Case Studies in International Centre Development: Presentation to the ICCC October, 2014 Barbara Maple Principal, BM&A International

Emerging Competition Global recognition of the value of business events Governments taking advantage of the opportunity to solve local issues Catalyst for urban renewal Anchor projects for disaster recovery Driving change for communities e.g. professional development, social legacies Supporting major event strategies

Politics of Decision Making Varies from country to country but considerations are similar; Large, costly infrastructure projects Require support from a wide stakeholder base Result is sophisticated strategies for development and positioning

New Zealand’s Business Events Strategy

New Zealand’s Business Events Strategy What: 3 new convention centres planned targeted at different market segments and capacities Auckland: 3500 Christchurch: 2500 Queenstown: 750

New Zealand’s Business Events Strategy Why: Recognized value of business events Inadequate infrastructure to host conventions and exhibitions Strategy to support key economic sectors within NZ A catalyst for disaster recovery

New Zealand’s Business Events Strategy How: Different investment approaches Direct government investment Private sector partnership and, Supported by new national marketing investment targeted to business events

Sydney’s Business Events Strategy:

“Sydney’s Future is Bright” What: 35,500 m2 ICC Sydney; will be the largest exhibition space in Australia Capable of hosting 12,000 delegates Features a 5,000 m2 external event deck 8,000 theatre capacity, unique fan shaped design

ICC Sydney Why: Infrastructure lagging behind the competition in the Asia Pacific Urban renewal - key strategy to redevelop a 20 hectare area and transformation of Darling Harbour International industry leadership role in “Beyond Tourism Benefits” Focus on key economic priorities

Financing the Project How: AU$1.1 billion development by the NSW Government Generate $5 billion in economic benefits over 25 years; 3,700 jobs during construction, 4,000 on completion Public private partnership with Darling Harbour Live project company

South Africa Business Events Strategy The Challenges: Long haul; facing reduced rotation Developing nation and continent Requires new infrastructure A Strategic approach: Minister van Schalkwyk “We want to see broad recognition in South Africa of the business events industry as a major driver of job creation, skills development and transformation of the nation’s knowledge and creative economy”

Major New Developments on the African Continent 5 CONVENTION CENTRES RECENTLY COMPLETED OR TO BE COMPLETED WITHIN NEXT 12 MONTHS PLANNED CURRENTLY OPERATING

CTICC Why: Maintain global competitiveness Drive growth and job creation Focus on international events to demonstrate capability What: Add 10,000 m2 of flexible space 40,000 m2 commercial/hotel

CTICC Development Strategy: City of Cape Town provides land and financing Partnership with Western Cape Government in order to; support the region’s economic and societal objectives Build knowledge economy in key sectors

Different Government Approaches: Key objective is to demonstrate international standards are being met Steering Committees with industry and community representatives Design Review Panels provide specialist expertise Advisory boards provide client perspectives Specialist advisors Peer review processes

What Can We Learn? Competition continues Particularly intense for high economic value events Governments are looking for innovative financing and governance models Increasing pressure to demonstrate alignment with key economic priorities Projects require external international validation of achievement of standards

Industry Issues and Prospects: A Global Perspective A Presentation to the ICCC October, 2014