02 creating effective led agencies wayne robert final ukr_last_ov
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02 creating effective led agencies wayne robert final ukr_last_ov
- 1. Створення ефективних агенцій МЕР Вейн Роберт Перший Всеукраїнський форум «Інноваційні інструменти місцевого розвитку» 28 листопада 2013 р.
- 2. МЕР – це… • Дії зацікавлених сторін на місцевому рівні з метою створення економічних можливостей і покращення якості життя на місцях. • Підхід передбачає, що економічні, екологічні та соціальні проблеми є взаємозалежними, складними і мінливими. • Рішення ґрунтуються на місцевих знаннях та інтересах членів громади. • Сприяє застосуванню системних підходів, роботі на індивідуальному, міському, регіональному та національному рівнях, з розумінням того, що ці рівні взаємопов'язані. 2 2
- 4. Що впливає на рішення • Економічний контекст • Урядовий контекст • Контекст місцевого розвитку 4 4
- 6. Можливі структури агенцій МЕР 1. Підрозділи муніципалітету; 2. “На відстані витягнутої руки” (засновані за сприяння муніципалітету); 3. Створені в результаті партнерства (наприклад з бізнесом). 6
- 7. Основи успіху МЕР • • • • • • • • Враховуються усі місцеві особливості Зосереджені, рішучі та цілеспрямовані Потужне місцеве лідерство Партнерства Креативність Представляють нові реалії Увага до потреб місцевого бізнесу Залучення/участь громади 7
- 8. Thank you! вул. Щекавицька, б. 30/39, оф. 27, м. Київ, 04071, Україна Е: +38 044 2071282, Ф: +38 044 2071283 www.mled.org.ua
Editor's Notes
- There are five (5) typical core functions Business Investment Attractions Business Retention and Expansion Entrepreneurship (Business Start-ups) Workforce Development Community Cash Flow While the diagram shows these are independent they are anything but. They are very much intertwined. For example workforce development also benefits business retention and expansion and Investment efforts. No two (2) communities will approach or have the identical mix of services. The mix of services largely depends on the local context. In fact not always will it be the city LED official agency delivering all these functions. It is however important that these five (5) activities occurs. Retention And Expansion Of Local Businesses ….. where activities may typically include: Identifying opportunities for joint ventures. Development of Business clusters. Assisting with negotiations concerning joint ventures. Providing assistance on preparing business plans and project plans. Providing advice on market analysis and economic opportunities. Providing advice on product development and identification of target markets. Identifying management capabilities and recommend training requirements. Determining start up costs, forecast sales and conduct a break even analysis. Assisting with financing. Assisting with marketing planning. Conducting financial analysis on proposed business plans and opportunities. Providing advice on licensing, taxation and business related requirements. Conducting site visits and monitor business results. Providing after care services such as assisting with bookkeeping, establishing cash controls and providing training. Maintaining files and records on local businesses and economic development opportunities. Business/Investment Attraction ….. where activities may typically include: Identifying sectoral opportunities for economic development (i.e. mine support, tourism, forestry, arts and crafts). Acting as a liaison between local organizations, businesses and individuals and representatives of government, business and industry concerning economic development. Developing partnerships within the community to develop and promote opportunities. Assisting local organizations, businesses and individuals to take advantage of economic development opportunities and major projects. Assisting with the development of job creation projects. Conducting surveys and research on market opportunities. Assessing marginal citizen centered programs. Identifying capital development program opportunities. Identifying community training and development requirements to take advantage of economic development opportunities. Entrepreneurial Development Activities ….. where activities may typically include: Providing funding. Provide business incubators. Providing assistance on preparing business plans and project plans. Providing advice on market analysis and economic opportunities. Providing advice on product development and identification of target markets. Identifying management capabilities and recommend training requirements. Determining start up costs, forecast sales and conduct a break even analysis. Assisting with financing. Assisting with marketing planning. Providing advice on licensing, taxation and business related requirements. Conducting financial analysis on proposed business plans and opportunities. Workforce Development Activities ….. where activities may typically include: Research into trends and gap analysis. Education, training and professional development initiatives at the provincial, regional and municipal levels. Participation in workforce planning at the provincial, regional land municipal levels, Participation in reviews of national training packages. Exploration of recruitment, selection and retention issues at a regional and municipal level. Convening tripartite consultation process on workforce issues. Exploration of occupational health and safety issues. Community Cash Flow Development ….. where activities may typically include: Community Cash Flow Development Communities looking to bring new dollars into a community to ensure a balance of economic activity (or “community cash flow”) can look at two sources of new dollars: those brought in by individuals, and those brought in by entities [organizations, businesses, government]. There are two types of new individual dollars that come into a community: earned income (wage and salary income) and transfer income (nonwage income or generated wealth). New dollars brought into a community by entities or institutions cover a wide range of sources, including tourism, expanding markets, pursuing outside investments, government contracts or grants, and developing support sectors. Many successful economic development strategies, which bring new dollars into a community, are the result of public-private partnerships that focus on serving growing sectors in the economy, and which bring in both individual and institutional dollars. Ongoing research and investigations into private and public sector economic development funding opportunities and funding possibilities. Maintain an inventory of programs and contacts. Reviewing and testing of innovative funding modalities (e.g. P3). Pursuing outside investments. Developing unmet support services (consulting, research, project management). Consulting with industry and government representatives concerning eligibility requirements for funding. Preparing proposals for funding to support community economic development.