The document discusses challenges and opportunities for local economic development (LED) promotion. At the national level, key challenges include a lack of alignment between macroeconomic policies and LED needs, limited coordination between relevant strategies, and unclear divisions of labor between central and local governments. At the local level, LED functions are seldom institutionalized in local authorities and initiatives are fragmented. The potential role of local governments in LED promotion includes maintaining understanding of the local economy, convening actors, guiding strategy, facilitating implementation, and investing in infrastructure. The framework proposes empowering local governments for integrated LED promotion through establishing LED units, forums, and partnerships.
Session Six: Performance Budgeting For Sub National Entities, China, Meeting ...OECDtax
The document discusses performance budgeting at the sub-national level in the United States. It provides context on the fiscal relationship between federal, state, and local governments. States have significant autonomy but the federal government provides grants that comprise about a third of state spending and often have accountability requirements. The framework for performance budgeting and management at the federal level was established by the GPRA Modernization Act of 2010. Some unique challenges for performance budgeting at the sub-national level include the diversity of local governments and balancing compliance and innovation when relying on funding from multiple levels of government.
1) Local governments in Asia face challenges financing infrastructure due to insufficient tax collection, lack of matching resource transfers from national governments, and underutilized private capital markets.
2) Traditional infrastructure financing has come from public budgets, user fees, and development loans/grants, but this has been insufficient for growing needs. More sustainable financing requires public-private partnerships and developing local capital markets.
3) Cities need more financing options like municipal bonds, infrastructure bonds, and public-private special purpose vehicles to independently fund projects and access private capital markets for long-term infrastructure investment. However, expanding city borrowing abilities remains a challenge in many Asian countries.
Financing Capital Investment Planning (Capital Budget) of Local GovernmentRavikant Joshi
PPT presented in Training of Trainers Workshops on Strengthening The Financial Foundation of Local Government Based on Local Government Financial Management Series of UN-HABITAT during June 4- 15 2007 - Nadi, Fiji
Evaluating Financial Condition of Local GovernmentsRavikant Joshi
PPT presented in Strengthening Training of Trainers Workshops on The Financial Foundation of Local Government Based on Local Government Financial Management Series of UN-HABITAT during June 4- 15 2007 - Nadi, Fiji
The document discusses municipal finances and budget analysis for urban local bodies. It provides context that cities lack accurate, useful information for sound policymaking and service provision. What is needed is increased local capacity for data collection, assessment, and application to policies and plans. The document outlines key areas for financial and budgetary analysis of municipal bodies, such as sources of funds, expenditure patterns, deficit management, and poverty reduction spending. It also lists core objectives of municipal financial management like resource mobilization, transparency, and regulatory compliance. Key performance indicators are proposed to assess budgeting and financial management in local governments.
The document discusses public budgeting systems and expenditures from several perspectives. It defines a budget and explores theories of budgeting. It views the budget as an economic process of allocating resources, a political process of competition for limited resources, and an administrative process for planning, coordination and evaluation. The budget is seen as having an impact on a country's fiscal health and economy. Challenges in developing countries include a lack of practical budgeting theory and the complications of budgeting in conditions of underdevelopment and poverty.
Session Six: Performance Budgeting For Sub National Entities, China, Meeting ...OECDtax
The document discusses performance budgeting at the sub-national level in the United States. It provides context on the fiscal relationship between federal, state, and local governments. States have significant autonomy but the federal government provides grants that comprise about a third of state spending and often have accountability requirements. The framework for performance budgeting and management at the federal level was established by the GPRA Modernization Act of 2010. Some unique challenges for performance budgeting at the sub-national level include the diversity of local governments and balancing compliance and innovation when relying on funding from multiple levels of government.
1) Local governments in Asia face challenges financing infrastructure due to insufficient tax collection, lack of matching resource transfers from national governments, and underutilized private capital markets.
2) Traditional infrastructure financing has come from public budgets, user fees, and development loans/grants, but this has been insufficient for growing needs. More sustainable financing requires public-private partnerships and developing local capital markets.
3) Cities need more financing options like municipal bonds, infrastructure bonds, and public-private special purpose vehicles to independently fund projects and access private capital markets for long-term infrastructure investment. However, expanding city borrowing abilities remains a challenge in many Asian countries.
Financing Capital Investment Planning (Capital Budget) of Local GovernmentRavikant Joshi
PPT presented in Training of Trainers Workshops on Strengthening The Financial Foundation of Local Government Based on Local Government Financial Management Series of UN-HABITAT during June 4- 15 2007 - Nadi, Fiji
Evaluating Financial Condition of Local GovernmentsRavikant Joshi
PPT presented in Strengthening Training of Trainers Workshops on The Financial Foundation of Local Government Based on Local Government Financial Management Series of UN-HABITAT during June 4- 15 2007 - Nadi, Fiji
The document discusses municipal finances and budget analysis for urban local bodies. It provides context that cities lack accurate, useful information for sound policymaking and service provision. What is needed is increased local capacity for data collection, assessment, and application to policies and plans. The document outlines key areas for financial and budgetary analysis of municipal bodies, such as sources of funds, expenditure patterns, deficit management, and poverty reduction spending. It also lists core objectives of municipal financial management like resource mobilization, transparency, and regulatory compliance. Key performance indicators are proposed to assess budgeting and financial management in local governments.
The document discusses public budgeting systems and expenditures from several perspectives. It defines a budget and explores theories of budgeting. It views the budget as an economic process of allocating resources, a political process of competition for limited resources, and an administrative process for planning, coordination and evaluation. The budget is seen as having an impact on a country's fiscal health and economy. Challenges in developing countries include a lack of practical budgeting theory and the complications of budgeting in conditions of underdevelopment and poverty.
The document provides guidance on conducting a basic economic situation assessment with limited resources. It outlines a 4-task process: 1) Identifying key local stakeholders to involve, 2) Holding a first stakeholder meeting to prioritize useful data and plan collection, 3) Distributing and collecting a business survey, and 4) Holding a second stakeholder meeting to analyze the data and discuss findings. The goal is to understand the local economic context in order to inform strategic LED decisions, by relying on input from local experts when more comprehensive data is unavailable. Conducting even a basic assessment requires 1.5 days of stakeholder time plus administrative efforts.
This document discusses the role of local governments in promoting local economic development. It makes three key points:
1) Local economic development is achieved through public and private sector actors working collectively. National and local governments play important regulatory, strategic guidance, and facilitation roles to create an enabling environment for businesses.
2) Around the world, local governments are increasingly pivotal in promoting local economic development by coordinating other actors, investing in infrastructure, and providing business support services. However, many local governments still lack a clear mandate, resources, and capacity to effectively contribute.
3) For local governments to better promote economic development, issues outside their control like national policies need to be addressed. Countries need coordinated decentralization and economic
Proceedings of the LED FUNDAMENTALS COURSEled4lgus
This document summarizes the proceedings of a 5-day workshop on sustainable local economic development for the Allah Valley Landscape Development Alliance (AVLDA) held from July 25-29, 2011. The workshop covered modules on entrepreneurial LGU management and sustainable LED. Participants learned about making LGUs/alliances more business-friendly, improving business processes, harnessing corporate powers for LED, LED concepts and tools, economic profiling, and using value chain analysis for LED planning. The overall goal was to build the capacity of LGUs/AVLDA in propelling economic growth through entrepreneurial management and sustainable approaches to tourism-based LED.
Indicators for Municipal Financial AnalysisRavikant Joshi
This document discusses performance indicators for analyzing the financial condition of local governments. It defines key types of indicators such as inputs, outputs, outcomes, and efficiency/productivity ratios. The document provides examples of specific indicators that can be used to analyze revenues, expenditures, operating position, debt, unfunded liabilities, capital assets, and community needs and resources. Developing a set of indicators allows local governments to monitor financial trends, evaluate performance, and support strategic planning and policymaking. Challenges to indicator-based financial analysis include a lack of comparable data and resistance to change.
This document discusses India's preparedness for achieving the UN Sustainable Development Goals (SDGs) by 2030. It outlines some of India's key commitments, including ending poverty and hunger, combating climate change, and achieving land degradation neutrality. It emphasizes the importance of developing relevant, quantifiable indicators to measure progress toward each SDG target. Some challenges India faces in achieving the SDGs include defining appropriate indicators, securing adequate financing, measuring outcomes and progress, and ensuring government ownership of goals and targets. The document advocates for a strategic planning approach involving environmental scanning, strategy formulation and implementation, and monitoring and evaluation.
Creating Climate for Municipal accounting ReformsRavikant Joshi
This PPT delivered in conference organised by Institute of Chartered Accountants of India at Delhi outlines what has succeeded and what needs to be done to create conducive climate for implementing municipal accounting reforms.
La croissance économique rwandaise s’avère soutenue et durable : le rythme de développement du Produit Intérieur Brut est passé de +4,1% en 2009 à +7,5% en 2010 ; Le Fonds Monétaire International table sur +7% pour 2011. Par ailleurs, les autorités rwandaises ont, en termes de stratégie économique, un objectif clair : elles souhaitent développer les services, notamment les TIC et le tourisme. Ce secteur représentait, en 2010, 47% du PIB, soit nettement plus que l’agriculture (32% du PIB).
The document discusses financing sustainable development goals (SDGs) through innovative finance solutions. It notes that achieving the SDGs will require scaled up investment and aligning financial flows with sustainable objectives. It introduces India's Umbrella Programme on Natural Resource Management (UPNRM) which provides loan and grant funding to promote community-based sustainable natural resource management projects. The UPNRM aims to shift financing from grants to loans and has funded over 300 projects across India in sectors like agriculture, watershed development, and renewable energy. Key learnings include the need for better market research and access to ensure project viability.
Strengthening Community Linkages On Poverty Reduction In Ontariosettlementatwork
The document summarizes the work and progress of the 25 in 5 Network, a coalition working to reduce poverty in Ontario, Canada. Over the past few years, the Network has engaged decision-makers, proposed policy ideas and targets, organized constituencies, and framed poverty reduction as important for the economy. While measurable progress has been made through Ontario's Poverty Reduction Strategy, the economic slowdown presents challenges to maintaining momentum. The Network will focus on implementation and ensuring commitments are fulfilled during tough fiscal times.
The document provides an overview of operating budget concepts and processes for local governments. It discusses key relationships between operating budgets and other financial planning aspects such as capital investment plans, strategic planning, accounting, and more. The document also examines characteristics of effective operating budget systems and the roles and responsibilities of various actors such as citizens, governing bodies, department heads, and chief executive officers in the budget preparation and implementation process.
This document summarizes key lessons from Indonesia's decentralization efforts and policies to reduce poverty at regional and local levels. It discusses decentralizing authority to local governments, challenges in implementation including capacity issues, and implications for regional planning and budgeting. It also outlines a policy framework and key actions needed, including developing credible strategies and plans, improving governance, enhancing capacity, and linking national strategies to regional budgets.
The document discusses ways to finance infrastructure projects in Asian cities through capital markets. It recommends establishing special purpose vehicles (SPVs) and special investment organizations (SIOs) to implement infrastructure plans and access financing. SPVs allow capital markets to finance projects through equity investments or debt financing. The document outlines four pathways for governments to access sustainable financing from capital markets: 1) narrowly specifying risks to encourage trading and liquidity, 2) developing bankable projects, 3) strengthening creditworthiness, and 4) using capital market instruments. National governments need to establish enabling frameworks and incentives to encourage these financing approaches.
During the 2017 National Regional Transportation Conference, Justin Fazzari shared information about the U.S. Economic Development Administration's work in economic resilience.
This SOP describes how BDPA Education and Technology Foundation (BETF) will handle any requests for support (financially, voluntary or in-kind) of SITES programs initiated by BDPA at a local or national level.
The process begins with (Point A) BDPA chapter president or national BDPA executive committee member requesting BETF support or (Point B) BDPA chapter president or national BDPA executive committee member using the IRS Tax Receipt Form to request for BETF funding support. The process ends with (Point C) acceptance of request or (Point D) declination of request.
The BNED LEADER Programme has successfully delivered against its objectives between 2007-2013:
- It invested over £6.4 million in the local economy, creating over 70 direct and 140 indirect jobs.
- It supported over 150 businesses with £3.7 million in funding and provided business advice to over 600 people.
- The tourism measure was particularly successful, funding 54 events that attracted over 70,000 visitors.
- Conservation and heritage projects helped promote local history.
- Evaluation found a social return on investment ratio of nearly 17:1, providing good value for money.
While most objectives were met, the farm diversification measure was least successful due to farms already diversifying and perceiving LEADER
Metrics of International Cooperation: from Official Development Assistance to...UNDP Policy Centre
The document discusses official development assistance (ODA) and efforts to expand metrics of international cooperation beyond ODA to total official support for sustainable development (TOSSD). It defines ODA, outlines its governance by the OECD Development Assistance Committee (DAC), and describes how DAC members report ODA data which is made publicly available. The document notes limitations of focusing only on ODA and introduces TOSSD as a new statistical measure under development that would capture a broader range of officially supported resource flows to promote sustainable development.
Shared Prosperity through Strategic Community Investment: An IFC perspective ...Cairn India Limited
The document discusses IFC's perspective on strategic community investment to promote shared prosperity. IFC is the private sector arm of the World Bank Group and aims to reduce poverty through private sector development. The document outlines IFC's approach to strategic community investment, which involves voluntary contributions by companies to help communities address development priorities in a way that also supports business objectives. It provides examples of effective community investment programs and tools used by IFC to evaluate programs and their financial and social impacts, including a financial valuation tool and geomapping tool. The document concludes with good practice principles for strategic community investment.
The document provides guidance on conducting a basic economic situation assessment with limited resources. It outlines a 4-task process: 1) Identifying key local stakeholders to involve, 2) Holding a first stakeholder meeting to prioritize useful data and plan collection, 3) Distributing and collecting a business survey, and 4) Holding a second stakeholder meeting to analyze the data and discuss findings. The goal is to understand the local economic context in order to inform strategic LED decisions, by relying on input from local experts when more comprehensive data is unavailable. Conducting even a basic assessment requires 1.5 days of stakeholder time plus administrative efforts.
This document discusses the role of local governments in promoting local economic development. It makes three key points:
1) Local economic development is achieved through public and private sector actors working collectively. National and local governments play important regulatory, strategic guidance, and facilitation roles to create an enabling environment for businesses.
2) Around the world, local governments are increasingly pivotal in promoting local economic development by coordinating other actors, investing in infrastructure, and providing business support services. However, many local governments still lack a clear mandate, resources, and capacity to effectively contribute.
3) For local governments to better promote economic development, issues outside their control like national policies need to be addressed. Countries need coordinated decentralization and economic
Proceedings of the LED FUNDAMENTALS COURSEled4lgus
This document summarizes the proceedings of a 5-day workshop on sustainable local economic development for the Allah Valley Landscape Development Alliance (AVLDA) held from July 25-29, 2011. The workshop covered modules on entrepreneurial LGU management and sustainable LED. Participants learned about making LGUs/alliances more business-friendly, improving business processes, harnessing corporate powers for LED, LED concepts and tools, economic profiling, and using value chain analysis for LED planning. The overall goal was to build the capacity of LGUs/AVLDA in propelling economic growth through entrepreneurial management and sustainable approaches to tourism-based LED.
Indicators for Municipal Financial AnalysisRavikant Joshi
This document discusses performance indicators for analyzing the financial condition of local governments. It defines key types of indicators such as inputs, outputs, outcomes, and efficiency/productivity ratios. The document provides examples of specific indicators that can be used to analyze revenues, expenditures, operating position, debt, unfunded liabilities, capital assets, and community needs and resources. Developing a set of indicators allows local governments to monitor financial trends, evaluate performance, and support strategic planning and policymaking. Challenges to indicator-based financial analysis include a lack of comparable data and resistance to change.
This document discusses India's preparedness for achieving the UN Sustainable Development Goals (SDGs) by 2030. It outlines some of India's key commitments, including ending poverty and hunger, combating climate change, and achieving land degradation neutrality. It emphasizes the importance of developing relevant, quantifiable indicators to measure progress toward each SDG target. Some challenges India faces in achieving the SDGs include defining appropriate indicators, securing adequate financing, measuring outcomes and progress, and ensuring government ownership of goals and targets. The document advocates for a strategic planning approach involving environmental scanning, strategy formulation and implementation, and monitoring and evaluation.
Creating Climate for Municipal accounting ReformsRavikant Joshi
This PPT delivered in conference organised by Institute of Chartered Accountants of India at Delhi outlines what has succeeded and what needs to be done to create conducive climate for implementing municipal accounting reforms.
La croissance économique rwandaise s’avère soutenue et durable : le rythme de développement du Produit Intérieur Brut est passé de +4,1% en 2009 à +7,5% en 2010 ; Le Fonds Monétaire International table sur +7% pour 2011. Par ailleurs, les autorités rwandaises ont, en termes de stratégie économique, un objectif clair : elles souhaitent développer les services, notamment les TIC et le tourisme. Ce secteur représentait, en 2010, 47% du PIB, soit nettement plus que l’agriculture (32% du PIB).
The document discusses financing sustainable development goals (SDGs) through innovative finance solutions. It notes that achieving the SDGs will require scaled up investment and aligning financial flows with sustainable objectives. It introduces India's Umbrella Programme on Natural Resource Management (UPNRM) which provides loan and grant funding to promote community-based sustainable natural resource management projects. The UPNRM aims to shift financing from grants to loans and has funded over 300 projects across India in sectors like agriculture, watershed development, and renewable energy. Key learnings include the need for better market research and access to ensure project viability.
Strengthening Community Linkages On Poverty Reduction In Ontariosettlementatwork
The document summarizes the work and progress of the 25 in 5 Network, a coalition working to reduce poverty in Ontario, Canada. Over the past few years, the Network has engaged decision-makers, proposed policy ideas and targets, organized constituencies, and framed poverty reduction as important for the economy. While measurable progress has been made through Ontario's Poverty Reduction Strategy, the economic slowdown presents challenges to maintaining momentum. The Network will focus on implementation and ensuring commitments are fulfilled during tough fiscal times.
The document provides an overview of operating budget concepts and processes for local governments. It discusses key relationships between operating budgets and other financial planning aspects such as capital investment plans, strategic planning, accounting, and more. The document also examines characteristics of effective operating budget systems and the roles and responsibilities of various actors such as citizens, governing bodies, department heads, and chief executive officers in the budget preparation and implementation process.
This document summarizes key lessons from Indonesia's decentralization efforts and policies to reduce poverty at regional and local levels. It discusses decentralizing authority to local governments, challenges in implementation including capacity issues, and implications for regional planning and budgeting. It also outlines a policy framework and key actions needed, including developing credible strategies and plans, improving governance, enhancing capacity, and linking national strategies to regional budgets.
The document discusses ways to finance infrastructure projects in Asian cities through capital markets. It recommends establishing special purpose vehicles (SPVs) and special investment organizations (SIOs) to implement infrastructure plans and access financing. SPVs allow capital markets to finance projects through equity investments or debt financing. The document outlines four pathways for governments to access sustainable financing from capital markets: 1) narrowly specifying risks to encourage trading and liquidity, 2) developing bankable projects, 3) strengthening creditworthiness, and 4) using capital market instruments. National governments need to establish enabling frameworks and incentives to encourage these financing approaches.
During the 2017 National Regional Transportation Conference, Justin Fazzari shared information about the U.S. Economic Development Administration's work in economic resilience.
This SOP describes how BDPA Education and Technology Foundation (BETF) will handle any requests for support (financially, voluntary or in-kind) of SITES programs initiated by BDPA at a local or national level.
The process begins with (Point A) BDPA chapter president or national BDPA executive committee member requesting BETF support or (Point B) BDPA chapter president or national BDPA executive committee member using the IRS Tax Receipt Form to request for BETF funding support. The process ends with (Point C) acceptance of request or (Point D) declination of request.
The BNED LEADER Programme has successfully delivered against its objectives between 2007-2013:
- It invested over £6.4 million in the local economy, creating over 70 direct and 140 indirect jobs.
- It supported over 150 businesses with £3.7 million in funding and provided business advice to over 600 people.
- The tourism measure was particularly successful, funding 54 events that attracted over 70,000 visitors.
- Conservation and heritage projects helped promote local history.
- Evaluation found a social return on investment ratio of nearly 17:1, providing good value for money.
While most objectives were met, the farm diversification measure was least successful due to farms already diversifying and perceiving LEADER
Metrics of International Cooperation: from Official Development Assistance to...UNDP Policy Centre
The document discusses official development assistance (ODA) and efforts to expand metrics of international cooperation beyond ODA to total official support for sustainable development (TOSSD). It defines ODA, outlines its governance by the OECD Development Assistance Committee (DAC), and describes how DAC members report ODA data which is made publicly available. The document notes limitations of focusing only on ODA and introduces TOSSD as a new statistical measure under development that would capture a broader range of officially supported resource flows to promote sustainable development.
Shared Prosperity through Strategic Community Investment: An IFC perspective ...Cairn India Limited
The document discusses IFC's perspective on strategic community investment to promote shared prosperity. IFC is the private sector arm of the World Bank Group and aims to reduce poverty through private sector development. The document outlines IFC's approach to strategic community investment, which involves voluntary contributions by companies to help communities address development priorities in a way that also supports business objectives. It provides examples of effective community investment programs and tools used by IFC to evaluate programs and their financial and social impacts, including a financial valuation tool and geomapping tool. The document concludes with good practice principles for strategic community investment.
Promoting Local Economic Development through Strategic Planningled4lgus
This document provides an overview of a training series on promoting local economic development through strategic planning. The series includes four volumes: a quick guide, manual, toolkit, and action guide. The quick guide summarized key information for local leaders to initiate and implement local economic development interventions through a strategic planning process involving various stakeholders. The training series was developed by UN-HABITAT and EcoPlan International to help local governments, businesses, and organizations address economic challenges and opportunities in a sustainable manner.
This document provides an overview of South Africa's Community Development Programme. It discusses the program's strategic goals of empowering marginalized groups and facilitating sustainable livelihoods. It outlines the roles of community development practitioners in identifying and implementing social programs. It then details several strategic focus areas, including youth development, poverty reduction, and improving nonprofit organization governance. Finally, it discusses achievements in these areas and sets targets for further progress in 2007/2008, such as developing an anti-poverty strategy, advocating for sustainable livelihood approaches, and expanding youth job programs.
The document discusses policy dialogue and aid effectiveness in the agriculture and forestry sector in Lao PDR. It summarizes the Vientiane Declarations which aim to improve aid effectiveness based on ownership, alignment, harmonization, managing for results, and mutual accountability. It describes the functions of the Sector Working Group on Agriculture and Rural Development (SWG-ARD) including sector strategy formulation, resource tracking, capacity development, and contributing to the Round Table Meeting. It also discusses the establishment of a Policy Think Tank to conduct policy research and the role of the SWG-ARD Secretariat. Some key achievements and ongoing challenges are highlighted.
Analysis of the draft Local Economic Profile of the Metro Naga Development Council (MNDC), covering Naga City and 13 municipalities in Camarines Sur. The presentation focuses on validating MNDC's initial assumptions about tourism as a strategy for local economic development in the area. The presentation was made by Ms. Alaine Fornoles and Mr. Renato Fornoles based on the draft LEP that they prepared for MNDC, through the assistance of the Local Governance Support Program for Local Economic Development (LED). The presentation was done to validate MNDC's choice of industry to focus on for LED. Also to provide the starting point for a more detailed analysis of this focus industry.
The document summarizes Rwanda's social protection system, which has evolved from fragmented projects to a more coordinated set of programs under a national strategy. It describes the flagship Vision 2020 Umurenge Program (VUP) and other key programs, their targeting mechanisms, numbers of beneficiaries, and management. Challenges to sustainability include fiscal constraints, coordination across agencies, and increasing coverage of social assistance and insurance programs. Key factors in the system's success have been strong government commitment, donor support, effective implementation structures, and accountability mechanisms.
1) The document discusses a task given to the author by the mayor to evaluate and make suggestions on how to plan their hometown according to Local Agenda 21 principles.
2) Local Agenda 21 aims to define sustainable development at the local level through consultation, consensus building, and identifying policies and plans to achieve long-term sustainable development.
3) The author evaluates six key elements of Local Agenda 21 - managing environmental performance, integrating sustainability, awareness raising, public consultation, partnerships, and monitoring progress - and provides suggestions for improving implementation in their hometown for each element.
Getting your workforce system involved in a local Comprehensive Economic Deve...Colleen LaRose
This webinar can be seen in its entirety on www.nereta.org ..then click onto the training page.
Did you know that there is money available for workforce planning that does not come from the Department of Labor? IT's TRUE! The Economic Development Administration (EDA) provides workforce planning and implementation funds as part of the comprehensive economic development strategy planning process (CEDS).
The problem with CEDS planning the way it is currently done, is that most CEDS are written by economic development folks who only provide lip service to coordinating with workforce professionals in the plan, (most often providing nothing more than offer labor force statistics with little analysis of gaps, trends).
Unfortunately, most workforce development professionals don't know what CEDS planning is, even though coordination with the workforce system is a required part of CEDS planning. Therefore, workforce development professionals should not only understand the CEDS process, but inject themselves into the process...or even lead the process!
This webinar will teach you everything you need to know about CEDS:
What are the programs of the EDA?
What is an Economic Development District (EDD)
What is a CEDS?
What is a CEDS Supposed to Do?
What does a high quality CEDS have?
We are very fortunate to have two amazing speakers for this webinar!
Paul Raetsch is the Retired Regional Director of the Economic Development Administration Philadelphia Regional Office. Paul oversaw the CEDS planning for regions throughout the northeastern US going back as far as 1971! This man has a wealth of knowledge and expertise in regional planning that you will greatly benefit from!
Presenting with Paul is Mike Aube, President of the Eastern Maine Development Corporation, host of the "mobilize Eastern Maine initiative. Mike has also served as Legislative aide to Senator Mitchell, EDD Director, EDA Economic Development Representative, State Director of Rural Development, as well as Mayor of Bangor, Maine.
Ontario west municipal treasurers' forumAileen Murray
The document provides an overview of economic development strategies and investment readiness. It defines economic development and outlines key components of an economic development strategy, including investment attraction, business retention and expansion, tourism, and infrastructure projects. It also discusses important site selection factors for businesses and outlines an investment readiness assessment conducted in Ontario. The assessment evaluated communities' preparedness for investment and provided examples of both strengths and weaknesses found across various municipalities. The summary highlights the assessment's key findings of an overall low level of community preparedness.
Rethinking regional development policymakingOECDregions
Presentation on rethinking regional development policymaking made at the Regional Studies Association Conference held in Seville, Spain on 27 September 2018. Presentation by Dorothée Allain-Dupré, Head of Decentralisation, Public Investment and Subnational Finance Unit, OECD
More information: http://www.oecd.org/regional/
Fmdv de log financing sd gs subnational levelAntoine Rerolle
The document discusses strategies for financing sustainable development at the subnational and local levels. It acknowledges that expenditures are increasingly being decided at lower levels of government, which often lack technical capacity and financing. It commits to scaling up international cooperation to strengthen capacities of local authorities. Some strategies discussed include establishing knowledge and financing hubs to develop sustainable projects, providing targeted public support to mobilize private expertise and capital, and using innovative financing techniques for demonstration projects. The goal is to close the large funding gaps needed to achieve sustainable development goals through greater private sector involvement at subnational levels.
The SDLG Project will undertake research and information dissemination to clarify the roles and authorities of local governments in Bangladesh. Key activities include:
1. Partnering with universities to sponsor research on key local governance issues and hold national conferences to disseminate findings and discuss needed policy reforms.
2. Publishing research reports and policy briefs on topics like the implementation of new local government laws, the status of women officials, and innovative local government practices.
3. Launching an online local governance resource center and knowledge management system to ensure widespread access to research and example of best practices.
The document outlines the criteria for communities to become certified through the Economic Development Certified Community Program. It discusses having an organized lead agency, conducting a comprehensive community assessment and strategic plan, implementing a business retention and expansion program, identifying local targets for economic development, controlling available buildings and sites, ensuring adequate infrastructure, providing local financing options, and undergoing training. It notes the benefits of certification and that communities must recertify every three years by submitting an evaluation and long-range strategic plan.
The document outlines the criteria for communities to become certified through the Economic Development Certified Community Program. It discusses having an organized lead agency, conducting a comprehensive community assessment and strategic plan, implementing a business retention program, identifying local targets for economic development, controlling available buildings and sites, ensuring adequate infrastructure, providing local financing options, and undergoing training. It notes the benefits of certification include better positioning for economic development opportunities and eligibility for certain funding programs. Recertification is required every three years.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Understanding how timely GST payments influence a lender's decision to approve loans, this topic explores the correlation between GST compliance and creditworthiness. It highlights how consistent GST payments can enhance a business's financial credibility, potentially leading to higher chances of loan approval.
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
BONKMILLON Unleashes Its Bonkers Potential on Solana.pdfcoingabbar
Introducing BONKMILLON - The Most Bonkers Meme Coin Yet
Let's be real for a second – the world of meme coins can feel like a bit of a circus at times. Every other day, there's a new token promising to take you "to the moon" or offering some groundbreaking utility that'll change the game forever. But how many of them actually deliver on that hype?
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
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1. The Local Economic Development Programme
Empowering Local Government for the Integrated Promotion of LED
L
E
D
P
Brussels April 2015
2. Most frequently in Developing & Least Developed States:
Persistent levels of poverty and Regional Disparities and
inequitable access to economic growth and opportunities;
High and growing levels of unemployment (particularly among
youth and rural populations);
Suboptimal or ineffective and inefficient use of diverse local
resources and ineffective utilization of the distinctive
competitive advantages of various regions;
Divergent and in some cases, contradictory economic
development policies and actions at the national level;
The Economic Development Challenge:
3. LED Promotion Challenge:
National Level
Lack of alignment of Macro Economic Development Policies with
LED promotion needs – Monetary, Tax, Trade, Land and others
Limited coordination between LED relevant National Strategies
and National Programs – Poverty, Employment, Private Sector,
SME, Vocational Education, Industry, Agriculture and others
Lack of clarity in the distribution of mandates and functional &
resource assignment between LED relevant ministries and
agencies
Undefined division of labor for LED promotion between central
and local government and limited or absent assignment of LED
promotion functions and resources to local government
4. LED Promotion Challenge:
National Level: Macroeconomic Policies and Economic Strategies
The National Level
The Sub-National Level
Macro Policies – LED Relevant
Trade Labor
Monetary Tax
Land
National Development & Sector Strategies – LED Relevant
Agriculture Industry
Private Sector
SME
PRS
Export/Trade
5. LED Promotion Challenge:
National Level: Assignment of Functions & Resources
The National Level
The Sub-National Level
Sector Ministries – LED Related
Trade &
Economy
Agriculture
Industry Higher
Education
Vocational
Training
National Governmental & Nongovernmental Agencies – LED Related
Chambers Associations
Unions
LED Agencies
Business Development & Financial Service Providers
Business Development Services Financial Service Providers
LOCAL GOVERNMENTS
6. LED Promotion Challenge:
Local Level
LED promotion functions are seldom institutionalized within
mandated Local Authorities that could sustain, guide and ensure
the equity of such efforts and ensure responsiveness to
economic development challenges in the long-term;
In cases where LED focused institutions exist, they may lack the
tools, capacities and/or resources they need to perform this
task;
Economic development initiatives are seldom grounded in a
comprehensive understanding of the target local economy, its
potentials for growth and the challenges that undermine its
sustainable and equitable development;
Economic development initiatives are usually undertaken
independently by individual central ministries, agencies, local
administrations, private sector actors, Development Partners
and others, leading to fragmentation of effort;
7. LED Promotion Challenge:
Local Level: The Assigned Role of Local Governments
Other
Sectors
Communication
Transportation
Labor
Vocational
Education
Agriculture
Trade
Industry
De-Concentrated LED Related Functions
Institutional
Delegated LED Related Function
LG
System
Devolved LED Related Functions
Centrally Performed LED Related Functions
Devolved Function
Delegated Function Centrally Performed Function
De-Concentrated Function
8. LED Promotion:
The Potential Role of Local Government:
LED Governance:
Maintaining an understanding of the local economy and the
prevailing business enabling environment with a supporting
database;
Convening economic actors, analyzing their needs, and
coordinating their actions;
Guiding and engaging economic actors in articulating an LED
strategy and coordinating and facilitating its implementation;
Maintaining emphases on equity of economic growth;
9. LED Promotion:
The Potential Role of Local Government
Facilitate, Support and Coordinate the Implementation of the LED
Strategy:
Work with economic actors on assigning roles and responsibilities
for LED strategy implementation - private sector, central or de-
concentrated agencies, nongovernmental or non-state actors, civil
society organizations, With development partners
Support the formation of partnerships among economic actors
towards strategy implementation
Facilitate access to technical support for less capable economic
actors to enable the effective implementation of their Strategy
related initiatives
Intervene when and where appropriate to complement and
strengthen the interventions of other economic actors and to reduce
their risk
10. LED Promotion:
The Potential Role of Local Governments
Contribute to LED Strategy Implementation:
Investing in economic infrastructure;
Entering into Public Private Partnerships appropriately;
Advocating for or directly enhancing regulations;
Advocating for the alignment of macroeconomic policies with
LED objectives;
Providing incentives – tax, land and other inputs that reduce
the cost and risk of economic actors;
11. The LED promotion Framework:
Systemic Empowerment of LG/LA for LED Promotion
12. Policy, Legal & Regulatory Framework
Institutions, Systems & Procedures
Capacities
Local Government System
Basic Social, Economic & Environmental
Services, Facilities & Infrastructure
Base
LG System
Development
Inputs
Local Development
LED Promotion:
The Core Functions and Expected Outputs of LG/LA
13. LED Promotion:
Going Beyond Core Local Development Functions – Specialized LD
Local Development Social
Protection
Food
Security
Basic
Social
Services
Local
Economic
Development
Policy, Legal & Regulatory Framework
Institutions, Systems & Procedures
Capacities & Financing
Natural
Resource
Management
Local Government System
Specialized
LG System
Outputs
Other
Specialized
Policies
Institutions
& capacities
14. LED Promotion:
Embedding the LED Promotion Function
Policy, Legal & Regulatory
Framework
Institutions, Systems
& Procedures
Capacities & Resources
Local Government System
LG Mandate & Functional
& Resources Assignment
for LED Promotion
LG Institutional
Arrangements
for LED Promotion
LG Capacities &
Resources for LED
Promotion
LED Promotion Outputs
16. The LED promotion process:
Structure
NATIONAL
Enhance the National
Context for LED Promotion
LOCAL
Introduce and Launch
An Integrated
LED Promotion Process
National LED Promotion Context
• Macro Policy & Regulatory Context
• Institutional Context
• Economic Infrastructure
• Business Development & Financial
Support Services
Local Capacity for LED Promotion
• LED Governance
• LED Strategy Formulation
• Coordination of LED Strategy
Implementation
National/Sub-National
Channels of
Communication
On LED Promotion
Requirements
17. At the National Level;
In Relationship to the Lead LED Promotion & Harmonization
Agency (Ministry or Inter-ministerial Body)
In Relationship to the LG Support and Supervision Agency
At the Target Locality;
Activate the LED focused department/unit (or create a pilot entity)
at Target LG Tier
Consolidate/introduce the LED promotion staff at target LG
The LED promotion process:
Institutionalizing LED promotion
18. National Programme
Director
LED Governance
Coordinator
LED Mobile Teams
LED
Facilitator
LED
Facilitator
LED
Facilitator
LED
Facilitator
LED
Facilitator
LED
Facilitation
Team @
Governorate E
LED
Facilitation
Team @
Governorate D
LED
Facilitation
Team @
Governorate C
LED
Facilitation
Team @
Governorate B
LED
Facilitation
Team @
Governorate A
LED Implementation &
Finance Coordinator
LED Policy & Regulatory
Context Coordinator
LED Partnerships
Coordinator
National Committee for LED Guidance & Promotion
National LED Secretariat
Governance Mobile Team Implementation & Finance Mobile Team
LED Institutional
Context Coordinator
The LED promotion process:
LED Programme Support Structure – EGYPT Vision
19. The Local Economic Development
Framework:
The LED promotion Process:
Local Level
20. The LED Promotion Process:
Scope - Local Level
Institutionalization of
the LED Function &
Introduction of Tools
& Capacities
Local Government
LED Forum
LED Unit
Annual Implementation Program
Economic Infrastructure
SME Finance/Investment
Microenterprise finance/investment
Project
Development
Project
Finance
Project
Implementation
Streamlining Regulations
Support
&
Facilitation
Aligning Macroeconomic Policies
Skills Development & Technical Assistance
Institutionalization and
Capacity Development
Component
Economic Assessment and
LED Strategy Development
Phase
LED Strategy Implementation
Phase
• Private Sector
• Informal Sector
• Public Sector
• CSO and NGOs
• Development Partners
• Service Sector
Quantitative/Qualitative
Assessment of the
Local Economy
& Business
Environment
Stage 1:
Local Economy
Mapping
Stage 2:
Value Chain and/or
Cluster Assessment or
Other Thematic or
Category Focused
Assessments
Stage 3:
Full-fledged Local
Economy & Business
Environment
Assessment –
Benchmark Study
LED
Strategy
21. The LED promotion Process:
Institutionalizing the LED Promotion Function
22. The LED Promotion Framework:
Institutionalization Phase:
Local Government
LED Forum
LED Promotion Unit
Institutionalization
of the LED
Promotion
Function and the
Introduction of
Related Tools and
Capacities at
Local Level
SME
Reps.
Cooperatives
Unions
Value
Chains
Reps.
Sectors
&
Cluster
Reps.
Development
Partners
Public
Sector
Entities
Associations
Microenterprise
Reps.
Large
&
Multinationals
Service
Sectors
Reps.
Support
&
Facilitation
LED
Promotion
Actions
Membership of the LED Forum
23. Create the LED Facilitation Team and Promotion Unit;
Activate and Consolidate LED related Functions at the Target LG;
Establish Working Arrangements with LED Relevant De-
Concentrated Agencies:
• Agriculture and Irrigation;
• Trade and Industry;
• Tourism & Antiquities;
• Transportation;
• Communication;
• Electrification;
• Public Works & Roads;
• Vocational and Higher Education;
The LED Promotion Process:
Institutionalization Phase – Within Local Government
24. Governorate
The LED promotion process:
Institutionalization: LED Support Team Governorate – EGYPT
LED Coordinator
Local Economy
Assessment
LED Forum
Mobilization
LED Strategy
Formulation
LED Strategy
Implementation
LED Central Mobile Teams
Governance Mobile Team Implementation & Finance Mobile Team
LED
Facilitator @
Markaz A
LED
Facilitator @
Markaz B
LED
Facilitator @
Markaz C
LED
Facilitator @
Markaz E
LED
Facilitator @
Markaz D
25. LED Forum Membership:
Senior representation of the Local Government - Executive &
Legislative;
The LED Facilitation Team/Unit, as the Technical Secretariat of the
Forum;
LED Relevant Sector Departments;
LED Relevant Public Agencies;
Private sector representative organizations – Chambers,
Associations, Unions, Cooperatives and others;
Representation of the Sectors, clusters and value chains of the
local economy;
Development partners active in local economy development
functions
The LED Promotion Process:
Institutionalization Phase – The LED Forum
26. The LED Promotion Process:
Institutionalization Phase: The LED Forum
The Formal & Informal
Local Economy, its Sectors,
Clusters, Supply & Value
Chains
Members of the LED
Forum
National & Local Economic
Development Promotion Actors
(De-concentrated Sector Offices,
Other Agencies & Donor Projects)
Members of the LED Promotion
Committee
Representative Associations, Chambers &
Cooperatives of Economic Sectors,
Clusters and Value & Supply Chains –
members of the LED Promotion Committee
The Local
Government LED
Core Management
Team
Members of the LED
Promotion Committee
The Local Council
LED Committee
Members of the
LED Promotion
Committee
27. The LED promotion Process:
The Local Economy & Business Environment Assessment
28. Carryout a Rapid assessment of the local economy, its structure
and its primary sectors, clusters and value chains and its main
challenges and opportunities for growth;
Launch the Local Economy & Business Assessment Process -
Qualitative;
Launch the local economy data collection process
- Quantitative;
The LED Promotion Process:
The Local Economy Assessment:
29. The LED Promotion Process:
The Local Economy Assessment: Potential Scope and Areas of Focus
Quantitative and Qualitative Local Economy and Business
Environment Assessment
Sector
Assessment
Cluster
Assessment
Value
Chain
Assessment
SME
Survey
Informal
Sector
Assessment
Micro
&
Small
Holder
Survey
Large
Enterprise
Survey
Economic
Infrastructure
Survey
Business
Regulation
Assessment
Business
Development
Services
Financial
Services
Sector
Macroeconomic
Policies
Development
Partner
Initiatives
Centrally
Implemented
Programs
Tools
and
Capacities
for
Conducting
the
Local
Economy
and
Business
Assessment
Grounding
the
LED
Strategy
Development
Process
Country/Locality Political, Economic and Institutional Context
Stable, High Potential, Developed
Vulnerable, Fragile, Medium Potential, Developing
Conflict situation/Post Crisis/Recovery, Limited Potential, Underdeveloped
30. Identification and Assessment
of the Main Clusters and
Value Chains
Identification and macro
assessment of the Primary
Sectors
Mapping and analysis of the
prevailing sub-sectors
LEBA
Agriculture
Manufacturing
Tourism
Services
Hospitality
Cultural Tourism
Environmental Tourism
Crafts Production
Farm Crops
Medical & Aromatic Herbs
Grain & Feed/Fodder
Live Stock - Meat
Live Stock - Dairy
Poultry
Fisheries
Financial Services
Business Dev. Services
Repair & Maintenance
IT & Communication
Printing, packaging …
Construction Materials
Cluster
Fisheries Cluster
Dairy Production
Cluster
Micro/Small Manufacturing
Construction Materials
Medium/Large Enterprises
Industrial Zone Enterprises
Business Development
Services Cluster
The LED Promotion Process:
The Local Economy Assessment: Sector, Subsector, Cluster - Fayoum, Egypt
Crafts Production Value
Chain
Medical & Aromatic
Herbs Value Chain
Cultural Tourism
Cluster
32. The LED Promotion Process:
The LED Strategy: Main Features
5 year and implemented annually;
Program-based;
Multi-sector;
Multi-action;
Multi-actor;
Integrated action;
33. The LED Promotion Process:
The LED Strategy: Main Actors
Local Government;
Ministries and/or their local branches/departments;
Public Agencies and institutions;
The private sector – formal and informal sectors, micro, small,
medium and Large Enterprises;
Nongovernmental organizations and institutions;
Development partners;
34. The LED Promotion Process:
The LED Strategy: Intervention Typology
Economic infrastructure – roads, electricity, irrigation, markets, etc….;
Service sector projects – communication, transportation, etc…;
Private sector micro, small, medium of large investments/projects;
Technical assistance;
Skills development;
Improvement to regulations;
Alignment or improvement to macroeconomic policies;
Other
35. The LED Promotion Process:
The LED Strategy: Vision to Programs
Vision
Objective 1
Increase Sub-
Sector
production by
30% and Value
Addition by 25%
Objective 2
Objective 3
Program 1.1
Production
Expansion
Program
Program 1.2
Program 1.3
Program 2.1
Program 3.1
Program 3.2
Program 1.1: Interventions/Projects/Actions
Regulatory Improvements:
Intervention 1, Intervention 2, Intervention 3,
Institutional Development:
Intervention 1, Intervention 2, Intervention 3,
Investment Projects:
Project 1, Project 2, Project 3, Project 4, Project 5, ……..
Economic Infrastructure:
Project 1, Project 2, Project 3, Project 4, Project 5, ……..
Skills Development:
Project 1, Project 2, Project 3, Project 4, Project 5, ……..
Technical Assistance:
Project 1, Project 2, Project 3, Project 4, Project 5, ……..
Other Areas of Action:
Project 1, Project 2, Project 3, Project 4, Project 5, ……..
Program Information
• Program Management Structure
• Project Sponsoring/Implementing Entities
• Public Sector/Directorates
• Private Sector
• Development Partner
• Other
• Program Timeframe
• Program Implementation Plan/Sequence
• Program Budget
• Sources of Funding by Intervention
• Budgetary Allocation per project
36. The LED Promotion Process:
The LED Strategy: Structure and Potential Scope
Economic Infrastructure Projects
Service Sector Projects
Regulation Streamlining Interventions
Policy Alignment Interventions
Skills Development Programs
Technical Assistance Programs
Small & Medium Production Enterprise
Micro & Small Holder Projects
Large-Scale Production Projects
Intervention Typology Program Based LED Strategy
Cultural Tourism Cluster Development Program
Construction Material Cluster Development Program
Dairy Cluster Development Program
Agricultural Production Value Addition Program
Crafts Development & Export Promotion Program
Organic Agriculture Development Program
Linkage Development Program Between Local SMEs &
Industrial Zone Manufacturers
Local Transport Sector Development Program
Governorate Renewable Energy and Energy Efficiency
Enhancement program
37. The LED Promotion Process:
The LED Strategy: Mapping the Dairy Cluster
Dairy
Cluster
Scope of
Activities &
Inputs
Define Scope and components of the Cluster
Example Subsector: Dairy Production Cluster
• Cattle breeding activity
• Processed/industrial feed production and supply
• Agricultural feed production
• Veterinary care provision and veterinary medicine production or supply
• Milk production process
• Milk quality and inspection and health certification services
• Raw milk packaging process and systems & Raw milk storage
• Raw milk collection and transportation – transportation services
• Financial services and finance to the milk producing livestock sector
• Infrastructure including livestock farm infrastructure and facilities, storage, transshipment facilities, markets,
roads, power, water relevant to livestock sector
• Milk processing – into cheese, yogurt and other
• Dairy production machinery and equipment sources
• Skills development sources for dairy production
• Specialized technical support services to dairy production & product development services
• Health and quality inspection/control and certification services
• Packaging suppliers
• Marketing services – national, regional and international
• Financial services and finance for the dairy sector
• Infrastructure including cold storage, collection facilities, roads, power, water, waste water and solid waste
management systems
• Sector departments supporting and regulating dairy production and the livestock sector
• Livestock sector policies, laws and regulations
• Dairy sector policies, laws and regulations
• Tariff and market entry agreements
• Livestock and Dairy related research and development sources
• Other
38. The LED Promotion Process:
The LED Strategy: The Dairy Cluster Development Programme
Identify and Categorize Interventions
Sub-Programme – Dairy Production
Economic Infrastructure:
• improve infrastructure supporting the milk producing livestock and Dairy subsector including:
o Roads – Specific locations
o Markets, storage systems
o electric supply – Specify location and served community
o water and sanitation systems & solid waste management –Specific location
Technical Assistance:
• improve milk producing livestock variety, quality & productivity
• Strengthen Organic farming technical support – specific providers
• Improve marketing channels – local, regional or international
Skills Development:
• enhance the skill of milk producing livestock sector personnel
Institutional Development:
• Strengthening or creation of specialized association
• Improve Public Extension Services – Specify institution location
Investment in New or Existing Production Activities:
• Interventions/investments to improve feed quality and supply
• investments to improve raw milk storage and dispensing systems
• improve milk quality inspection and monitoring services and capacities
• Interventions/investments to enhance the quality of support services to the milk producing livestock sector
• Interventions/investments to improve and expand milk collection, storage and redistribution systems
Finance & Financial Services:
• Support the introduction of bridge finance facilities for Livestock farmers
• Avail access to finance to serve the finance needs of dairy producers
• Develop access to equity investment in dairy production
Dairy Cluster
Intervention
Programme
40. The LED Promotion Process:
The LED Strategy Implementation Process:
Economic Infrastructure Projects
Small & Medium Production Projects
Micro & Small Holder Projects
Service Sector Projects
Regulation Streamlining Interventions
Policy Alignment Interventions
Skills Development Programs
Technical Assistance Programs
LED
Strategy
Project
Development
• Project Profile
• Project Sponsor
• Market Study
• Feasibility Study
• Project Document
Finance
• Non-Recourse
• SME Finance
• Micro Finance
• Financial Services
• Grants (LEDF)
• In-Kind Input
Project
Implementation
& Commissioning
Support
• Technical Assistance
• Skills Development
• Product Development
• Management Support
• Marketing Support
• Operating Finance
Private Sector
Local Government
Nongovernmental
Civil Society Orgs
Central Government
Development Partners
Intervention Typology
Implementing
Entities
Strategy
Implementation
Project Integration
Into
Local Economy
• Forward/Backward
Linkages
• Marketing
• Linkage to Labor
Market
• Linkage to Support
Services Sector
Project
Impact
Tracking
• Household
income
• Employment
• Local GDP
• Poverty
• Local Revenues
Public Private Partnership
Projects
Local
Economy
Project
Outcomes
Project Integration &
Tracking of Impact
41. The LED Promotion Process:
LED Strategy Implementation: Project Development Phase
Economic Infrastructure
Projects
Support Sector Projects
- Estimate of
expected economic
impact & financial
return;
- Expected
contribution to
equity of economic
growth;
- Served community
& number of
beneficiaries;
- Expected cost;
- Expected sources of
funding/support;
- Implementing
entity;
- Environmental &
social impact;
Project/Program
Profile
Feasibility & Market
Study
Project Package
- Project document
defining project
details, feasibility,
economic and
social/development
al rates of return;
- Project Finance
Proposal;
- Project
Management
Structure;
- Staffing and Staff
recruitment plan;
- Engineering
documents for
project site,
equipment and
facilities;
- Project Feasibility
and market
Assessment;
- Review and
assessment/recom
mendation of
project financing
options;
- Assessment of labor
needs and skills
development
requirements;
- Assessment of
available
infrastructure, its
quality and
capacity;
- Environmental
assessment
Small & Medium Production
or Service Projects
Micro Production or Service
Enterprise
Large Scale Investment
Projects
42. The LED Promotion Process:
LED Strategy Implementation: Project Development Phase
Skills Development
Programs
Technical Assistance
Programs
- Estimate of expected
economic impact through
employment generation or
improved productivity or
enhanced product quality;
- Expected contribution to
equity of economic
growth;
- Served community &
number of beneficiaries;
- Expected cost;
- Expected sources of
funding/support;
- Implementing entity;
Project/Program
Profile/Description
Elaborated Programme Document
- Program structure and elaborated
design;
- Elaborated analysis of impact on
target sector, cluster or value chain;
- Training material or scope of
technical assistance;
- Provider information/qualification
and approach;
- Detailed budget;
- Source of funding and
commitment;
- Confirmed list of trainees or list of
enterprises benefiting from TA
program;
43. The LED Promotion Process:
LED Strategy Implementation: Project Development Phase
Macro-Policy Alignment
Intervention Programs
Regulatory Streamlining
Programs
- Concise analysis of the target
policy or regulation, the
problem it is causing and its
impact on LED;
- Brief description of the
needed reform or
alignment/amendment;
- Estimated impact of proposed
reform or alignment –
qualitative and quantitative;
- Expertise required;
- Counterpart Agency or
Ministry;
- Expected time and cost;
- Expected sources of
funding/support;
Description of Target Policy or
Regulation
Elaborated Programme Document
- Details of the proposed reform,
amendment or alignment;
- Elaborated analysis of impact on
target sector, cluster or value
chain or on region/locality;
- The required expertise and the
proposed provider;
- Provider
information/qualification and
approach;
- Detailed budget;
- Source of funding and
commitment;
- Confirmation of commitment by
relevant counterpart agency and
designated counterpart
department;
44. The LED promotion Process:
LED Strategy Implementation: Project Finance Phase
45. The LED Promotion Process:
LED Strategy Implementation: Finance – Economic Infrastructure
Economic Infrastructure Projects
Markets, Storage & Warehousing, Roads/Bridges, Irrigation
Infrastructure, Veterinary Units, landing strips, harbors, Other
Support Sector Projects
Electrification and Power Generation, Communication,
Transportation (light or freight rail), Other
Grants
Loans
Bonds
PPP
Grant/Eq
uity
Private
Debt/Equ
ity
46. The LED Promotion Process:
LED Strategy Implementation: Finance – Enterprise Investment
Small or Medium Production/Service Projects
Manufacturing, Agricultural Production, Semi-Finished
Goods, Tourism & Hospitality, Processing, Other
Microenterprise or Small Holder
Agricultural, Manufacturing, Hospitality and Tourism, Crafts,
Processing, Services, Maintenance & Repairs, Other
Debt Finance
Equity & Venture
Micro-
Equity/Venture
Microfinance/Micr
ocredit
Social Protection
Grant
Financial Services
Social-
Equity/Venture
Large-Scale Production/Service Projects
Manufacturing, Agricultural Production, Tourism &
Hospitality, Processing, Assembly, Other
47. The LED Promotion Process:
LED Strategy Implementation: Finance of Skills Development
Skills Development
Administrative, Management and Marketing, Specialized
Manufacturing, Agricultural Production or Service Provision
Skills and Other
Technical Assistance
Product Development, Product Positioning, Market Entry,
New Product Development (R&D), Other
Donor Funding
Private Sector
Provision
Donor Funding
Private Sector
Provision
Public Funding
Public Funding
Industry
Sponsored
48. The LED Promotion Process:
Strategy Implementation: Finance of Policy & Regulatory Interventions
Macro-Policy Adjustment or Reform & Alignment
Monetary, Tax, Customs, Trade, Land, Property Rights, Other
Streamlining of Regulatory Environment
Company Registration, Access to Basic Infrastructure,
Import & Export License, Registry of Collateral (land & Other
Assets), Commercial Legal Recourse, Other
Donor Funding
Sector/Cluster or
Value Chain
Financed
Donor Funding
Chambers and/or
Sector
Associations
Public Funding
Public Funding
50. The LED Promotion Process:
Sources of LED Finance: Public Sources
De-concentrated and Centrally Allocated Public Financial Flows in
LED Relevant Sectors: Agriculture, Industry, Trade, Communication,
Transportation and Roads, Electrification, Water and Irrigation;
National Sector Strategy Allocations in the Above Sectors that are
Typically Managed Centrally and Implemented the Parallel
Modalities;
Public Sector Funds that are Capitalized through Public Resources
or through Development Partner/External Sources;
Public Development Banks & Finance or Financial Services
Agencies;
Development Partner Allocations and Financial and Finance
Instruments – Grants, Loans and Risk Guarantees and Credit
Enhancement Instruments
51. The LED Promotion Process:
Sources of LED Finance: Private Sources
Commercial Banks and Bank Deposits and other Private
Debt Finance Sources;
Microfinance and Microcredit Institutions;
Pension Funds and other Employee Savings Institutions;
Insurance Companies;
Private Equity Funds and Holding Companies;
Venture Capital Funds – Social Venture, Angel Investors;
Remittances and FDI Sources
52. The LED Promotion Process:
LED Finance Needs: The Demand Side
Economic Infrastructure – Roads, Bridges, Markets, Public &
Commercial Transport Facilities Warehouses, Irrigation Water Supply
Systems, Harbors, landing Strips, Power Generation and Distribution,
and Other;
Strategic Support Sector Infrastructure – Communication,
Transportation, ICT, Energy (including Renewable – Solar & Wind) and
others;
Micro, Small and Medium Enterprises – In Agriculture,
Industry/Manufacturing, Tourism, Processing, Assembly, Services and
Other;
Large-Scale Catalytic Enterprises – Large Scale Manufacturing,
Assembly or Processing Plants or Tourism Enterprises;
54. The LED Promotion Process:
The LED Fund: Finance Tools
Grants – Performance Grants to Local Government to
Supplement Own Sources of Finance for LED, to be Used to Build
LG Capacity for Managing and Effectively Allocating Public Funds,
and to Leverage Increased of Central Funding for LED promotion;
Loans – To Local Governments, Securitized Through Income
Generated by LG Investments that have Utilized the Loan;
Risk or First-Loss Guarantees – To Private Sources of Debt
and Equity Finance (in collaboration or Partnership with other
Available Risk Mitigation Facilities) with the Goal of Leveraging
Private Investment Flows in LED Promotion;
Credit Enhancement – To Private Sector Investors to Enhance
their Credit Assessment/Rating to enable them to Access Suitable
Finance;
55. The LED Promotion Process:
The LED Fund: Structure and
Intermediary
Finance
Institutions
Intermediaries
Economic Infrastructure
Local
Government
Strategic Support Sectors
Micro, Small, Medium Enterprises
Large-Scale Catalytic Projects
The
Economic
Development
Fund
LED Strategy
Financial
Institutions
Equity Investment
Social Venture
Risk
Mitigation
Grants
Direct
& PPP
Loans
56. The LED Promotion Process:
The LED Fund: Financing Economic Infrastructure
LED Strategy
Economic Infrastructure
Projects
Support Sector Projects
Performance
Grants
Secured
Loans
Bonds
Private
Debt/Equit
y
The
Economic
Development
Fund
Local
Government
Financial
Intermediary
Debt
and/or
Equity
Risk
Mitigation
and/or
Credit
Enhancement
57. The LED Promotion Process:
The LED Fund: Financing Private Enterprises and PPP
LED Strategy
Small & Medium
Enterprises
Microenterprises
Performance
Grants
Secured
Loans
Microfinance
&
SME Finance
The
Economic
Development
Fund
Local
Government
Financial
Intermediary
Debt
and/or
Equity
Risk
Mitigation
Credit
Enhancement
PPP Large-Scale Enterprises
Project
Finance
58. The LED Promotion Framework:
Consolidating/Integrating LED Promotion Efforts – National & Local
LED Enabling
Environment
Private Sector
Local Government
Nongovernmental
Civil Society Orgs
Central Government
Development Partners
Public Private Partnership
LED Forum
Local Economy
Assessment
LED Strategy
Formulation
LED Strategy Implementation and
Impact Assessment
Macroeconomic Policies
Sector and Thematic Strategies
Development Partner Strategies
Public Finance and Financial Sector Policies and Strategies
Institutional Development and Assignment of Functions