THE CHANGING GEOGRAPHY OF LONDON S KNOWLEDGE ECONOMY: HOW CAN UNIVERSITIES AND LOCAL AUTHORITIES WORK TOGETHER?

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Maximilian Farmer
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1 THE CHANGING GEOGRAPHY OF LONDON S KNOWLEDGE ECONOMY: HOW CAN UNIVERSITIES AND LOCAL AUTHORITIES WORK TOGETHER? Kat Hanna, Research Manager, Centre for London London Lead, Transatlantic Innovation Districts Partnership

2 DEFINING THE KNOWLEDGE ECONOMY The trend in advanced economies towards greater dependence on knowledge, information and high skill levels

3 source: Barcelona City Council Increasing technological complexity within and across industries Growing importance of open, networked economy Blurring distinction between manufacturing and services

5 Add patent map

6 Talented people are choosing cities that are great places to live, work, and play.

7 1 Skills 2 Financial Capital 3 Space

8 map with PTALS

9 "...the ultimate mash-up of entrepreneurs and educational institutions, start-ups and schools, mixeduse development and medical innovations, bikesharing and bankable investments all connected by transit, powered by clean energy, wired for digital technology, and fuelled by caffeine..."

12 A dense concentration of universities as anchor assets in zones 2-3 WHITE CITY CAMPUS UCL EAST

13 an anchor-based medical district close to a growing commercial corridor, LONDON CANCER HUB FRANCIS CRICK INSTITUTE

14 an innovation district spearheaded by a critical mass of entrepreneurs OLD ST ROUNDABOUT CROYDON TECH CITY

15 COMPANIES FOOD & DRINK MAKER SPACE UNIVERSITIES PLAY HOSPITALS INTERMEDIARIES PUBLIC MARKETS RETAIL ARTS & EVENTS COWORKING RESIDENTIAL THIRD PLACES DISTRICT SCALE

17 Inclusive Economic Growth Spreading benefits of a successful innovation economy Supercharging nascent innovation district economics Encouraging upskilling and entrepreneurship Providing space that is accessible to all Creation of employment opportunities Economic Spillovers

Both design and governance are essential to inclusive growth Young people are a fantastic asset when it comes to economic development in Croydon.

By harnessing and developing this talent, we can create an ecosystem that only attacks businesses to Croydon, but will see residents full participate in all that the tech sector and its incumbents

18 Both design and governance are essential to inclusive growth Young people are a fantastic asset when it comes to economic development in Croydon.We have a large population of young people, producing digital content as well as consuming it. By harnessing and developing this talent, we can create an ecosystem that only attacks businesses to Croydon, but will see residents full participate in all that the tech sector and its incumbents jobs have to offer. Access to innovation needs to be inclusive so that all potential users, regardless of age, gender, or disability, can make use of the facilities. As architects, we seek to eliminate barriers which may be physical, attitudinal or procedural, which may inhibit the involvement of the whole community. It means that all organisations need to consider their approach, including employment policies, programming and marketing, as well as building.

19 Local Authorities Universities Communities

20 Local Authorities Place Governance Economic Development Communities Universities

an opportunity for new development and a basis for collaboration One of the strengths of KQ as an

The result of this is not only the strength that comes from speaking with one voice, but the forming

The next challenge is boosting the scale and frequency of these interactions.

21 an opportunity for new development and a basis for collaboration One of the strengths of KQ as an organisation is the ability to create and convene networks. The result of this is not only the strength that comes from speaking with one voice, but the forming of partnerships between institutions who would not normally collaborate. The next challenge is boosting the scale and frequency of these interactions. We instantly became aware of the lack of communication between UAL and Southwark, despite the potential for mutual benefits. However, the opportunity for redesigning the space has prompted a lot of enthusiasm among senior leadership at UAL. We think we can play a role in connecting the institution with the council, in emphasising the symbiosis that can take place between the university and the local area.

22 Identify Hubs & Audit Organise Develop Experiment Reevaluate & Make

24 BREXIT Student numbers Real estate sector R&D Investment Working with international innovation districts Democratising innovation Increasing collaboration

25 THE CHANGING GEOGRAPHY OF LONDON S KNOWLEDGE ECONOMY: HOW CAN UNIVERSITIES AND LOCAL AUTHORITIES WORK TOGETHER? Kat Hanna, Research Manager, Centre for London London Lead, Transatlantic Innovation Districts Partnership

The UCL London Strategy

UCL INNOVATION AND ENTERPRISE The UCL London Strategy UCL is a London university with powerful global impact. We add unrivalled value to our city. We are regarded as one of the best in global higher education,