Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Integer eget magna. Ut tellus ante, eleifend et, elementum nec, tempor in, nulla. Aliquam sit amet orci. Praesent velit. Nam suscipit. Quisque feugiat lacus sit amet purus. Aenean massa. Donec rhoncus congue neque. Aliquam est risus, sollicitudin consequat, pretium ac, vestibulum quis, tortor. Donec ornare accumsan eros. Phasellus elementum tortor dignissim odio. Curabitur mattis, risus et blandit viverra, lacus justo pharetra ligula, eget dignissim sapien magna et velit. Maecenas aliquam bibendum dui. Nam odio orci, suscipit eu, aliquam hendrerit, porttitor sed, felis. In at neque eget justo blandit ornare. Sed a nisl. Mauris non felis sit amet tellus venenatis tincidunt. Class aptent taciti sociosqu ad litora torquent per conubia nostra, per inceptos hymenaeos. Etiam elit ante, elementum a, malesuada quis, semper eget, orci. In gravida mollis mauris.

Nunc sit amet ligula accumsan nisi ullamcorper ultrices. Aenean est. Nam nonummy blandit quam. Donec elementum, quam vitae ullamcorper sagittis, lorem nulla nonummy nisl, quis dictum lorem ante at libero. Fusce erat ligula, sodales vitae, consequat vitae, feugiat blandit, nibh. Etiam at purus sit amet magna viverra ullamcorper. Curabitur metus. Nullam pharetra mollis ligula. Nam a tortor. Pellentesque elementum purus vitae ante. Nullam commodo. Fusce eu sapien. Nulla non neque. Suspendisse potenti. Nulla congue luctus velit. Integer varius aliquam sem. Fusce condimentum tellus. Phasellus elementum dapibus sem. Donec eu libero nec felis vehicula vestibulum.

Vivamus quis velit ut quam mattis vehicula. Sed egestas venenatis diam. Maecenas adipiscing tellus id odio. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Vivamus suscipit dui id eros. Donec ultrices, nulla at bibendum dignissim, justo augue fringilla lacus, sit amet venenatis felis eros sagittis mi. Donec eu nibh ac urna rutrum facilisis. Nam quis dui. Donec sed eros. Nam porttitor. Aliquam in tortor.

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Future Vision

A city for People respects and celebrates humanity. It makes visitors feel welcome and is home to those who live there. It promotes health and wellbeing, active participation and social justice and its spaces are accessible, inclusive, safe and engaging.

Innovative and responsive architecture, art and urban design build on the city's heritage, from small terrace houses to grand commercial buildings, intricate laneways and distinguished boulevards. A People city nurtures rich diversity and acknowledges its history as it builds the future.

Public space meets the needs of everyone. Priority is given to pedestrians, cyclists and effective public transport services. A city for People provides access for private and freight transport in designated areas, minimising congestion and amenity impacts. An increasing number of pedestrian-dominated pockets and corridors confirm that streets free of traffic can maintain business strength and retail opportunities.

More formal and informal opportunities for social interaction are continually created. It is a healthy place physically and socially. It promotes personal and community wellbeing, enabling and inviting engagement and participation in its governance. It is a city for all ages and abilities.

A People city is stimulating, safe and accessible for everyone. Residents enjoy a high quality of life and amenity. It is inclusive and tolerant and provides accessible and affordable housing, employment and a range of services. Every individual living or visiting the city has opportunities to reach their potential, to be engaged and to make connections.

Resources

World Health Organisation (2007) Global Age-friendly Cities: A Guide Global_age_friendly_cities_Guide_English.pdf

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- other languages see: LanguageLink

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A quality public transport system provides frequency of service, speed of travel, ease of interchange, comfort and safety, coordinated inter-modal timetabling and route planning, responsiveness to customer needs and the growth and development of the city. The convenience, comfort, flexibility, safety and reliability of public transport must be competitive to convince more commuters and visitors to leave their cars at home. When commuters do not leave their cars at home they use a flexible carpooling/vanpooling system, (see http://www.flexiblecarpooling.org/), integrated with the other parts of the public transport system, to provide rides for other commuters and maximise the number of people per vehicle and minimise the traffic volumes.-- PaulMinett - 18 May 2008 09:34 » Go to topic...

Melbourne Now

The City of Melbourne has worked extensively for over a decade to position Melbourne as a leading Knowledge City. With a strong sense of its Capital City role, Melbourne has sought to be a catalyst and gateway for knowledge industry investment in the metropolitan area and the State as a whole, with some success. Melbourne has clearly achieved status as a “knowledge economy”. Statistics show that over a decade, there was a 61% increase in Knowledge Sector employment in the CBD.[1]

A comprehensive study of Melbourne’s knowledge economy was commissioned in 2002, produced as a framework for delivering against the “Innovative and Vital Business City” objective of the City Plan 2010. A suite of propositions, designed to accelerate development of a robust knowledge economy driven by high value added exports, created through research, technology and brainpower, were put forward.[1] Comprehensive plans for implementation of the strategy were developed, a proportion of which were implemented with significant success. In December 2006 the Knowledge City strategy was reviewed, key achievements noted, and a new three year plan developed. This plan focused on addressing areas where Melbourne’s performance was seen to be below par with other leading Knowledge Cities.
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Directions of Change

“Are there breakthrough potentials?” asks Boston?....”Yes, if some old assumptions can be broken, some radically new ideas can be embraced.”[1]

The Future Melbourne planning process provides an outstanding opportunity to revitalise, refocus and expand Melbourne’s efforts at positioning itself as a leading global Knowledge City.

Whereas the first decade of Melbourne’s Knowledge City journey has largely focused on the economy, a new decade will see an expanded vision of Knowledge Melbourne that encompasses new learning and creative city-community dimensions.

As a key theme and organising principle in the city’s evolution, Knowledge Melbourne will become “shorthand” for a city that embraces a new era of creative and collaborative development as a knowledge economy and society.

Deep and shared understanding of Melbourne’s current status as a knowledge economy, a clear, energising vision of the city’s future and robust planning that ensures resources and energy are carefully targeted to maximise Melbourne’s global competitiveness, are critical. For a “super smart city”, in a context in which “the race is on”, anything less would be failure. Without a coherent and focused effort, Melbourne may continue be a city in which an enormous number of actors direct resources toward bolstering its knowledge and learning future, but the opportunity to create the energetic performance levels and derive the kind of value that can emerge from dynamic collaboration would not be fully realised.

These things, however, have been said before. The challenge of Future Melbourne is to find new ways forward. A unique recipe for development that capitalises on the city’s distinctive strengths is clearly in order. » Go to topic...

Strategic Direction 1 - Collaborate to develop and promote Melbourne as Australia’s Knowledge Capital and one of the world’s leading Knowledge Cities

The concept of a Knowledge City is very broad, incorporating all aspects of a city’s economic, social and cultural life. A Knowledge City recognises that its ability to grow and capture knowledge is the basis for its global competitive advantage and its quality of life. ¹ There is a kaleidoscope of perspectives on knowledge and learning cities and regions “however few initiatives are readily generalisable.” ²

Basic ingredients of effective knowledge cities include

Innovation and investment in research and development as the drivers of economic growth.
Effective competition policies to stimulate the demand for innovation
An infrastructure of world class universities with strong linkages to the business community.
Access to a ready supply of venture capital to ensure that research can be transformed into real products services and processes.
A highly skilled workforce that delivers real improvements in productivity and performance.
Efficient transport infrastructure to facilitate access to markets
Efficient ICT infrastructure.
Promotion of highly effective collaboration across industries, through business clusters and formal and informal business networks.
High levels of social capital.³

It is widely recognised that the process of developing a Knowledge City is highly complex and represents a long term strategic undertaking; one that is both exciting and challenging.⁴ Each city must devise a unique recipe that reflects the earlier path of its development and high levels of collaboration and stakeholder engagement, along with clear strategic goals and commitment of resources are critical to success.⁵ The first stage of a coherent approach to developing a Knowledge City is for cities to invest time and effort into developing their own ‘knowledge economy story’, which is a shared narrative about what the knowledge economy means, the overall strengths and weaknesses of the city, and identification of where the opportunities in its knowledge economy lie, based on deep research. This goes beyond a descriptive analysis or technical indicators and creates a sense of shared effort among key players.⁶ Key to this is the establishment of shared set of priorities.⁷

The dynamics of global competition suggest that it is vital for the City of Melbourne to continue to pursue an ambitious Knowledge City strategy. It is important, however, that key learning from the past decade informs a new approach for the future.⁸ In this new phase the City of Melbourne will scope its role as a leader and catalyst to new levels of collaborative action, working to boldly engage stakeholders, at the highest level, in formulating a vision and strategic plan for Melbourne’s Knowledge future.

Extensive resources and case studies to guide further reflection on this strategic direction can be found at the Work Foundation.

Objectives

Facilitate collaborative thinking and “joined-up” action at the highest level of business, government and community.
Increase awareness of higher education as a key sector within the Victorian and national economies.
Create a stronger innovation culture to integrate the actions of universities, research institutes, business and government.
Promote the attractiveness of Melbourne as an international destination for conferences academics and collaborative research.
Build learning partnerships and benchmark other global knowledge cities (Boston in particular).

Opportunities

Opportunity	Actor [Who is doing what?]
Initiate a Knowledge Melbourne Partnership (which may result in a range of Innovation Task Forces)	Council/Victorian Government/Universities, Business, Committee for Melbourne/Not for Profits
Develop a Knowledge City Action Plan (Detailed research may be required – refer to The Work Foundation)⁹	Council/Victorian Government/Universities, Business, Committee for Melbourne/Not for Profits
Initiate a Melbourne Knowledge Cities indicator project, refer Boston Indicators Project¹⁰	Council/Victorian Government/Universities, Business, Committee for Melbourne/Not for Profits
Develop Office of Knowledge Capital	Council/Melbourne Universities/Committee for Melbourne [Specify one or more]
Host major international Knowledge City Innovations Conference	Council/OKC
Implement an inspiring, annual KC Symposium	Council/OKC
Implement an intergenerational Knowledge City Global Leadership Forum* to engage a broader range of leaders in Knowledge Melbourne issues, Investigate Boston’s John LaWare initiative¹¹	Council/Victorian Government/Universities/Committee for Melbourne
Instigate a Global Knowledge City Innovators in Residence program	Council/Victorian Government/Universities/Committee for Melbourne
Develop Knowledge City Innovations awards	Council/OKC

Relevant indicators [For achieving objectives]

List proposed indicator against which relevant objectives can be assessed.
List proposed indicator against which relevant objectives can be assessed.
List proposed indicator against which relevant objectives can be assessed.

Relevant global city ranking

RMIT Global University Cities Index to be released February 2008.

References

For when there are non-footnote references?..

Footnotes

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S5a Strategic Direction 1 Discussion

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Strategic Direction 1.1

Biggles, Man or Myth? Recently discovered extracts from the work of Capt. W. F. "Martin Chivers" Johns, the creator of Othello, Falstaff, Sidney Carton and Biggles.

BIGGLES IS EXTREMELY SILLY (1938)

Squadron-Leader Bigglesworth paused for a moment outside the Wingco's office. He had been called back from leave three days early, and this didn't happen unless things were really wrong.
He knocked and went in. Came out, knocked, went in, knocked again, went in, came out, knocked, went in again, knocked again from the inside, came out, knocked from the outside, went in, knocked again, came out, did a little jump, knocked, went "Ee-aw!", knocked again, jumped, ran out, knocked, came in again with a waste-paper basket over his head, jumped, knocked, went out, knocked and entered the dimly-lit office. "There you are Bigglesworth," said the Wingco with just a trace of annoyance. Only a trace, not a fully-fledged burst of anger or a downright bitch about Biggles being late or a swinging attack on the punctuality of Air Force personnel or even a snide dig at Biggles' general attitude or an irritation that he was forced, by his seniority, to be in a position where he was potentially a target for the general feelings of bitterness prevalent in the upper echelons of Fighter Command due to a combination of fatigue, long hours and the severe strain imposed on any man's self-control by the duties and responsibilities' inherent in his rank, nor was there any hint... » Go to topic...

Strategic Direction 1.2

Biggles have been around a long time and are undoubtedly the leading exponents of jug band music in the UK. Comedy is the order of the day with lots of corny gags, musical and otherwise.

Links to the strange & silly

Band members

Biggles Wartime Band is (usually) a four-piece band.

Jok sings and plays kazoo, trombone, garden hose, tool box, zob stick and anything else that he can blow, bang or suck.
Dave sings and plays guitar and one man band.
Graham is the world banjo champion; he can throw a banjo further than anyone else!
Fiddle Castro plays the fiddle and has three times won the national bluegrass fiddle championship.

Biggles were formed way back in the heady flower power years of the late sixties and have been entertaining audiences in various ways and with different line-ups ever since. Three of the current line-up and most of the jokes have been with the band since the beginning.

Biggles have played at innumerable festivals to wide acclaim, most notably, three times at Glastonbury. There have been several TV and radio appearances but the band has never played at a Barmitzvah.

A previous incarnation of Biggles with the great Dick on Sousaphone:

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Strategic Direction 2

More strategy here. » Go to topic...

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References

1 : “An emerging pattern of successful knowledge cities”, by Kostas Ergazakis and Kostas Metaxiotis and John Psarras Ergazakis, Metxiotis and Psarras, in Knowledge Cities: Approaches, Experiences, and Perspectives, Francisco Javier Carrillo (Ed), 2005, Butterworth-Heinemann, ISBN 0750679417.

2 : Making Knowledge Work, Chris Duke, Lesley Doyle and Bruce Wilson, 2006, Niace Leicester, ISBN 9781862012462.

3 , 6 : Ideopolis: Knowledge Cities Working Paper - What is the Knowledge Economy? Coats David, The Work Foundation, 2005.

4 : Enterprise Priorities to Enterprise Powerhouses: The Public Sector in the Knowledge Economy, Naomi Clayton, January 2008.

5 : "Greater Phoenix as a knowledge capital", by Chatzkel, J. in Knowledge Cities: Approaches, Experiences, and Perspectives, Francisco Javier Carrillo (Ed), 2005, Butterworth-Heinemann, ISBN 0750679417.

7 : Priorities for Sheffield City Region in the Knowledge Economy Prepared for Sheffield City Region, October 2007.

8 : "Towards a knowledge city strategy", Technical Report, Melbourne City Council, SGS Economics and the Eureka Project, 2002.

9 : Defining the Knowledge Economy, The Work Foundation, London Brinkley, I. 2006.

10 : The Boston Indicators Project, The Boston Foundation in partnership with the City of Boston and the Metropolitan Area Planning Council.

11 : John LaWare Leadership Forum