WHERE
45 Summing the evidence gathered from European and Chinese cities, URBAN-EU-CHINA will support cities with a recommended flow to start successful cooperation, as illustrated in Figure 12.
Figure 12: URBAN-EU-CHINA support for European and Chinese cities that wish to cooperate with each other
Work with city’s triple/quadruple helix
participants Prepare city’s
strategy including a
“SWOC” analysis
Identify counterpart city and start
exchanging
Sign a MoU and/or Cooperation Plan
Collaborate, deliver, monitor, disseminate
Guidelines and Recommendations
46
The flow includes four main steps:
1. Prepare city’s strategy including a “SWOC” analysis: A solid strategic orientation is very important for cities that want to start or get more involved in international cooperation activities. This step can start from a general strategy which will then be translated in area- specific strategies. Aim and objectives, expected outcomes, foreseen available resources, monitoring and reporting of these activities should be defined
at this stage. A SWOC analysis of the city should be performed in this stage as well. SWOC is a neologism that stands for Strengths, Weaknesses, Opportunities and Challenges, a process similar to the ordinary SWOT analysis but with Threats substituted for Challenges21.
A city should run such an exercise so that it can put on paper all these decision-making issues and
points related to the foreseen EU- China cooperation:
What are the strengths of the city in terms of organisation, culture, background, capabilities? What are
the strengths or priorities of the local triple/quadruple helix stakeholders?
What are the weak points of the city in terms of organisation, capabilities,
strategy? What are the shortcomings of the local triple/quadruple helix?
What are the positive results that the city expect to get out of the cooperation? How will the local stakeholders benefit? What are the areas of cooperation that the city would like or is able to work with? Does a specific peer city have standard22 or special23 opportunities
that make it a good match with the city that runs the SWOC exercise?
What challenges and obstacles does the city have or will face? Examples, include language and culture barriers, lack of resources, lack of experience,
STRENGTHS WEAKNESSES
OPPORTUNITIES CHALLENGES
21 A city is not expected to face Threats from an international cooperation effort. Nevertheless, it is expected to face several Challenges for the successful implementation of such an effort.
Thus, Challenges is more appropriate for the specific use by cities and the context of URBAN-EU-CHINA recommendations.
22 For example, the peer city has excellent and famous universities, or an industrial sector of interest, similar environmental, social or economic characteristics, etc.
23 For example, the peer city faces a humanitarian or natural disaster crisis, a pressing challenge for which it welcomes help from abroad, etc.
47 challenges and problems with the local triple/quadruple
helix scheme, etc.
2. Identify peer city and start exchanging: Matching of cities for international cooperation activities should be ideally based on criteria that maximise the compatibility of the cities and their mutual benefit. However, many times pairs of cities are formed based on political or historical reasons. In both cases, after the matching has taken place exchange between the two cities’
ecosystems (cities + helixes) starts taking place.
This exchange has both the form of discussions, arguments and documents as well as of people, delegations, experts, politicians, etc. The objective of this step is twofold. On one hand to build trust and familiarity and on the other
of activities in project years 2 and 3 and provide examples and recommendations.
And one horizontal support action:
5. Work with city’s triple/quadruple helix participants:
As explained before, the success and long-lasting positive results of any international cooperation activities are very strongly correlated with the ability of a city to mobilise, coordinate and bring together the stakeholders of its triple/quadruple helix. As the material gathered from European and Chinese cities proves, all important projects between European and Chinese cities involve local universities and/or local industry and/or the civil society and cultural organisations of the city.
hand to the better understanding and agreement regarding priorities and future activities.
3. Sign a MoU and/or a Cooperation Plan : As explained in detail below24, the signing of a MoU and/or a Cooperation Plan serves many objectives.
Especially in the frame of EU-China cooperation this step is necessary before any detailed or committing discussions take place.
4. Collaborate, deliver, monitor, and disseminate : The fourth step is the actual project cycle for any activity that the two cities or stakeholders from their helixes want to accomplish; discussion, negotiation, agreement, project execution, monitoring, dissemination. URBAN-EU-CHINA will be able to document in more details this phase
24 Paragraphs “Commitment in the form of a MoU” & Commitment in the form of a Cooperation Plan”
48
Export Potential
• Trade Intensity: The trade intensity index (T) is used to determine whether the value of trade between two countries is greater or smaller than would be expected on the basis of their importance in world trade. It is defined as the share of one country’s exports going to a partner divided by the share of world exports going to the partner.
• Priority Sector Match Investment
Potential
• FDI flows from destination
• Sovereign Wealth Fund/Pension Fund Potential for Regeneration Funding
Student/
Education links Potential
• How many students from source market come to Belfast?
• How many students from source market come to UK/Ireland?
Tourism Potential
• How many visitors come from source market to Belfast?
• How many visitors come from source market to UK/Ireland?
Cultural Links
• How many residents in Belfast are from source market?
• Does Belfast have a cultural link or shared experiences from which to share learning (e.g. emerging from conflict, waterfront regeneration, port city regeneration, etc.)?
Ease of doing business
• Doing business’ rating
• Free Trade Agreement with destination?
• Business Language used
• Direct flights from Ireland to destination Partner
Priorities
• How many sister city agreements does the destination already have?
• Do any of Belfast’s City Partners have links to the destination?
Cost • Is there a cost involved?
Case study: Belfast25
To objectively assess whether proposed cities/regions represent appropriate opportunities for Belfast City Council resource investment, an assessment tool that delivers the capability to evaluate such locations has been developed. This Excel based tool assesses locations across 8 criteria, to be used whenever a new international relationship/link is proposed. The tool is designed to be used as input to the Council’s decision-making process, rather than as a replacement to existing processes.
Data sources are included in the tool and each criterion is scored on a scale of 1-3, based on individual guidance provided for each. A total score is delivered as a percentage. Scoring is weighted to reflect the rationale for the proposed partnership/link - there is little merit, for example, in scoring FDI potential if the rationale for the partnership is cultural. A score of over 70% suggests a ‘good fit’ for Belfast. A score of 50% to 70% suggests the case for partnership is unconvincing but may have potential, and a score below 50% suggests a ‘poor fit’ for Belfast.
Example
25 http://www.belfastcity.gov.uk/business/internationalrelations/internationalrelations.aspx
26 http://www.marketingmanchester.com/wp-content/uploads/2017/02/Internationalistion-Report.pdf
49 Case study: Manchester26
In July 2017, leaders from across the public and private sector have joined together for the official launch of the Greater Manchester (GM) Internationalisation Strategy, a three-year framework for action that aims to take the city-region at the global scale. The strategy identifies eight key priorities which frame the region’s ambitions. These are:
1. A global gateway for the UK and the North
2. A world centre for trade across the region’s prime and enabling sectors
3. UK Magnet for Foreign Direct Investment in key growth sectors and specialisms 4. A strong portfolio of prime foreign capital investment opportunities promoted globally 5. Strengthened world leading international research capabilities and entrepreneurial talent 6. The best UK destination for international students
7. A world class visitor hub
8. Building the Manchester brand and reputation by telling our story brilliantly to the global audience
Of great interest to this case study is the analysis that GM performed regarding the global market opportunities for the 2017-2020 and how GM (as a triple helix) matches each one of them.
Case study: Groningen and Yantai
In its international affairs webpage27, city of Groningen describes the international work of Groningen in innovation and trade but first of all, describes itself as a City of Knowledge.
The strong research and higher education ecosystem of the city works closely with the city administration and shares a large part of its efforts when it comes to international cooperation.
As an example, the city has worked with the local universities to compile documents like the
“International Groningen”28.
An example that demonstrates all the points raised in this paragraph is the cooperation between Groningen and Yantai so that the University of Groningen opens a branch campus in Yantai. All recommendations made appear in this joint project:
1. City of Groningen has an international cooperation strategy29that defines priorities, strengths and opportunities as well as the city’s quadruple helix scheme;
2. The two cities cooperated in an area that was considered a priority for both (higher education);
3. There was a good match between the two cities: Groningen wanted to help its university open a campus in China and Yantai wanted to cooperate with a strong European university;
4. Both Groningen and Yantai worked very close with their local stakeholders to achieve the desired results;
5. A number of memoranda and agreements were signed among all involved parts to ensure the step-by-step negotiation and implementation of the project:
• Tripartite agreement30 among China Agricultural University, University of Groningen and the city of Yantai;
• Agreement31 on establishing University of Groningen Yantai among China Agricultural University, University of Groningen and the city of Yantai;
• Agreement32 between China Agricultural University and University of Groningen on Establishment of Yantai Groningen University;
• Teaching and diploma agreement33 between University of Groningen, China Agricultural University and Yantai Groningen University.
27 https://gemeente.groningen.nl/international-affairs
28 https://gemeente.groningen.nl/sites/default/files/Welkomstbeleid%20International%20Groningen.pdf 29 https://gemeente.groningen.nl/sites/default/files/Internationaliseringsbeleid%20Groningen%202017%20-%202020.pdf
30 http://www.rug.nl/about-us/internationalization/bijlage1-tripartite-memorandum-of-agreement.pdf
31 http://www.rug.nl/about-us/internationalization/bijlage2-agreement-on-establishing-yantai-groningen-university.pdf
32 http://www.rug.nl/about-us/internationalization/bijlage3-yantai-memorandum-of-understanding.pdf
33 http://www.rug.nl/about-us/internationalization/bijlage-4-eng-onderwijsovereenkomst-incl-addendum-may-2017.pdf
50
High Medium
Low
Level of Activity GM INTERNATIONALISATION ACTIVITIES/
THEMES & TARGET MARKETS MANUFAC
FDI FCI Trade Academic Research International Students International Voices International Air Connectivity Advanced Materials Automotive Transport Infrastructure
Prime Markets EU (Germany, France, Italy, Netherland focus) USA
Opportunity Markets China
India Japan UAE
Monitor Markets Australia Canada Taiwan Saudi Arabia Singapore South Korea Malaysia Mexico South Africa Turkey Nigeria, Brazil
Foreign Direct Investment Trade
Academic Research
51 GM SECTOR & SUBSECTOR - TARGET MARKETS
TURING DIGITAL &
CREATIVE LIFE SCIENCE/
HEALTH INNOVATION FINANCIAL & PRO-
FESSIONAL RESEARCH
SPECIALISMS
Aerospace & Suplly Chain Food & Drink Digital Tech, Cyber Security, Data Media Centre Health informatics/ Data Cancer Research, Genetiecs Medical Devices Fin Tech, Financial Services Legal, Shared Services Nuclear Heat Networks, Smart Grid, BIM
Foreign Direct Investment Trade
Academic Research
52
A Memorandum of Understanding is a usual and recommended tool to signal the beginning of the cooperation between two or more stakeholders.
This is especially true when organisations form China start discussing about potential projects with European peers. In the European business culture, discussions and negotiations give shape to a contract that defines all parameters and details of a project. However, in the Chinese business culture, these same discussions can only start after some kind of formal commitment for good cooperation has been signed; usually in the form of a MoU.
To cater for both approaches, URBAN-EU-CHINA will support European and Chinese cities to start their cooperation by signing a MoU in which they define the areas in which they want to cooperate, the first actions they intend to take and how they foresee to discuss concrete ideas for joint projects and activities.
Commitment in the form of a MoU
The URBAN-EU-CHINA Memorandum of Understanding will consist of the following parts:
Aim and objectives;
• Scope and areas of cooperation;
• Activities that will be used to meet these objectives;
• Duration of the MoU;
• Definition of the signing persons and the persons responsible to follow/communicate the MoU;
• Optional parts for specific issues like possible intellectual property rights or ownership of background information that will be used, etc.
53 A Cooperation Plan is a tool that details the cooperation between two or more stakeholders. It usually defines key areas and specific measures for the overall cooperation, the timeline of cooperation and the agreed outcomes.
The Cooperation Plan is discussed, agreed and signed by all stakeholders. Drawing from successful examples of EU-China cooperation, URBAN-EU-CHINA has drafted a template of a cooperation plan that can be used to describe the cooperation between a Chinese and a European city. In every case, the signees will receive help to adapt this template:
define the level of the signing persons; describe the key areas of cooperation; define the outcomes; describe the activities and working groups/stakeholders that will work for these outcomes; define a timeline for the activities and delivery of the outcomes.
In terms of commitment, a Cooperation Plan is stronger than an MoU. As explained before, an MoU makes official the beginning of a cooperation. A Cooperation Plan details the outcomes of this cooperation and, more importantly, puts a date next to each of the deliverables or results.
Commitment in the form of a Cooperation Plan
The URBAN-EU-CHINA Cooperation Plan will consist of three parts:
1. A preamble that describes the framework and/or the aim of the Cooperation Plan;
2. A description of the priority areas for cooperation and/
or a table where the activities and timelines for each priority area are presented;
3. A closing part about the operationalisation of the plan, possible future meetings and activities among the stakeholders (next steps) and any disclaimers or reservations that need to be included in the Plan.