartzone_factsheet.pdf 47 ​New Economy Initiative (2020). 2019 Annual Report: Inclusive & Connected. Retrieved from: https://neweconomyinitiative.org/wp-content/uploads/2020/06/NEI-2019-Annual-Report.pdf 48 ​CBRE. (2020). Scoring Tech Talent 2020. Retrieved from: https://www.downtownkc.org/wp-content/uploads/2020/08/US-2020-Tech-Talent-July.pdf 49 ​University of Michigan. (2020). CSE by the Numbers. Retrieved from:​ https://cse.engin.umich.edu/about/by-the-numbers/ 50 ​Detroit Regional Partnership. (2019). Digital Technology. Retrieved from: https://www.detroitregionalpartnership.com/wp-content/uploads/2019/10/Digital-Technology-FINAL.pdf 51 ​CBRE. (2020). Scoring Tech Talent 2020. Retrieved from: https://www.downtownkc.org/wp-content/uploads/2020/08/US-2020-Tech-Talent-July.pdf 14  https://www.cityofholland.com/DocumentCenter/View/1287/SmartZone---Overview https://www.cityofholland.com/DocumentCenter/View/1287/SmartZone---Overview https://forwardcities.org/wp-content/uploads/2020/08/Case-Study-Detroit_-MI.pdf https://forwardcities.org/wp-content/uploads/2020/08/Case-Study-Detroit_-MI.pdf https://www.gvsu.edu/cms4/asset/BABA760A-C7B5-EBE7-9DF54FB415B41571/mi_smartzone_factsheet.pdf https://www.gvsu.edu/cms4/asset/BABA760A-C7B5-EBE7-9DF54FB415B41571/mi_smartzone_factsheet.pdf https://neweconomyinitiative.org/wp-content/uploads/2020/06/NEI-2019-Annual-Report.pdf https://neweconomyinitiative.org/wp-content/uploads/2020/06/NEI-2019-Annual-Report.pdf https://www.downtownkc.org/wp-content/uploads/2020/08/US-2020-Tech-Talent-July.pdf https://www.downtownkc.org/wp-content/uploads/2020/08/US-2020-Tech-Talent-July.pdf https://cse.engin.umich.edu/about/by-the-numbers/ https://www.detroitregionalpartnership.com/wp-content/uploads/2019/10/Digital-Technology-FINAL.pdf https://www.detroitregionalpartnership.com/wp-content/uploads/2019/10/Digital-Technology-FINAL.pdf https://www.downtownkc.org/wp-content/uploads/2020/08/US-2020-Tech-Talent-July.pdf https://www.downtownkc.org/wp-content/uploads/2020/08/US-2020-Tech-Talent-July.pdf   Revitalising Brownfields & Urban  Spaces To address the issue of abandoned houses and vacant lots, the city implemented the Detroit                              Land Bank Authority, which takes legal control of abandoned properties, puts them up for                           52 sale or auction, or demolishes those properties which are beyond repair. The Land Bank                            auctions four houses every day, with bidding starting at just $1,000. The houses are sold to the                                  highest bidder at the end of the day. They also have a “Own It Now” program, where buyers                                    can make an offer on a property listed on the website and if they are the highest bidder after                                      72 hours they can buy it. A third program is targeted at protecting renters facing eviction due                                  to a landlord not paying property taxes. In these situations, renters living in the property can                                buy the home for $1,000 prior to property tax foreclosure.     The Land Bank also allows residents to buy the vacant lot next to their homes for $100, many of                                      which have been transformed into community gardens, urban farms or extended lawns.  53    The city has also awarded a $4 million grant to rehabilitate 115 vacant homes, create a park,                                  and landscape 192 vacant lots in the Fitzgerald neighbourhood. The renovated homes will                          become a mixture of rental properties and for sale homes, with 20% set aside as affordable                                housing to protect low-income residents.  54 Results These programs have begun the long process of cleaning up the blighted properties across                            Detroit. So far, the municipal government has demolished over 15,000 abandoned homes and                          sold a further 4,000 houses through the Land Bank However, an additional 22,000 vacant                           55 homes remain. There have been some complaints by residents that the program has                          neglected some neighbourhoods and that it is not moving quickly enough to solve the issue.  56 52 ​Detroit Land Bank Authority. Retrieved from:​ https://buildingdetroit.org/ 53 ​Gallagher, J. (2018). Detroit Land Bank notches many wins including 10,000 side-lot sales. ​Detroit Free Press. ​Retrieved from: https://eu.freep.com/story/money/business/john-gallagher/2018/09/23/detroit-land-bank/1358663002/ 54 ​City of Detroit. Strategic Neighborhood Fund Begnis Work in Detroit’s Fitzgerald Neighborhood. Retrieved from: https://detroitmi.gov/news/strategic-neighborhood-fund-begins-work-detroits-fitzgerald-neighborhood 55 Ferretti, C. (2020). The Detroit News. Retrieved from: https://eu.detroitnews.com/story/news/local/detroit-city/2020/08/14/last-detroit-house-demolished-blight-removal/3349213001/​; Alo, K. (2020). Detroit Land Bank oversight at issue as neighbors complain of poor upkeep. The Detroit News. Retrieved from: https://eu.detroitnews.com/story/news/local/detroit-city/2020/02/13/detroit-land-bank-oversight-issue-amid-complaints-poor-upkeep/45921 83002/ 56 ​Alo, K. (2020). Detroit Land Bank oversight at issue as neighbors complain of poor upkeep. ​The Detroit News ​. Retrieved from: https://eu.detroitnews.com/story/news/local/detroit-city/2020/02/13/detroit-land-bank-oversight-issue-amid-complaints-poor-upkeep/45921 83002/ 15  https://buildingdetroit.org/ https://eu.freep.com/story/money/business/john-gallagher/2018/09/23/detroit-land-bank/1358663002/ https://eu.freep.com/story/money/business/john-gallagher/2018/09/23/detroit-land-bank/1358663002/ https://detroitmi.gov/news/strategic-neighborhood-fund-begins-work-detroits-fitzgerald-neighborhood https://detroitmi.gov/news/strategic-neighborhood-fund-begins-work-detroits-fitzgerald-neighborhood https://eu.detroitnews.com/story/news/local/detroit-city/2020/08/14/last-detroit-house-demolished-blight-removal/3349213001/ https://eu.detroitnews.com/story/news/local/detroit-city/2020/08/14/last-detroit-house-demolished-blight-removal/3349213001/ https://eu.detroitnews.com/story/news/local/detroit-city/2020/02/13/detroit-land-bank-oversight-issue-amid-complaints-poor-upkeep/4592183002/ https://eu.detroitnews.com/story/news/local/detroit-city/2020/02/13/detroit-land-bank-oversight-issue-amid-complaints-poor-upkeep/4592183002/ https://eu.detroitnews.com/story/news/local/detroit-city/2020/02/13/detroit-land-bank-oversight-issue-amid-complaints-poor-upkeep/4592183002/ https://eu.detroitnews.com/story/news/local/detroit-city/2020/02/13/detroit-land-bank-oversight-issue-amid-complaints-poor-upkeep/4592183002/ https://eu.detroitnews.com/story/news/local/detroit-city/2020/02/13/detroit-land-bank-oversight-issue-amid-complaints-poor-upkeep/4592183002/ https://eu.detroitnews.com/story/news/local/detroit-city/2020/02/13/detroit-land-bank-oversight-issue-amid-complaints-poor-upkeep/4592183002/   Encouraging High Skilled Immigration In recent years, the Mayor of Detroit has been a national leader in building a city that is                                    welcoming to immigrants. In 2014, the municipal government worked with the City Council                          Immigration Task Force to declare Detroit an official “welcoming city”, which means the city is                             57 dedicated to working across both the private and public sector to implement policies and                            practices that are inclusive for immigrants (e.g. having government documents available in                        multiple languages). The government also created an Office of Immigrant Affairs designed                       58 to help immigrants integrate into the city and support economic development in immigrant                          communities. The Office of Immigrant Affairs has also helped over 250 refugees settle in the                              city.  59    The municipal government has also worked closely with nonprofit organisations, such as                        Global Detroit, which advocates for and implements strategies to “drive equitable local,                        regional and statewide economic growth through immigrant inclusion.” Global Detroit was                     60 launched in 2010 and continues to implement key strategies to make Detroit an inclusive city                              for immigrants.  Results Detroit has made immigration a key part of its recent regeneration initiatives. The evidence so                              far suggests that there is significant potential for immigration to strongly support Detroit’s                          regeneration strategy by helping to combat the effects of a shrinking population, improving                          the skill level of the labour force and helping to revitalise distressed neighbourhoods.  61    In 2018, immigrants made up just 9.9% of the metro area’s population, however they                            accounted for 37.5% of business owners in hospitality, 19.1% of business owners in retail trade,                              19.2% of business owners in general services, 23.5% of business owners in healthcare and 10.8%                              of business owners in construction. Further, Immigrants in Michigan are more than three                         62 times more likely than U.S.-born residents to start a new business and six times more likely to                                  start a high-tech firm.  63    57 ​Detroit Immigration Task Force. (2018). Immigration Task Force: A Detroit-based initiative. Retrieved from: https://detroitmi.gov/sites/detroitmi.localhost/files/2018-08/ITF%20One%20Pager.pdf 58 ​Welcoming America. What’s the Difference Between a Welcoming City and a Sanctuary City? Retrieved from: https://www.welcomingamerica.org/difference-between-welcoming-city-sanctuary-city 59 Tobocman, S. (2017) Column: Immigrants revitalize Detroit. The Detroit News. Retrieved from: https://eu.detroitnews.com/story/opinion/2017/06/06/detroit-immigrants/102535188/ 60 ​Global Detroit. Our Impact. Retrieved from:​ https://globaldetroitmi.org/our-impact/ 61 ​Tobocman, S. (2014). Revitalizing Detroit: Is There a Role for Immigration. ​Migration Policy Institute. ​ Retrieved from: https://www.migrationpolicy.org/research/revitalizing-detroit-is-there-a-role-for-immigration 62 ​New American Economy Research Fund. (2020) New Americans in Detroit. Retrieved from: https://research.newamericaneconomy.org/report/new-americans-in-detroit-2/ 63 ​Tobocman, S. (2010). Global Detroit Full Report. Retrieved from:​ https://www.scribd.com/document/39895138/Global-Detroit-Full-Report 16  https://detroitmi.gov/sites/detroitmi.localhost/files/2018-08/ITF%20One%20Pager.pdf https://detroitmi.gov/sites/detroitmi.localhost/files/2018-08/ITF%20One%20Pager.pdf https://www.welcomingamerica.org/difference-between-welcoming-city-sanctuary-city https://www.welcomingamerica.org/difference-between-welcoming-city-sanctuary-city https://eu.detroitnews.com/story/opinion/2017/06/06/detroit-immigrants/102535188/ https://eu.detroitnews.com/story/opinion/2017/06/06/detroit-immigrants/102535188/ https://globaldetroitmi.org/our-impact/ https://www.migrationpolicy.org/research/revitalizing-detroit-is-there-a-role-for-immigration https://www.migrationpolicy.org/research/revitalizing-detroit-is-there-a-role-for-immigration https://research.newamericaneconomy.org/report/new-americans-in-detroit-2/ https://research.newamericaneconomy.org/report/new-americans-in-detroit-2/ https://www.scribd.com/document/39895138/Global-Detroit-Full-Report   However, regardless of increasing levels of immigration, Detroit continues to have one of the                           64 highest rates of population decline in the country. Between 2010 and 2019, Detroit lost 6.1% of its                                  population.  65   Investing in Transport Links   In 1987, the People Mover began operating, which was the first major transportation system in                              downtown Detroit after the trams were removed. The People Mover runs on a 2.9 mile track                                around downtown Detroit and has 13 stops. The People Mover has been less impactful than the                                government originally hoped, by 2008 it had only reached 7,500 people a day - approximately                              2.5% of its capacity of 288,000 daily passengers. Further, the People Mover has been another                              drain on public finances, with the municipal government paying approximately $3.00 in                        subsidies for ever $0.50 rider fare.  66    In recent years, the municipal government has tried to improve Detroit’s transport links,                          however funding restraints have continually obstructed their development. In 2010, the U.S.                        Department of Transport (DOT) announced that it would award a $25 million grant to Detroit                              to fund construction of a new 9.3 mile light rail line throughout the city. This funding, along with                                    philanthropists, state grants, and the city of Detroit’s own contributions, meant that a light rail                              service was feasible in Detroit’s future. However, a year later the government reneged on its                              funding promise, citing concerns that the operational cost of the light rail would be too high                                for the municipal government to afford. They instead proposed extending the bus services, as                            they were a less costly option.  67    In light of this decision, the city settled on constructing a 3.3-mile streetcar route through the                                city centre instead, called the QLine. This project was seen to be a more financially sustainable                                option, and therefore the DOT provided grant funding. The QLine was opened to riders in 2017                                and serves approximately 3,000 daily riders (vs. the goal of 5,000 daily riders), 40% of whom                                pay the fare.  68      64 ​New American Economy. (2014). New Americans in Detroit: A snapshot of the demographic and economic contributions of immigrants in the city. Retrieved from:​ http://www.newamericaneconomy.org/wp-content/uploads/2017/06/Detroit_Brief_V3.pdf 65 ​United States Census Bureau. (2020). Quick Facts: Detroit City, Michigan. Retrieved from: https://www.census.gov/quickfacts/detroitcitymichigan 66 ​Detroit Historical Society. Encyclopedia of Detroit: Detroit People Mover. Retrieved from: https://detroithistorical.org/learn/encyclopedia-of-detroit/detroit-people-mover 67 ​Freemark, Y. (2011). In a Failure of Municipal Ambition, Plans for Detroit Light Rail Shut Down as Focus Shifts to BRT. Retrieved from: https://www.thetransportpolitic.com/2011/12/18/in-a-failure-of-municipal-ambition-plans-for-detroit-light-rail-shut-down-as-focus-shifts-to-br t 68 ​Livengood, C. (2017). 40% of QLine Riders Paying as Ridership Falls. ​Crain’s Detroit Business ​. Retrieved from: https://www.crainsdetroit.com/article/20170922/news/639976/40-of-qline-riders-paying-as-ridership-falls 17  http://www.newamericaneconomy.org/wp-content/uploads/2017/06/Detroit_Brief_V3.pdf https://www.census.gov/quickfacts/detroitcitymichigan https://www.census.gov/quickfacts/detroitcitymichigan https://detroithistorical.org/learn/encyclopedia-of-detroit/detroit-people-mover https://detroithistorical.org/learn/encyclopedia-of-detroit/detroit-people-mover https://www.thetransportpolitic.com/2011/12/18/in-a-failure-of-municipal-ambition-plans-for-detroit-light-rail-shut-down-as-focus-shifts-to-brt/ https://www.thetransportpolitic.com/2011/12/18/in-a-failure-of-municipal-ambition-plans-for-detroit-light-rail-shut-down-as-focus-shifts-to-brt/ https://www.thetransportpolitic.com/2011/12/18/in-a-failure-of-municipal-ambition-plans-for-detroit-light-rail-shut-down-as-focus-shifts-to-brt/ https://www.crainsdetroit.com/article/20170922/news/639976/40-of-qline-riders-paying-as-ridership-falls https://www.crainsdetroit.com/article/20170922/news/639976/40-of-qline-riders-paying-as-ridership-falls     Results The People Mover, QLine and the expansion of the bus system are positive steps in the right                                  direction, but their unreliability and limited travel network means they fall short of making                            meaningful improvements in accessibility. Despite a quarter of households not having access                        to a car, Detroit still has one of the worst public transit systems of any major city in the                                     69 country. According to the U.S. census, in 2019 only 7.5% of Detroit city’s working population                             70 took public transport to work, highlighting the limited use of the existing transport links. 71 Improving Cultural Infrastructure One early attempt at improving cultural infrastructure in Detroit was the construction of the                            Joe Louis Arena in 1979, one of the oldest NHL arena in the country. The municipal government                                  spent $57 million on constructing the 20,000-seat arena. The Joe, as it is locally known, was                               72 home to the city’s hockey team, the Detroit Red Wings, until 2017. It has since been replaced by                                    Little Caesars Arena, which is now home to the Detroit Red Wings and the city’s basketball                                team, the Detroit Pistons. The new Area cost over $860 million to construct, $324 million of                                which was provided through public funds.  73    The municipal government has also worked closely with not-for-profit organisations to build                        the city’s culture and arts sector, such as Midtown Detroit Inc. (MDI). Together MDI and the                                municipal government funded the creation of the Sugar Hill Arts District - a 2-block cultural                              destination home to several academic institutions, museums, art galleries and a library.  74    Detroit Creative Corridor Center (DC3) was launched in 2010 an economic development                        organisation aimed at strengthening Detroit’s creative economy. DC3 provides business                   75 incubator services for the creative sector, offering assistance with business strategy and                        69 ​Maciag, M. (2017). Vehicle Ownership in U.S. Cities Data and Map. ​Governing: The Future of States and Localities ​. Retrieved from: https://www.governing.com/gov-data/car-ownership-numbers-of-vehicles-by-city-map.html 70 Grabar, H. (2016) Can America’s Worst Transit System Be Saved? ​Slate​. Retrieved from: https://slate.com/business/2016/06/detroit-has-americas-worst-transit-system-could-the-regional-transit-master-plan-save-it.html 71 ​US Census Bureau (2019) American Community Survey 1-year estimates. 72 ​Detroit Historical Society. Encyclopedia of Detroit: Joe Louis Arena. Retrieved from: https://detroithistorical.org/learn/encyclopedia-of-detroit/joe-louis-arena# 73 ​The City of Detroit City Council, Legislative Policy Division. Review of the Proposed 2017 DDA. (2017). Retrieved from: https://detroitmi.gov/Portals/0/docs/Legislative%20Policy%20Reports/2017/Review%20of%20DDA%20Amendments%20to%20Restated%20TIF P.pdf?ver=2017-05-17-081543-137 74 ​National Endowment for the Arts. How can public art be used to revitalize an inner city neighborhood? Retrieved from: https://www.arts.gov/exploring-our-town/sugar-hill-arts-district 75 ​Detroit Creative Corridor Center to Develop Inclusive Urban Development Strategy for Next Phase of Detroit City of Design Initiative with $1 Million from Knight Foundation. (2017). ​Knight Foundation ​. Retrieved from https://knightfoundation.org/press/releases/detroit-creative-corridor-center-to-develop-inclusive-urban-development-strategy-for-next-phase- of-detroit-city-of-design-initiative-with-1-million-from-knight-foundation/ 18  https://www.governing.com/gov-data/car-ownership-numbers-of-vehicles-by-city-map.html https://www.governing.com/gov-data/car-ownership-numbers-of-vehicles-by-city-map.html https://slate.com/business/2016/06/detroit-has-americas-worst-transit-system-could-the-regional-transit-master-plan-save-it.html https://slate.com/business/2016/06/detroit-has-americas-worst-transit-system-could-the-regional-transit-master-plan-save-it.html https://detroithistorical.org/learn/encyclopedia-of-detroit/joe-louis-arena#:~:text=Joe%20Louis%20Arena%20is%20home,name%20without%20a%20corporate%20sponsorship https://detroithistorical.org/learn/encyclopedia-of-detroit/joe-louis-arena#:~:text=Joe%20Louis%20Arena%20is%20home,name%20without%20a%20corporate%20sponsorship https://detroitmi.gov/Portals/0/docs/Legislative%20Policy%20Reports/2017/Review%20of%20DDA%20Amendments%20to%20Restated%20TIFP.pdf?ver=2017-05-17-081543-137 https://detroitmi.gov/Portals/0/docs/Legislative%20Policy%20Reports/2017/Review%20of%20DDA%20Amendments%20to%20Restated%20TIFP.pdf?ver=2017-05-17-081543-137 https://detroitmi.gov/Portals/0/docs/Legislative%20Policy%20Reports/2017/Review%20of%20DDA%20Amendments%20to%20Restated%20TIFP.pdf?ver=2017-05-17-081543-137 https://www.arts.gov/exploring-our-town/sugar-hill-arts-district https://www.arts.gov/exploring-our-town/sugar-hill-arts-district https://knightfoundation.org/press/releases/detroit-creative-corridor-center-to-develop-inclusive-urban-development-strategy-for-next-phase-of-detroit-city-of-design-initiative-with-1-million-from-knight-foundation/ https://knightfoundation.org/press/releases/detroit-creative-corridor-center-to-develop-inclusive-urban-development-strategy-for-next-phase-of-detroit-city-of-design-initiative-with-1-million-from-knight-foundation/ https://knightfoundation.org/press/releases/detroit-creative-corridor-center-to-develop-inclusive-urban-development-strategy-for-next-phase-of-detroit-city-of-design-initiative-with-1-million-from-knight-foundation/   analysis, as well as developing networks, recognition and sector development. By 2018, it had                           76 assisted over 250 creative business start-ups, leading to over 3,000 new jobs.  77 Results The Little Caesars Arena had 3 million visitors in its first year of operation and had a number of                                      positive spillover effects on the community, including $600 million in contracts to construction                          companies, a 456% increase in property tax base in the district by raising property values, and                                starting a catalyst for additional redevelopment projects and private investment in the                        surrounding area.  78    Detroit is home to the highest concentration of commercial and industrial designers in                          America​. The industry has been a significant driver of economic growth for the city,                           79 employing more than 45,000 people and generating $2.5 billion in wages. In 2015, Detroit was                             80 added to the UNESCO Creative Cities Network - the first and only U.S. city to be awarded this                                    distinction in the design field.  81           76 ​Detroit Creative Corridor Center – Space as a Catalyst for Creativity. (2018). New Economy Initiative. Retrieved from​ Detroit Creative Corridor Center – Space as a Catalyst for Creativity - New Economy Initiative 77 ​DC3 Announces New Brand Identity: Design Core Detroit. (2018). ​Design Core​. Retrieved from https://designcore.org/dc3-announces-new-brand-identity-design-core-detroit/ 78 ​Brasuell, J. (2018, September). Little Caesars Arena as Catalytic Development. ​Planetizen​. Retrieved from https://www.planetizen.com/news/2018/09/100785-little-caesars-arena-catalytic-development 79 ​Detroit City of Design Action Plan (2018). Retrieved from https://www.designcities.net/wp-content/uploads/2016/01/Detroit-City-of-Design-Action-Plan-1.pdf 80 ​Detroit. (2018). UNESCO Creative Cities Network. Retrieved from​ https://en.unesco.org/creative-cities/detroit 81 ​Stella, O. (2017) Detroit Ignites UNESCO City of Design Designation to Build More Equitable, Sustainable Future. Retrieved from https://knightfoundation.org/articles/detroit-ignites-unesco-city-of-design-designation-to-build-more-equitable-sustainable-future/ 19  https://neweconomyinitiative.org/detroit-creative-corridor-center-space-as-a-catalyst-for-creativity/ https://neweconomyinitiative.org/detroit-creative-corridor-center-space-as-a-catalyst-for-creativity/ https://designcore.org/dc3-announces-new-brand-identity-design-core-detroit/ https://designcore.org/dc3-announces-new-brand-identity-design-core-detroit/ https://www.planetizen.com/news/2018/09/100785-little-caesars-arena-catalytic-development https://www.planetizen.com/news/2018/09/100785-little-caesars-arena-catalytic-development https://www.designcities.net/wp-content/uploads/2016/01/Detroit-City-of-Design-Action-Plan-1.pdf https://www.designcities.net/wp-content/uploads/2016/01/Detroit-City-of-Design-Action-Plan-1.pdf https://en.unesco.org/creative-cities/detroit https://knightfoundation.org/articles/detroit-ignites-unesco-city-of-design-designation-to-build-more-equitable-sustainable-future/ https://knightfoundation.org/articles/detroit-ignites-unesco-city-of-design-designation-to-build-more-equitable-sustainable-future/   Where is Detroit Now?  The inner urban area of Detroit is still very deprived, however the surrounding areas that make                                up the Detroit Metro Area are performing significantly better. Per capita income in the Metro                              Area reached nearly $34k in 2018, approximately double that of the inner city of Detroit and on                                  par with the U.S. national average. Median household income tells a similar story, reaching just                              over $60k in the Metro Area in 2018 vs. just $31k in the city of Detroit​. Further, the poverty rate in                                         82 the city of Detroit remains the highest of any major city in the nation, and crime remains a                                   83 serious issue - according to the FBI, Detroit remains the most violent city in the United States​.  84        Data source: US Census Bureau (2018) American Community Survey 1-year estimates.       The Detroit Regional Chamber produces an annual State of the Region report to track Detroit’s                              economic performance relative to peer regions. This report compares the Detroit Metro Area                          with the metro areas of Seattle, Dallas, Atlanta, Boston, Minneapolis, St. Louis, Chicago,                          Cleveland and Pittsburgh. By using metro areas, the report presents a slightly sunnier picture                            of Detroit’s economic performance than a direct comparison with the inner city of Detroit                            would do. The 2019-2020 report shows that the region has continued to make progress in                              improving employment, per capita income, and property values while reducing poverty rates.                        However, despite its progress, the region continues to lag behind its peer cities on many                              indicators.  85    Throughout the period 2014-2018, Detroit’s per capita income grew 18.2%. This is above the                            national average and about average in comparison to peer regions.  86   82 ​US Census Bureau (2018) American Community Survey 1-year estimates. 83 ​2019-2020 State of the Region. (2019). ​The Detroit Regional Chamber​. Retrieved from​ https://www.detroitchamber.com/sor/ 84 ​FBI 2019 Crime in the United States Report (2019). Retried from​ https://ucr.fbi.gov/crime-in-the-u.s/2019/crime-in-the-u.s.-2019 85 ​Detroit Regional Chamber. (2019) State of the Region 2019-2020. Retrieved from: https://www.detroitchamber.com/wp-content/uploads/2019/12/updated_SOR2019-2020.pdf 86 ​Ibid. 20  https://www.detroitchamber.com/sor/ https://ucr.fbi.gov/crime-in-the-u.s/2019/crime-in-the-u.s.-2019 https://www.detroitchamber.com/wp-content/uploads/2019/12/updated_SOR2019-2020.pdf https://www.detroitchamber.com/wp-content/uploads/2019/12/updated_SOR2019-2020.pdf     ​Data source: State of the Region 2019-2020         In 2018, the Detroit region’s labour participation continued its slow upward trend, increasing by                            0.3% from the previous year, outperforming the national average of 0.1%. Regardless of this                            progress, the region still suffers from one of the lowest labour force participation rates                            amongst peer regions, at 62.6% participation.          Data source: State of the Region 2019-2020           21    The Metro Area’s unemployment rate has been declining, although it continues to remain                          above national levels - falling from 16.7% in 2009 (vs. 9.7% national average) to 5.3% in 2019 (vs.                                    4.0% national average). The city of Detroit has also seen a declining unemployment rate,                            however it remains much higher than the region’s average - falling from 28.3% in 2009 to 11.1%                                  in 2019.  Data source: State of the Region 2019-2020   87    Looking forward, predictions for Detroit’s future are more positive now than they have been in                              the past 70 years. According to a forecast by the University of Michigan in partnership with                               88 the City of Detroit, Michigan State University and Wayne State University, Detroit Metro Area’s                            household income, employment, and labour force participation rate are all expected to                        continue to increase over the next 5 years.     Although there are reasons to be optimistic about the future of the wider Metro Area, many                                remain skeptical of the inner city’s ability to benefit from that growth. Indicators such as                              persistently high rates of crime and poverty, coupled with low rates of educational attainment                            are seen as fundamental obstacles to any “rebound” in the inner city. Skeptics argue that until                                these underlying factors are addressed, the city’s growth will either lag far behind that of the                                Metro Area or will be very unequal and leave behind lower income areas.  89 87 ​Detroit Regional Chamber. (2019). State of the Region 2019-2020. Retrieved from: https://www.detroitchamber.com/wp-content/uploads/2019/12/updated_SOR2019-2020.pdf 88 ​Burton, J et al. (2020). The Detroit Economic Outlook for 2019–2024, ​Research Seminar in Quantitative Economics - University of Michigan​, 7. Retrieved from:​ https://detroitmi.gov/sites/detroitmi.localhost/files/2020-02/Detroit%20Forecast%20%282020.02%29_0.pdf 89 ​Sands, G. (2017). Tale of two cities: Despite rebound, study says Detroit short 100,000 jobs. ​Michigan Radio, NPR. ​Retrieved from: https://www.michiganradio.org/post/tale-two-cities-despite-rebound-study-says-detroit-short-100000-jobs 22  Unemployment Rate  Year  Metro Area  City of Detroit  National Average  2009  16.7%  28.3%  9.7%  2019  5.3%  11.1%  4.0%  https://www.detroitchamber.com/wp-content/uploads/2019/12/updated_SOR2019-2020.pdf https://www.detroitchamber.com/wp-content/uploads/2019/12/updated_SOR2019-2020.pdf https://detroitmi.gov/sites/detroitmi.localhost/files/2020-02/Detroit%20Forecast%20%282020.02%29_0.pdf https://www.michiganradio.org/post/tale-two-cities-despite-rebound-study-says-detroit-short-100000-jobs https://www.michiganradio.org/post/tale-two-cities-despite-rebound-study-says-detroit-short-100000-jobs   Lessons to be Learned There are many lessons (both positive and negative) that we can learn from Detroit’s                            experience:     You can’t separate cultural from economic factors. While Detroit’s economic struggles                      originated with the loss of competitiveness in its auto industry, they have been significantly                            exacerbated by continuing racial strife and political corruption. Windsor, fortunately, does not                        have the same history as Detroit, but even now, as we saw in our Ontario polling, is to an                                      extent affected by wider impressions of Detroit.   Big investments are not a silver bullet. ​Many of the recent investments by Dan Gilbert or the                                  municipally funded Sugar Hill Arts District appear to have made a significant difference to city                              life. However, there is also a long track record of other investments from Joe Louis Arena to the                                    People Mover, that left much less of an impression. Amenity investments can be powerful, but                              they work best to further accelerate underlying improvements in the economy - rather than                            change the fundamentals on their own.   A shrinking population can trap the city in a negative economic cycle. Detroit’s economic                            downturn led to a mass exodus from the city, leaving the municipal government with an                              ever-shrinking tax base and diminishing municipal budgets to implement revitalisation                    strategies. Windsor has had small but consistent population growth since 2010 and must                          consider strategies around how to continue and strengthen that trend.   Struggling cities cannot afford uncompetitive tax rates or inadequate basic infrastructure.                      High rates of debt, partly as a result of unsuccessful investments, are one reason for Detroit’s                                very high relative taxes. By encouraging businesses and wealthy residents to leave, they                          further worsened the area’s economy - and often proved counterproductive, with total                        revenue little higher after the impact of flight from the city is taken in.  Even with all its troubles, being a large city remains an advantage. Among urban                            economists, Detroit is a watchword for a declining city. Nevertheless, the economies of scale                            from a city make them very hard to kill altogether - and give them a long runway to discover                                      new industries. In the last ten years, the urban area appears to have turned a corner. While                                  there are still challenges to come, with the transition to a post fossil fuel world, there are                                  grounds to be cautiously optimistic about the city’s future.         23                  Annex 05  Policy Proposals                                December 2020            1    Policy Proposals  LOCATION  Strategy: Attract Michigan  Establish better links between Windsor and Detroit/Michigan  1. Establish an “R&D Arc” between University of Windsor, Western, Michigan State, Ann                          Arbor, and Wayne State.    The purpose: Increasing the level of collaboration between the University of Windsor and the                            universities in Michigan will increase the amount that students in Michigan hear about Windsor                            and therefore improve the chances they might relocate after graduation. Branding Windsor                        within the “R&D Arc” could make it more likely for STEM graduates to seek job opportunities                                there.    What it might look like: Requires all of the chosen universities to buy-in to the “R&D Arc”                                  concept and produce branded messaging pushing the concept. For example, each university                        would produce materials showcasing what their students/faculty/alumni are doing in the R&D                        sector and share other universities’ materials with their own students, faculty and alumni. This                            policy initiative could also include, for example, a rotating annual R&D conference/workshop                        for students, faculty, alumni interested in the R&D sector to learn, share, and network across                              the universities and (potentially) also with local R&D industry leaders.    What it might cost:​ $    What its impact might be: An R&D Arc will help to establish closer links between the two                                  regions through their educational institutions. It will also promote the region as a leader in R&D,                                helping to attract residents and businesses to the region. This will give Windsor the opportunity                              to reach out to graduates at other universities and showcase the R&D and innovation work                              happening in the university and across the city more widely, opening the door for graduates                              across the region to move to Windsor.    2. Subsidise US passport cards for American visitors from Michigan    The purpose: ​To travel to Canada, American citizens must hold a passport book, passport                            card or a NEXUS card. However, according to the U.S. Department of State, in 2020 only around                                  43% of all Americans hold a passport (book or card). Removing some of the financial barriers                                would likely incentivise more people to get passport cards and could therefore increase the                            number of visitors from the US into Windsor. Subsidising passport cards ($30 application fee) is                              a less expensive option than subsidising passport books ($115 application fee).     2    What it might look like: Set up a webpage through which eligible American citizens can apply                                to have the application fee for their passport card refunded. To get the refund, they must                                agree to sign up for emails from Visit Windsor Essex. Eligibility requirements:  ● American citizen  ● Has applied for their passport card within the last month  ● Does not currently hold a passport book or a NEXUS card  ● Lives in Michigan    What it might cost​: $    What its impact might be: This policy would increase the amount of tourism flowing from                              Michigan into Windsor. This increase would not only come from people who are eligible for the                                subsidised passport cards (which would likely be a small subset of the population), but also                              from others who simply hear about the scheme and become interested in Windsor. If                            anything, it displays a sense of goodwill, and reinforces that Windsor is a friendly and                              welcoming city for American tourists.    3. Joint KPIs and pairing scheme for councillors and officials    The purpose: A closer relationship between the municipal governments of Detroit and                        Windsor will help Windsor capitalise on Detroit’s revitalisation. Formalising these relationships                      through joint strategic plans and joint KPIs will ensure that the relationships between these two                              governments do not rely on individual efforts and relationships, but rather are systematised                          and can stand the test of time.     What it might look like: Following the model of Copenhagen and Malmö, Windsor could                            introducing a pairing scheme, whereby every member of the Windsor municipal government                        has a designated counterpart in Detroit. These pairs meet bi-annually, once to set joint KPIs for                                the year and again 6 months later to assess progress in meeting them. The city could also                                  consider developing a joint 5-year strategic plan, agreed upon by both mayors, which lays out                              a shared vision for the region. Lastly, Windsor could take a lead in organising more joint                                conferences and events for councillors and officials to network, share ideas, and foster closer                            relationships.    What it might cost:​ $    What its impact might be: Formalising the relationships between government officials in                        Detroit and Windsor will help the region create a comprehensive and coherent joint                          development plan. A shared long-term vision for the region will provide certainty for people                            and businesses in the area and will accelerate both cities’ economic growth. It will also help to                                  hold officials accountable to their commitments and solidify a strong relationship between                        Windsor and Detroit.    4. Establish deeper relationships with the Windsor and Detroit entrepreneur cluster    The purpose: ​Over the long-term, it will be important for key officials in Windsor to cement                                close relationships with important political and economic figures in Detroit. t. The goal is for the                                whole city of Detroit to recognise the benefit of being situated next to Windsor, and therefore                                introduce a closer working relationship between the cities. Reaching out to businessmen and                          3    philanthropists to showcase Windsor as a gateway to the Canadian marketplace may also be                            an important driver of investment in Windsor.    What it might look like: These relationships could be built through invitations to conferences,                            events, and dinners. Windsor should seek to create a regular open line of communication                            between multiple government and economic actors with key decision-makers in Detroit.    What it might cost: ​$    What its impact might be: ​A strong relationship with key decision-makers in Detroit will make                              it easier for the cities to collaborate, both through economic and social/cultural projects and                            events. Further, forging relationships with entrepreneurs and high profile business leaders may                        lead to investment in Windsor’s regeneration as they are in Detroit. This could be an important                                avenue of private investment for Windsor  Create a competitive business environment  5. Create a Business Attraction Centre: a one-stop-shop for new businesses coming from                          Michigan    The purpose: The city should establish a Business Attraction Centre as a way of improving                              understanding of Windsor’s relocation offer to businesses in Michigan. The Centre would be                          the one-stop-shop of any and all information and advice about relocating a business from                            Michigan to Windsor, including information about development and planning procedures, tax                      codes, the local workforce demographics, and available grants, loans and subsidies. It would                          essentially be the business version of what the Multicultural Council of Windsor and Essex                            County offers for people.    What it might look like: The Business Attraction Centre would have three main avenues for                              communicating with potential businesses:  1. Online. The Centre should have an easy-to-navigate website with a step-by-step                      explanation of how to relocate a business to Windsor (including all the relevant                          planning and development logistics). It should also outline the main reasons why                        businesses should relocate (i.e. lower costs, highly skilled workforce, avenue into the                        Canadian market), showcase testimonials of businesses that have moved, and provide                      links to relevant resources.  2. In Windsor. The Centre should have an in-person presence in Windsor where business                          owners can have in-person consultations with experts. The Centre should be available                        to provide continuous support for businesses in their first few years of relocating.  3. In Detroit. The Centre should also have an in-person presence in Detroit to improve its                              accessibility and reach for businesses across the city and greater Michigan.    What it might cost:​ $$$    What its impact might be: The Business Attraction Centre would help expand Windsor’s reach                            in Michigan so that more businesses understand the economic offer for relocating to Windsor.                            It would also make it easier to find information and advice about running a business in                                Windsor, which would facilitate more businesses relocating.    6. Create a new Community Improvement Plan with tax incentives for relocated SMEs  4      The purpose: Windsor can attract SMEs from Michigan by providing financial incentives, such                          as rebates on property tax for firms that relocate within strategic zones (i.e. downtown). The                              CIP would cover all sectors.    What it might look like:  ● Option A : Small and medium size businesses can receive a 100% grant rebate for 2                                years from the property taxes on their office accommodation in a zone defined by the                              City to include the downtown core. The subsidy is designed to support SMEs in their                              early years as they get established, and to incentivise them to locate in the downtown                              if they want to start up in Windsor. To avoid risks of gaming, this scheme would exclude                                  new operations of existing businesses in the region or shell companies with no                          employees and/or trading record.  ○ In certain sectors (to be determined by the city and WEEDC)  ○ Which are new to Windsor  ○ Who have more than 5 but less than 30 employees  ● Option B: As above but alternatively the city could introduce a % discount over a longer                                period, say 50% off for 4 years.   ● Option C: As above, but a 2, 3, or 5-year tax deferment, so taxes are repaid in future                                    years (years 3-8, or 5-10) once the company is larger.  ● Option D: A very aggressive (and broad) interpretation of “eligible costs” so firms in a                              certain downtown location can get rebates for much more than they currently do.    What it might cost:​ Option A/B: $$$; Option C: $    7. Take forward proposals for a downtown computer science and tech training hub    The purpose: In 2019, the University proposed a joint initiative called Windsor Centre for                            Computing, Innovation, and Technology (WinCITY) aimed at fostering public-private                  cooperation in driving high-tech skills development, corporate and industry engagement,                    opportunities for work-integrated and experiential learning, and credential and                  micro-credential acquisition with multiple entry points across an employee’s life cycle.    What it might look like: WinCITY is composed of the following components:  1. Community upskilling and professional development programs  a. Community computer literacy upskilling programs  b. Hosting and leading events drawing on the community developer model  c. Engagement with k-12 technological education  2. Private-public research and development collaborations  a. Space for project-based activities for companies not currently located in                    Windsor  b. A visible space for the School of Computer Science’s existing program of                        internship-based industry subcontracting  3. Enhancement and Expansion of Postsecondary Programming  4. Relocation of programming to enhance focus on artificial intelligence, machine                    learning, and multi-disciplinary tech applications.    What it might cost: ​$$$    5    What its impact might be: The WinCITY proposal outlines several potential impacts of the                            initiative, including:  ● Expanding the capacity of existing projects by providing space and infrastructure;  ● Facilitating knowledge transfer between the City, academia and industry;  ● Reducing duplication of effort across different companies;  ● Providing a coworking space that can spark unforeseen collaboration and innovation;  ● Contributing to a track record of collaboration that increases the potential access for                          both public and private investment;  ● Puts Windsor/Essex on the map for potential investors.    8. Provide a people incentive through a “Windsor Welcome” grant for specific businesses    The purpose: This grant would incentivise companies in targeted sectors to move to Windsor                            because it would make them slightly more competitive when attracting talent compared to                          competitor companies in Michigan - these firms are able to essentially offer new employees a                              $3,000 joining bonus at no cost to themselves.    What it might look like: The city of Windsor would create a fund for new companies (in                                  targeted sectors: i.e. information & technology, advanced manufacturing, health & life                      sciences, etc.) registering in Windsor to allow them to offer a one-off “Windsor Welcome” grant                              for new employees after 12 months of living in Windsor. This grant is paid direct to the                                  individual employee if certain criteria are met. The eligibility criteria would be as follows:  ● Firms over 50 employees or based outside of Windsor-Essex, or less than 1 year old are                                not eligible.  ● Foreign firms or those not registered in the region are not eligible.  ● The grant is accessible once an employee has started work and has proof of address                              in Windsor.  ● The employee is free to use the grant however they want, and there are no reporting                                requirements.  ● The grant is valued at $3,000.   ● The grant is not income-assessed and is non-repayable.    What it might cost:​ $$    What its impact might be: ​A grant of this kind would make the overall employment package                                more attractive for firms in Windsor competing for graduate talent, and may enable more                            new tech companies to entice new graduates to choose a Windsor-based business. If                          successful, more graduates from universities outside of Windsor would join new companies in                          Windsor, over choosing similar roles (at similar pay levels) in other parts of Ontario.    Strategy: Sell Windsor-Detroit  Attract international investment into Windsor-Detroit  9. Target more joint bids between the development authorities  6    The purpose: Building off the 2017 joint Amazon HQ2 bid, Windsor and Detroit should do more                                joint development bids to sell the unique advantages of setting up a business in the region.                                Both cities have more to offer to potential investors together than they do separately.  What it might look like: Joint development bids that emphasizes all of the unique                            advantages of setting up a business in the region, such as taking advantage of Canada’s                              generous R&D tax credit system, talent acquisition from top universities in Michigan, access                          points into both American and Canadian markets, the ability to draw on employees from                            both sides of the border, and good transport links between the two cities.  What it might cost​: $  What its impact might be​: Publishing more joint development bids may attract new                          businesses to set up in the Windsor-Detroit region. It will also contribute to the perception of                                Windsor-Detroit as a single region made up of two complementary cities, which will help                            attract other businesses beyond only the targets of joint bids.  10. Establish a new Detroit-Windsor Board of Trade  The purpose: ​Establishing a joint Board of Trade to promote the Windsor-Detroit region and                            communicate a cohesive joint offering to businesses would help sell the Windsor-Detroit                        region to outside businesses. The joint Board of Trade would oversee commerce and industry                            in both cities and act as the main contact body for any outside businesses interested in                                setting up in the region.   What it might look like: The joint Board of Trade would be made up of councillors from both                                    cities along with appointed business leaders. The board would have quarterly meetings,                        rotating between Windsor and Detroit, to discuss all matters related to inward or outward                            direct investment across the region.  What it might cost​: $$  Sell Detroit-Windsor through marketing and targeted cultural  events  11. Establish ‘Prohibition Week’  The purpose: To celebrate the history of the Canadian-U.S. relationship during the 13 years of                              prohibition in the U.S. in the early 20​th century. This celebration would attract U.S. residents to                                visit Windsor and increase the cultural connection between the two cities.  What it might look like: ​Prohibition Week would take place during the week of December 5th                                to commemorate the end of Prohibition (5 December 1933). Some ways the city could                            celebrate Prohibition Week:  ● Windsor bars and distilleries put on special events, tours, and discounts for American                          visitors.  ● The city organises a street festival downtown near the waterfront to showcase local                          breweries, food, and other local products.   ● Some restaurants and bars (or rented event spaces) are turned into speakeasies for                          the week.   7    ● Local museums put up special “Prohibition history” exhibitions.  The majority of Prohibition Week events would be held by private                      companies/bars/restaurants rather than the city itself. Beyond organising the street festival,                      the city would play more of a convening role, bringing together and publicising all of the                                different events happening across the city during the week.   What it might cost​: $  What its impact might be​: Prohibition Week would attract several thousand U.S. visitors,                          generating significant income for Windsor bars and restaurants throughout the week. It would                          also have longer lasting impacts on helping to forge a strong relationship between the two                              cities.  12. Specific film festival themes that celebrate the Windsor-Detroit region and history  The purpose: The Windsor International Film Festival (WIFF) is a successful yearly event that                            contributes to building the city’s creative economy and building a sense of community                          downtown through the arts. With municipal government support, the WIFF non-profit would                        allocate a few days of the festival specifically to celebrating the rich history in the                              Windsor-Detroit region.   What it might look like: ​One or two days of the film festival would be themed around                                  “celebrating Windsor-Detroit” and would showcase films that:  ● Are created by a local Windsor or Detroit director, or  ● Celebrate some aspect of the region’s history (i.e. Motown, prohibition, civil rights, etc.)   The festival should be more widely advertised in Detroit to encourage U.S. visitors during the                              themed days.   What it might cost​: $  What its impact might be​: Hosting Windsor-Detroit specific days will result in a higher turnout                              of American visitors to the IFF. It will also contribute to forging a closer relationship between                                the two cities through shared cultural events.  13. Reinstating an expanded “International Freedom Festival”  The purpose: The International Freedom Festival was an annual joint celebration that                        commemorated both American Independence Day and Canada Day and culminated in a                        massive fireworks display over the Detroit river. Since 2007, the International Freedom Festival                          has been broken down into two distinct events, the Detroit Riverdays Festival and the Windsor                              Summerfest, which again culminate in a joint firework display. Were Windsor to support an                            expanded International Freedom Festival it would act as a symbolic step in strengthening the                            Windsor-Detroit relationship and increasing the amount of collaboration between the two                      cities.  What it might look like: ​This would not require any significant changes to the events during                                the Riverdays Festival or Summerfest, but rather a change in branding. The weeks should be                              coordinated so that major events do not overlap, special public transport schedules ensure                          8    people can easily cross between the two cities, and all events are marketed to citizens on                                both sides of the border.  What it might cost​: $  What its impact might be​: Reinstating the International Freedom Festival will likely increase                          the amount of visitors to Windsor during the week and help forge a closer relationship                              between Windsor and Detroit.  14. Seek access to Belle Isle Park  The purpose: ​Belle Isle Park is a beautiful park with an activity for everyone, including an                                aquarium, casino, conservatory, museum, and acres of natural wooded areas home to a                          variety of small animals and birds. Currently, the only way to access the 982-acre Belle Isle                                Park is from Detroit. Explore creating an easier way for people to access the park from the                                  Windsor side so that visitors and residents of Windsor can benefit from the park’s proximity,                              without compromising important border security requirements.  What it might look like:​ There are two options for improving access to Belle Isle Park:  ● Option A​: gaining direct access to the park through implementing a regular ferry                          service. This option is more complicated because it requires coordination with border                        officials, who would need to set up a new border checkpoint for people visiting the                              park from the Windsor side.   ● Option B​: implementing a new bus route that runs from downtown Windsor directly to                            Belle Isle Park, making it an easier trip for Windsor residents and visitors.   What it might cost​: Option A $$$; Option B $$   What its impact might be​: Easier access to Belle Isle Park would increase the amount of                                leisure activities available for Windsor residents, making it a more attractive place to visit and                              live (especially for families).  15. New joint sporting events  The purpose: Many Windsor residents already cross the border into Detroit to watch and                            support Detroit’s professional sports teams, including the Detroit Lions , the Tigers , the Pistons                              and the Red Wings . Sport has always been a significant contributor to the cultural link                                between the two cities, and holding Windsor vs. Detroit sporting events would strengthen this                            link.   What it might look like: ​These Windsor vs. Detroit sporting events could be organised at every                                level, from college teams and junior leagues to the major league professional teams. The                            lower level games would not likely attract thousands of fans or raise significant amounts of                              money but would help to forge connections between the cities at the local/individual level.  What it might cost​: $  What its impact might be​: This policy would increase the connection between Detroit and                            Windsor residents and contribute to the perception of a single Windsor-Detroit region rather                          than two distinct and separate cities.  9    16. Update the city of Windsor’s website so it becomes an attractive portal for accessing                              city services online  The purpose: ​Windsor’s website currently displays most of the information that prospective                        business and families require, but does not display this information in a way that is effective                                in encouraging these groups to view Windsor as an attractive destination. Changing this will                            help Windsor sell itself to these groups, and hopefully boost their interest in the city.  What it might look like: ​Windsor should redesign their website, to update both the aesthetic                              and the narrative. This can be achieved in a few ways:  1. Update the design template for the website: ​The website’s design template looks  dated, with the display largely limited to separate plain text and pictures. A more  modern design style which fluidly incorporates icons, text and pictures will help  Windsor to appear more attractive. Niagara and Waterloo can be used as local  examples of more effective design templates.  2. Create a narrative for why Windsor is an attractive destination: ​Windsor provides  information on incentives for businesses and families to come to the city, for example  through the business incentives page and the building Windsor’s future page.  However, the website does not provide a convincing narrative of why Windsor is a  good place to live or do business. Framing Windsor’s website pages such as ‘For  Residents’ and ‘For Business’ around narratives such as “The Best City for Working  Families” and “Accessing the best of US and Canadian business” would help to create  a website that is more persuasive in attracting new businesses and residents.  Windsor’s “Visiting Windsor” page is a good example of this narrative approach, as is  Niagara’s economic website.  3. Streamline the website sitemap: ​Currently, Windsor’s website has six major sections,  each with many subsections. Windsor should streamline this by combining the “City  Hall” and “Mayor and Council” pages.  4. Provide more readily available data on Windsor: ​Currently, data on why Windsor is a  good place to live and work is not given prominence on the website. This sort of data  is particularly important for prospective businesses, so Windsor should give this data a  prominent position in the website, in the style of Niagara’s business website.  What it might cost: ​$  What its impact might be: ​It will be difficult to measure the precise impact of an updated                                  website, as it will not in itself be enough to push businesses or people into relocating to                                  Windsor. However, an improved website will help to push these groups towards Windsor, as                            part of a wider package of communications activities.    10    INFRASTRUCTURE  Strategy: Invest in infrastructure and  plan new projects to support growth  and quality of life  Build the housing stock that meets incoming demand  17. Implement a Downtown Residential Strategy aspiring for 3,000 new units in downtown                          core by 2030  The purpose: ​One of Windsor’s main offers to new residents is that it is a safe and affordable                                    city. The city should continue to build new housing in strategic areas to maintain its                              competitive advantage in affordable housing as its population grows.  What it might look like: ​The government should work with partners to create a Downtown                              Residential Strategy that aspires to build 3,000 new units in the downtown core by 2030. The                                strategy should emphasise the importance of increasing the variety within the housing                        supply to attract young families, i.e. building walk-ups, townhomes, larger 3-bed condos.                        After creating the strategy, the Government should then work closely with developers to                          ensure targets are met within the timeframe.   More generally, the city should continue to work with developers to ensure that housing                            developments and plans are approved and the housing stock is maintained as the                          population grows.   What it might cost​: $  What its impact might be​: Maintaining Windsor’s stock of affordable housing will be an                            important strategy for attracting new residents to move to the city. Pledging 3,000 new units                              downtown will build confidence for both residents and businesses that there will be                          continuous investment in the downtown area, making it an attractive place for people to                            move to or open businesses.   18. Complete the Riverfront Implementation Plan goals through construction of destination                      beacons  The purpose: ​The Central Riverfront Implementation Plan is centered around the construction                        of five key park pavilions called Beacons. These are visual landmarks where the public can                              gather and access services (i.e. washrooms, concessions, information, and shelter).                    Constructing these Beacons will be an important step in making sure the Waterfront can be                              used all year round.   11    What it might look like: ​Allocate funding in budget plans over the next two years to construct                                  the remaining five Beacons, which are integral to the Central Riverfront Implementation Plan.  What it might cost​: $$  What its impact might be​: Constructing all five Beacons would help drive traffic to the                              Waterfront year-round and help keep people at the waterfront for longer by giving them a                              place to sit, gather, eat and rest.  19. Ongoing investment in roads and public transport to keep up with increasing population                            and demand  The purpose: ​As the city’s population increases, it will need to continue to invest in roads and                                  public transport options to keep up with rising demand. The city should continue to take                              advantage of provincial and federal funding towards infrastructure projects, which can reach                        a maximum of 33.33% and 40% respectively towards eligible costs through the                        Canada-Ontario Integrated Bilateral Agreement.  What it might look like: In July 2020, the city announced $3.7 million of funding for the                                  purchase of 19 buses to replace 16 older buses and expand the fleet by 3 buses. This is a good                                        step and the city should continue to make investments in expanding and upgrading the bus                              fleet consistently over the next 10 years.  Ongoing investment in the city’s roads is needed to address congestion and tackle air                            pollution. This should be through construction and rehabilitation of sidewalks and bike lanes,                          as well as investment in expanding roads and improving traffic flows.   What it might cost​: $$$  What its impact might be​: Improving the city’s roads and public transport systems will make                              it a better place to live and work, helping to attract new residents and especially young                                working families. Improving transit links with the downtown core will also contribute to the                            city’s downtown revival strategy.  Enhance quality of life  20. Schedule more pop-up events on the waterfront  The purpose: Pop-up events help to attract more visitors (both residents and tourists) to the                              waterfront. This will help attract people to the downtown area, as well as help to establish                                Windsor as a city with lots of family-fun activities happening throughout the year.  What it might look like: During the summer, there should be events on the waterfront every                                weekend, drawing people into the downtown core, celebrating local businesses, and fostering                        a sense of community. Some ideas for pop-up events throughout the year:  ● Annual Christmas market:  ○ Alpine-style stalls filled by local restaurants/bars serving street food, desserts                    and drinks  ○ Stalls for local artists/shops to sell their products  ○ Heated tents/fire pits with outdoor seating   12    ○ Entertainment (i.e. live music, carnival games, Santa impersonator)  ● Local community theatre:  ○ Modelled off NYC’s Shakespeare in the Park   ○ Set up a temporary out-door theatre space during the summer for local                        community theatre pieces  ○ Inexpensive tickets ($5-$10 per person), food and drink vendors on site  ● Live music nights :  ○ During the summer months the waterfront hosts “live music fridays” where                      local musicians put on free concerts  ○ Food and drink vendors nearby   ● Craft markets:  ○ Weekly craft markets for local artists to sell their products  ● Farmers markets:  ○ Weekly farmers markets for grocers, farmers and bakers to sell fresh products  ● Film nights:  ○ Set up a giant screen and speakers and host outdoor “movie at the waterfront”                            nights playing classic films  ○ People can bring their own blankets/food/drink, but there will also be food and                          drink vendors on site   What it might cost​: $$  What its impact might be​: These events would help to build a sense of community within the                                  downtown core of Windsor and would also attract nearby visitors. Weekly events for the whole                              family will help sell Windsor as a safe and fun city for young families.   21. Work with an established e-scooter provider to trial a city-wide scheme  The purpose: E-scooters are a forward-looking and creative solution to public transport in                          cities across the U.S., which are becoming increasingly popular amongst students and young                          professionals. Windsor has a large student population, a flat topography, and a limited public                            transit system, which makes it an ideal location for e-scooter schemes. E-scooters would                          help to expand the city’s public transport system, providing more options for people without                            cars to move around the city.  What it might look like: Bird, Lime and Spin are the main e-scooter providers in Detroit, and                                  therefore would be the most obvious providers of e-scooters for Windsor as well. Working with                              one or more of these providers – or Tier, who operate in Europe – Windsor could implement a                                    city-wide trial scheme next summer, placing 100 scooters around the downtown and                        university area and tracking their usage.  We also suggest revising the city’s by-laws to permit residents and visitors to use private                              e-scooters to move around the city.  If the trial-schemes are successful then Windsor could introduce, like Detroit, subsidies for                          low-income residents using the e-scooters. In Detroit, individuals eligible for any state or                          federal assistance program can apply to receive a discount on all Bird, Spin and Lime rides.                                This would ensure that the e-scooter scheme is available to all residents.  What it might cost​: $   13    What its impact might be​: Investing in e-scooters would help Windsor implement                        environmentally-friendly public transport solutions across the city. It would expand the public                        transport service at little cost to the city, and through subsidies would ensure all residents can                                safely and affordably move around the city.  22. Set up a popup shop grant program for businesses to set up subsidised temporary                              stores in Windsor to test and introduce themselves to the local market  The purpose: ​Downtown Windsor currently suffers from vacant retail spaces and low foot                          traffic. Popup or temporary shops are popular vehicles for retailers to grow awareness of their                              brand, and to test the waters in a new market, without making the financial commitment of a                                  long term lease. By subsidising popup stores, Windsor would give retailers a low risk                            opportunity to test the waters in Canada and boost their brand awareness in a new market.                                These popup shops would help fill vacant retail spaces in the short term, while Windsor would                                provide support for popup shop program applicants to transition into a permanent Windsor                          retail space, permanently increasing Windsor’s retail diversity.  What it might look like: ​Windsor should set up a popup store program through Windsor’s                              Downtown CIP that provides grants to encourage retailers to set up temporary popup stores                            in Windsor. The total available grant for each popup should not exceed $5,000 - a Business                                Insider survey found that 44% of respondents opened a popup shop for less than $5,000 USD.                                To pilot the scheme, the city should run popup shops in a maximum of five locations. This                                  program can be achieved in three ways:  1. The program can offer discounted rent in municipally owned Downtown properties  2. The program can offer a grant to cover the eligible costs of refurbishment for each  popup  3. The program can offer property tax relief for the duration of the popup  The program should offer a range of popup durations, from a minimum of three weeks to a                                  maximum of 6 months. The eligibility criteria for this program can be changed, but our initial                                thoughts are that businesses should:  1. Not be currently situated in Downtown Windsor  2. Have more than 5 but less than 50 employees  3. Have a current stock of less than 10 locations  Windsor will provide after care support for popup program participants, helping them to                          move into a permanent Windsor retail space if they want to. This aftercare will come in the                                  form of:  1. Expedited planning permissions  2. Assistance in finding financers for the project  3. Connecting business with local planning authorities  4. Connecting business with local community and business leaders  5. Providing a database of available properties and market analytics  In terms of making this initiative headline worthy, one could consider a push to more                              innovative popups that offer experiential retail, further pushing Windsor’s reputation as the                        best place for working families. By offering entertainment as well as retail, these shops have                              found a way to provide extra value that online shopping cannot provide. To encourage                            14    experiential popups, the maximum eligible grant for this type of popup could be increased to                              $7,000.   What it might cost: ​$$   What its impact might be: ​In the short term, this popup shop program could help to fill                                  vacant retail spaces in the Downtown area, boosting the variety and attractiveness of                          Downtown to tourists, residents and business alike. In the long term, the popup program                            could provide the incentive for businesses to test the water in the Windsor downtown core,                              opening the path for them to set up long term presences in the city, providing a permanent                                  boost to the Downtown area.   The value of popup shops has only been increased in the wake of COVID-19, with vacancies                                increasing as retailers shut down, and uncertainty on the future of the market and local levels                                discouraging long term leases.  Municipal led popup initiatives have already seen success internationally. Banbury, a UK town                          in Oxfordshire, funded the creation of three pop-up shops and provided support for                          businesses that rented the popup shop space to establish a permanent residence in the                            town. This initiative helped Banbury reduce the number of retail vacancies from 53 in 2014 to                                35 in 2016. The success of this scheme led to it being replicated in the nearby towns of                                    Wantage and Wallingford, with both schemes leading to popup shop renters establishing                        permanent retail presences in the town.   Leverage new construction projects  23. Create an outline masterplan for a health R&D site to adjoin the new hospital  The purpose: ​The construction of a new hospital offers a massive opportunity for the creation                              of jobs in a health sector ecosystem created from the hospital’s spillover effects. Creating a                              masterplan that designs the surrounding land and infrastructure to enhance the health                        sector cluster around the hospital will maximise the benefits created from the hospital health                            cluster, the potential of which could be squandered if the area is not managed.  What it might look like: ​The main part of this policy will be aligning planning permissions                                around the hospital site, as well as ensuring that municipal infrastructure is suitably                          developed as to ensure a medical hub can thrive.  In terms of planning permissions, this will mean encouraging planning for businesses that will                            support the medical hub through their proximity to the hospital.   In terms of infrastructure, this will mean ensuring that there is the necessary infrastructure set                              up around the hospital to allow the seamless growth of a significant medical hub. Given the                                significant infrastructural development that accompanies the creation of a new hospital, it is                          likely that much of the necessary work will already be completed as part of the hospital                                development.   What it might cost​: $  What its impact might be​: Restricting the hospital environs to health sector organisations                          could allow a health cluster to build around the hospital, which in turn would encourage more                                15    health sector organisations to locate in Windsor. There is significant potential for growth, with                            the Ontario life sciences sector already employing 26,000 people at 1,300 companies earning                          around $13 billion in annual revenues.         16    FUTURE ECONOMY  Strategy: Be the site of Canada’s future  auto sector  Invest in manufacturing infrastructure, skills, and tech  24. Establish Canada’s first ramp-up factory for EV/autonomous vehicles  The purpose: ​WEEDC currently has a proposal to implement a joint facility that will make it                                easier for start-ups, established companies and researchers to access flexible prototyping                      and manufacturing infrastructure. It will help reduce time to market, and make it easier for                              different businesses to collaborate with each other.   What it might look like: ​The creation of a single facility which takes EV/autonomous vehicle                              projects from the idea phase through to the prototype development stage and eventually to                            scaled up production. WEEDC is currently in the process of commissioning a feasibility study;                            the next steps would be to secure funding, put together a business plan and, finally, begin                                construction. Following through with the implementation of this facility should be a                        government priority.  What it might cost​: $$$  What its impact might be​: According to WEEDC’s proposal, the ramp-up factory would help                            to facilitate a flexible environment that enables innovation and rapid prototype production.                        Specifically it would:  ● Reduce production development and industrialization costs  ● Provide access to prototyping and manufacturing infrastructure  ● Facilitate collaboration between start-ups, SMEs, OEMs, and academia  ● Create jobs and long-lasting value in the region  25. Create an accelerator or venture capital fund for tech start-ups  The purpose: The goal of these initiatives would be to provide support (financial and                            otherwise) for local entrepreneurs looking to get their business ideas off the ground. The                            accelerator would be aimed at supporting early stage business ideas, fostering innovation                        and creativity, and building a network for entrepreneurs across the city. The venture capital                            fund, on the other hand, would seek to provide financial support for entrepreneurs further                            along in their business development within the tech sector. It would be used as a vehicle to                                  leverage other investment in the sector.  What it might look like: A large-scale accelerator with its own website that accepts a new                                cohort of businesses every 6-months. The cohort would have access to 1-on-1 meetings with                            mentors; weekly business development workshops and events; $2,000 monthly stipend                    ($12,000 per business in total); access to a collaborative workspace; and opportunities to                          pitch to investors at the end of the programme.  17    Modelled on the 43North venture in Buffalo, NY, Sudbury Catalyst Fund, in Northern Ontario                            [and CyberNorth Ventures in Waterloo], a venture capital fund in Windsor would receive up to                              $2 million in funding per year from the government, matched dollar-for-dollar by private                          investment (corporate sponsors, philanthropy), with a minimum and maximum allocation of                      $50k-$500k in up to 10 projects each year via a competition. To be eligible to compete for this                                    funding a company must:  ● Be based in Windsor  ● Operate within the tech sector  ● Be less than 5 years old  What it might cost​: $$$  26. Work with Province to prioritise the area for battery production by 2025  The purpose: ​While funding streams like the Strategic Innovation Fund already exist, given                          intensive global competition, more active support is likely to be needed to secure investment.                            Other countries such as the UK are investing significant amounts (~$430m CAD) in boosting                            national battery production. Given its R&D specialisms, proximity to the US market and                          significant resources of key minerals such as lithium and nickel, Canada could potentially                          support at least one major battery factory.   What it might look like: ​As a first step, the municipal Government should commission a study                                into the potential spillover economic impact of government support for a battery factory in                            Ontario. Then, the Government should use this study as a tool to showcase the opportunities                              to the private sector. The Government’s ultimate goal should be to advertise the fact that the                                SIF exists and make it easy to access for private companies operating in this space.  What it might cost​: $  What its impact might be​: A battery factory in Ontario will signal to the automotive industry                                that the region is forward-thinking and preparing for the long-term future of the industry. This                              will attract more private investment in the automotive industry throughout the region.  27. Work with universities in Ontario and Michigan to develop a common skills plan and                              curriculum for the future auto workers  The purpose: ​This can both help reduce skills shortages, and make it easier for workers and                                companies on different sides of the border to cooperate.   ​What it might look like: ​Create links between the universities and leaders of the automotive                                industry so courses are designed and amended with up-to-date input from the industry. This                            could be formalised through an annual meeting where the heads of the relevant faculties (i.e.                              engineering) from universities and colleges across the region (University of Windsor, St. Clair                          College, University of Michigan, Wayne State, etc.) sit down with representatives/leaders in                        the automotive industry from both sides of the border to discuss the current skills gap and                                how universities and colleges can better prepare their graduates to work in the sector.   From this meeting, the heads of faculty from across the region should work together to                              develop a common skills plan and curriculum. This will ensure all the universities and colleges                              are all producing high-quality graduates ready to enter the industry. This will also mean that                              18    students graduate with the skills to work for companies on both sides of the border, making it                                  easier for Windsor to attract graduates from Michigan.  What it might cost​: $  What its impact might be​: A common skills plan and curriculum will ensure that all graduates                                from universities and colleges in the region will enter the workforce with equivalent skills and                              qualifications, reducing the skills gap in the workforce and making it easier for companies                            across borders to collaborate and attract talent.  28. Partner with industry associations to publish annual competitiveness analysis for the                        Canadian car industry  The purpose: The competitive analysis could help monitor the success of the national,                          regional and local strategies for supporting the car industry, and ensure that key actors in                              Windsor remain focussed on the industry’s priorities.   What it might look like: ​The municipal government and industry could partner to commission                            a competitive analysis - each paying half of the total cost of the report. The report would                                  bring together: annual metrics on industry employment and investment; an anonymous                      industry survey on relative competitiveness; data on relative costs and burden from taxation,                          regulation, energy costs etc. Both the Government and industry should heavily publicise this                          report, making sure to work with key media partners in the process.  What it might cost​: $  What its impact might be​: The annual competitive analysis report would have two major                            impacts:  ● It would improve the nation’s (and region’s) ability to monitor the industry’s success                          by defining consistent metrics and making year-on-year comparisons. This would                    help to identify where things are going well and where more attention is needed to                              realign priorities for the coming year.  ● It could be used as a tool to showcase Canada’s (and the region’s) success in the                                automotive industry and therefore attract more private investment - possibly from                      places like Michigan - to the country/region.  29. Create a second campus for the Automotive and Surface Transportation Research                        Centre’s Manufacturing and Automotive Innovation Hub in Windsor  The purpose: ​The Automotive and Surface Transportation Research Centre (AST) provides                      federal government support to the development of the advanced manufacturing and ground                        transportation sectors across Canada. One of its facilities is the Manufacturing and                        Automotive Innovation Hub, located in London, ON. The Hub is an open-space research                          station where the automotive and manufacturing industry can collaborate on-site with                      research specialists to research, design, and develop new technologies.   Given advanced manufacturing and automotive are key industries in Windsor’s long-term                      economic plan, the city would benefit from a Manufacturing and Automotive Innovation Hub                          19    campus. Given its physical proximity to Detroit, this campus could help build better links                            between the research ecosystems in the US and Canada.   What it might look like: ​The city should put together a proposal that outlines the advantages                                and opportunities of a second campus located in Windsor, including:  ● The physical proximity to Detroit/Michigan opens the door to collaborative research  and innovation with companies across the border.  ● The growing advanced manufacturing and automotive industries in Windsor means  there is already a strong base to build on and the second campus could accelerate  the city’s existing momentum.  ● There are strong academic and research institutions in the area to work with.  Windsor could offer seed funding to develop the second campus as an incentive.  What it might cost​: $$  What its impact might be​: Having a second campus located in Windsor could help define the                                city as the region’s go-to location for advanced manufacturing and automotive innovation. It                          would also attract human capital and businesses to the area looking to benefit from the                              innovation and new technologies developed at the second campus. Further, it would produce                          knowledge spill-over effects into other sectors in the area.  30. Endow the University of Windsor with funding for academic positions related to                          automotive research  The purpose: ​These academics could work with local industry partners to help ensure                          crossover between academic research and local practice. Some would be jointly supported                        with Michigan universities.  What it might look like: ​Providing the University of Windsor with sufficient funding, or seeking                              corporate or philanthropic donations to bring about 100academic positions, including                    named chairs, post-docs and PhDs in automotive related research. These academics would                        continue to carry out research for the sector as well as solidify the link between academia                                and industry.  What it might cost​: $$$  What its impact might be​: Providing funding for these specific academic positions would                          increase the amount of automotive research and innovation coming out of the city, as well as                                improve coordination between academic research and local industrial practice.  31. Partner with industry to offer relocation support for 1,000 national and international                          graduates with automotive related skills  The purpose: ​This policy would help attract highly-skilled graduates from across Canada and                          internationally (mostly Michigan) to help grow the automotive sector in Windsor. A growing                          pool of highly-skilled workers would incentivise more businesses to set up in Windsor.  20    What it might look like: ​The Government could offer a $5,000 grant to all national and                                international graduates with relevant degrees. To be eligible for the grant, the individual must:  ● Have graduated in the past year from a relevant Bachelors, Masters, or PhD course (i.e.  engineering)  ● Have not lived in Windsor for at least the past 5 years.   ● Have a job offer from an approved automotive company in Windsor  ● Plan to live in Windsor for at least two years  The grant would be conditional on the individual staying in the region for at least two years, if  they leave before the two years, the grant must be repaid.  Automotive firms in the city would have to apply to be put on the list of approved businesses  so their new hires could benefit from this grant.   What it might cost​: $$  What its impact might be​: This grant would help attract skilled workers from around the                              country and beyond by helping to cover some (if not all) of the cost of relocating. It would                                    also give automotive companies in Windsor a competitive edge for attracting talent                        compared to neighbouring cities, helping them grow and maintain competitiveness in the                        region.  32. Explore the creation of a regulatory sandbox for self-driving vehicles  The purpose: ​A regulatory sandbox gives companies a temporary bypass to the usual rules                            and regulations to trial new products in a real-world setting. As pioneered by countries like                              Singapore, this would make it easier for companies to develop the next generation of                            self-driving vehicles - and help attract other automotive related research to the region.  What it might look like: ​The main function of the regulatory sandbox is to reduce the liability                                  for autonomous vehicle operators if they are to get in an accident, as long as they are testing                                    in approved environments (i.e. on certain roads and at certain times) with specified safety                            measures in place. Some countries, like Taiwan and Singapore, have already implemented                        regulatory sandboxes for self-driving vehicles, and Canada could replicate/build on these                      existing policies.  In Taiwan:  ● The period for innovation experimentation for self-driving car testing is one year, but  can be extended up to a maximum of four years.  ● Any penalties and regulations that normally apply are suspended during the  experimentation period.  ● Companies applying to conduct innovative testing with self-driving vehicles must  produce insurance plans and risk management mechanisms, as well as visibly  display a testing notice on the vehicle.  In Singapore:  ● The sandbox was implemented in 2017 and will last for 5 years.  21    ● Operators of self-driving vehicles have diminished liability if they are to get in an  accident  ● Operators are required to have a qualified safety drive in the vehicle that can take  over in case of emergency, and must have third-party liability insurance.  ● Operators must share the data from their trials with the Land Transport Authority   What it might cost​: $  What its impact might be​: A regulatory sandbox would incentivise more autonomous vehicle                          companies to come to Windsor to carry out their research, testing, and development. It will                              also help Windsor stay on the cutting edge of innovation in the automotive industry, and                              therefore solidify its reputation as an attractive location for future investment in the industry.  Campaign for a stronger domestic market for electric cars  33. Advocate for a national Electric Vehicle manufacturing mandate  The purpose: This can give greater certainty to consumers and industry about future                          timelines, and help encourage greater investment.   What it might look like: Windsor should commission a policy document that lays out the                              economic, social and environmental impact of internal combustion engine vehicles and how                        phasing them out is an important step in achieving Canada’s environmental goals, including                          the pledge to achieve net zero by 2050 from the Paris Agreement.   This document can then be used as a public lobbying tool to push the national government                                to implement a 2040 deadline for phasing out ICE vehicles.  What it might cost​: $  What its impact might be​: A national deadline to phase out ICE vehicles will help to drive                                  long-term investment in electric vehicles. It will also drive up consumer demand for electric                            vehicles, which would help Windsor EV companies scale and grow.  34. Significantly increase investment in EV charging infrastructure  The purpose: ​Without a more comprehensive network, consumer uptake of EVs is likely to be                              limited. Therefore, if EVs and the future automotive industry are a priority for the Government,                              they should focus on ensuring there is infrastructure to support the industry’s growth -                            especially if the Government does pledge a national EV manufacturing mandate and as a                            result EV demand rises sharply.  What it might look like: ​The government should explore creating a public-private Charging                          Investment Fund, which will match funding for any corporate investment in charging                        infrastructure.   What it might cost​: $$  22    What its impact might be​: Developing more comprehensive charging infrastructure across                      the city will likely make EV a more attractive option for consumers, therefore increasing                            demand and helping the industry grow.     Strategy: Diversify in adjacent sectors  of education, borders and health   Explore health manufacturing strength  35. Explore how to upgrade the University of Windsor’s offering to ensure an enhanced                            pipeline of medical training and healthcare research locally.   The purpose: Upgrading the University of Windsor’s offering will help to strengthen the city’s                            biomedical sector and take full advantage of the new hospital. A strong curriculum for local                              medical training will provide a consistent stream of local graduates to work in the hospital,                              both improving graduate retention and keeping the hospital fully staffed. The hospital and                          medical school could also work closely together to align research initiatives and amend                          courses based on the needs of the hospital.  What it might look like: The city administration and University of Windsor should commission                            independent research into the current and future landscape of the medical sector in the area                              (including projections for when the new hospital is built). For example, some questions this                            research should address are:  1. Is there a shortage of medical professionals in the area?  2. How will the construction of the new hospital impact healthcare demand and training                          needs?  3. Is there evidence that graduates of medical schools tend to stay and work in the                              areas where they attended school, therefore addressing the local workforce gap?  4. What steps can be taken to prepare training and medical education to take                          advantage of the arrival of a major acute care hospital in the region within a decade?  What it might cost:​ $$  What its impact might be: An expanded medical education and healthcare practitioner                        training curriculum will have a significant positive impact on the education, recruitment and                          retention of medical professionals in Windsor and the surrounding areas. This will help to keep                              the new hospital fully employed with high quality medical professionals, and contribute to the                            growth of the biomedical sector as the city continues to diversify its economy.   Medical schools also tend to stimulate local economic growth and have significant spillover                          effects into other sectors. For example, a study projecting the impact of the new College of                                Medicine at Florida International University found that the new medical school would create                          23    more than 66,000 jobs and generate more than US$8.9 billion for the local economy in the                                span of 16 years.  1 Explore border strength  36. Develop local border expertise and host an international conference on c21st borders  The purpose: ​The Institute for Border Logistics and Security (IBLS), thanks to its subject                            expertise and business development and support services, is a significant pull factor for                          organisations considering relocating to Windsor to join its logistics hub. Helping the IBLS to                            boost Windsor’s and its own profile through hosting a 21st century borders conference will                            bring Windsor to the attention of new organisations who may consider expanding to the city.                              The University of Windsor’s own Cross-Border Institute (CBI) could also play a role in such an                                event, showcasing their expertise in border policy and innovation.  What it might look like: ​An international borders conference should be ambitious in scale, set                              up expecting hundreds of attendees from prospective businesses and interested officials, as                        well as broadcasting online. To demonstrate the widespread engagement of Windsor in                        these issues, the conference could feature as speakers:  1. IBLS and CBI subject experts will demonstrate Windsor’s wealth of expertise, as well                            as the IBLS’ supporting role for local businesses  2.  Windsor municipal officials will demonstrate Windsor’s competitive advantages, in                  terms of location and cost and ease of doing business  3. Local business leaders will provide demonstrable examples of Windsor’s success                      and potential in being a logistics hub  What it might cost​: $  What its impact might be​: Direct impact of this policy will be hard to measure. The                                conference could be very effective in building Windsor’s profile and attractiveness as a                          logistics hub capable of dealing with 21st century border challenges. This could encourage                          logistics companies who attend the conference, or those who hear about the conference, to                            consider and ultimately choose to relocate to Windsor.              1 Florida International University, "The Beacon, March 30, 2009" (2009). The Beacon. Book 256. http://digitalcommons.fiu.edu/student_newspaper/256 24           25    TALENT  Strategy: Attract and retain more  national and global talent  Form a new leadership vehicle around talent and skills to support                      economic growth  37. Establish a Windsor Talent committee focused on training and retention of highly                          educated people    The purpose: With a joint accountability framework and partnership among educational                      institutions, the city and the private sector can support training for current and future skills                              needs, and take steps to ensure more talent is developed in Windsor and chooses to stay on                                  in Windsor. The committee could conduct updated analysis of labour market shortages and                          new business skills requirements and courses at Windsor’s post-secondary institutions. The                      committee might also develop a strategy to encourage international students studying in                        Windsor to stay in Windsor after graduation.     What it might look like: ​A ‘joint accountability framework’ should take the form of a high level                                  ‘Windsor Talent’ steering group, chaired by the Mayor and with permanent representation                        from the university and the college presidents, as well as representatives from K-12 school                            board chairs, and major employers in the region. It should have a small budget to be able to                                    commission independent analysis and research and should be chaired by the Mayor in order                            to convene senior leaders who would be able to decide on changes to local educational                              course portfolios, admissions arrangements, or anything else that might be required such that                          they attract, train, and retain the citizens who pass through their institutions.     What it might cost:​ $     What its impact might be: The committee would provide local leadership around the talent                            agenda and serve as a focal point for key decisions involving external partners. The                            committee would enable the city to have a dedicated forum to develop a close partnership                              with the two post-secondary institutions and with local employers to ensure Windsor can                          attract, train and retain the talent it needs for its future economic development.    Become a hotspot for highly skilled workers  38. Subsidise visa fees for skilled immigrants serving Windsor/Michigan businesses in                      Canada  The purpose: The financial cost of immigration is one barrier preventing high skilled workers                            from moving from Michigan to Windsor. Removing this cost increases the incentive for skilled                            26    workers to move and, therefore, Windsor businesses may be able to attract more talent from                              Detroit and Michigan more widely.  What it might look like: There are two types of visas that highly-skilled workers could come to                                  Canada on: a Work Permit (for temporary residence) or Economic Immigration (for                        permanent residence). The Work Permit is $155, and the Economic Immigration visa for skilled                            workers currently costs $1,325 (plus an additional $1,325 for spouses/partners and $225 per                          dependent child). Under this policy the city would subsidise 50% of the fee for skilled workers                                in strategic sectors, including the costs of bringing spouses and dependent children (i.e. in                            sectors such as information & technology, advanced manufacturing, agri-business, etc.).  Steps:  1. Companies that want to take advantage of this program submit an application to                            the City proving their eligibility (i.e. that they work within a designated strategic                          sector, that they have >X amount of employees and that they have been in                            business for >X years).  2.  If approved, the business is added to a list of registered eligible companies.  3.  The high skilled immigrant worker completes their visa application as normal                      through the federal government.  4.  Once the visa is approved, the immigrant can apply to the City for 50%                            reimbursement along with proof of employment with a registered eligible                    company and a registered Canadian bank account.  5. If deemed eligible for reimbursement, the City will deposit 50% of the visa costs                              back into the individual’s Canadian bank account.  What it might cost​: $  What its impact might be​: This will improve the ability for Windsor businesses to attract talent                                from competitor companies in Detroit/Michigan, as well as graduates from top tier                        universities such as the University of Michigan and Michigan State University, for whom the                            cost of immigration is too high.  39. Advertise Windsor/Michigan to skilled immigrants in e.g. Hong Kong  The purpose: As China’s grip on Hong Kong increases, more and more residents are seeking                              to emigrate. Canada is a popular choice for Hong Kong emigrants, it has the second largest                                Hong Kong diaspora after the U.S. and is a familiar English-speaking commonwealth country                          with good educational and economic opportunities and universal healthcare. In 2015, 900                        people moved from Hong Kong to Canada, but that has grown to 1,500 in 2019, a trend likely                                    to continue (at least after COVID-19) given the political and social context. According to a                              recent poll, 43.9% of Hong Kong residents would emigrate if they had the chance.  2 2 Hong Kong Institute of Asia-Pacific Studies (2020) Survey Findings on Views about Emigration from Hong Kong. ​Communications and Public Relations Office, CUHK ​. Retrieved from: https://www.cpr.cuhk.edu.hk/en/press_detail.php?id=3379&t=survey-findings-on-views-about-emigration-from-hong-kong-released-by-the-ho ng-kong-institute-of-asia-pacific-studies-at-cuhk 27  https://www.cpr.cuhk.edu.hk/en/press_detail.php?id=3379&t=survey-findings-on-views-about-emigration-from-hong-kong-released-by-the-hong-kong-institute-of-asia-pacific-studies-at-cuhk https://www.cpr.cuhk.edu.hk/en/press_detail.php?id=3379&t=survey-findings-on-views-about-emigration-from-hong-kong-released-by-the-hong-kong-institute-of-asia-pacific-studies-at-cuhk https://www.cpr.cuhk.edu.hk/en/press_detail.php?id=3379&t=survey-findings-on-views-about-emigration-from-hong-kong-released-by-the-hong-kong-institute-of-asia-pacific-studies-at-cuhk   Immigrants coming from Hong Kong tend to be highly skilled and could make significant                            contributions to the economy. The goal of this policy would be for Windsor to sell itself as the                                    best location for Hong Kong immigrants in Canada.  What it might look like: ​While the city of Windsor does not have the power to impact national                                    immigration laws, it can advertise itself better as the best city within Canada for highly skilled                                immigrants to settle in.  Some potential ways to reach these immigrants:  1. Online​: pay for targeted online advertising (for example on immigration websites,                      Facebook, etc.) with “fast facts” about immigrating to Windsor and links to the                          Welcome to Windsor-Essex website.  2. Through immigration services in Canada​: create pamphlets about why Windsor is a                        great choice for immigrants and hand them out to immigration services/lawyers                      across Ontario (or possibly across Canada), which they can provide to their clients.  3. Through immigration services in Hong Kong​: work with partners working in                      immigration in Hong Kong by providing links to Windsor’s online resources for                        immigrants and sending pamphlets (both in English and Cantonese) that they can                        provide to their clients.  4. Through universities in Hong Kong​: reach out to specific courses/degrees at                      universities in Hong Kong, for example the HKU Business School and the University of                            Hong Kong’s Faculty of Engineering, to promote Windsor as a promising city for                          graduates seeking to emigrate. This should include, for example, providing profiles of                        relevant successful businesses in Windsor, details about the city’s growing economy,                      and its strategic location on the border with the U.S.  What it might cost​: $  What its impact might be​: These policies would help attract more highly skilled Hong Kong                              immigrants, which would have positive economic impacts across the city. According to a                          recent study by the Centre for Economics and Business Research, the effect of the potential                              influx of Hong Kong immigrants on the UK economy is estimated to be as much as £40 billion.  Leverage Windsor’s educational institutions  40. Nudge more University and College collaboration through programs that link                      professional students with tech-minded entrepreneurs  The purpose: Increasing collaboration between industry and students will help to close the                          skills gap in the labour market and help graduates grow their networks so they can move                                seamlessly from student to employment.  What it might look like: ​The university and college should implement programmes that                          connect students with entrepreneurs, giving them the opportunity to network and learn. The                          university and college could, for example, formalise a programme with a tech accelerator                          and offer:  28    ● One-to-one mentorship program matching up business students interested in                  tech/entrepreneurship with an entrepreneur. This could look like, for example,                    students spending one day per week in the accelerator with their mentor,                        learning and working alongside them for a semester.  ● Monthly workshops/seminars run by tech entrepreneurs for students to                  participate in.  ● Networking events to connect students with professionals in both a formal and                        informal environment.  What it might cost​: $  What its impact might be​: The impact of this policy can be measured by the amount of                                  start-ups created in Windsor by University of Windsor students. Boosting collaboration                      between students and industry may only lead to the creation of a few successful start-ups                              per year, but these all have high potential to grow and provide a jobs and productivity boost.                                  Furthermore, providing students with links to local industry will increase the chance that they,                            as members of a highly educated demographic, will choose to stay and work in Windsor.         29                  Annex 06  Municipal Affairs                                December 2020            1    Municipal Affairs    Municipalities: Legal Status  Ontario’s 2001 Municipal Act sets out the rules for all 444 Ontario municipalities, except Toronto,                              which, as Ontario’s largest municipality, was given expanded powers, such as increased                        control over taxation. There are over 100 provincial acts that also define municipalities’ rights,                           1 although the Municipal Act appears to be the defining piece of legislation in this area.  2 Some Ontario cities are part of a two-tier system, in which the upper-tier municipality retains                              control over some services. Windsor is a single-tier municipality, and is not subject to the                             3 constraints of a lower-tier municipality. As such, the piece of legislation that defines Windsor’s                           4 municipal powers is the Municipal Act 2001.  5 Tools for economic development  Ontario has released a handbook issuing guidance for tools available for municipalities’                        aiming to drive economic development. Municipalities have broad powers in this context,                        including to pass by-laws concerning the economic, social and environmental well-being of                        the municipality and to provide economic development services.  6 The handbook also contains a checklist for evaluating a municipalities’ economic                      development plan; this may be useful for later in the project.  7       1 ​Ontario. (2020). ​How municipalities and Ontario work together.​ https://www.ontario.ca/page/how-municipalities-and-ontario-work-together 2 ​Ontario. (2020). ​List of Ontario Municipalities. ​ https://www.ontario.ca/page/list-ontario-municipalities 3 ​Ontario. (2020). ​Municipal Government. https://www.ontario.ca/document/ontario-municipal-councillors-guide-2018/4-municipal-government 4 ​Ontario. (2020). ​List of Ontario municipalities. ​ https://www.ontario.ca/page/list-ontario-municipalities 5 ​Ontario. (2020). ​Municipal Act, 2001.​ https://www.ontario.ca/laws/statute/01m25 6 ​Ministry of Municipal Affairs and Housing. (2011). ​Municipal Planning and Financial Tools for Economic Development. http://www.mah.gov.on.ca/AssetFactory.aspx?did=9175 7 Ibid. 2  https://www.ontario.ca/page/how-municipalities-and-ontario-work-together https://www.ontario.ca/page/list-ontario-municipalities https://www.ontario.ca/document/ontario-municipal-councillors-guide-2018/4-municipal-government https://www.ontario.ca/document/ontario-municipal-councillors-guide-2018/4-municipal-government https://www.ontario.ca/page/list-ontario-municipalities https://www.ontario.ca/laws/statute/01m25 http://www.mah.gov.on.ca/AssetFactory.aspx?did=9175 http://www.mah.gov.on.ca/AssetFactory.aspx?did=9175   Financial Tools  Municipalities have the following financial tools available to them:  ●  General power to make grants  ○  Grants that may be available include:  ■  providing loan guarantees  ■  selling or leasing land at a nominal amount  ■  providing for the use of municipal employees on terms stated by the                        council  ■  donating food and merchandise  ○  Generally, municipalities cannot provide financial assistance to bodies that                  undertake manufacturing, industrial or commercial activities through the                granting of bonuses  ■  However, exceptions to this prohibition against bonusing rule exist in                    relation to planning objectives (i.e., community improvement plans),                small-business creation (e.g., small business programs, sometimes              called business incubation), and/or the provision of municipal                capital facilities.    ●  Community Improvement Plans  ○  These plans may include means by which municipalities can provide                    financial incentives, in order to achieve planning objectives that are for the                        broader public good.  ○  Single-tier municipalities can plan for community improvement for all or                    parts of their jurisdiction through development, redevelopment,              maintenance and rehabilitation. This includes the ability to acquire, hold,                    clear, lease and sell land in designated areas, as well as to direct and                            stimulate development through grant and/or loan programs that support a                    municipality’s community-building goals.  ○  Municipalities may wish to consider possible goals such as assessing soil                      contamination, retrofitting existing buildings or constructing buildings for                energy efficiency and accessibility, improving streetscapes, building              affordable housing, and adaptive reuse of industrial, commercial and                  historic buildings.  ○  Community improvement programs can be tailored to support municipal                  redevelopment and revitalization goals such as diversifying employment                opportunities, improving accessibility, attracting green-technology          industries, remediating and redeveloping brownfields, revitalizing core              areas, and rural and urban green building practices. As examples, these                      could include municipal programs focused on public-space improvements                such as barrier-free paths and walkways and park improvements, and                    financial incentive programs intended to stimulate private-sector              retrofitting of existing buildings for energy efficiency.  ○  Municipalities must consult with the Province on any proposed plans, in                      accordance with the Planning Act.      3    ● ​Business Improvement Areas  ○  A municipality can designate a Business Improvement Area (BIA) and                    establish a management board, customarily at the request of the local                      business community.  ○  BIA’s have their own handbook  8 ○  In general, a BIA has two objectives:  ■  to oversee the improvement, beautification and maintenance of                municipally-owned land, buildings and structures in a designated                area, beyond what is provided by the municipality  ■  to promote the area as a business or shopping area   ○  Examples of BIA activities include:  ■  Supplementing municipal infrastructure through capital          improvements to streetscapes  ■  Organizing community events  ■  recruiting businesses by working with commercial and industrial                property owners to help ensure that available space is occupied,                    and that an optimum business and service mix is achieved and                      maintained    ●  Heritage Property Tax Relief Program  ○  Municipalities can establish a Heritage Property Tax Relief Program which                    may encourage good stewardship, maintenance, and conservation of                designated heritage properties. This program provides tax relief (10 to 40                      per cent) to owners of eligible properties to protect heritage features.    ●  Municipal Capital Facilities Agreements  ○  These agreements are commonly used by municipalities to create                  partnerships with other public bodies, the private sector, not-for-profit                  organizations, and First Nations to deliver municipal facilities.  ○  Common examples of facilities provided through municipal capital                facilities agreements include affordable housing, and recreational or                parking facilities.  ○  Assistance from a municipality can include: giving or lending money;                    giving, leasing or lending property; guaranteeing borrowing; and                development charges exemptions. For example, a municipality may                consider a partnership with and provide the financial incentives to a                      not-for-profit organization to provide a small renewable energy facility    8 Government of Ontario (2019) ​Business Improvement Area handbook​. Retrieved from: https://www.ontario.ca/document/business-improvement-area-handbook 4  https://www.ontario.ca/document/business-improvement-area-handbook https://www.ontario.ca/document/business-improvement-area-handbook   ●  Municipal and City Services Corporations  ○  Municipalities may establish a municipal services corporation (MSC) for                    most services that municipalities could deliver themselves. There are rules                    and conditions under which these MSCs must operate. Municipalities                  determine if it is the appropriate vehicle for delivering certain types of                        services and address any related legal or practical issues, such as                      financing and bonusing.  ○  Municipalities can collect a levy for MSCs for defined “economic                    development services”, including the following:  ■  promotion of a municipality  ■  acquisition, development and disposal of sites for residential,                industrial, commercial, and institutional purposes  ■  provision of public transportation systems  ■  provision of residential housing (including affordable housing)  ■  provision of general parking facilities  ■  provision of small business counselling services  ■  undertaking of community improvement plan activities under the                Planning Act  ■  improvement, beautification and maintenance of          municipally-owned land, buildings and structures  ■  provision of facilities for amusement, conventions, or visitors                bureaus   ■  provision of cultural and heritage systems  ○  Despite the general prohibition against bonusing, municipalities may                provide assistance to MSCs if they are wholly-owned corporations and are                      limited to providing services to the municipality, or if the cost of public-                          transportation facilities or services, or public access to recreational and                    cultural facilities is being subsidized    ●  Economic Development Corporation (EDC)  ○  This is a type of MSC that involves the provision of the following services  ■  undertaking marketing to attract tourists   ■  working with business clients towards expanding the employment                base   ■  providing information, education, and support to business              entrepreneurs    ●  Small Business Programs/Business Incubators  ○  A wide range of services and resources can be offered to support a new                            business venture, such as mentoring assistance, management assistance,                business counselling and advisory services, as well as technical advice,                    financial advice, training and networking.  ○  Municipal small business programs/business incubators make available              for municipalities an exception to the general prohibition against the                    granting of bonuses by municipalities    5        ●  Brownfields Financial Tax Incentive Program  ○  This program is a provincial initiative to encourage the remediation and                      redevelopment of brownfields. The program provides school property tax                  assistance to match municipal property tax assistance for remediating                  eligible properties. Under the program, the Province can approve a by-law                      to cancel all or a part of the school portion of property taxes on a property                                for up to three years.     ●  Exemption, Refund, Reduction of Application Fees  ○  To encourage desirable land-use development activities, fees related to                  the processing of planning applications may be waived or reduced by                      municipalities.    ●  Development Charges By-Law  ○  Municipalities can collect growth-related development charges in order to                    recover some or all of the capital costs of municipal infrastructure needed                        for new development. They can:  ■  apply to the entire municipality or only part of it to recover                        growth-related costs in targeted areas   ■  phase in development charges to stimulate development   ■  exempt or reduce development charges for specific types of                  development (e.g., brownfields redevelopment, affordable housing,            core-area intensification, industrial and commercial projects)  Planning Tools  Municipalities have the planning following tools:  ●  Zoning By-Laws:  ○  A municipality may specify matters such as density, uses of land, parking                        requirements and form-related standards – including building heights, lot                  coverage, setbacks, minimum lot sizes, and other building envelope                  specifications.  ●  Site Plan Control:  ○  Municipalities can influence the layout and design of development,                  including compatibility with neighbouring structures, internal site              circulation, building access, location of transit stops, and design of parking                      areas.  ●  Minimum and Maximum standards:  ○  More efficient built forms can be achieved through by-law standards for                      minimum and maximum building height and density.    6      ●  Height and density exchange  ○  Municipalities can require that facilities, services and matters, as set out in                        an official plan and by-law, be provided in return for an increase in building                            height and/or density.  ●  Subdivision Review and Approval  ○  Municipal review and approval powers provide opportunities to assess the                    sustainability of proposed plans of subdivision at the lot, street and                      neighbourhood level.  ●  Development Permit System  ○  This system combines zoning, site plan and minor variance processes into                      a single application and approval process, and can be applied to all or                          parts of a municipality. It allows for variations from minimum and                      maximum standards for height, density and lot area, as well as permitting                        a range of conditions to be imposed before or on the issuance of a permit.  ●  Employment Lands Protection  ○  To better protect employment lands, where a municipality has official plan                      policies dealing with the removal of land from employment areas, a                      council’s refusal or non-decision of an application to redesignate or rezone                      lands from employment to other uses cannot be appealed to the Ontario                        Municipal Board.  ●  Reduction of Cash in Lieu of Parkland  ○  In redevelopment situations where parkland dedication cannot be                accommodated, and appropriate official plan policies are in place,                  municipalities can reduce the required cash in lieu of parkland in exchange                        for sustainability features – including green/reflective roofing, external                building shade structures, and renewable-energy technology (e.g.,              solar-heated water).  ●  Reduction or Exemption from Parking Requirements  ○  A municipality can reduce capital and maintenance costs for itself and                      businesses, while facilitating pedestrian-friendly and transit-supportive            areas, through agreements that reduce requirements or exempt an owner                    or occupant of a building from providing and maintaining parking facilities.       7    Community Incentive Programmes  Executive Summary  Development Incentives  Windsor has eight development incentives, all of which are composed of multiple sources for                           9 funding. Windsor also has nine business improvement areas (BIAS)  10 From the data provided by the city administration, Windsor has committed to spending                          $28.5m in property tax incentives on four of these projects (Brownfield, Sandwich, Economic                          Revitalization, Downtown). Of the money committed, so far $2.3m has been spent as of Dec 31,                                2019.  The development incentives can broadly be divided into thematically and geographically                      focused groups:  ●  Thematic focus: ​These programs aim to develop a certain theme within Windsor,                        such as Brownfield sites. They are:  1)​ ​Economic Revitalization CIP  ○  This aims to encourage new investment in targeted sectors, to                    diversify the economy and create/retain jobs.  ○  This is achieved through four separate grants, three of which                    provide property tax relief for business developers, business                retention and small business respectively. The fourth grant is for the                      offset of development charges, for which central locations and                  industrial developments are already largely exempt.  2)​ ​Brownfield Redevelopment CIP  ○  This aims to promote redevelopment of Brownfield sites  ○  This is achieved through five financial incentives, which match costs                    for feasibility and environmental site assessments, as well as                  providing relief from property tax and development charges  3)​ ​Heritage Property Incentive Programs  ○  This aims to encourage the maintenance of heritage properties in                    Windsor  ○  This is achieved through three incentives, one of which offers a                      property tax reduction, two of which offers grants for projects on                      heritage properties    9 The City of Windsor (2020) ​Development Incentives​. Retrieved from: https://www.citywindsor.ca/residents/planning/development-incentives/Pages/default.aspx 10 https://www.citywindsor.ca/business/Business-Improvement-Areas/Pages/Business-Improvement-Areas.aspx 8  https://www.citywindsor.ca/residents/planning/development-incentives/Pages/default.aspx https://www.citywindsor.ca/residents/planning/development-incentives/Pages/default.aspx     4)​ ​Main Streets Building Facade CIP  ○  This aims to encourage the physical improvements of building                  facades on traditional Main Streets  ○  This is achieved through a grant matching the cost of facade                      improvements    ●  Geographic focus: ​These programmes aim to develop specific areas of the city,                        such Downtown Windsor.  1)​ ​Downtown Windsor CIP  ○  This aims to encourage projects that will enhance the downtown                    area  ○  This is achieved through five grants that provide funding for                    residential conversions, funding for residential developments,            funding for retail renovation or creation, facade improvement                funding, property tax reduction for improvements  2)​ ​Sandwich Town CIP  ○  This aims to provide an economic boost for Sandwich town, a                      historical neighbourhood in Windsor.  ○  This is achieved through seven grant and loan programmes that                    provide: grants for facade restoration, loans and grants for building                    improvements, cost sharing grant for feasibility studies and                residential home improvements as well as relief from development                  charges and building fees.  3)​ ​Ford City CIP  ○  This aims to rejuvenate Ford City, the former heart of the automobile                        industry.  ○  This is achieved through five incentives which: offer a grant for new                        residential development, offer property tax relief for building                improvements, cost sharing grants for retail investment and                residential building improvements and relief from development fees  4)​ ​Development charges in city core area  ○  This aims to stimulate growth in the core area of the city  ○  This is achieved by significantly reducing development charges for                  all types of development within the core area of the city         9    Common Tools  These development incentives have a high degree of overlap between them, particularly as                          some geographically focused incentives use near identical combinations of grants. The most                        commonly used grant types are:  ●  Property tax relief  ○  This offers reductions in property tax as an incentive for development, often                        for a period of three years.  ○  This is most commonly deployed to encourage the improvement of existing                      buildings. In such cases, the property is relieved of the increase in property                          tax that would have been incurred by the building improvements, if they                        would have moved the building up a tier in the property taxation system.  ○  The issue with this incentive is that it only applies to developments which                          improve a building to such a large extent that causes increased property                        value.  ○  This has been used in five of the eight development incentives, and was                          used three times in one development alone    ●  Development charges relief  ○  This offers heavy reductions or even full exemptions from development                    charges when developing or redeveloping property.  ○  This was once tied to environmental conditions being met, and in this case                          received very low uptake  ○  The effectiveness of this measure for encouraging specific redevelopment                  has been reduced by the decision to significantly reduce development                    charges for all types of development within the core area of the city, in                            which Rates for detached, attached, and multiple dwellings, as well as                      commercial development are less than 10% of the citywide rates.                    Meanwhile industrial development is exempt from paying development                charges.  ○  Relief from development charges is sometimes accompanied by a similar                    relief from development and building fees  ○  This has been used in four of the eight development incentives    ●  Property development grant  ○  This is used to encourage the development or conversion of new properties.  ○  These are usually aimed at incentivising small scale developments, such as                      conversions of vacant space above shops to residential use.  ○  These grants can be paid as lump sum figures, often $2,500 for a                          residential home, or through relief from property tax.  ○  This has been used in four of the eight development incentives      10    ●  Property improvement grant  ○  This is used to encourage the improvement of existing properties.  ○  These can be aimed at businesses, in which case the grant can aim to                            encourage the scaling up of a business  ■  A significant subset of these are grants for facade improvements,                    which offer to match costs with businesses to improve their facades.                      Facade improvements are found in three of the eight development                    incentives  ○  These can be aimed at residential properties, in which case they aim to                          improve the exterior appearance of properties  ○  These can come in the form of relief from increased property tax, or a cost                              sharing grant.  ○  A significant proportion of these incentives aim to ‘beautify’ the city through                        external building improvements.  ○  This has been used in six of the eight development incentives  Thematic Focus  Economic Revitalization CIP  Established March 2011, the Economic Revitalization CIP provides financial incentives to                      encourage new investment in targeted sectors, to diversify the economy and create/retain                        jobs.     The CIP allows the municipality to take actions that would otherwise be prohibited by                            Ontario’s Municipal Act, including:  ●  Acquisition and preparation of land  ●  Construction, repair, rehabilitation or improvement of buildings  ●  Sale, lease or disposal of land and buildings  ●  Provision of grants to owners or tenants of land  The CIP contains four financial incentive programs to encourage new investment in targeted                          economic sectors. These programs address a wide range of business types including                       11 potential new businesses, expansion of existing businesses and small businesses.       11 ​City of Windsor. (2015). ​Economic Revitalization CIP. https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Know-Your-Community/Community-Improvement/Docum ents/Economic%20Revitalization%20CIP%20One-pager%20(September%202015).pdf 11  https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Know-Your-Community/Community-Improvement/Documents/Economic%20Revitalization%20CIP%20One-pager%20(September%202015).pdf https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Know-Your-Community/Community-Improvement/Documents/Economic%20Revitalization%20CIP%20One-pager%20(September%202015).pdf https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Know-Your-Community/Community-Improvement/Documents/Economic%20Revitalization%20CIP%20One-pager%20(September%202015).pdf     1)​ ​Business Development Grant Program  ○  Grant equivalent up to 100 percent of the municipal property tax increase                        created by the project for up to 10 years after project completion.  ○  Project must create a minimum of 50 new jobs within the manufacturing                        sector or more than 20 jobs within any other targeted sector(s).  2)​ ​Business Retention and Expansion Grant Program  ○  Grant equivalent up to 100 percent of the municipal property tax increase                        created by the project for up to 10 years after project completion.  ○  Project must create or retain a minimum of 50 jobs within the                        manufacturing sector or create more than 20 jobs or retain a minimum of                          35 jobs within any other targeted sector(s).  3)​ ​Small Business Investment Grant Program  ●  Grant equivalent up to 100 percent of the municipal property tax increase                        created by the project for up to 10 years after project completion.  ●  Business must have less than 50 employees, if in the manufacturing sector,                        or less than 20 in any other targeted sector(s).  ●  Investment must result in a minimum increase of $25,000 in assessed                      property value.  4)​ ​Development Charges Grant Program  ●  Applicants successful in obtaining one of the above mentioned grants may                      be eligible to receive a grant to offset up to 100 percent of development                            charges paid for a project.     Different sectors are eligible for CIP funding, detailed below. Other projects that don’t fall in                              these sectors/uses may be considered for the Business Development Grant and Business                        Retention and Expansion Grant Programs.     The sectors all have specific eligible uses for CIP funding, such as R&D, Manufacturing and                              Physician Recruitment for the Health and Life Sciences, which I have omitted from this doc:  ●  Professional Services  ●  Renewable and Alternative Energy  ●  Creative Industries  ●  Health and Life Sciences  ●  Management of Companies and Enterprises  ●  Manufacturing  ●  Tourism  ●  Warehousing/Logistics     12    The following costs are eligible under the grant programs:  12 ●  New Building construction  ●  Building rehabilitation and retrofit works  ●  Building demolition  ●  Specified costs associated with meeting Leadership in Energy and Environmental                    Design standards  ●  Development application fees, building permit fees, studies and reports related to                      eligible applications  ●  Upgrading on-site infrastructure including water services, sanitary sewers etc  ●  Constructing/upgrading off-site infrastructure including roads, water services,              electric/gas utilities etc   Brownfield Redevelopment CIP  The Brownfield CIP is designed to promote brownfield redevelopment; it combines supportive                        planning policies, financial incentive programs, and a municipal leadership strategy where                      the City will take a leadership role in order to realize the benefits of brownfield redevelopment.                                The CIP is part of the wider Brownfield Redevelopment Strategy.  13 Any property located in the city that is contaminated with respect to Ministry of Environment                              standards will be likely to be eligible for cleaning costs to be covered through incentive                              programs.  The CIP is made up of five financial incentive programs:  1)​ ​The Feasibility Study Program  ○  Offers a matching grant to property owners and prospective purchasers of                      brownfield sites to conduct studies on the feasibility of reusing,                    rehabilitating, retrofitting and constructing buildings on these sites.  ○  Equal to 50% of the cost of an eligible feasibility study with a maximum                            grant of $7,500 and maximum of one study per property.    2)​ ​The Environmental Site Assessment (ESA) Grant Program  ○  Offers a matching grant to property owners and prospective purchasers of                      brownfield sites to undertake environmental studies that provide                information on the type of contamination and potential remediation costs.  ○  Equal to 50% of the cost of an eligible environmental site assessment to a                            maximum grant of $15,000 for one study and $25,000 for two studies.    3)​ ​The Brownfields Property Tax Assistance Program  ○  Offers a freeze of City property taxes on a brownfield property for up to                            three years during and after remediation and construction. Property owners                    may also apply to the Province for a matching freeze of education property                          taxes for up to 3 years.  12 City of Windsor (2015). ​Economic Revitalization Plan Program Guide. https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Know-Your-Community/Community-Improvement/Docum ents/Master%20Economic%20Revitalization%20CIP%20Program%20Guide%20(September%202015).pdf 13 ​Windsor. (2020). ​Brownfield Redevelopment CIP. https://www.citywindsor.ca/residents/planning/development-incentives/Pages/Brownfield-Redevelopment-Community-Improvement-Plan.as px 13  https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Know-Your-Community/Community-Improvement/Documents/Master%20Economic%20Revitalization%20CIP%20Program%20Guide%20(September%202015).pdf https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Know-Your-Community/Community-Improvement/Documents/Master%20Economic%20Revitalization%20CIP%20Program%20Guide%20(September%202015).pdf https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Know-Your-Community/Community-Improvement/Documents/Master%20Economic%20Revitalization%20CIP%20Program%20Guide%20(September%202015).pdf https://www.citywindsor.ca/residents/planning/development-incentives/Pages/Brownfield-Redevelopment-Community-Improvement-Plan.aspx https://www.citywindsor.ca/residents/planning/development-incentives/Pages/Brownfield-Redevelopment-Community-Improvement-Plan.aspx https://www.citywindsor.ca/residents/planning/development-incentives/Pages/Brownfield-Redevelopment-Community-Improvement-Plan.aspx     4)​ ​The Brownfields Rehabilitation Grant Program  ○  Starts after the Brownfields Property Tax Assistance Program ends. It offers                      an annual grant equal to 70% of the City property tax increase for up to ten                                years to help owners of brownfield sites offset the increase in property                        taxes that can result from redevelopment of their property.  ○  The annual Brownfields Rehabilitation Grant increases to 100% of the City                      property tax increase for any building project that achieves certification                    under the Leadership in Energy and Environmental Design (LEED) Program.    5)​ ​The Brownfields Development Charge Exemption Program  ○  A property owner with an approved application under the Brownfields                    Rehabilitation Grant Program has the option of applying their approved                    grant amount to a 60% reduction in the development charges payable for                        that property (after any demolition charge credits are applied).  ○  Additionally, for projects that achieve land use compatibility goals                  supported by the City's Official Plan, the inclusion of Smart Growth                      principles, and LEED certification into the proposed development, the cost of                      remediation applied against the development charges payable will not be                    deducted from the Brownfields Rehabilitation Grant to be paid.  Heritage Property Incentive Programs  This program is designed to encourage the maintenance of heritage properties in Windsor. It                            is made up of three incentives.  14 1)​ ​Heritage Property Tax Reduction Program  ○  Eligible heritage properties can apply for a property tax reduction of up to                          30% per year for works to restore heritage attributes    2)​ ​Community Heritage Fund  ○  Grants/loans are available for the acquisition and conservation of                  designated heritage properties    3)​ ​Built Heritage Fund  ○  Grants are available for special projects on designated heritage properties  14 The City of Windsor (2020) ​Heritage Property Incentive Programs​. Retrieved from: https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Know-Your-Community/Heritage-Planning/Heritage-Proper ty-Incentive-Programs/Pages/default.aspx 14  https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Know-Your-Community/Heritage-Planning/Heritage-Property-Incentive-Programs/Pages/default.aspx https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Know-Your-Community/Heritage-Planning/Heritage-Property-Incentive-Programs/Pages/default.aspx https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Know-Your-Community/Heritage-Planning/Heritage-Property-Incentive-Programs/Pages/default.aspx   Building Facade Improvement Program for Main Streets CIP  This builds on recent investment in municipal infrastructure improvements, such as road                        rehabilitation and streetscape projects and leverages public investment by encouraging the                      physical improvement of building facades along traditional Main Streets.  15 The program offers funding through the ​Financial Incentive Program​, in which:  ●  The City will match 50% of the costs for eligible building facade and storefront                            restoration improvements to commercial and mixed use buildings within the                    designated Main Street area  ●  Grants are up to a maximum of $30,000 per project, with a maximum of $60,000                              per project for larger buildings with multiple storefronts.    Geographic Focus  Downtown Windsor CIP  The program offers grants to encourage projects that will enhance downtown. Grants are                          offered for the conversion of existing upper storey space to new residential units, the                            development of new residential units, retail enhancements, and facade improvements.  16 The CIP consists of five grant programs:  17 1)​ ​Upper Storey Residential Conversion Grant Program  ○  Aimed at attracting new investment and interest in converting currently                    non-residential vacant or underutilized upper storey space to residential                  units. A minimum of two new residential units must be created.  ○  Offers a grant of $5,000 for every new residential unit created on the upper                            storey(s) of an existing mixed use building, up to a maximum of $50,000.    2)​ ​New residential development grant program  ○  Aimed at attracting new residential development. A minimum of four new                      residential units must be created.  ○  Offers a grant of $2,500 for every new residential unit, up to a maximum of                              $50,000 per property.      15 ​Windsor. (2020). ​Building Facade Improvement Program for Main Streets. https://www.citywindsor.ca/residents/planning/development-incentives/Pages/Building-Fa%C3%A7ade-Improvement-Program-for-Main-Stree ts-CIP.aspx 16 ​Windsor (2020). ​Downtown Windsor CIP. https://www.citywindsor.ca/residents/planning/development-incentives/Pages/Downtown-Windsor-CIP.aspx 17 The City of Windsor (2020) ​Downtown Windsor Enhancement Strategy and Community Improvement Plan Grant Program. ​Retrieved from: https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Major-Projects/Documents/CIPs%20Poster%20Layout-%20 June%202018.pdf 15  https://www.citywindsor.ca/residents/planning/development-incentives/Pages/Building-Fa%C3%A7ade-Improvement-Program-for-Main-Streets-CIP.aspx https://www.citywindsor.ca/residents/planning/development-incentives/Pages/Building-Fa%C3%A7ade-Improvement-Program-for-Main-Streets-CIP.aspx https://www.citywindsor.ca/residents/planning/development-incentives/Pages/Building-Fa%C3%A7ade-Improvement-Program-for-Main-Streets-CIP.aspx https://www.citywindsor.ca/residents/planning/development-incentives/Pages/Downtown-Windsor-CIP.aspx https://www.citywindsor.ca/residents/planning/development-incentives/Pages/Downtown-Windsor-CIP.aspx https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Major-Projects/Documents/CIPs%20Poster%20Layout-%20June%202018.pdf https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Major-Projects/Documents/CIPs%20Poster%20Layout-%20June%202018.pdf https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Major-Projects/Documents/CIPs%20Poster%20Layout-%20June%202018.pdf   3)​ ​Retail Investment Grant Program  ○  Renovating and/or creating retail units on the ground floor, provided the                      space was vacant for six months at the time of application.  ○  Offers a grant up to 50% of eligible costs for improvements to a maximum                            amount of $15,000 per retail unit in a building.    4)​ ​Building/Property Improvement Tax Increment Grant Program  ○  Encourages improvements to property/buildings in downtown  ○  Offers a grant equal to the increase in municipal taxes as a result of the                              property/building improvements. Grant lasts for five years, with a possible                    extension for a further five years.  5)​ ​Commercial/Mixed Use Building Facade Improvement Grant Program  ○  Encourages improvements to the facades of mixed use/ commercial                  buildings.  ○  Offers a grant for 50% of the eligible costs of the facade improvements, up                            to $20,000 per property.  Sandwich Town CIP  Sandwich town is host to a CIP, as well as a Heritage Conservation District Plan. The CIP is                                    designed to support the four pillars of Windsor’s Community Strategic Plan, which are to                            cultivate a competitive economy, foster a diverse and caring society, use clean and efficient                            technologies and have a responsive and responsible government.  18 The Sandwich CIP is made up of seven grant and loan programs.  19 1)​ ​Commercial/ Mixed Use Building Facade Grant Program  ○  Designed to promote the rehabilitation, restoration and improvement of                  commercial and mixed use buildings. Offers a grant equal to 70% of the                          cost of eligible façade and storefront improvement/ restoration works to                    commercial and mixed use buildings. The Maximum grant per project is                      $15,000.    2)​ ​Commercial/ Mixed Use Building Improvement Loan Program  ○  Designed to encourage building improvements. Provides a 0% interest loan                    equal to 70% of cost of eligible interior/exterior building maintenance and                      improvements to commercial and mixed use buildings. The Minimum Loan                    is $10,000 and the Maximum Loan is $30,000 per property/project.    3)​ ​Revitalization Grant Program  ○  Encourages rehabilitating or developing buildings and property. Reduces                the tax increase that can result when a property is improved. Annual grant                          equal to 70% of the increase in the municipal portion only of the property                            taxes for up to 10 years after project completion.    18 ​Windsor (2020). ​Sandwich Town Community Improvement Plan. https://www.citywindsor.ca/residents/planning/development-incentives/Pages/Sandwich-Town-Community-Improvement-Plan.aspx 19 Windsor (2012) ​Olde Sandwich Towne Community Improvement Plan​. Retrieved from: https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Documents/Sandwich%20CIP_JN27_2011-FOR%20WEB.pdf 16  https://www.citywindsor.ca/residents/planning/development-incentives/Pages/Sandwich-Town-Community-Improvement-Plan.aspx https://www.citywindsor.ca/residents/planning/development-incentives/Pages/Sandwich-Town-Community-Improvement-Plan.aspx https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Documents/Sandwich%20CIP_JN27_2011-FOR%20WEB.pdf https://www.citywindsor.ca/residents/planning/Plans-and-Community-Information/Documents/Sandwich%20CIP_JN27_2011-FOR%20WEB.pdf   4)​ ​Commercial Core Feasibility Study Grant Program  ○  Provides a grant equal to 50% of the cost to assist applicants with                          determining the feasibility and cost of adaptively reusing, rehabilitating,                  retrofitting, redeveloping, or developing a commercial or mixed use                  building. Maximum grant per property/project is $5,000 with a maximum of                      one feasibility study per property/project.    5)​ ​Development Charge Grant Program  ○  Offers a grant equal to between 50% and 100% of the City Development                          Charge paid to promote redevelopment on commercial and mixed use                    properties. The grant is based on an environmental LEED certification.  ○  This grant has never been used because most owners do not want to                          spend the extra cost to bring buildings to LEED certification.  ○  Since development charges were lowered significantly in the older core                    areas of the City there is no real reason to try and reduce development                            charges any further.    6)​ ​Development and Building Fees Grant Program  ○  Provides a Grant equal to 100% of the fees paid for a wide range of                              development application and building permit types once the project is                    completed.  i)    7)​ ​Neighbourhood Residential Rehabilitation Grant Program  ○  Provides a grant equal to 50% of the cost of eligible exterior building                          maintenance and property improvement for residential properties.              Minimum grant is $2,000 and the Maximum grant is $15,000 per property.    8) Industrial Properties Grant Program  ○  Provides a grant for 50% of the cost of fencing and landscaping works on                            industrial properties that improve the aesthetics of the site, and/or provide                      effective screening of outside storage areas. The minimum grant is $2,000                      and maximum grant is $15,000 per property.    9) Public Art Grant Program  ○  Provides a grant for 50% of the cost of eligible art pieces and displays on                              public property or private property that are clearly visible to the public. The                          minimum grant is $2,000 and maximum grant is $5,000 per property.     17    Ford City Economic Incentive Program  Ford City CIP aims to produce a “distinct, attractive, and pedestrian-centered neighbourhood                        where residents and visitors feel safe and have a sense of ownership. This ethnically diverse                              community will build on its culture and history as the birthplace of the automobile industry in                                Canada and encourages the arts, crafts and skills found in the neighbourhood and greater                            community.”  20 1) New Residential Development Grant Program  ○  Offers a grant of $2,500 for every new residential unit, up to a maximum of                              $50,000 per property. A minimum of two new residential units must be                        created in order to be eligible. Projects on Infill Catalyst Sites are eligible for                            a grant increase of up to $5,000 per unit, up to $50,000.  2) Building/Property Improvement Tax Increment Grant Program  ○  Encourages building/property improvement. Offers an annual grant equal                to 100% of the increase in municipal property taxes for ten years, after the                            project is completed and reassessed.  3) Retail Investment Grant Program  ○  A grant of up to 50% of eligible costs for improvements to a maximum                            amount of $15,000 per retail unit in a building, up to a maximum of $30,000                              per property.  4) Neighbourhood Residential Rehabilitation Grant Program  ○  Grant equal to 50% of the cost of eligible exterior building maintenance and                          property improvement works to residential properties. The minimum grant                  per property will be $1,000, up to a maximum of $15,000, with a maximum of                              one application per property.  5) Municipal Development Fees Grant Program  ○  Property owners will be eligible to receive a grant for 100% of the specified                            Municipal Development Fees, up to a maximum of $50,000 per property.    Reduced Development Charges  This program aims to stimulate growth in the core area of the city.  21 ●  Development charges have been significantly reduced for all types of                    development within the core area of the city.  ●  Rates for detached, attached, and multiple dwellings, as well as commercial                      development are less than 10% of the citywide rates.  ●  Industrial development is exempt from paying development charges.      20 ​Windsor. (2020). ​Ford City Community Improvement Plan. https://www.citywindsor.ca/residents/planning/development-incentives/Pages/Ford-City-CIP.aspx 21 ​Windsor. (2020). ​Development Charges.​ https://www.citywindsor.ca/residents/building/Building-Permits/Pages/Development-Charges.aspx 18  https://www.citywindsor.ca/residents/planning/development-incentives/Pages/Ford-City-CIP.aspx https://www.citywindsor.ca/residents/planning/development-incentives/Pages/Ford-City-CIP.aspx https://www.citywindsor.ca/residents/building/Building-Permits/Pages/Development-Charges.aspx                 Bibliography                                    December 2020            1    Bibliography    Links to all documents listed below can be found here: ​Windsor Documents - Table of                              Contents   Formatting follows APA style:​ ​References/Bibliography APA     Agendas & Minutes     The City of Windsor, (July 2020)​, Zoom Webinar - EOI: Former Grace Hospital Site    Windsor Essex COVID-19 Economic Task Force, (July 2020), ​COVID-19 Economic Task Force   Meeting #16 Agenda    Windsor Essex COVID-19 Economic Task Force, (July 2020), ​COVID-19 Economic Task Force                        Meeting #17Agenda  Wiindsor Essex COVID-19 Economic Task Force, (June 2020), ​COVID-19 Economic Task Force                        Meeting #14 Agenda    Windsor Essex COVID-19 Economic Task Force, (June 2020), ​COVID-19 Economic Task Force                        Meeting #15 Agenda     Datasets     Businesses​, Excel spreadsheet of unknown date and origin    Consumer Expenditures​, Excel spreadsheet of unknown date and origin    Demographic Report​, Excel spreadsheet of unknown date and origin    EMSI, (August 2020), ​Job Postings Analytics -Emsi Q1 2020 Data Set - August 2020    EMSI, (August, 2020) ​Academic Programs in Region - Programs in Essex (Ontario) - Emsi Q1                              2020 Data Set  EMSI, (July 2020), ​Highest Ranked Industries - Top 10 Industries (2-Digit) in Essex Ontario -                              Emsi Q1 2020 Data Set  EMSI, (July 2020), ​Industries by Business Location Size - Essex (in Ontario) - Emsi Q1 2020 Data                                  Set  2  https://docs.google.com/spreadsheets/d/1vrSppHo0qKdJG7CfOB5GGks5lAsVX_GGYfdjcI62vAg/edit#gid=0 https://docs.google.com/spreadsheets/d/1vrSppHo0qKdJG7CfOB5GGks5lAsVX_GGYfdjcI62vAg/edit#gid=0 https://docs.google.com/spreadsheets/d/1vrSppHo0qKdJG7CfOB5GGks5lAsVX_GGYfdjcI62vAg/edit#gid=0 http://pps.unj.ac.id/publikasi/download/APA-System.pdf http://pps.unj.ac.id/publikasi/download/APA-System.pdf   EMSI, (July 2020), ​Staffing Patterns - 21 Industries in Essex (in Ontario) - Emsi Q1 2020 Data Set  Labor Force Report​, Excel spreadsheet of unknown date and origin  Office of Institutional Analysis - University of Windsor, (2019), ​University of Windsor Fall 2019                            Full Time Head-Count Enrolment Timeline by Department​, (2019)  St Clair College, (2016), ​Graduate Survey Outcomes by Program - Completed program in:                          Summer 2017, Fall 2017, Winter 2018  St Clair College, (2016), ​OSAP Performance Indicators - 2015 Reporting Year  Statistics Canada, (2020), ​Table 14-10-0097-01 - Employment by industry, three month                      moving average, unadjusted for seasonality, census metropolitan areas (x1,000)   The City of Windsor, (Unknown date), ​City of Windsor Demographic Data  Windsor Essex Economic Development Council, (2020), ​Annual Report Data 2015-2019​,   Workforce Windsor Essex, (2019), ​Workforce​ ​WindsorEssex Employer Survey - Fall 2019     Letters     The City of Windsor, (June 2020), ​The City of Windsor to Mayor and Members of City Council:                                  Global Industrial Park Corporation proposal for Airport Lands     Presentations     International Village Windsor - Former Grace Hospital Site​, (2020), Fairmount Properties, Ohio                        USA    Introduction - Future Automobility Hub​, (May 2020), Windsor Essex Economic Development                      Council, Windsor    Presentation to His Worship Drew Dilkens: Automobility Hub Update​, (June 2020), Windsor                        Essex Economic Development Council, Windsor    Windsor Essex COVID-19 Economic Task Force​, (June 2020), Windsor Essex COVID-19                      Economic Task Force, Windsor     3    Reports     20 - Year Strategic Vision​, (2015), The City of Windsor, Windsor  2019 Annual Report​, (2020), Windsor Essex Economic Development Council, Windsor  Canada’s response during the COVID-19 pandemic - Information and implications for the                        Agriculture and Agri-Food Sector​ (May 2020), Agriculture & AgriFood Canada, Ottawa  City of Windsor’s Economy 2015, (2016), Windsor Essex Economic Development Council,                      Windsor  City of Windsor’s Economy 2016, (2017), Windsor Essex Economic Development Council,                      Windsor    City of Windsor’s Economy 2017, (2018), Windsor Essex Economic Development Council,                      Windsor    City of Windsor’s Economy 2017, (2018), Windsor Essex Economic Development Council,                      Windsor  City of Windsor’s Economy 2018, (2019), Windsor Essex Economic Development Council,                      Windsor  City of Windsor’s Economy 2019, (2020), Windsor Essex Economic Development Council,                      Windsor  Defining Career Success in Windsor-Essex - Research Report, (2020), Workforce Windsor                      Essex, Windsor    Driving Prosperity: The Future of Ontario’s Automotive Sector​, (2019), The Government of                        Ontario, Toronto    Five Year Strategic Plan 2018 - 2022 - Webview​, (2018), Windsor Essex Economic Development                            Council, Windsor  Five Year Strategic Plan 2018 - 2022​, (2018), Windsor Essex Economic Development Council,                          Windsor  Highlights of 2020 First-Quarter Activities​, (2020), Windsor Essex Economic Development                    Council, Windsor  Labour Force Report - July 2020 - Windsor Census Metropolitan Area​, (2020), Workforce                          Windsor Essex, Windsor  Labour Force Report - June 2020 - Windsor Census Metropolitan Area​, (2020), Workforce                          Windsor Essex, Windsor  4    Metropolitan Outlook 2 - Windsor​, (2019), The Conference Board of Canada, Ottawa  Performance Metrics 2020 Q1​, (2020), Windsor Essex Economic Development Council, Windsor  Post Pandemic Economic Scenarios for Windsor-Essex - A Starting Point​, (July 2020), Windsor                          Essex COVID-19 Economic Task Force - Research Committee, Windsor  Workforce​ ​WindsorEssex Employer Survey - Fall 2019​, (2019), Workforce Windsor Essex, Windsor  Your Future Starts… Where Canada Begins, ​(2019), Windsor Essex Economic Development                      Council, Windsor    Miscellaneous  Windsor Essex COVID-19 Economic Task Force - Research Committee, (June 2020),                      WORKSHEET: COVID-19 Scenario Planning          5  Table of Contents Announcement Item 10.1 Windsor Works - An Economic Development Strategy f Windsor Works - An Economic Development Strategy f SCM 44_2021 Attachments Windsor Works - An economic development strategy for the city's future growth Appendix 1- Economic Regeneration Toolkit Appendix 2 - Economic Incentives in Ontario Cities Appendix 3 - Border Cities Comparison Appendix 4 - Deep Dive: Detroit Appendix 5 - Policy Proposals Appendix 6 - Municipal Affairs Appendix 7 - Bibliography