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Juarez Strategic Plan Association
 

Juarez Strategic Plan Association

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    Juarez Strategic Plan Association Juarez Strategic Plan Association Presentation Transcript

    • Juárez at a Crossroads: from a Juárez Strategic Plan Optical Approach Presented at: Border Trade Alliance Conference Security and Safety: The Impact of Cross-Border Trade February 23-24, 2009 Mexico, D.F.
    • Juárez Strategic Plan Association Central Objetive : Promote the organization of the community so that public, private and social institutions, together , elaborate and implement a Strategic Plan for Juárez that contemplates all dimensions of development with the aim of substantially improving the quality of life of the city. A long-term, comprehensive development strategy for Juárez
    • Why a Strategic Plan for Juárez?
    • JU A REZ
      • KEY CHALLENGE :
      • to achieve
      • sustained growth with sustainable development
    • JUAREZ SNAPSHOT (+)
      • Strategic geographic location
      • High economic growth vis-à-vis the rest of Mexico
      • Hard-working, dynamic and entrepreneurial people
      • Maquiladora Sector (global production sharing)
          • High FDI levels; strong industrial-park infrastructure
          • International reputation for its manufacturing base (presence of over 70 Fortune 500 firms)
          • State-of-the-art technology
          • Technical, engineering and R&D centers (Delphi MTC)
          • Strategic alliances and linkages with the local economy
          • Tight link with the U.S. economy (U.S.-demand-driven)
          • Considerable employment impact
    • Source: Mexico NOW
    • JUAREZ SNAPSHOT (-)
      • POPULATION: 1.5 million approx.; Mexico’s 5 th -largest city
        • Traditionally, high population growth through in-migration
      • SIGNIFICANT UNDERDEVELOPMENT:
        • 580,000 residents in some form of poverty
        • Estimated cost to improve conditions in poverty areas: US$ 3.3 billion
        • Annual city budget: US$ 275 million
      • KEY PROBLEMS / BOTTLENECKS:
          • Basic services
          • Housing
          • Health
          • Education
          • Road pavement
          • Security and safety , narcotics traffic
          • Increasingly negative image through crime/violence situation
      • Incorporation of results of previous phases
      • Draf of the Plan: strategies, actions and projects
      • Follow-up groups and mechanisms
      • Public presentation and approval of the Plan: La Propuesta: VISION 2015
      • Public forums
      • Scenario Analysis
      • First list of initiatives and projects
      • Project forums
      • Analysis of existing data and information
      • Project Task Forces
      • Diagnostic analysis
      2002–2004 Calendar Phases of the Plan Principal tasks
      • Vision or city model
      DEFINITION OF TASKS STRATEGIC FRAMEWORK DIAGNOSIS DEFINITION OF PROJECTS IMPLEMENTATION AND FOLLOW-UP May March 2004 September September 2002 February 2003 PRINCIPAL PHASES AND TASKS OF PLAN JUÁREZ
      • Analysis of preliminary information and interviews of Steering Committee members
      • Pre-assessment “ ¿Quién es Juárez?”
      December 2003
      • Interviews of specialists
      • Population survey
      • Public opinion poll
      September 2004 October 2004
      • “ El Juárez que queremos”
    • Plan Juárez Citizen Participation
      • Consultation and participation of the community at large
      • (representation of all sectors)
      • Total: 14,000 + personas
    • VISION El Juárez que queremos Juárez, head of a metropolitan binational region, a socially-integrated place with a high quality of life, a center of educational excellence and cultural creation with a dynamic economy highly capable of generating quality employment and wealth among its citizens. The Juárez we envision
    • The Juárez we envision VISION
    •  
    • Metropolitan infrastructure development Comprehensive neighborhood development Civic interaction Pact for education Pact for culture Recovery of the city’s historical heritage Juárez, city of expositions and conventions Promotion and recruitment of high value-added investments Juárez, automotive center Promotion of local entrepreneurial activities Governance and binational cooperation Pact for sustainable mobility Sustainable development of the new Juárez New financing model for Juárez Health industry development and promotion Juárez, bilingual city Juárez, safe city New image for Juárez Strategic Projects, engines of change to achieve the Juárez we envision
    • Juárez, cabecera de una reunión metropolitana binacional Juárez, espacio de convivencia con un alto desarrollo social y elevados estándares de calidad de vida Juárez, Centro de excelencia educativa y de creación cultural Juárez, economía pujante generadora de riqueza y alto valor agregado Eje 1 Eje 2 Eje 3 Eje 4 El Juárez que queremos (Visión) Racionalización e impulso a las infraestrctucturas Metrópoli Binacional Nuevas Centralidades Apuesta por la identidad y culturas propias Nuevas formas de gobernabilidad Metropolitana Marco de relaciones Estatal y Federal Ciudad Bilingue Espacio de covivencia con alto desarrollo social Lucha contra la inseguiridad, violencia e impunidad CIudad de derechos Viviendas y barrios más dignos Acceso universal servicios básicos de calidad Movilidad sostenible y transporte público Pacto por una desarrollo sostenible Calidad Educativa Refuerzo a la formación profesional Centro de referencia en educación superior e investigación de la frontera norte Mosaico cultural y plataforma para la creación artística Programa de impuslo y mejora de los equipamientos culturales Ciudad atractiva para las inversiones de alto valor agregado Desarrollo de nuevas centralidade económicas Apuesta por sl sector servicios Estrategia integral de turismo, entretenimiento y cultura Marco favorable a las inciativas empresariales Mejorar y optimizar la obtención de fondos y recursos financieros Polo logístico Centro de negcios Ponaf-Wordl Trade Center Area para la implantación de empresas de software La industria de la salud Observatorio económico empresarial Política pro-activa de promoción y captación de inversiones Plan de impulso a la innovación como fuente de desarrollo económico Desarrollo de la industria automotríz Política activa de suelo para actividades económicas Grupos de proyecto identificados Impulso al comercio “ histórico” Plan de Marketing de la ciudad Programa de impulso de los servicios a empresas Centro de exposiciones y convenciones Oficina única del empresario Productos turísticos de Juárez Centro para nuevos emprendedores Concurso de ideas innovadoras Programa de Incentivos “ forntera emprende ” Pacto-inter Institucional para lograr más recursos
    • Implementation Stage
      • SD1 : Binational Metropolis
      • “ Green” and Ecological Network
      • SD 2 : Social Development
      • Integral Neighborhood Development
      • SD 3 : Educational Excellence and Cultural Creation
      • Network of Art, Science and Knowledge
      • Education Forum / Education Promotion Institute
      • SD 4 : Thriving, wealth-generating and high value added economy
      • Expo and Convention Center
      • Promotion and recruitment of high value added investments (Competitiveness/Benchmarking Study to identify strategic niches)
      PLAN JUAREZ Implementation: Pilot or Initial Projects
    • Implementation Results : not as expected given the planning tool
    • Where the Plan is Now: the importance of Governance
    • The Juárez we envision VISION
    • Juárez Strategic Plan Mandate… a commitment to improve governance in Juárez
    •  
    • Directrices y Principios que guían el Pacto por la Gobernabilidad de Juárez Pact for Governance in Juárez 7 Key Principles
      • Respect for laws and institutions
      • A citizenry aware of its rights and respectful of its obligations
      • Citizen participation in the formulation and implementation of public policies
      • Efficiency, efficacy and promotion of objective evaluation and measurement as a basic tool of improvement
      • Professionalism of public sector functions
      • Transparency, accountability and elimination of corruption
      • Exemplary conduct of leadership, especially of public administration officials
    • Where Juárez is Now: at a crossroads of the “perfect storm” (the security and economic crisis)
      • Crisis conditions in:
      • Security/public safety :
        • 2008 : 1,600+ organized crime related homicides
        • 2009 crime-related deaths :
          • January: 154
          • February ( through the 22nd ): 204 (February 10: 28 in 1 day)
        • 2009 most recent developments:
          • Resignation of top security city official
          • Attempt on Chihuahua governor’s life
          • Death threats to city mayor and family
      JUAREZ 2008 and into 2009
      • Crisis conditions in:
      • Economy:
        • Maquiladora sector on a decline : Hit by acute downturn in U.S./global economic cycle
        • Business sector closures due to
        • security crisis
          • . . . extorsions, kidnappings, robbery/assault
          • … indirect impact through maquiladora downturn
      JUAREZ 2008 and into 2009
    • Juárez Maquiladora Crisis
      • The evidence:
      • Some 53,000 jobs lost between Nov 07 and Dec 08
      • From an employment base of 245K+ to just under 192K)
      • 10,000 employees laid off in January 2009
      • 20,000 employees from 56 plants have been furloughed (paros técnicos)
      • Crisis conditions…
      • Maquiladoras: Now also a direct target of crime beyond the impact the security factors have on the business climate
      • The evidence:
        • Kidnapping of a top manager
        • Employees:
            • Victims of various crimes
            • Daily stress of constant vigilance (from just going to or coming from work; from the risk of being a victim at any moment) depresses morale and therefore productivity
            • High-level employees quitting, fleeing (joining the flight of others…some toEP)
            • New potential recruits refusing to accept Juarez assignments
            • Some personnel now refusing to cross into Juarez; remain in EP
      JUAREZ 2008 and into 2009
    • Ju árez Maquiladora Sector
      • Motor and anchor of the city’s economy
      • Synchronicity with U.S. business cycle:
      • All maquiladora downturns due to any U.S. economic deceleration have always been accompanied by the appropriate rebound in the industry in line with any U.S. economic recovery
      • NOW:
        • Maquiladora investors questioning the soundness of remaining in Juarez given the climate of crime and violence in the city.
    • Ju árez Maquiladora Sector
      • Is permanent loss of foreign investment for Juarez a possibility?
      • Even if it’s hard to just assume it (FDI) all away, losing the presence of juts one company like DELPHI in Juarez (with its different operations, including the MTC) would deal a $750 billion annual blow/loss to the Juarez economy.
    • Governance Implications on Overall Competitiveness and Development
    • Competitiveness: “ A solid and stable macroeconomic environment is not sufficient for sustained economic growth… … we understand national competitiveness to be the combination of factors, public policies and institutions that determine the level of a country’s productivity.” -- Global Competitiveness Report World Economic Forum
      • 12 PILLARS of factors that determine Productivity and Competitiveness:
              • Institutions
              • Infrastructure
              • Macroeconomic stability
              • Health and primary education
              • Higher education and training
              • Goods market efficiency
              • Labor market efficiency
              • Financial market sophistication
              • Technological readiness
              • Market size
              • Business sophistication
              • Innovation
      World Economic Forum : Global Competitiveness Index (GCI)
      • United States
      • Switzerland
      • Denmark
      • Sweden
      • Singapore
      • Finland
      • Germany
      • Netherlands
      • Japan
      • Canada
      • 17 Taiwan
      • Chile
      • 30 China
      GCI 2008-2009 Country Rankings
      • Kuwait
      • India
      • ...
      • 55 Indonesia
      • Panama
      • 60 MÉXICO
      • Brazil
      • 105 Venezuela
      • 134 Chad
      Source: The Global Competitiveness Report, 2008-2009 MEXICO Ranking 2007 : 2006 : 52 59
      • 1st Pillar: Institutions
      • To evaluate the effectiveness of public institutions, the GCI uilitzes the following five criteria :
      • Respect for private property rights
      • Ethical government performance and level of corruption
      • Independent judiciary and degree to which the government allows freedom to
      • the private sector to operate or the degree to which the government utilizes
      • discretionary and interventionary practices (concepts of “undue influence” by
      • government)
      • Government inefficiency reflected in waste of public resources and a high regulatory burden
      • The ability to provide an environment suitable for economic activity characterized by appropriate public security
      Global Competitiveness Index (GCI)
      • 1 Singapore
      • 2 Finland
      • 29 United States
      • 37 Chile
      • 53 India
      • China
      • Kenya
      • 97 MEXICO
      • 134 Venezuela
      GCI 2008-2009 Country Rankings 1 st Pillar: Institutions Source: The Global Competitiveness Report, 2008-2009 MEXICO Ranking 2006 : 200 7 : 69 85
    •  
      • Hacia el 2030, los mexicanos vemos a México como un país de leyes , donde nuestras familias y nuestro patrimonio están seguros , y podemos ejercer sin restricciones nuestras libertades y derechos; un país con una economía altamente competitiva que crece de manera dinámica y sostenida, generando empleos suficientes y bien remunerados; un país con igualdad de oportunidades para todos, donde los mexicanos ejercen plenamente sus derechos sociales y la pobreza se ha erradicado; un país con un desarrollo sustentable en el que existe una cultura de respeto y conservación del medio ambiente; una nación plenamente democrática en donde los gobernantes rinden cuentas claras a los ciudadanos, en el que los actores políticos trabajan de forma corresponsable y construyen acuerdos para impulsar el desarrollo permanente del país; una nación que ha consolidado una relación madura y equitativa con América del Norte, que ejerce un liderazgo en América Latina y mantiene una política exterior activa en la promoción del desarrollo, la estabilidad y la seguridad nacional e internacional.
      VISIÓN 2030: El México que queremos
    • VISIÓN 2030: El México que queremos
      • METAS
      • Estado de derecho y seguridad
      • Economía competitiva y generadora de empleos
      • Igualdad de oportunidades
      • Sustentabilidad ambiental
      • Democracia efectiva y política exterior responsable
    • VISIÓN 2030: El México que queremos
      • GOALS
      • Rule of Law target indicators :
        • Institutional strength :
          • NOW : 97/134 WEF GCI Index ranking;
          • 2030 : 1 st quintile
        • Impunity :
          • NOW : 2.3/100 crimes solved of those reported
          • 2030 : 70% resolution rate of crimes reported
    • Metropolitan infrastructure development Comprehensive neighborhood development Civic interaction Pact for education Pact for culture Recovery of the city’s historical heritage Juárez, city of expositions and conventions Promotion and recruitment of high value-added investments Juárez, automotive center Promotion of local entrepreneurial activities Governance and binational cooperation Pact for sustainable mobility Sustainable development of the new Juárez New financing model for Juárez Health industry development and promotion Juárez, bilingual city Juárez, safe city New image for Juárez Strategic Projects, engines of change to achieve the Juárez we envision
    • The Bi-national approach
      • U.S.-Mexico international trade = $349 billion
      • A large proportion is maquiladora-driven (intra-industry trade in manufactures)
      • A sizable proportion of maquiladora investment fueling U.S.-Mexico trade is located at the U.S.-Mexico border
      • Parallel U.S.-Mexico (illicit) international trade in narcotics
      • Source of an estimated $35 billion to $65 billion to the cartels
      • The U.S.-Mexico border, as the trans-shipment point of any kind of trade, is the “battleground” for this activity.
      The Bi-national approach
      • Mexico has its homework to do :
        • Rule of law; Governance …
      • The U.S. has its own homework to do by :
        • Providing support for Mexico on the “war on drugs” (The Merida Initiative)
        • Applying the “war on drugs” at home:
        • dismantling the internal drugs distribution network; addressing the arms trade linked to the cartels and, foremost in my view, curtailing its huge demand for narcotics or proceeding to legalize the source of this illicit/lucrative trade
        • Providing additional direct support to Mexico:
          • Military incursion in collaboration with the Mexican state
          • Intelligence infrastructure (human and technological)
          • Protection on U.S. side of the border:
            • Juarez mayor JRF just offered protection from his EP counterpart
      The Bi-national approach
    • GRACIAS [email_address] www.planjuarez.org www.pactoporjuarez.org