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Latvia 1 greg clark june 2012
 

Latvia 1 greg clark june 2012

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    Latvia 1 greg clark june 2012 Latvia 1 greg clark june 2012 Presentation Transcript

    • Regional DevelopmentLessons for Latvia? Greg Clark June 2012 1
    • Regional DevelopmentFunctional geographyAdministrative systemDevelopment model 21
    • Regional Development Toolsi. National Regional Dev Systems Poland / New Zealandii. Regional business/investment climate Switzerlandiii. Regional Strategic Planning Turin/Bilbao /Baseliv. Regional Development Agencies Finlandv. Regional Development Systems Bizkaya / South Africavi. Regional Financial Institutions FinPiemontevii. Regional Marketing Alliances GWIviii. Regional Enterprise Scottish Enterpriseix. Regional Innovation Systems South Ontariox. Regional University Networks Emilia Romagnaxi. Regional Investment Incentives Western Canadaxii. Regional Business Clusters New Zealandxiii. Regional Business Leadership Seattle Trade Alliancexiv. Inter regional co-operation Oresund region
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    • A Re-Balanced World With No More Core and Periphery 5
    • The new mobility.....not just tourism Visitors Research Firms Innovators Increasing Events & Entrepreneurs Festivals Mobility Institutions Students Investors 6
    • Human and Urban Development and Ecological Footprint by Country 7
    • HUMAN DEVELOPMENT AND ECOLOGICAL FOOTPRINT BY COUNTRY WELL- DESIGNED CITIE S 8
    • Integrated Framework For City/Region Development Global economy and Macro-economic framework Markets Feedback effects Development and growth Productivity Use of Population resources Innovation Industrial Business Human Environ ConnectivityDrivers & creativity structure ownership & mgt capital mgt Business Educational Land and Social/ cultural Ecological Governance environment and research physical infrastructure & base structure & investment base infrastructure quality of life 9 Pre-conditions
    • Traditional Regional Policies New Regional Policies ‘Regional Planning’ ‘Territorial Development’ 1950s to 1990s 1980s to presentObjectives Balance national economies by Increase regional development compensating for disparities performanceStrategies Sectoral approach Integrated development programmes and projectsGeog. focus Political regions Metro regions and eco regionsTarget Lagging regions All regions - Metropolitan regionsContext National economy International economy and local economiesTools Subsidies, incentives, state aids, Assets, drivers of growth, soft and hard and regulations infrastructures, collaboration incentives, development agencies, co-operative governance, financial intermediationActors National governments and Multiple levels of governments, private sometimes regional governments and civic actors. Implementation agencies. 10 Collaborative governance
    • Requirements of the two modelsTraditional New Political Orientation Market Orientation Development within Linkages between regions regions Departmental approach: Inter-Governmental capable National Gov appraoches, whole of Gov approach Technical skills and Capable local/regional administration governance 11
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    • A basic typology1. Regional admin/gov with City-Regions. Germany, Italy, France, Spain.2. Regional admin/gov without City-Regions. Poland, Netherlands, Portugal, Korea.3. Strong Federal States, encouraging City-Regions without Regional Gov or nation wide policy. USA, Canada, Australia.4. National-Local only; limited regions, no city-regions. Ireland, Greece,
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    • The ‘Northern Way’ 20
    • Integrated Framework For City/Region Development Global economy and Macro-economic framework Markets Feedback effects Development and growth Productivity Use of Population resources Innovation Industrial Business Human Environ ConnectivityDrivers & creativity structure ownership & mgt capital mgt Business Educational Land and Social/ cultural Ecological Governance environment and research physical infrastructure & base structure & investment base infrastructure quality of life 21 Pre-conditions
    • Regional Development Leadership 1. National Gov Co-ordination and Innovation eg Inter-ministerial commitment and discipline eg Integrating National and EU Efforts 2. Regional level Strategy development Alliance building Inter-regional system 3. Local level Collaboration with neighbours Prioritisation Business and Investment friendliness
    • National Leadership1. The biggest challenge in regional development is internal government co- ordination and alignment. Cabinet Committees? Super Ministries? Shared targets?2. 2nd challenge: how to deliver a co-ordinated effort. regional co-ordination offices joint programmes joint strategies3. The 3rd biggest challenge is integrating national and EU approaches. Different competences. Gaps. How to avoid being led by the money?National Gov Ministries must become active partners. 231
    • Roles of Local Government Four roles of local government: 1. Representation. 2. Services. 3. Regulation. 4. Development and Investment. This 4th role is different...... .....requires additional expertise, and new structures and arrangements
    • Local and RegionalWhat is really regional and local?Capable local government, with enough scale and incentive to encourage development.4th role of Local needs special arrangements.Enough Regional Governance with competence and authority to lead and co- ordinate and achieve scale 251
    • How should national governments organise tosupport the regional development role of localgovernment? Imperatives... • Delivery national and sectoral policies in a co-ordinated manner..... Beware unintended consequences • Support convening city networks • Invest in data and evidence that reveal constraints and opportunities • Deliver intercity and international transport infrastructures and connectivity • Provide encouragement for metropolitan areas to be recognised as the predominant organising boundary unit for local economies • Foster complementary strategies that avoid competition between cities but increase competitiveness in international
    • Building the regional development system i) Rowing ii) Steering iii) Cheering iv) Coaching 27
    • Regional Development Toolsi. National Regional Dev Systems Poland / New Zealandii. Regional business/investment climate Switzerlandiii. Regional Strategic Planning Turin/Bilbao /Baseliv. Regional Development Agencies Finlandv. Regional Development Systems Bizkaya / South Africavi. Regional Financial Institutions FinPiemontevii. Regional Marketing Alliances GWIviii. Regional Enterprise Scottish Enterpriseix. Regional Innovation Systems South Ontariox. Regional University Networks Emilia Romagnaxi. Regional Investment Incentives Western Canadaxii. Regional Business Clusters New Zealandxiii. Regional Business Leadership Seattle Trade Alliancexiv. Inter regional co-operation Oresund region
    • 1. National Regional Development SystemsPoland Local and regional self government Clear national co-ordination Money serves strategyNew Zealand Sector and spatial strategies Co-ordinating ministry Eco Dev and Infrastructure Regional Offices of Government 291
    • 2. Business and Investment ClimateCustomer orientation 301Reform
    • 3. Regional Strategic Planning Definition: “Regional/spatial planning gives geographical expression to the economic, social, cultural and ecological policies of society.” (European Regional / Spatial Planning Charter) “It is at the same time a scientific discipline, an administrative technique and a policy developed as an interdisciplinary and comprehensive approach directed towards a balanced regional development and the physical organisation of space according to an overall strategy." (European Regional / Spatial Planning Charter)
    • 3. Origins of Strategic Planning• Spanish Cities after Franco• Australian Cities catching up with sprawl.• EU cities in the context of EU enlargement• Chinese cities coping with rapid urbanisation and metropolitanisation.• Japanese cities confronting climate change.Tackling Crisis and Challenge is often the beginning. 32
    • 3. Core features of Strategic PlanningShape the future or be shaped by it!i. Shaping future growth management. Clear framework for market development and public investment. Understand the returns to the city and citizens form development.ii. Integrated Efforts, mixture of tools, cross cutting issues.iii. Guiding other strategies and frameworks.iv. Based on Vision, foresight, and evidence.v. Incentivising external investment. Combines internal and external rates of returns. Overcomes apparent tensions.vi. Setting standards and measurable targets.vii. Agreement between tiers of Government, providing decisive outcome. Conformity. Joint Prospectus. Agreement.viii. Consultation with stakeholders.ix. Implementation arrangements.x. Locate roles of different bodies.
    • 3. Turin metropolitan strategic plan City centre strategy Strategic themes of strategy Specific initiatives Strategy management Special Communication Project, „Luci Urban renewal – rejuvenation of the city‟s dArtista‟, Film Commission Torino City of Turin, Piedmont Region,Phase 1 public realm and accommodation with a Piemonte, Invest in Turin and Torino Internazionale (Agency for(1993-1997) focus on the city centre area and adjacent Piedmont Agency, 1st Strategic Plan, Strategic Plan) areas. Torino Convention Bureau, Atrium project, Winter Olympics. City of Turin, Piedmont Region, Hosting of culturally significant Torino Internazionale (Agency for events such as: Torino World Design Internationalising the city and consolidating Strategic Plan), former Banking Capital and XXIII World Congress ofPhase 2 and projecting the city‟s new image and Foundations, University system, Architecture (2008); Euroscience(1998-2007) identity to the world. A focus on the city Italia 150 (committee for the Open Forum (2010); Italia 150 (2011, centre but not specific to it. organization of the 2011 celebrations of the Unification of celebrations). The Urban Centre Italy 150th anniversary) Metropolitano. Special Communication Project, „Luci dArtista‟, Film Commission Torino City of Turin, Piedmont Region,Phase 3 Piemonte, Invest in Turin and Turin as a „knowledge hub‟ Torino Internazionale (Agency for(2008-2011) Piedmont Agency, 1st Strategic Plan, Strategic Plan) Torino Convention Bureau, Atrium project, Winter Olympics.
    • 4. Regional Development Agencies Urban Productivity Integrated Visioning and Development and and Economic InternationalisatTypology Economic Partnership Revitalisation Growth -ion Agencies Agencies Agencies Agencies Agencies “Employment “Place and “Place and “Place -shapersPurpose “Place drivers” and productivity productivity productivity and visioners” drivers” leaders” promoters”ExampleAgency
    • 4. Value added of Development Agencies i. Aggregate otherwise disparate economic development efforts within one body that can generate real expertise and track record of delivery. ii. Increase the pace of the local response to investors/developers. iii. Enlarge the scale of the implementation that is possible, often by enabling delivery on multiple programmes and projects and simultaneously by commissioning additional resources quickly. iv. Enhance the reputation and credibility of local „negotiators,‟ giving an external investor confidence in the process of decision taking. v. Find appropriate means to share costs and risks between those promoting developments and investments. vi. Develop mechanisms for value and benefit capture, enabling some of the fruits of economic development to be recycled within city budgets and programmes.
    • 4. Finland RDAs Finnish RDAs Clear national approach Local Government and Business Universities Innovation and Business orientated Advocacy in business climate and infrastructure RDAs with no regional government. 371
    • 5. Bizkaya: Regional Development System
    • 6. Development Banks and Financial Institutionsi. Many regional development imperatives are neither wholly market fundable, nor justifying permanent subsidy.ii. They can be seen as ‘niches’ where the use of mixed public/private, cash/equity, short-term/long- term financing is involved.iii. To make this work ‘capable intermediaries’ are needed, special purpose financial institutions.iv. Development Banks can build these niches, utilise their balance sheet to manage risks and spread innovation, and leverage external investment. 391
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    • 6. Building a regional development financial system.i. National Development Bank.ii. Evolution of local and regional development finance system to be a key focus.iii. Inter-ministerial co-ordination: national and at regional level.iv. EU Structural Fund programme simplification.v. Regional level finance, budgets, and programming.vi. PPPs and Project Bondsvii. Municipal finance.viii. Inter-municipal collaborationix. Bankers co-ordinationx. Finance skills 41
    • 7. The challenge for regional branding Brand Activation Experience7/4/2012 2011 Greg Clark 42
    • 7. Regional marketingExamples: Washington, Basel, Miami/South Florida,Oresund, Puget SoundGreater Washington Initiative: strong example of an economic development promotioncoalition. Free one-stop business consultancy that performs key market analysis as apromotional tool. Provides advocacy in improving the quality of the region’s infrastructureMetro Basel: cross-border think-tank since 2008; shows the critical importance of civic andbusiness involvement to complement the political engagement of usual governmentchannels; has its own comic strip, highlighting regional strengths and weaknesses.Southern Florida; three regional counties have worked towards developing a sharedregional branding initiative; marketing brochures and DVDs promote area’s science andtechnology credentials to mostly North American audienceVancouver/Seattle – Puget Sound region - dramatically improved coordination effortsthanks to 300 organisation public-private coalition dedicated to developing a common long-term economic strategy.Oresund – branding strategy since 1990s, backed by public transport infrastructureinvestment. Government and business representatives co-operate in art, culture andtourism sectors.
    • 8. Regional Enterprise 441
    • 9. Regional Innovation 451
    • 10. Regional Universities 461
    • 11. Regional IncentivesTax system CostsMomentumCluster buildingEU rules 471
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    • 12. Regional Clusters 491
    • 13. Regional Business Leadership Negotiate Bus Int best Pay for Attract & Reg Comms X Party Wider Advocate Ent know CSR practic activitie retention collab & media collab particip with Gov how e s                                                                     50           
    • 14. Intercity networking and communication Intercity Networkse.g. South African Cities Network, South Africa (est. 2002)Mayors of SA‟s 9 largest cities, National Government Departments, NGOs,the Private Sector and Universities.“Review of the 2006-2011 Strategic Plan of the SACN” (2009)• In 2006/7, City Development Strategies for all large cities.• 6 knowledge exchange and networking events.“Done well in keeping cities informed onemerging urban trends and policy but itsimpact on action within cities is not tangible”“Should begin to consider performing alobbying and advocacy role on behalf of cities”