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