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The improvement of the management of Local Economic Development (Agencies)

Àrea de Desenvolupament Econòmic . The improvement of the management of Local Economic Development (Agencies). Leadership and Management of Local Economic Development 16 and 17 February 2010 . Objective:

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The improvement of the management of Local Economic Development (Agencies)

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  1. Àrea de Desenvolupament Econòmic The improvement of the management of Local Economic Development (Agencies) Leadership and Management of Local Economic Development 16 and 17 February 2010

  2. Objective: A new form of management of local economic development based on territorial concertation and on structures with a higher efficiency and an impact capacity on the territory.

  3. INSTRUMENT: TWO SPACES • Space for concertation • Active platform of concertation(ex. Economic and Social Councils) • Space for management • Model of Local Economic Development Agencies

  4. THE MODEL OF LOCAL ECONOMIC DEVELOPMENT AGENCIES • What do they deliver? • How do they work? • Requirements: the lowest common denominator • The support of the Diputació

  5. WHAT DO THEY DELIVER? • Efficiency • An enhanced organisation and use of resources • Impact • A more strategic intervention and with transformation capacity

  6. Efficiency What do they deliver?

  7. Impact What do they deliver?

  8. HOW DO THEY WORK? • Acting in a concerted way • Integrating strategy and action • Optimising resources • Extending the dimension of local economic development policies • Working in network: Xarxa Activa (Active Network)

  9. How? Concerted action

  10. Concerted action How? • Territorial leadership • Development of the strategic reflection • Public-public concertation at territorial level • Public-private co-responsibility for territorial projects • Conscious decision-making • Coordination of local development policies

  11. Integrating strategy and action How?

  12. Integrating strategy and action How? • Capacity to define and apply a LED strategy for the territory • Provision of strong tools of analysis of the territory and the environment (observatories) • Alignment of the usual programmes and tools to the strategy • Coordination of existing policies • Coordination with (and of) existing municipal mechanisms • Lobbying capacity • Referent for the rest of administrations in policies of development of the territory in general

  13. Optimising resources How?

  14. Optimising resources How? • Managerial model • Rationalization of structures and devices • Reduction of duplicates (and voids) • Guarantee the provision of "universal” services • Capacity to deal with larger projects • Ability to attract new resources • Ability to generate resources

  15. Extending the dimension of LED policies How?

  16. Extending the dimension of LED policies How? • “Territorial” projects above “local” projects • Assumption of new fields of action (land planning, territorial marketing, attraction of investments, local investment incentive, etc.) • Direct provision of services • Implication of new players • Innovation in policies

  17. Working in network How?

  18. REQUIREMENTS: the Lowest Common Denominator Impact on a supra-municipal territorial framework. Creation on the initiative and under the leadership of local players acting in a concerted way. Definition of a territorial vision and promotion of the development strategy. Coordination and implementation of economic development policies. Management through managerial models Integration in the LED Agencies Network of the Diputació.

  19. Fields of action • Promotion of installations and infrastructure • Promotion of areas of economic activity • Urban and landscape renovation projects Territorial projects Executor • Business competitiveness • Innovation and technology transfer • Financing of initiatives • Endogenous development projects • Focus on specific intervention groups • Promotion of high-quality employment Strategic incentive of LED • Support of business initiatives • Support of existing business and sectors • Mediation between supply and demand • Improvement of employability • Creating better-trained human capital Management of programmes • Coordination of programmes • Technical assistance+ training • LED methodologies • Monitoring and evaluation • Funding • European information LEDA think tank + Office of services and technical coordination • Observation • Prospective • Knowledge • Communication • Strategies • Evaluation LEDA + Reflexive

  20. Focus on Territorial Development < CZF < PGM < 22@ - PTBages LEDA Greater degree of reflection Major executive capacity < PEMB < BCN Activa < CES Territorial Pacts Focus on Economic Development and Employment

  21. Economic Development Agencies Network • To promote the creation and consolidation of LEDA providing a framework for joint action. • To generate space for reflection and knowledge around the performance of the agencies and local entities of economic development. • To enhance local policies ofeconomic development. • To serve as representative platform of entities engaged in local development. • To expand the culture of local development.

  22. The role of the Diputació de Barcelona • Assumes the coordination tasks through the technical secretariat • Provides products and services through the services and office of the Economic Development Department • Contributes financing to the structure and actions through the different lines of the Xarxa Barcelona Municipis de Qualitat.

  23. Catalogue of products and services of LEDA • Support management services, to offer to the local entitiesa toolbox of managerial activities • Representation and lobbying activities to give visibility and to strengthen municipalities in local development • Activities of conceptualization, reflection and debate, to establish the strategic framework were the DEL is defined.

  24. First Results : The Diputació promotes that the territory adopts unitary agreements to confront the crisis and more efficient forms of management in local economic development policies. Signing of the two first Agreements for Economic Development and Employment inMaresme and Garraf. Creation of the Economic and Social Council of Osona.

  25. The Maresme unifies against crisis to be more efficientPromoted the first Agency of Local Economic Development of the Barcelona Province To: • Organise reasonably the policies of economic development • Facilitate the emergence of strategic projects • Adapt local and supra-municipal administrations to the new strategic vision and the new model of sustainable economic development

  26. Mayors of the Garraf sign an agreement for the economic development To: • Encourage supra-municipal concertation • Strengthen the labour market • Retain and attract talent • Create a body for supra-municipal economic development and adapt administrations to the strategic vision of development

  27. Osona already has its Economic and Social Council To: • Mobilise the economic and social agents • Fight against the crisis • Plan the supra-municipal economy • Encourage strategic supra-municipal projects

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